Training Programmes

A highly interactive programme exploring the knowledge, skills and practical tools required to become a more effective Franchise Field Consultant — building credibility, managing resistance and running structured field visits that drive real performance.

The Franchisor–Franchisee Partnership

• Understanding the partnership model
• Rights, obligations and mutual expectations
• Balancing support with accountability

The Evolving Role of the Franchise Field Consultant

• Moving beyond compliance to value creation
• Building credibility and becoming a trusted business partner
• Adding strategic value to franchisees and the brand

Understanding the Psychology of Franchisee Resistance

• Why franchisees resist change and recommendations
• Recognising common behavioural responses
• Practical strategies for reducing resistance and increasing buy-in

Coaching and Communication Skills for Engaging Franchisees

• Asking effective coaching questions
• Active listening and constructive feedback
• Influencing without authority
• Building trust and productive relationships

Conducting Effective Franchise Field Visits

• Planning and preparing for successful visits
• A structured field visit methodology
• Identifying opportunities and performance gaps
• Delivering meaningful, action-oriented feedback

Managing Franchisees in the Red Zone

• Identifying early warning signs of business distress
• Prioritising interventions
• Developing recovery plans
• Supporting struggling franchisees while protecting the brand

Practical Application

• Interactive case studies
• Group discussions
• Role plays and coaching practice
• Action planning and implementation strategies

The programme combines presentations, facilitated discussions, case studies, interactive exercises and role plays. Delegates are encouraged to apply concepts to real franchisee relationships and develop meaningful action plans that can be implemented in the field.

Participants will leave with:

• A clear understanding of how franchising works in practice as systems scale
• Clarity on the franchisor–franchisee relationship and authority
• The ability to manage resistance and difficult conversations constructively
• A practical framework for running effective field visits and performance conversations
• The skills to support franchisees under pressure without creating dependency or escalation

This practical programme builds franchise fundamentals, financial literacy and field capability in a structured pathway — giving non-financial managers the confidence to read the numbers, understand the franchise model and act on both in the field.

Franchise Fundamentals: Introduction

• Owner-operator mechanisms
• Critical success factors of franchising
• Package elements & legal considerations
• Roles and responsibilities of franchisor, franchisee and operations manager
• Franchise relationships

Financial Fundamentals — Day 1 of 2

• Different types of business entities in SA that franchisees use to structure their business
• What forms of taxation affect business in SA
• Impact of VAT on sales and expenses, and on franchisees' businesses
• Understanding the role of the VAT vendor in South Africa
• The different purposes of Annual Financial Statements vs monthly management accounts
• Analysing cost of sales and gross profit and its components
• Gross profit and cost of sales management in franchisees' businesses
• Participation and the effect of high gross lines on store profitability
• Cost control and managing margins on the income statement/management account

Financial Fundamentals — Day 2 of 2

• Understanding depreciation and the effect of a capital expense (capex) on the management account
• The effect of the accrual system of accounting on expenses on the management account/income statement
• The difference between profit on the income statement and cash in the bank account
• The difference between assets and liabilities on a balance sheet/statement of financial position
• The structure of a balance sheet/statement of financial position
• Determining key performance indicators and important financial ratios to monitor in a franchise network
• The value of benchmarking and information sharing

Field Fundamentals

• The multiple hats of the Operations Manager
• Different profiles of franchisees and how to manage them effectively
• The Franchise E-Factor: lifecycle changes
• Tips for developing franchisees
• Structuring franchisee visits — scheduled, unannounced and 'critical care'
• Handling difficult conversations with franchisees
• Coaching skills

The programme combines both delivery and interactive elements — presentations, practical exercises, case studies and facilitated discussions. Delegates are encouraged to analyse real business situations and apply financial and field concepts directly to their own network.

Participants will leave with:

• A solid grounding in franchise fundamentals and the franchise relationship
• Increased confidence in understanding financial statements, taxation and VAT
• The ability to analyse gross profit, cost of sales and controllable expenses
• A working understanding of depreciation, accrual accounting and balance sheets
• The ability to monitor KPIs and financial ratios, and benchmark across a network
• Practical field skills for managing and developing franchisees

Successful franchisees understand that long-term success requires more than operational excellence. They must be able to lead people, manage financial performance, work effectively within a franchise system and build businesses capable of sustainable growth. This programme focuses on the mindset, skills and business disciplines required to become a high-performing franchise business owner.

The Franchise Partnership & Business Success

• The franchisor-franchisee relationship: roles, responsibilities and expectations
• Maximising value from franchisor support
• Characteristics of high-performing franchisees
• Working on the business versus in the business
• Business planning, goal setting and growth mindset

Financial & Commercial Management

• Key financial reports and performance indicators
• Profitability drivers and cost management
• Cash flow awareness
• Using financial information to make better business decisions

Leadership & People Management

• Leading managers and teams
• Creating accountability and a positive culture
• Recruiting, retaining and developing people

Growth & Multi-Unit Success

• Transitioning from owner-operator to business leader
• Scaling a franchise business
• Preparing for future growth

Participants will leave with:

• A stronger understanding of what drives franchise success
• Increased financial and commercial awareness
• Improved leadership and people management capability
• Practical tools for improving business performance
• Greater confidence in working with franchisor support teams
• A personalised action plan for business growth and development

Restaurant managers play a critical role in delivering operational excellence, developing people and creating exceptional customer experiences. This programme focuses on the practical leadership and management skills required to build high-performing teams and consistently deliver operational results.

Leadership & Team Management

• The role of the Restaurant Manager
• Leading through influence, example and presence
• Setting standards, expectations and accountability
• Motivating, engaging and delegating effectively

Managing Performance

• Coaching and developing team members
• Giving constructive feedback
• Managing poor performance and difficult conversations

Customer Experience & Operational Excellence

• Delivering consistent customer experiences
• Service recovery and managing complaints
• Maintaining operational standards and consistency
• Managing productivity across shifts and teams

Communication & Conflict

• Managing conflict constructively
• Handling difficult employee situations
• Understanding different communication styles

Financial Awareness & Business Performance

• Understanding the drivers of profitability
• Labour productivity and scheduling
• Managing controllable costs
• Using KPIs to monitor and improve performance

Participants will leave with:

• Greater confidence as leaders and managers
• Improved communication and coaching skills
• Stronger team leadership capability
• Enhanced customer service and operational management skills
• Improved ability to manage accountability and performance
• Practical tools to improve team effectiveness and operational results
• A personalised action plan for continued leadership development