The franchising model represents a powerful growth engine for businesses worldwide.
Growth, we would probably all agree, is a good thing. However, what happens when a franchise outgrows its management architecture, when simply auditing, enforcing standards and reporting performance are no longer enough?
Thats the question posed by Franchise Association of SA board member Larry Hodes in this issue of Franchising, in a fascinating look at the evolving role of the area manager from operational compliance monitor to leadership coach, strategic adviser and performance partner. These managers represent the interface between the franchisor and the franchisee, and the stronger that relationship the better the performance.
