{"id":14771,"date":"2022-06-28T10:55:49","date_gmt":"2022-06-28T08:55:49","guid":{"rendered":"https:\/\/franchiseoncloud.fr\/?p=14771"},"modified":"2025-11-13T11:29:05","modified_gmt":"2025-11-13T10:29:05","slug":"comment-devenir-franchiseur-10-etapes","status":"publish","type":"post","link":"https:\/\/cerca.io\/en\/how-to-become-a-franchisor-10-steps\/","title":{"rendered":"10 steps to becoming a franchisor"},"content":{"rendered":"
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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"franchisor\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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When you have a strong concept and your business is performing well, it\u2019s natural to consider expanding through <\/span>franchising<\/b> \u2014 a highly effective method of commercial growth, provided that key steps are followed to ensure the project is carried out under the best possible conditions.<\/span><\/p>

Questioning the feasibility of franchising is already a step forward in developing your business, but not all concepts are viable as franchises, and not all entrepreneurs are meant to become franchisors.\u00a0<\/span><\/p>

But if that is your main ambition, you may be wondering <\/span>how<\/b> to become a franchisor<\/b>? First of all, you should know that the franchisor\u2019s lifecycle is similar to the industrial lifecycle, which consists of three stages: prototyping, pre-series, and industrialization. Applied to franchising, this translates to <\/span>design, experimentation, and network development<\/b>. In this article, discover the 10 steps to becoming a franchisor.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tGet started with Cerca<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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1. Understanding the franchise market\u00a0<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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First and foremost, you need to fully understand what you\u2019re getting into, because not everyone can <\/span>become a franchisor<\/b>! It represents a real career shift, and it\u2019s not for everyone. The first step is therefore to ask yourself the right questions \u2014 studying the franchise market as a whole, understanding how it works, the advantages and disadvantages it brings, and the new role you\u2019re about to take on, etc.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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2. Formalizing your concept: modeling and experimentation\u00a0\u00a0<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Are you well informed about the <\/span>franchise market<\/b> and confident that your concept is viable? Then it\u2019s time to start formalizing your business model! But be careful \u2014 your concept must be innovative and clearly stand out from what already exists on the market. It should be tested, preferably across multiple locations, to refine and improve it before moving into the experimentation phase.<\/span><\/p>

You will then need to <\/span>define the model of the franchised unit<\/b> (size, type of location, etc.) and potentially make adjustments compared to the pilot units. Indeed, if your concept is not yet fully developed, it will need to be refined to improve its economic performance across all entities. This may involve aspects such as marketing, redesigning the original logo and tagline, restructuring the range of products and services, or even reworking the architecture \u2014 in some cases leading to a version 2 of the concept. It is advisable to wait for the next season before drawing conclusions about the different modifications made.<\/span><\/p>

But for the network to operate effectively, it is equally important to think about your strategic organization as a franchisor: development, logistics, purchasing center, etc. You must also define your own rules of the game, such as the conditions for assigning territories to franchisees, for example.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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3. Ensure the strength of your concept<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Indeed, experience will demonstrate the strength of your concept. Your business must be performing well, and you should have at least two consecutive positive financial statements for your establishment to become a pilot unit. This minimum two-year experience allows you to test the concept, understand the key ingredients of your success, and identify areas for improvement. A simple concept that \u201cworks\u201d is not always viable as a franchise. You need to experience the field firsthand to understand the challenges and know why your idea succeeds, so you can replicate that success elsewhere.<\/span><\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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4. Drawing up the DIP and franchise agreement<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Next comes the legal setup phase. As a franchisor, you will need to draft the <\/span>Pre-contractual Information Document<\/b><\/a><\/span> (commonly known as the <\/span>DIP<\/b>) and the <\/span>franchise agreement<\/b>.<\/span><\/p>

The <\/span>DIP<\/b> includes the company\u2019s identity, information about its executives, contact details of active franchisees and those who have left the network within the past 12 months, the contract duration, financial terms, and more. It must be provided to the franchisee at least 20 days before the contract is signed.<\/span><\/p>

The <\/span>franchise agreement<\/b> outlines the general and financial terms of the partnership, the obligations of both the franchisor and the franchisee, as well as the terms regarding the transfer of know-how and the end of the contract.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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5. Passing on know-how with the operating manual<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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The transfer of know-how from the franchisor to the franchisee, as well as the sharing of data related to the expertise used by the franchisor to sustain the network, takes place through the <\/span>operations manual<\/b>. Indeed, to ensure that your concept performs consistently across all units and that your brand image remains intact in every region, you must make sure that all future franchisees benefit from the same quality of tools and know-how available in the pilot unit. After all, these are the key elements that make up <\/span>THE recipe for your success<\/b>.<\/span><\/p>

The information gathered from the operational teams in the pilot unit will be transcribed into <\/span>operations manuals<\/b>, allowing the franchisee to operate the point-of-sale concept smoothly and under the same conditions as if it were a company-owned location.<\/span><\/p>

The franchisee must be fully aware of the methods, criteria, and principles that have led to the commercial success of your concept. They will have access to all this information through the <\/span>operations manual<\/b> (or \u201cmanop\u201d)<\/span>, which summarizes it within a commercial agreement that is legally binding.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\"franchisor\"\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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6. Launching your franchise development<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Once you have refined your concept and determined your investments and objectives, you can start presenting them to your future franchise candidates. This recruitment phase is delicate in the life of a network and crucial to its success.\u00a0<\/span><\/p>

First, you will need to define a recruitment policy that aligns with the objectives and specificities of your brand. Most importantly, you must make the right choices when selecting your first franchisees, who will become your \u201cambassadors.\u201d They will not be mere executors but true partners and key players in your development. They must demonstrate initiative and a strong entrepreneurial spirit in order to actively contribute to improving the business model when necessary.\u00a0<\/span><\/p>

Combining your recruitment strategy with a candidate management software such as <\/span>Cerca<\/b>, specifically designed for franchise networks like yours, will allow you to structure all your actions and accelerate the development of your network without compromising on quality.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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7. Developing your franchise network\u00a0<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Once your first ambassador franchisees have signed, you will need to maintain a steady pace of openings to improve performance and ensure sustainable growth. Using a candidate management software such as <\/span>Cerca<\/b> will help you structure your recruitment process by setting up stages and lead qualification statuses, as well as providing a range of statistics to enhance the quality and monitoring of your development.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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8. Manage your franchise network<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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The success of the <\/span>development of a franchise network<\/b> does not stop at the <\/span>recruitment of franchisees.<\/b> An operational franchise needs to maintain and support its network, which is achieved through ongoing engagement and animation. Indeed, once they have joined the network, you must provide your franchisees with the necessary assistance and support that will contribute to their success \u2014 and therefore, to yours as well.<\/span><\/p>

Network animation helps create synergies among the different members of the network, while also uniting franchisees around shared values \u2014 those of a strong brand. Tools like <\/span>Cerca<\/b> allow you to manage network operations, share news, and centralize visit reports (ratings, comments, files, task tracking), enabling network managers to stay connected with headquarters and keep your community of franchisees motivated.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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9. Structuring your network head<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Don\u2019t be afraid to be ambitious! The growth of your network must be carefully planned. An increasing number of franchisees is a positive sign of success, but for this momentum to last, the structure of the head office must evolve accordingly. This requires <\/span>high-quality recruitment<\/b> within the <\/span>head office team<\/b>, as well as training, availability, and the embodiment of the same values you wish to promote throughout your network.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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10. Challenge your concept<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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The key to success for any business? To evolve while staying true to itself. Don\u2019t be afraid to experiment, reinvent yourself, innovate, and think outside the box! Your concept must evolve to adapt to new consumer expectations, competition, other franchisors, and the technological developments of the market.\u00a0<\/span><\/p>

Remember to regularly assess the <\/span>level of satisfaction within your network<\/b>, involve your franchisees, and continuously improve your concept. A franchise network management tool like <\/span>Cerca<\/b> allows you to maintain close contact with your various local representatives. Don\u2019t hesitate to ask them for field feedback to continually refine your concept and stay close to your clients and consumers.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tScaling your franchise with Cerca \u2728<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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\"Cr\u00e9er<\/a><\/div>
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\n\t\t\t\t\t\t\t\n\t\t\t\t\tCr\u00e9er un parcours de formation r\u00e9seau efficace : la cl\u00e9 d\u2019un r\u00e9seau performant et durable\t\t\t\t<\/a>\n\t\t\t\t\t\t\t<\/h2>\n\t\t\t<\/div><\/article><\/div>
\"New<\/a><\/div>
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\n\t\t\t\t\t\t\t\n\t\t\t\t\t5 new features your presenters will love\t\t\t\t<\/a>\n\t\t\t\t\t\t\t<\/h2>\n\t\t\t<\/div><\/article><\/div><\/div><\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

Lorsque l\u2019on a un bon concept et que notre affaire fonctionne plut\u00f4t bien, on peut vite envisager de le d\u00e9velopper en franchise : la franchise \u00e9tant un moyen de d\u00e9veloppement commercial pertinent, \u00e0 condition de respecter des \u00e9tapes cl\u00e9, essentielles \u00e0 la concr\u00e9tisation du projet dans les meilleures conditions. Se poser la question de la faisabilit\u00e9 de la franchise est d\u00e9j\u00e0 une \u00e9tape dans le d\u00e9veloppement de son entreprise, mais tous les concepts ne sont pas viables en franchise, et tous les entrepreneurs ne sont pas faits pour \u00eatre franchiseurs.\u00a0 Mais si telle est votre ambition premi\u00e8re, vous vous demandez peut-\u00eatre comment devenir franchiseur ? Avant toute chose, il faut savoir que le cycle de vie du franchiseur est similaire au cycle de vie industriel qui est compos\u00e9 de trois stades : le prototypage, la pr\u00e9-s\u00e9rie et l’industrialisation, appliqu\u00e9 \u00e0 la franchise \u00e7a donne : conception, exp\u00e9rimentation et d\u00e9veloppement du r\u00e9seau. Dans cet article, d\u00e9couvrez les 10 \u00e9tapes pour devenir franchiseur. Lancez-vous avec Cerca 1. Comprendre le march\u00e9 de la franchise\u00a0 Avant toute chose, vous devez bien comprendre o\u00f9 vous allez mettre les pieds car tout le monde ne peut pas devenir franchiseur ! Il s\u2019agit d\u2019un v\u00e9ritable changement de m\u00e9tier et ce n\u2019est pas donn\u00e9 \u00e0 tout le monde. La premi\u00e8re \u00e9tape sera donc de se poser les bonnes questions, en \u00e9tudiant le march\u00e9 de la franchise dans son ensemble et comment il fonctionne, les avantages et inconv\u00e9nients que cela repr\u00e9sente, le nouveau r\u00f4le que vous vous appr\u00eatez \u00e0 tenir, etc.\u00a0 2. Formaliser son concept : mod\u00e9lisation et exp\u00e9rimentation\u00a0\u00a0 Vous \u00eates bien renseign\u00e9 sur le march\u00e9 de la franchise et vous \u00eates assur\u00e9 d\u2019avoir un concept viable ? Alors c\u2019est le moment de vous lancer dans la formalisation de votre business model ! Mais attention, votre concept doit \u00eatre nouveau et se distinguer parfaitement de ce qui se trouve d\u00e9j\u00e0 sur le march\u00e9. Il doit \u00eatre test\u00e9, de pr\u00e9f\u00e9rence sur plusieurs sites, afin de l\u2019am\u00e9liorer et de l\u2019affiner avant d\u2019\u00eatre exp\u00e9riment\u00e9.\u00a0 Vous devrez ensuite d\u00e9finir le mod\u00e8le de l\u2019unit\u00e9 franchis\u00e9e (taille, type d\u2019emplacement, etc.) et potentiellement proc\u00e9der \u00e0 des ajustements par rapport aux unit\u00e9s-pilotes. En effet, si votre concept n’est pas suffisamment abouti, il faudra le retravailler pour en am\u00e9liorer les performances \u00e9conomiques, et ce sur toutes les entit\u00e9s ! Cela peut concerner des \u00e9l\u00e9ments du marketing, la refonte du logo originel et de la base line, la recomposition de l\u2019offre de produits et services. Cela peut aller jusqu\u2019\u00e0 la refonte de l\u2019architecture, voire une version 2 du concept. Il est conseill\u00e9 d\u2019attendre la saison suivante avant de tirer des enseignements sur les diff\u00e9rentes modifications apport\u00e9es.\u00a0 Mais pour que le r\u00e9seau fonctionne, il est tout aussi n\u00e9cessaire de r\u00e9fl\u00e9chir \u00e0 votre organisation strat\u00e9gique en tant que franchiseur : d\u00e9veloppement, logistique, centrale d\u2019achat, etc. Et d\u00e9finir vos propres r\u00e8gles du jeu, comme les conditions d\u2019attribution des territoires aux franchis\u00e9s par exemple. 3. S\u2019assurer de la force de son concept En effet, l\u2019exp\u00e9rience t\u00e9moignera de la force de votre concept. il faut que votre activit\u00e9 fonctionne et que vous disposiez d\u2019au moins deux bilans cons\u00e9cutifs positifs pour que votre \u00e9tablissement devienne une unit\u00e9 pilote. Cette exp\u00e9rience de deux ans minimum permet de tester le concept, mais aussi de comprendre les ingr\u00e9dients de votre recette \u00e0 succ\u00e8s, et les points d\u2019am\u00e9lioration ! Un simple concept qui \u00ab marche \u00bb n\u2019est pas toujours viable en franchise. Vous devez vivre l\u2019exp\u00e9rience du terrain par vous-m\u00eame afin de voir les difficult\u00e9s et savoir pourquoi votre id\u00e9e fonctionne, pour pouvoir r\u00e9pliquer son succ\u00e8s ailleurs. 4. Construire le DIP et le contrat de franchise Vient ensuite la phase du montage juridique, en tant que franchiseur vous devrez r\u00e9diger le Document d\u2019Information Pr\u00e9contractuel (plus commun\u00e9ment appel\u00e9 DIP) et le contrat de franchise. Le DIP contient l\u2019identit\u00e9 de l\u2019entreprise, de ses dirigeants, les coordonn\u00e9es des franchis\u00e9s en activit\u00e9 et de ceux ayant quitt\u00e9 le r\u00e9seau depuis 12 mois ou moins, la dur\u00e9e du contrat, les conditions financi\u00e8res, etc. Il est remis au franchis\u00e9 au plus tard 20 jours avant la signature du contrat. Le contrat de franchise liste les conditions g\u00e9n\u00e9rales et financi\u00e8res du partenariat, les obligations du franchiseur et du franchis\u00e9, mais \u00e9galement les termes de la transmission de savoir-faire et de la fin du contrat. 5. Transmettre son savoir-faire avec le manuel op\u00e9ratoire La transmission du savoir-faire de franchis\u00e9 \u00e0 franchiseur et le partage des donn\u00e9es relatives au savoir-faire utilis\u00e9 par le franchiseur pour p\u00e9renniser son r\u00e9seau passe par le manuel op\u00e9ratoire. En effet, pour que votre concept performe dans toutes les unit\u00e9s de la m\u00eame fa\u00e7on et que l\u2019image de votre enseigne ne soit pas alt\u00e9r\u00e9e dans certaines r\u00e9gions, il faut s\u2019assurer que tous vos futurs franchis\u00e9s b\u00e9n\u00e9ficient de la m\u00eame qualit\u00e9 d\u2019outils et de savoir-faire qui existent dans l\u2019\u00e9tablissement pilote. Apr\u00e8s tout, ce sont tous ces \u00e9l\u00e9ments qui feront LA recette de votre succ\u00e8s.\u00a0 Les informations r\u00e9colt\u00e9es aupr\u00e8s des op\u00e9rationnels pr\u00e9sents dans le pilote seront transpos\u00e9es dans des manuels op\u00e9ratoires, pour que le franchis\u00e9 puisse exploiter le concept du point de vente sereinement et dans les m\u00eames conditions que s\u2019il \u00e9tait en succursale.\u00a0 Le franchis\u00e9 doit obligatoirement prendre connaissance de la mani\u00e8re, des crit\u00e8res, des fondements qui ont permis la r\u00e9ussite commerciale de votre concept. Il sera en possession de toutes ces informations gr\u00e2ce au manuel op\u00e9ratoire (ou \u201cmanop\u201d) qui les synth\u00e9tise dans un contrat commercial et qui fait foi juridiquement. 6. Lancer son d\u00e9veloppement en franchise Une fois que vous aurez calibr\u00e9 votre concept et que vous aurez chiffr\u00e9 vos investissements et objectifs, vous pourrez commencer \u00e0 les pr\u00e9senter \u00e0 vos futurs candidats \u00e0 la franchise. Cette phase de recrutement est d\u00e9licate dans la vie d\u2019un r\u00e9seau et cruciale pour sa r\u00e9ussite.\u00a0 Il faudra tout d\u2019abord d\u00e9finir une politique de recrutement en accord avec les objectifs et les particularit\u00e9s de votre enseigne, mais surtout faire les bons choix en termes de recrutement de vos premiers franchis\u00e9s du r\u00e9seau, qui seront vos \u00ab ambassadeurs \u00bb. Ils ne seront pas simples ex\u00e9cutants mais de v\u00e9ritables[…]<\/a><\/p>","protected":false},"author":1,"featured_media":20045,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"content-type":"","om_disable_all_campaigns":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"_uf_show_specific_survey":0,"_uf_disable_surveys":false,"_themeisle_gutenberg_block_has_review":false,"footnotes":""},"categories":[33,63,109],"tags":[140,141,139],"class_list":["post-14771","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-non-classe-fr","category-blog","category-articles-generaux","tag-en","tag-es","tag-fr"],"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/cerca.io\/en\/wp-json\/wp\/v2\/posts\/14771","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/cerca.io\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/cerca.io\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/cerca.io\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/cerca.io\/en\/wp-json\/wp\/v2\/comments?post=14771"}],"version-history":[{"count":52,"href":"https:\/\/cerca.io\/en\/wp-json\/wp\/v2\/posts\/14771\/revisions"}],"predecessor-version":[{"id":20921,"href":"https:\/\/cerca.io\/en\/wp-json\/wp\/v2\/posts\/14771\/revisions\/20921"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/cerca.io\/en\/wp-json\/wp\/v2\/media\/20045"}],"wp:attachment":[{"href":"https:\/\/cerca.io\/en\/wp-json\/wp\/v2\/media?parent=14771"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/cerca.io\/en\/wp-json\/wp\/v2\/categories?post=14771"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/cerca.io\/en\/wp-json\/wp\/v2\/tags?post=14771"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}