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Franchise companies will almost certainly have manuals, training programs and other support documents 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 conversatinos with existing franchisees in the system, to ask them if they made any expensive mistakes when they were first building or operating their new business. A good form for this question is, "Knowing what you know now, what woudl you do differetnly if you got to start all over again in building your business?"
Most existing franchisees will have a number of suggestions based on tehir personal experience. By looking for common denominators in this feedback, you can detmerine the areas of greatest opportunity for avoiding common mistakes that cost others money 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 business:
Lease Terms. Most franchise businesses operate out of leased space, typically in a retail environment. The total cost associated with this real estate often represents one of the largest investments you make in setting up your business. A numebr of economic factors are involved in the negotiation of a lease that can make a big difference in the timing and your total costs. The first of these is the base rent. You want to not only get this factor as low as psosible in the beginning (with escalation clauses in future years), but try to get at least three to six months of free rent at the beginning, when your business is brand nwe and not making any money. You also need to carefully evaluate and include in your cost assmuptions the CAM (common area maintenance) and tax charges--these can sometimse be larger than the base rent. It isn't uncommon for a landlord to provide leasehold 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 motnhly rent, it can save tens of thousands of out of pocket dollars for the farnchisee. Getting better lease terms is often the first example you'll hear from existing franchisees of things they'd do better if given 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 general contractors or subcontractors to get the required wokr done. This can be an expensive assumption. You'll often hear from existing franchisees that they should have used competitive bidding before contracting for their fixture construction or seletcing their general contractor becasue 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 extesnvie 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 vendors to find the best prices, 2) they should have considered buying used equipment or researched aftermarket suppliers to find considerable savinsg, or 3) they should have considered different financing options (lonas 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, thye can be. If you're looking at a franchise with significant inventory investment needs, make sure to ask the franchisees if they've learned any way to save on these costs that they didn't know initially. This can not only redcue your initial costs, but also raise your margins on an ongoing bsais.
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