Once I first franchised my enterprise mannequin, I used to be reluctant to consider franchising exterior the US the place I began. Ultimately nevertheless, I had international patrons and entities contacting me from all over the world asking to franchise my idea. People from the Center East, Asia, African Continent, Europe, and throughout South America which after all sounded thrilling and a bit of terrifying – though the world journey write-offs did pique my curiosity I need to say. Nonetheless, I puzzled how might I guarantee success of a grasp franchisee on one other continent – in a rustic the place nobody had ever heard of our model identify or enterprise mannequin. Was it actually that good, so good that individuals aware of my thought believed it might work there too?
It is wonderful the ideas that undergo your head as a franchisor – ought to I proceed franchising within the US the place issues are identified, and though franchise legislation is complicated, it’s a identified amount – or ought to I push the unknown and go international. My reply later was; do each, however do it fastidiously and solely when it is sensible, which is what I ended up doing.Flash ahead 15-years to at present; I learn a relatively fascinating article within the December problem of International Franchise – Grasp, Regional and Worldwide Franchise Journal. The article; “14 Questions a Master Franchisee MUST Ask” famous two essential points; “Does the brand have recognition in my country and what would be the barriers to establishing brand strength?” and said; “Brand strength and recognition is one of the pillars of a healthy franchise system. It would be prudent for a master franchisee to perform due diligence into whether an emerging or less-established franchise concept which may be successful in one country would make sense and find success in the master franchisee’s territory.”Certainly, right here the creator re-asks the precise query I had requested of myself. Actually, the primary nation I offered a grasp franchise settlement in, I in all probability offered too low cost, merely as a result of my model identify had in all probability by no means been spoken in that nation till the day I offered the grasp franchise, and I doubt the rationale wasn’t solely the language barrier. The grasp franchise purchaser on this case received an excellent whole lot, however needed to develop the model identify once more, we even needed to modify the emblem as a result of it was in English. We agreed to do that – and for me it was an experiment, for my grasp purchaser it was a danger however an opportunity to carry a revolutionary idea to his nice nation, like I had mine. Please take into account all this when franchising internationally.