Buy a franchise

Taking on a franchise is an option worth considering for anyone who wants to run a business but doesn’t have a specific business idea or prefers the security provided by an established concept.

The right franchise can give you a head start. Instead of setting up a business from scratch, you use a proven business idea. Typically, you trade under the brand name of the business offering you the franchise, and they give you help and support.

Successful franchises have a much lower failure rate than completely new businesses. However, you will still need to work hard to make the franchise a success and you may have to sacrifice some of your own business ideas to fit in with the franchisor’s terms.

This guide will help you decide whether franchising is for you. It shows how you can find the right franchise, and highlights the key issues you need to consider.

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What is franchising?

The term ‘franchising’ can describe some very different business arrangements. It is important to understand exactly what you’re being offered.

Business format franchise

This is the most common form of franchising. A true business format franchise occurs when the owner of a business (the franchisor) grants a licence to another person or business (the franchisee) to use their business idea – often in a specific geographical area.

The franchisee sells the franchisor’s product or services, trades under the franchisor’s trade mark or trade name, and benefits from the franchisor’s help and support.

In return, the franchisee usually pays an initial fee to the franchisor and then a percentage of the sales revenue.

The franchisee owns the outlet they run. But the franchisor keeps control over how products are marketed and sold and how their business idea is used.

Well-known businesses that offer franchises of this kind include Prontaprint, Dyno-Rod and McDonald’s.

Other types of arrangement

Different types of sales relationships are also sometimes referred to as franchises. For example:

• Distributorship and dealership – you sell the product but don’t usually trade under the franchise name. You have more freedom over how you run the business.
• Agency – you sell goods or services on behalf of the supplier.
• Licensee – you have a licence giving you the right to make and sell the licensor’s product. There are usually no extra restrictions on how you run your business.

Multi-level marketing

Some businesses offer franchises that are really multi-level marketing schemes. This is where self-employed distributors sell goods on a manufacturer’s behalf. You get commission on any sales you make, and also on sales made by other distributors you recruit.

Be aware that some multi-level marketing schemes may be dishonest or illegal. Download the Trading Schemes Guide [opens in a new window].

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Advantages and disadvantages of franchising

Buying a franchise can be a quick way to set up your own business without starting from scratch. But there are also a number of drawbacks.

Advantages

• Your business is based on a proven idea. You can check how successful other franchises are before committing yourself.
• You can use a recognised brand name and trade marks. You benefit from any advertising or promotion by the owner of the franchise – the ‘franchisor’.
• The franchisor gives you support – usually including training, help setting up the business, a manual telling you how to run the business and ongoing advice.
• You usually have exclusive rights in your territory. The franchisor won’t sell any other franchises in the same territory.
• Financing the business may be easier. Banks are sometimes more likely to lend money to buy a franchise with a good reputation.
• You can benefit from communicating and sharing ideas with, and receiving support from, other franchisees in the network.
• Relationships with suppliers have already been established.

Disadvantages

• Costs may be higher than you expect. As well as the initial costs of buying the franchise, you pay continuing management service fees and you may have to agree to buy products from the franchisor.
• The franchise agreement usually includes restrictions on how you can run the business. You might not be able to make changes to suit your local market.
• The franchisor might go out of business.
• Other franchisees could give the brand a bad reputation, so the recruitment process needs to be thorough
• You may find it difficult to sell your franchise – you can only sell it to someone approved by the franchisor.
• All profits (a percentage of sales) are usually shared with the franchisor.

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Should I buy a franchise?

As with any new business venture, you need to consider carefully whether you have got the right skills and attitude to run a successful franchise. You need to consider how much you enjoy managing people, selling to the public or working alone – as these are common requirements of different types of franchise. This page will help you decide whether franchising is right for you and which type of franchise plays best to your strengths.

Assess yourself

• You must be prepared to sell and you will need entrepreneurial flair. A franchise gives you a business blueprint – but it won’t automatically give you customers.
• You’ll need to work hard, probably for long hours. Do you have the necessary dedication?
• Running your own business can be stressful. Think how you react to pressure.
• You may be starting up in business because you want to be your own boss. If so, would you be happy with the restrictions imposed by a franchise arrangement?
• On the other hand, you may want to limit your risk. You might be more comfortable with a franchise than starting a new business from scratch.

The right franchise for you

• Do you like office work? Or would you prefer a business that involves physical labour or using a particular skill?
• Are you happy working on your own? Or would you be good at recruiting, training and managing employees?
• Do you like dealing with members of the public? Or would you prefer a franchise where you sell to business customers?
• Are you weak in particular business skills such as finance? Can you find a franchise that offers the support you need in those areas?

Take a test to find out if franchising is for you on the whichfranchise.com website.

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Find out about possible franchises

You can find out about possible franchise opportunities from a range of sources.

A useful starting point is the British Franchise Association (BFA) website. As well as offering guidance and seminars on franchising, it provides contact information on all BFA members’ franchise opportunities – both new franchises and existing franchises for resale.

Find members who may be offering new franchises on the BFA website- Opens in a new window.

Franchises are advertised and written about in various national newspapers and in trade publications such as:

• Daltons Weekly – find out about Daltons Weekly on the Daltons website- Opens in a new window
• Franchise World – read franchise opportunities, news and views on the Franchise World website- Opens in a new window
• Business Franchise – search for franchise opportunities on the Business Franchise website- Opens in a new window
• The Franchise Magazine – find business franchise opportunities on The Francise Magazine website- Opens in a new window

Websites such as whichfranchise.com and Franchiseinfo can be a useful source of information on franchises. You can find other listings using a search engine and searching for terms like ‘franchise’, ‘franchise opportunity’ or ‘franchise directory’.

Attending a franchise exhibition can also be a good way of finding out what’s on offer. You can find details of some major franchise exhibitions on the Franchiseinfo website- Opens in a new window.

But tread carefully. Advertised franchise opportunities – particularly multi-level marketing schemes – can be untried, dishonest or even illegal. Assess the franchise opportunity carefully and check if the business offering the franchise is a member of the BFA.

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Assess a franchise opportunity

To assess if a franchise represents a sound business opportunity, you’ll need to consider:

• what the business is and how it operates
• the location of the franchise
• the success of the franchise concept – the number of franchises in the UK, the length of time in business and how financially successful they are
• the amount and strength of competition from other businesses in the same market sector – at both a local and national level
• any market research that has analysed the public perception of the franchisor’s (the business offering the franchise) brand
• levels of initial and ongoing costs – see the page in this guide on the costs of a franchise
• how much training and support you’ll get in setting up and running the business
• conditions and restrictions in the franchise agreement, including how long it will run and whether you’ll have the option to renew

The franchisor will probably give you an information pack but you shouldn’t just rely on this. Ask questions and look for evidence of their claims.

One of the most helpful things you can do before deciding on a franchise is to visit other franchisees and talk to them. Ask the franchisor for a full list of past and present franchisees, not just the two most successful ones. It is important to visit new and established franchises – of differing levels of success – in as many different locations as possible. This should give you a good idea of the challenges you yourself will face should you decide to go ahead with a specific franchise.

Take advantage of other sources of information and advice. The British Franchise Association (BFA) and whichfranchise.com websites have comprehensive lists of solicitors specialising in franchising at national and local levels. Ask your bank – many have franchising specialists. And make the most of other advisers such as your solicitor or your accountant. Find a solicitor on the Law Society website- Opens in a new window, and find an accountant on the Association of Chartered Certified Accountants (ACCA) website- Opens in a new window.

How a business plan can help

Just as you would for any other business, you need to draw up a business plan when buying a franchise. This will help you assess the prospects for the business and identify potential weaknesses. A business plan is also essential for raising finance. For more information, see our guide on how to prepare a business plan. You should be able to get assistance with your plan from the franchisor – and banks with specialist franchise units can check how realistic your projections are.

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The costs of a franchise

When calculating the likely cost of a franchise, you need to take both initial and ongoing fees into account.

Initial costs

The franchisor – the business that sells you the franchise – usually charges an up-front fee. If the franchisor relies mainly on taking a percentage of your sales revenue, rather than on a high initial fee, it is usually a good indication that they have confidence in the value of their product or service.

Your largest initial costs are usually your investment in:

• premises
• equipment
• initial stock

You will need to establish a business entity. Although a franchisee holds a contractual agreement with the franchisor, each franchisee is an independent business – and it is this business entity that will enter into the franchise agreement. Your chosen business structure could be a limited company, partnership or sole trader – each of which will involve different costs – or your franchisor might have specific requirements. See our guide on legal structures: the basics.

Continuing costs

You usually pay a percentage of the sales revenue to the franchisor by way of a management service fee. Alternatively, you may pay a fixed management fee of some kind.

Under the terms of the franchise agreement, you may have to buy stock from the franchisor. Check what they charge. They may mark up the prices – or they may be able to offer them to you at a discount because of their buying power.

You also have to pay the usual business costs – for example, rent for premises, utility bills or the costs of any employees you take on. Again, check if the things that you pay for through the franchisor have a realistic cost.

Check too if the agreement includes additional charges. For example, you may be required to pay for training, or to contribute to the cost of national advertising campaigns.

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How to purchase a franchise

There are a number of key things you need to consider when planning to buy a franchise. It is worth thinking about the following:

• Assess yourself to see what kind of franchise, if any, will suit you.
• Find out what franchises are available and draw up a shortlist.
• Assess franchise opportunities carefully, ask questions and talk to other franchisees.
• When you find a business, investigate its financial prospects. Base this on thorough research of performance figures. Include an analysis of three years’ accounts – if they have been trading for that period – and management figures.
• If you’ll need to raise finance, ask your bank if it will consider a loan for the type of franchise you’re considering.
• Do your own market research into the business and the competitors in your area.
• Draw up a business plan.
• Check the franchise agreement and get professional advice.

However, it is advisable to make sure you don’t:

• take up the first opportunity before investigating alternatives
• allow yourself to be hurried into making a decision
• pay any non-refundable deposit
• commit yourself before you’re completely sure
• assume a business will work in your area just because it works elsewhere
• rely on the forecasts provided by the business selling you the franchise
• sign any agreement without legal advice

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Tips on franchise agreements

The franchise agreement is crucial. Don’t sign any agreement, or pay any fees or deposit, until you have taken legal advice from an experienced franchise solicitor accredited by the British Franchise Association. Get a specimen contract for them to review.

Areas covered by a typical agreement

• Term – how long does the franchise last? Will you have the option to renew it, and on what terms?
• Territory – what area does your franchise cover? Do you have exclusive rights to sell within it?
• Fees – what initial fee will you pay? What percentage of sales revenue will you pay? Will you pay a regular management fee – and if so, what does it cover? Will you have to pay other costs? How are the costs worked out?
• Support – how much help will you get starting the business? What continuing support will you get?
• Restrictions – what restrictions are there on what you’re allowed to do and how you must run the business?
• Exit – what happens if you can’t continue in the business for some reason – perhaps due to ill health? What happens if you want to sell your franchise?

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CASE STUDY

Here’s how I selected and bought my franchise

Entrepreneur and trained optometrist Stephen Halpin always intended to run his own business. In his chosen market – the high street optical services sector – a franchise seemed like a good way to get a head start. After considering the options, Stephen bought one of the first Boots Opticians franchises – in Northwich, Cheshire.

What I did

Select the franchise

“The retail optical services market is highly competitive and starting an outlet in your own name is a risky affair. A franchise made sense, because it reduces some – not all – of the risks, offers a familiar brand name to build on and provides support with marketing and other aspects. There are several franchisors out there and I considered them all. I decided to go for a Boots Opticians franchise.

“Boots’ reputation with UK consumers is excellent and brand awareness is almost universal. Also, because I was applying for one of the first Boots Opticians franchises, there was more scope to get involved in developing the operational systems. This was important to me – I found that longer-established franchisors had a less flexible attitude.”

Work out the figures

“With the help of an accountant, I put together a detailed business plan. The store I wanted to take on had been trading as a Boots Opticians for several years, so it had financial records to assess. Other factors I considered were the store location, local competitors and current operational practices. Without a clear idea of how much the business could make and how much cash I needed, it would have been impossible to tell if the franchise agreement on offer was worthwhile.”

Check the agreement

“The business plan also formed the basis of the presentation I gave to Boots’ management. This was a key part of the process of being accepted for the franchise. The presentation and plan also gave me the information I needed to negotiate a contract. Following the presentation we had a number of conversations about the principles of any agreement.

“Once I had been accepted for the franchise, Boots drew up a franchise agreement setting out terms, conditions and fees. I got advice from specialist franchise solicitors before signing. One of my key objectives was to ensure that the agreement benefited both parties – that I made money and so did Boots.

“Starting from this position, I didn’t accept the initial agreement and was able to change a few things. I wanted an incentive to grow the business, rather than just keep it ticking over, and Boots recognised that. One very useful point we negotiated was a deferment of payment on the upfront licence fee, which is one of the biggest franchise costs. I paid a portion on signing, the rest a few months later. It meant I had to borrow less in the early days.”

What I’d do differently

Get even more advice

“I made use of professional advisers and also had help from Boots, who paid for a course covering tax planning, regulatory compliance and so on. Even so, I wish I’d had more advice, especially with regard to employment law and the impact of VAT on the business.”

Understand TUPE better

“TUPE stands for the Transfer of Undertakings (Protection of Employment) Regulations. It’s a piece of legislation that’s concerned with the transfer of staff from one employer to another. As I was taking on existing staff with the franchise, a better understanding of TUPE would have been helpful during negotiations.”