Checklist Evaluating Franchise Franchisor

Small Business Victoria Checklist
Checklist for evaluating a franchise and franchisor

Did you know? You can access free industry research reports from the IBISWorld website at a Victorian Business Centre (VBC) near you. See the last page to find VBC locations.
Main topics:
Questions you should ask when evaluating a franchise (the business) Questions you should ask when evaluating a franchisor (business owner)
Questions you should ask when evaluating a franchise

Checklist questions
Is the franchise already operating or is it new? If its new can you verify the sales projections? If there are no obvious competitors, what are the chances of them arriving on the scene after you have made an investment? Who will be responsible for advertising?
Tips to get you prepared

If the franchise is already operating ask for sales reports from previous years. This might give you an indication of projected sales based on similar trends. In the Disclosure Document, pay particular attention to exclusive and non-exclusive rights on the location (territory) and site selection. Some franchisors will take care of this task completely. Others might implement national or state-wide advertising campaigns and leave local advertising to the discretion of the franchisee. If the product is to be supplied or manufactured by someone other than you (as franchisee), you will need to find out how the price will be established. A franchisor may provide an operational manual which includes operating hours, trading days and other operational controls for the business. You should consider the suitability of your abilities, skills and personal experience to the nature of the business you are considering buying. Ensure that all trade marks or other intellectual property are unique and identifiable and they are not subject to cancellation or pending litigation. If a celebrity name is used, remember that celebrities come and go, and so too can the related franchise. While retail leases are not unique to franchises, as a legally binding document, you should ensure you understand all provisions of the lease. You may need to pay for some professional legal assistance.
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How will products to be manufactured and/ or supplied by an external supplier be priced? Will you be required to be personally involved in the operation of the business? Do you require any technical skills or expertise to operate a particular franchise? Is the product protected by patent or liability insurance and is the same protection applied to you as a franchisee?
If there is a lease included does: the lease allow assignment to any permitted assignee of the franchisee? the term of the lease coincide with the term of the franchise? the term of the lease provide sufficient time for the recovery of capital outlays? Does the product or service have a distinct advantage over the competition? What is the market trend and potential growth? How competitive is the price of the products? Does the franchisor have their lines of supply properly tied up? Is there adequate back up in terms of guarantees and service facilities?
The product or service should have a novel or distinctive element about it which clearly distinguishes it from other similar and competitive businesses. If it is in a market are which is in a decline or exploiting a fad or current fashion, it could be short lived. There could be alternative sources of products of comparable quality and a lesser price. Ensure that the supplier is not able to bypass the franchisor or you and set up their own competitive franchise. Find out if the franchise agreement prevents franchisees from obtaining supplies from another source other than the franchisor.
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What is the reputation of the product or service?
Building on an established product or service with existing brand recognition and established reputation and image, may reduce business venture risks. Make sure it has been market tested in Australia by experienced and professional pilot testing. The franchise manual should include policies, standards, and procedures on how to operate and manage the franchise. Quite often franchisors will provide training on the franchise products and services, customer service, quality assurance, business planning, marketing and how to manage staff.
If it is a successful franchise newly imported from another country, and will it hold a similar appeal in the Australian market? Have you reviewed a copy of the franchise operations manual? Is there an induction program?
Questions you should ask when evaluating a franchisor

Checklist questions
What is the franchisor's financial (credit) standing and business reputation? What is the relationship of the franchisor with existing and exfranchisees?
Tips to get you prepared

This is sometimes difficult to assess but a good way to make an assessment is to examine the Disclosure Document which the franchisor must give you under the Franchising Code of Conduct. The franchisor is required to provide contact details of each exfranchisee for the last three financial years (unless the ex-franchisee requests that information be withheld). Make personal contact with them and discuss all aspects of their experience. Be sceptical of franchisors whose main activity is the sale of franchises and whose profit is primarily derived from these sales or from the sale of franchise equipment. The franchisors ongoing profitability should be coming from recurrent franchise revenue, not just from creating new sales. The Franchising Code of Conduct sets out the rights and obligations of franchisors and franchisees and is legally binding. Make sure you are familiar with the Code and can assess whether the franchisor is complying with their obligations. Find out if any of these are the franchisees responsibility. The Registration and Licence Finder will provide you with the local, state and federal government registrations, licences and permits which are legally required to operate the business. Marketing, operations and sales techniques should be based on practical, business-focussed procedures instead of relying on the personality of the franchisor e.g. advertising should not be simply focussing only on the franchise owner. The Code of Conduct requires that franchisors provide details of all directors and key managers in the Disclosure Document. Find out how long they have conducted business in this industry and how long they have sold franchises. Accept nothing other than what is put in writing by a member of the organisation with the authority to do so. Some franchisors organise events such as Franchise Advisory Councils (or franchisee representative bodies), state or regional franchise meetings and other national events. Events like this encourage knowledge sharing, and keep franchisees up to date with innovation and developments in the industry.
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Does the franchisor derive profit mostly from the sale of franchises or franchise equipment?
Does the franchisor comply with the Franchising Code of Conduct?
Has the franchisor met all compliance and registration laws?
Is the success of the business which is being franchised based on the charisma of the owner?
How do the records of directors compare with others in the industry?
Is the franchisor authorised to provide you with information related to the franchise? What kinds of meetings and events will the franchisor be initiating and organising?
Warning!
Watch out for signs of scam franchise opportunities! Watch out for financial details:
heavy initial franchise fees and a requirement that payment be made upfront before any information is released claims you can make large amounts of money quickly and with little effort e.g. get rich quick schemes or pyramid schemes franchisors whose continuing fee income is too low to support the services which they should provide to their franchisees fee arrangements where you have to pay a minimum fixed cash sum regardless of whether or not you do sufficient business inconsistent financial information provided about the businesses profitability
Watch out for lack of information:

franchise agreement which does not match promises and is vague and lacking in detail franchisors/master franchisees who are reluctant to provide any written information franchisors who apply pressure to sign franchise agreements a reluctance to provide details of other franchisees
Watch out for inaccurate or insufficient detail:

a franchise consultant purporting to offer independent, objective advice, but who is actually offering a franchise for sale on a commission basis franchisors who have not invested in company owned and run pilot operations a franchise advertised with only a post office box as identification
For more information: call Business Victoria on 13 22 15 visit the Business Victoria website at: business.vic.gov.au visit a Victorian Business Centre (VBC). For a list of locations go to: business.vic.gov.au/vbc find an adviser in your area at: business.vic.gov.au/findanadviser
Disclaimer: The information contained in this publication is provided for general guidance only. The State of Victoria does not make any representations or warranties (expressed or implied) as to the accuracy, currency or authenticity of the information. The State of Victoria, its employees and agents do not accept any liability to any person for the information or advice which is provided herein. Authorised by the Victorian Government, 113 Exhibition Street, Melbourne, 3000. Department of Business and Innovation 2011

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Small Business Victoria Checklist

Checklist for evaluating a franchise and franchisor

Questions you should ask when evaluating a franchise

Tips to get you prepared

Page 1 of 3 | April 2011

Small Business Victoria Checklist

Checklist for evaluating a franchise and franchisor

What is the reputation of the product or service?

Questions you should ask when evaluating a franchisor

Tips to get you prepared

Does the franchisor comply with the Franchising Code of Conduct?

Has the franchisor met all compliance and registration laws?

How do the records of directors compare with others in the industry?

Page 2 of 3 | April 2011

Small Business Victoria Checklist

Checklist for evaluating a franchise and franchisor

Watch out for lack of information:

Watch out for inaccurate or insufficient detail:

Page 3 of 3 | April 2011

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