Sell franchises to people who can run them, not to whoever pays first.
Gully Sales builds the franchise your business can actually support: the model and its unit economics, the standards a stranger can follow, and a selection method that tests operating ability before an agreement is signed.
- A unit model proved on your own numbers before it is sold to anyone.
- Candidates tested on operating ability, capital and willingness to follow a system.
- An expansion sequence matched to the support your team can genuinely give.
Gully Sales Private Limited works with businesses across India on the sales, marketing and channel systems behind expansion.
In one paragraph
What is Franchise Development and Recruitment?
Franchise development is the work of turning a business that works in your hands into one that other people can buy, run and repeat. Gully Sales builds the franchise model and its unit economics, writes the operating and brand standards, then recruits, screens and selects franchisees on evidence of operating ability rather than on capital alone.
The problem
Enquiries keep coming. Not every unit that opens survives.
Most Indian brands begin franchising because somebody asked. A customer liked the outlet and wanted one in his city, a relative had capital and free time, and a first unit opened on trust. It worked, so a second was signed, then a third wherever the next enquiry came from. Nobody wrote down what a unit must earn, what the franchisee must be able to do, or what your team must supply every week. None of that is visible while things are going well. It becomes visible the month a unit stops performing, and by then the agreement is signed and the board is up.
You will recognise it as
- Franchise enquiries are handled by whoever picks up the phone, and no two prospects hear the same numbers.
- You cannot say what a unit earns in its first year, because no two units are run the same way.
- The operations manual is a slide deck, a WhatsApp group and one experienced manager's memory.
- A franchisee who paid the fee now wants a discount, a larger territory or his money returned.
- Your own people are quietly running a franchisee's unit, because the brand cannot afford it to look bad.
- Territory was promised by city name, and two franchisees are now chasing the same customers.
What it costs the business
- Capital arrives faster than your ability to support it, and the newest units receive the least attention.
- One weak outlet teaches a whole city what your brand is, whatever the other outlets are doing.
- Franchisees who cannot make the unit economics work stop paying royalties, stop holding standards, or exit noisily.
- Expansion slows down on its own, because prospects speak to your existing franchisees before they speak to you.
- You spend management time rescuing units instead of opening them, and the founder is back on the road.
Why it persists. Franchising looks like a selling problem, so it is handed to a sales person and measured in units signed. The harder half — the model, the manual, the training, the launch support and the ongoing unit economics — has no owner, no budget and no deadline. It also cannot be built in the middle of a rush, because everyone is busy opening. So the system is postponed, and every new franchisee is handled as an exception to a rule that was never written.
If it stays unresolved. You end up with a network you cannot correct: agreements signed on different terms, territories that overlap, standards nobody can enforce, and existing franchisees warning new prospects away. Rebuilding a franchise system at that stage costs far more than writing one at the start, and it usually means letting some units close.
What changes
You expand at the speed your support system can carry.
In the first weeks
- A franchise proposition written once: what the franchisee invests, receives, earns and must do.
- A unit economics model built from your own costs and tested against a real operating unit.
- A candidate profile stating who can run this business, and who should not be sold one.
- An expansion map showing how many units a market can hold and in what order to open them.
In how the work runs
- One enquiry-to-signature process, so every prospect meets the same questions and the same numbers.
- Operating and brand standards written for a stranger, not for the manager who already knows.
- A launch plan for each unit: site, staffing, stock, opening demand and the first ninety days.
- A franchisee review rhythm that reads unit performance before it turns into a dispute.
In sales and marketing
- Franchisees chosen on operating ability, so fewer units need rescuing at your cost.
- Territory allocated against a coverage plan rather than against whoever enquired first.
- Income that rests on units trading month after month, not on signatures collected this quarter.
- Growth funded largely by franchisee capital, without handing over control of the brand.
In what management can see
- A pipeline you can read: enquiries, qualified candidates, evaluations, approvals, signings, openings.
- Unit-level performance across the network, not only at the units somebody happens to visit.
Over the longer term
- A franchise system your team can run for the next ten units without rebuilding it each time.
- A network whose existing franchisees are willing to speak well of you to your next prospect.
Gully Sales controls the model, the documentation, the selection method and the support system. Whether a particular unit trades well also depends on the franchisee, the site, the local market and how firmly standards are held after the opening.
Who it is for
This suits brands with something worth repeating.
The businesses it suits
- Retail, food, salon, clinic and service brands running units profitably and being asked for franchises.
- Manufacturers and B2B companies expanding through exclusive franchised outlets or branded service centres.
- Brands already signing franchisees informally, with no model, manual or selection standard behind it.
- Founders in one city being pulled into other states by enquiries they have no way to evaluate.
- Franchisors with units open, an inconsistent network, and a plan to add more this year.
- Businesses whose growth is limited by their own capital rather than by demand for what they sell.
What usually prompts the call
- A prospect with money is waiting for an answer and you have nothing written to send him.
- A unit is under-performing and the franchisee is asking whose responsibility that is.
- You are entering a new state and do not know how many units it can support.
- An investor or lender has asked how the franchise expansion will actually be executed.
- Two franchisees have discovered they are selling to the same customers.
- A franchise consultant has offered to bring you signings, and you want the model settled first.
What Gully Sales does
The work, component by component.
Franchise model and unit economics
Deciding what is being franchised and whether the numbers work for both sides. Covers the unit format and size, the investment a franchisee must make, the revenue build-up month by month, running costs, the breakeven point, the franchisee's payback, and what the same unit returns to you in fee, royalty and product margin. Modelled from your own operating unit, not from an industry average.
- Why it matters:
- A franchise is a promise about money. If the unit cannot pay the franchisee and you at the same time, no amount of recruitment or branding will hold the network together.
- You receive:
- Unit economics model with the investment schedule, revenue build-up, cost lines, breakeven month and payback, in both directions.
- Business value:
- You know before you sell a single franchise whether the unit supports a franchisee, and you can defend every number in a discovery meeting.
Franchise proposition and information pack
Writing what a prospect is actually buying, so it is the same in every conversation. Covers the brand story, the unit format, the investment and what it includes, the support you commit to before and after opening, the term, renewal and exit, the obligations on the franchisee, and the questions a serious candidate will ask about competition, supply and territory.
- Why it matters:
- Prospects compare franchises. A brand that cannot describe its offer in writing loses good candidates to one that can, and attracts the ones who only ask about the fee.
- You receive:
- Franchise proposition document, discovery meeting deck, prospect FAQ, and a summary sheet for first enquiries.
- Business value:
- Every prospect hears the same offer and the same numbers, which shortens evaluation and reduces the arguments that surface later.
Operating standards and manual
Turning what your team knows into what a stranger can follow. Covers the opening checklist, daily and weekly operating routines, staffing and roles, service and quality standards, stock and supply, pricing rules, brand and signage standards, record keeping, and what must be reported to you and when. Written at the level of detail a new franchisee's manager can act on.
- Why it matters:
- A franchise sells the method, not only the name. Without a written method, quality depends on which of your senior people is available to fly out.
- You receive:
- Operations manual contents and drafted sections, brand standards, audit checklist and the reporting formats each unit follows.
- Business value:
- A unit can be opened and run without your founders on site, and a failing unit can be corrected against a standard instead of an opinion.
Territory planning and expansion sequence
Deciding where units go and in what order. Covers the potential of each market, how many units a city can hold before they take from each other, spacing and exclusivity rules, which markets to open first given your supply and support capacity, and what your team must be able to do before the next batch of units is signed.
- Why it matters:
- Territory promised loosely is the most common cause of franchise disputes, and expanding faster than your support can follow is the most common cause of weak units.
- You receive:
- Market potential map, unit capacity per city, spacing and exclusivity rules, and a phased expansion sequence with support prerequisites.
- Business value:
- You can tell a prospect exactly what territory he is getting, and you open cities in an order your team can actually service.
Franchisee scorecard and sourcing
Defining the person you want, then going to find him. Covers the capital and credit a candidate must have, the operating ability the format demands, whether the owner must run the unit himself, staff-handling ability, and attitude towards following a system. Sourcing runs through your customers, suppliers, trade networks, local advisers and direct approaches in the cities on the plan.
- Why it matters:
- Most franchisors evaluate whoever arrives. Writing the standard first makes it possible to decline a wealthy candidate who cannot run a unit, without hard feelings.
- You receive:
- Franchisee role scorecard, candidate profile by format, and a sourcing plan naming each route, its owner and expected numbers.
- Business value:
- You choose from a field of candidates in the cities you want, rather than from whoever happened to fill your enquiry form.
Screening, simulation and interview
Testing the candidate rather than listening to him. Covers a screening call with knock-out criteria, a working simulation in which the candidate plans a unit — site, staffing, opening month, local demand, first-year numbers — a structured interview with the same questions and scoring for everyone, and a visit to the candidate's existing business or proposed site.
- Why it matters:
- Enthusiasm in a discovery meeting predicts very little. How a candidate handles a staffing problem, a slow month or a customer complaint predicts a great deal.
- You receive:
- Screening script and knock-out criteria, simulation brief and scoring sheet, structured interview guide, and site visit checklist.
- Business value:
- Unsuitable candidates are closed politely inside one call, and the ones you take forward have been compared on the same evidence.
References, standing and selection
Checking what the market says before an agreement is drafted. Covers reference conversations with the candidate's suppliers, bankers, landlords, staff and customers where appropriate, a review of turnover, working capital and payment record, existing business commitments and how much time the unit will really get, and a written recommendation comparing the shortlist against the scorecard.
- Why it matters:
- A candidate describes himself. His suppliers and his staff describe how he actually pays, manages and behaves under pressure, which is what your brand will live with.
- You receive:
- Reference protocol and written notes, financial and standing review, and a selection note recommending an approval, a decline or a wait.
- Business value:
- Approvals are made on evidence and recorded, so the decision can be explained later to a partner, an investor or a declined candidate.
Launch, review and network correction
Getting the unit open properly and keeping it honest afterwards. Covers site approval, the pre-opening checklist, owner and staff training, opening demand generation in that locality, the first ninety days of hand-holding, then a monthly and quarterly review of unit performance against the model, standards audits, and the way disputes and under-performance are handled.
- Why it matters:
- Most franchise failure is decided in the first six months, when the franchisee is learning, spending and losing confidence at the same time.
- You receive:
- Unit launch plan, training and certification checklist, ninety-day review format, audit sheet, and a network review pack.
- Business value:
- Units reach their operating rhythm sooner, and problems are raised in a review meeting instead of arriving as a legal notice.
What you will have at the end.
- Unit economics model: investment, revenue build-up, running costs, breakeven month and payback, from your own numbers.
- Franchise proposition document setting out what the franchisee invests, receives, earns and is expected to do.
- Fee and royalty structure options, with the effect of each on your income and on the franchisee's unit profit.
- Territory map and allocation rules: unit potential by market, spacing, exclusivity and the expansion sequence.
- Franchisee role scorecard: capital, credit, operating ability, time available and attitude to a system.
- Operations manual contents and drafted sections covering opening, daily running, staffing, standards and reporting.
- Owner and staff training plan with a certification checklist to be completed before a unit opens.
- Enquiry sourcing plan naming each route, its owner and the number of candidates expected from it.
- Screening script and knock-out criteria that close an unsuitable enquiry inside one call.
- Unit simulation brief and scoring sheet, with an anonymised sample of a completed candidate response.
- Structured interview guide, reference protocol and financial standing review for every shortlisted candidate.
- Unit launch plan and ninety-day review format, with an anonymised extract of a completed review.
How it runs
The engagement, step by step.
- 1
Read the business you want to copy
We spend time in your existing unit or units and with the people who run them. We look at what drives the revenue, which parts depend on a particular person, what a good month and a bad month look like, where costs move, and which customers come back. We also ask what has already been promised to any franchisee, so the design starts from the real position rather than the intended one.
- You provide:
- Access to your unit and staff, unit-level financials, existing franchise agreements or letters, and the enquiries received so far.
- We produce:
- A readiness note: what is repeatable today, what depends on you personally, and what must be fixed before a franchise is sold.
- Done when:
- You have an honest view of whether this business is ready to be franchised, and what stands in the way.
- 2
Model the unit economics both ways
We build the unit model from your own costs: investment and fit-out, revenue build-up over the opening months, staff, rent, supply, marketing and overheads, the breakeven month and the franchisee's payback. We then run your side of it — fee, royalty, margin, and the cost of support. Options are tested until a structure works for both sides at realistic performance, not hopeful performance.
- You provide:
- Actual cost and revenue data, supply prices, current rentals and staffing levels, and the support you are willing to commit.
- We produce:
- The unit economics model with sensitivity cases, and fee and royalty structure options with the effect of each on both sides.
- Done when:
- A structure exists that a franchisee can afford and that pays you enough to support him properly.
- 3
Write the proposition and the standards
We write what a prospect is buying and what he must do, in language that survives a discovery meeting and a lawyer's reading. We then convert your operating knowledge into standards: opening, daily routines, staffing, service, stock, brand and reporting. Where a standard exists only in someone's head, we sit with him and write it down, then test whether a newcomer can follow it.
- You provide:
- Time with your operations lead and unit managers, brand assets, supply arrangements, and decisions on term, renewal and exit.
- We produce:
- Franchise proposition document, prospect FAQ and discovery deck, plus the operations manual contents and drafted core sections.
- Done when:
- One written offer and one written method exist, and every conversation with a prospect can be held against them.
- 4
Plan territory and the expansion sequence
We assess how many units each target market can hold, how far apart they must sit, and which cities to open in which order given your supply chain, training capacity and support bandwidth. We set the exclusivity and spacing rules that will go into every agreement, and state what your team must have in place before each phase begins, so expansion does not run ahead of the ability to service it.
- You provide:
- Target markets, current customer and demand data, supply and logistics limits, and the size of the team available to support units.
- We produce:
- Market potential map, unit capacity per city, spacing and exclusivity rules, and a phased expansion sequence with prerequisites.
- Done when:
- You know where the next units go, how many, in what order, and what has to be ready before each phase.
- 5
Write the scorecard and source candidates
We write the franchisee standard before meeting anybody: capital and credit, operating ability, time available, whether the owner must run the unit himself, and attitude towards following a system. Then we go looking. Sourcing runs through your customers and suppliers, trade networks, local advisers, targeted campaigns in the cities on the plan, and direct approaches to comparable operators.
- You provide:
- Approval of the standard, introductions in target cities, and permission to approach candidates on your behalf.
- We produce:
- Franchisee role scorecard, a sourcing plan by route with expected numbers, and a live candidate list per target city.
- Done when:
- There is a real field of candidates in the cities you want, measured against a written standard.
- 6
Screen, assess and reference
Candidates are screened on a short call against knock-out criteria, so unsuitable enquiries close early and politely. Those who pass complete a unit planning simulation, sit a structured interview scored the same way for all, and are visited at their business or proposed site. We then speak to his suppliers, bankers, landlords and staff, and review turnover, working capital and payment record.
- You provide:
- Attendance at final interviews, and a decision-maker who can approve or decline within an agreed time.
- We produce:
- Scored candidate files, completed simulations and interviews, reference notes, and a financial and standing review for each shortlist.
- Done when:
- Each shortlisted candidate has a comparable file, and weak candidates have been closed before anyone travelled far.
- 7
Select, sign and launch the unit
We compare the shortlist against the scorecard and give a written recommendation: approve, decline or wait. Once your lawyer has drafted and executed the agreement, we run the launch: site approval, the pre-opening checklist, owner and staff training and certification, opening demand generation in that locality, and structured support through the first ninety days.
- You provide:
- The selection decision, your legal counsel for the agreement, supply of stock and fit-out inputs, and trainers for the certification.
- We produce:
- Selection note, unit launch plan, training and certification checklist, opening campaign plan, and the ninety-day review format.
- Done when:
- The unit is open, the owner and staff are certified against the manual, and the first review is already scheduled.
- 8
Review, correct and hand over
Each unit is reviewed monthly against the model and audited against the manual. Where a unit lags, we look at the reason — site, staffing, local demand, standards or the franchisee — and agree a correction plan rather than a warning letter. At the end we hand the model, standards, selection method and review rhythm to your team, and train whoever will own franchise development.
- You provide:
- Unit sales and cost reporting, a named owner for franchise development, and time for the monthly and quarterly reviews.
- We produce:
- Review pack by unit, audit findings and correction plans, a dispute handling note, and the handover of every working document.
- Done when:
- Your team runs the next franchisee search and the next launch on the same method, without starting again.
Ways to work with us
Start with readiness, or run the expansion with us.
Franchise readiness and model build
The design half only: readiness assessment, unit economics, fee and royalty structure, proposition, operating standards and territory plan. Suited to a business being asked for franchises that has not yet decided whether, or on what terms, to say yes.
Franchisee recruitment for one market
One city or state taken end to end: scorecard, sourcing, screening, simulation, structured interview, references, financial review and a recommended selection. Useful as a pilot before a wider programme, or when one market matters more than the rest.
Multi-city expansion programme
Several markets opened in a planned sequence against one model and one selection method, with a monthly review of the pipeline, the signings, the launches and unit performance. Suited to a franchisor with a proved format and a stated expansion plan.
Network correction for existing franchisors
For a network already running on mixed terms: unit economics re-modelled, standards written, territories and agreements read for overlap and risk, under-performing units diagnosed, and a common footing agreed for units signed from now on.
Method build for your team
We build the model, the standards, the scorecard and the assessment material, run the first market alongside your franchise manager, then hand the method over and stay available for later reviews and difficult selections.
Why Gully Sales
What you are actually choosing when you choose us.
We build the unit before anyone sells the unit.
The model, the economics and the standards come first. A proposition written before those exist is a brochure, and the franchisee finds out what was missing at his own cost, which is a problem you inherit.
We test whether a candidate can run it, not only pay for it.
Capital is the easiest thing to verify and the least predictive. A planning simulation, a scored interview and reference conversations tell you far more about how a unit will be run when nobody is watching.
The economics are modelled from both sides of the table.
A structure that pays you well and starves the franchisee produces closures, disputes and a reputation that reaches the next prospect. We test both sides before you commit a fee or a royalty to writing.
Territory is allocated to a plan, not to an enquiry.
We work out what a market can hold and how far apart units must sit, then write spacing and exclusivity rules. It is a slower conversation once, instead of an argument between two franchisees every quarter.
We will say when a business is not ready to franchise.
If the unit is not profitable, or the whole thing depends on you being there, we will tell you and show what to fix first. Selling a franchise on an unproved unit is the expensive mistake in this field.
Your team keeps the system.
The model, the manual, the scorecard, the assessment material and the review formats are yours, and we train the person who will own franchise development, so the eleventh unit does not need us.
Where it applies
The same service, in different businesses.
Food outlets and restaurants
- The situation:
- Two successful outlets in one city and a steady stream of enquiries from other towns, with no written model and no idea what an outlet earns elsewhere.
- How it applies:
- Unit economics built from the existing kitchens, an operating manual covering menu, service and hygiene standards, a territory plan, and franchisee selection weighted towards operators.
- Likely benefit:
- Openings happen in a planned order with a supply chain that can follow, and the brand tastes the same in the third city as in the first.
Salons, clinics and wellness centres
- The situation:
- A trusted local brand where results depend on trained staff, being asked to franchise by investors who will not be present at the centre themselves.
- How it applies:
- A scorecard that decides whether an owner-operator is required, staff training and certification built into launch, and standards for treatment quality, hygiene and complaints.
- Likely benefit:
- Clinical and service standards travel with the brand, and absentee investors are declined before they become a reputation problem.
Coaching and education centres
- The situation:
- A centre with strong local results and a syllabus, expanding into towns where the founder cannot teach or supervise and admissions vary widely by season.
- How it applies:
- Unit economics modelled on admission cycles, teacher recruitment and certification standards, territory spacing near existing centres, and a launch plan for the first admission season.
- Likely benefit:
- New centres open in time for an admission cycle rather than after it, and teaching quality is audited against something written.
Speciality retail and showrooms
- The situation:
- A retail format working well in one state, where franchise enquiries usually come from traders who want the stock but not the display and service standards.
- How it applies:
- Investment and fit-out schedule, merchandising and display standards in the manual, a scorecard that tests retail operating ability, and clear catchment rules per store.
- Likely benefit:
- Stores look and run like the original, and candidates who only want a trading account are identified before an agreement is drafted.
Home services and repair networks
- The situation:
- A service business built on technicians and response time, expanding into cities where the owner cannot supervise jobs or handle escalations himself.
- How it applies:
- Territory sized by serviceable households, technician hiring and certification standards, job and escalation processes in the manual, and review on response and repeat-complaint measures.
- Likely benefit:
- Service quality holds in cities the founder rarely visits, and a weak unit is identified from its own numbers rather than from customer anger.
Manufacturers with branded exclusive outlets
- The situation:
- A manufacturer selling through general trade that wants exclusive branded outlets, where existing dealers fear the new format will take their customers.
- How it applies:
- Unit economics for the exclusive outlet, spacing rules against existing dealer counters, a proposition that lets suitable dealers upgrade, and a phased city sequence.
- Likely benefit:
- The branded network grows without a revolt in the existing dealer channel, because the rules on territory and pricing were settled first.
Questions buyers ask
Before you enquire, the answers you will want.
How do I know whether my business is ready to franchise?
Three tests decide it. Your own unit should be profitable on its own numbers, not on the founder's unpaid time. The work should be teachable, so a trained stranger can run it to standard. And the unit should earn enough to pay a franchisee properly and still leave you a fee or royalty. If any of those fails, the readiness assessment says so and shows what to fix before anything is sold.
Which evidence actually predicts that a franchisee will succeed?
Not enthusiasm, and not capital alone. What predicts well is how a candidate has run something before: staff kept and paid, suppliers settled on time, records maintained, customers retained. The unit planning simulation shows how he thinks about site, staffing and a slow month. References from his suppliers, bankers, landlord and staff show how he behaves when money is tight, which is exactly when your brand is at risk.
How long does an engagement take?
It depends on which part you need. A readiness assessment and unit economics model is the shortest piece. Building the proposition, the operating standards and the territory plan is the substantial part, and its length depends on how much of your method is already written. A franchisee search runs on its own clock, because sourcing and referencing in a new city cannot be rushed. You get an indicative schedule in the written scope, and we do not compress the assessment stage to meet a date.
What inputs are required from us?
Access to your operating unit and the people who run it, actual unit-level cost and revenue data, supply prices, any franchise agreements or promises already made, and the enquiries you have received. During recruitment we need introductions in target cities, attendance at final interviews, and a decision-maker who can approve or decline within an agreed time. At launch we need trainers and supply. The heavier the recruitment programme, the more of your time it needs.
How is this different from channel partner recruitment?
A dealer or distributor buys your product and sells it on his own terms alongside other lines. A franchisee buys your method, trades under your name, follows your standards and usually sells nothing else. That difference changes everything: the money model, the documentation, the training, the territory rules and the kind of person you are looking for. If you need trade partners rather than operators, channel partner recruitment is the page you want.
Do you write the franchise agreement?
No. The agreement is drafted and vetted by your own lawyer, and we recommend you use one experienced in franchising. What we produce is the commercial substance the lawyer needs: the fee and royalty structure, the territory and exclusivity rules, the support commitments on each side, the standards a franchisee must hold, and the review and exit expectations. That is the part most agreements get wrong, because nobody wrote it before the drafting began.
What fee and royalty should we charge?
We do not carry a standard answer, because the right structure comes out of your unit economics. We model several options and show what each does to the franchisee's payback and to your own income and support cost. A fee that looks attractive to you and leaves the unit unable to breathe produces closures, so both sides of the table are tested before any number is put into a proposition.
How many enquiries do we need to sign one franchisee?
We will not quote a ratio, because it varies by format, city and how well known your brand is locally. What we do is measure it for you from the first market: enquiries received, candidates qualified, evaluations completed, approvals and signings. After one market you have your own conversion pattern, which is far more useful for planning the next city than any industry figure.
4 more questions
We already have franchisees on different terms. Can that be corrected?
Usually, and it is common. We read the existing agreements and promises for overlap and risk, re-model the unit economics, and write the standards and territory rules that will apply to every unit signed from now on. Existing franchisees are then moved towards the common footing at renewal, or through a negotiated upgrade where both sides gain something. Nothing is imposed retrospectively without your legal advice.
How is success measured?
Against a baseline recorded before we start. We track units open and trading against plan, territory coverage, the recruitment pipeline, time from signing to opening and from opening to the modelled breakeven, unit sales against the model, standards audit scores, disputes raised and settled, franchisee retention at twelve and twenty-four months, and dues collected against dues raised. Where you have never recorded a figure, we say so instead of inventing a starting point.
What is excluded from the scope?
We do not draft or vet legal agreements, register trademarks, or give legal or tax advice; your lawyer and auditor do that. We do not fund units, sign leases, or take a commission on franchise fees. We do not operate a unit on your behalf. Site acquisition, fit-out contracting and staff payroll stay with you or your franchisee. Anything we would run rather than design is stated in the written scope before work begins.
Can our own team run this after the first market?
That is the intention. The model, the operating standards, the scorecard, the screening and interview material, the launch plan and the review formats are yours to keep. We run the first market with your franchise manager working alongside us, hand over every document, and train the person who will own franchise development. Many clients then call us only for a difficult selection or an annual review of the network.
Talk to us
Plan your channel growth programme before the next franchise is signed.
The free audit is a working session, not a pitch. We look at your existing unit, the enquiries you are holding, anything already promised to a franchisee, and whether the next step is a readiness assessment, a model build or a search in one market.
- No obligation and no sales script
- A reply from someone who does the work
- Your details are never sold or shared