Are You a Good Franchisor or a Great Franchisor?

There is a significant difference between a good franchisor and a great franchisor.

A good franchisor provides support. They help franchisees by finding work, running marketing campaigns, sourcing equipment, and solving problems as they arise. While this level of support is valuable, it can unintentionally create dependence. Franchisees become reliant on the franchisor to drive their business rather than developing the skills to do it themselves.

A great franchisor has a different objective. Their mission is to build confident, capable business owners who can thrive independently. They teach franchisees how to generate their own leads, market effectively within their local area, research the latest products and equipment, evaluate best practices, and make informed business decisions. Instead of providing every answer, they equip franchisees with the skills to find the answers themselves.

The difference is simple:

• A good franchisor teaches franchisees to survive.
• A great franchisor teaches franchisees to thrive.

Both good and great franchisors may hold six to eight training camps each year, but the quality of those events is what sets them apart.

A good franchisor’s training camps often become routine. The content may consist of old information, lack structure, and provide little practical value beyond updates. However, these gatherings are still worthwhile because they strengthen relationships, build trust, and create unity between franchisees and the franchisor.

A great franchisor treats every training camp as an investment in the future of the network. Each event is carefully planned and structured, delivering up-to-date industry research, emerging technologies, proven business strategies, and practical tools that franchisees can implement immediately. Guest presenters and industry experts are regularly invited to challenge thinking and introduce fresh ideas that inspire innovation.

Just as importantly, great franchisors understand that culture matters. They never overlook the value of sharing a meal together—whether it’s a catered lunch or a simple barbecue. The relaxed conversations that happen around a table often strengthen relationships more than the formal presentations. Strong relationships create unity, and unity creates stronger franchise networks.

A great franchisor doesn’t aim to build franchisees who constantly need support.

They build franchisees who are confident enough to support themselves, contribute to the network, and help others succeed.

So the question every franchisor should ask is:

Are you building franchisees who depend on you… or franchisees who thrive because of what you’ve taught them?

Are you a good franchisor—or a great franchisor?

About the Author

Tino Grossi

Director of Franchise Development

Ultrabrands.ca

Tino is an experienced executive with over 15 years of experience in the franchise industry, including senior positions in franchise organizations including roles as COO and CEO of the Jim’s Group (Australia, New Zealand and Canada).