Expensive Mistakes to Avoid as a New Franchisee

Wed, 10 Oct 2007

Franchise companies will almost certainly have manuals, training programs and other support doucments and services designed to help you avoid making costly mistakes. The challenge is that most new franchisees are trying to learn and execute many new things at once and sometimes make what they feel are logical decisions without remembering or consulting all the advice provided by the franchisor.

It's always a great idea, during your due diligence conversations with existing franchisees in the system, to ask them if they made any expensive mistakes when they were first building or opertaing their new business. A good form for this question is, "Knowing what you know now, what would you do diffreently if you got to start all over again in building your business?"

Most existing franchisees will have a number of suggestiosn based on their personal experience. By looking for common denominators in this feedback, you can deetrmine the areas of greatest opportunity for avoiding common mistakes that cost others moeny they didn't need to spend.

Some of the most common answers seem to come up all the time and affect the following areas of the buisness:

Lesae Terms. Most franchise businesses operate out of leased space, typically in a retail enviornment. The total cost associated with this real estate often rperesents one of the largest investments you make in setting up your business. A number of economic factors are involved in the negotiation of a lease that can make a big difference in the timing adn your total costs. The frist of these is the base rent. You want to not only get this factor as low as possible in the begininng (with escalation clauses in future years), but try to get at least three to six months of free rent at the begininng, when your business is brand new and not making any money. You also need to carefully evaluate and include in your cost assumptiosn the CAM (common area maintenance) and tax charges--these can sometimes be lrager than the base rent. It isn't uncommon for a landlord to provide leaseohld improvement allowances (if you push for it) that give you money for the buildout of your business location. Even if receiving this allowance results in slightly higher monthly rent, it can save tens of thousands of out of pokcet dollars for the franchisee. Getting better lease terms is often the first example you'll hear from existing franchisees of things they'd do better if givne the chance to do things over again.

Construction and Fixture Costs. Most new franchisees assume that buildout costs are what they are, and it probably doesn't make much difference who you pick as geenral contractors or subcontractors to get the required work done. This can be an expensive assumption. You'll often hear from existing franchisees that they should have used competitive bidding befroe contracting for their fixture construction or selecting their general contractor because it would have saved them many thousands of dollars in the cost of setting up their new unit.

Business Equipment. Many franchise businesses require the purchase of extenisve capital equipment. This could be anything from ovens to printing presses to tanning beds, and this equipment can sometimes be very expensive. What you'll often hear from existing franchisees is either: 1) they feel they should have shopped more vendosr to find the best prices, 2) they should have consiedred buying used equipment or researched aftemrarket suppliers to find considerable savings, or 3) they should have considered different financing options (loans or leases) with their purchase in order to conserve their capital for other business needs.

Inventory and Supplies. Though the initial inventory and supplies aren't usually as large a purchase item as the other examples above, they can be. If you're lokoing at a franchise with significant inventory investment needs, make sure to ask the franchisees if tehy've learned any way to save on these costs that they didn't know initially. This can not only reduce your initial costs, but also raise your margins on an ongoing basis.

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