As well as helping franchisors identify prospective franchisees, Selector can help franchisors and franchisees hire staff who will truly excel in their work. This helps franchisors to create super-effective support and management teams, and franchisees to build strong workplace teams.
By really getting to know and understand what differentiates your top performers from struggling franchisees, we can help you to identify prospects who are likely to perform well, prospects who are likely to struggle – and management changes you can make to improve the performance of existing franchisees.
Prospective franchisees also benefit, as our insights mean management can explain to prospects why they fit well with the franchise system, or why they are not right for this particular system. In both cases the feedback helps the prospect, as well as the franchisor, make the right decision.
Selector identifies gaps or weaknesses in new and existing franchises and franchise management teams. That means management can put in place systems or procedures to compensate for the weaknesses and support the individuals.
For example, once management had identified a maverick with strong desires to step outside of standard operating procedures, they could then implement tighter controls and KPIs.
Our reports and analysis provide a good combination of “bedding in” and “reining in” insights that, properly acted on, lead to higher individual and team performance.
Training and learning
We help the franchisor recognise the individual learning styles of franchisees, and how best to support them based on their preferred learning style.
For example, Selector Insight has been used to tease out the problems one master franchiser had retaining suitable franchisees – his churn rate was too high.
Selector Insight revealed that successful franchisees had a range of learning styles, from those who immediately understood conceptual thinking, right through to those who learned through hands-on doing. However, the master franchisor and his top-performing franchisee both had the same learning style.
The master franchiser assumed everyone was the same and so presented information in just that one way. Franchisees with different learning styles didn’t absorb what they needed to and kept coming back to ask questions. This led to dissatisfaction all round.
The solution was clear. The master franchisee needed to accommodate the many different learning styles among his franchisees, and present information in different ways for different individuals. They would then be more likely to understand it properly and have less need to seek constant clarification.