We can partner with you to continually develop, grow and achieve your targets.  

Existing Franchisors

As an existing franchisor you may be reviewing your current franchise business and exploring how this can improve and grow. With our experience in franchising, Killeen Sisk can partner with you in providing the expertise you require to the continual refinement, growth and development of your franchise business.


Killeen Sisk can provide a detailed audit, covering all aspects of your current franchise operations versus “Best Practice” standards, identifying gaps in the current business, key areas for improvement, and provide the know-how to close off those gaps.

Services

Franchise Health Check of your current franchise across the following areas:

  • Review of the Operations manual
  • Operation review of Franchisee locations
  • Organisational Support Structure
  • Franchisee Recruitment Process & collateral review
  • Franchise Training Documentation Review
  • Legal Documentation Review
  • Likely areas of exposure for a franchisor in the event of a legal challenge
  • Independent audit of underperforming Franchisees


  • “Mystery Customer” Audits
  • Sales and Marketing Audits
  • Detailed report identifying recommendations for improvement 
  • Coaching & Mentoring
  • Franchise Sales Improvement
  • Communications Improvement
  • Improved Franchise Relationship
  • Field visits with Franchise Support Personnel

Developing a successful Franchise -Overview

To deliver a really rock solid, watertight franchise programme, it must be viewed from three perspectives.

Built on solid foundations to ensure the franchise model is robust and protected


Implemented with professionalism and a clinical understanding of the Franchisor/Franchisee relationship


Managed tightly with the proper business controls in place to protect the integrity of the franchisors brand, investment and future franchisee partners investments

Stage 1

Franchise Development

Killeen Sisk have the relevant expertise, knowledge and resources to support you through the key stages of building a best practice franchise model. Assessing this expertise can save you considerable time and money through avoiding those very costly mistakes and pitfalls that many entrepreneurs make when they don’t take the appropriate professional expert advice. Remember you never get a second chance to make a first impression.

  • Selection Criteria

    It is extremely important for franchisors to develop strict selection criteria for suitable franchisees.


    A franchise is a business arrangement where the owner of a product or service under a recognised tradename agrees for a fee or a combination of fees to allow another person or business to trade under that trademark, using the same products, service and proven business methodologies and trademark and passes the benefit of its know-how and expertise to that person/Company


    * Dr Martin Mendelson    

  • Franchisor-franchisee Relationship

    Setting up the franchisor-franchisee relationship from the first meeting is critical. Gaps in each parties’ expectations is what leads to future problems in the relationships.

    Dr Martin Mendelsohn 

  • Disclosure Statements

    As part of the franchisee recruitment and selection stage, disclosure statements, i.e financial statements and operator’s costs will need to be shared in a very particular way, so as not to make representations to prospective franchisees as to what they are likely to earn.


  • Independent Support

    Franchisors new to franchising will need independent support to oversee the implementation of a proper franchisee recruitment process. The selection of suitable franchisees is often where new franchisors fall down, setting their programme bac years. 

  • Independent Franchise Experts

    We would strongly advocate that all franchisors engage independent franchise experts to assist with the recruitment of suitable franchisees. Franchising is a totally different business model to company owned operations and new franchisors often make the mistake of treating them the same, with disastrous consequences. It is very important for franchisors to have a proper franchisee recruitment strategy and processes in place. 

Stage 2

Implementation Phase

The 6 building blocks to developing any world class business format franchise are:

  • The Legal Agreements

    To protect the franchise and frame the relationship between the franchisor and future franchisees.

  • The Operations Manual

    Specifying “what must be done” in order to successfully replicate the Franchisors concept and business model. This is an essential tool to successfully manage franchisee relationships and to protect the franchisors brand and intellectual property.

  • The Training Curriculum

    Essential to ensure all franchisees are correctly trained up in all aspects of running their business to the franchisors successful business mode.

  • The Franchisee Recruitment Collateral and Systems

    To develop the necessary documentation around the franchisee recruitment programme. Remember “good franchises are not sold; they are bought”. In addition, it will be important that franchisors are coached in best practice franchisee recruitment principles and systems to ensure their franchisees understand clearly what’s required of them and the nature of the franchisor franchisee relationship.

  • Owning the rights to the registered trademarks

     When franchising a business, the franchisor sells the rights to the franchisee, for the franchisee to commence their own business trading under the franchisors registered trademark and in strict adherence to the franchisors prescriptive business model, as outlined in the operations manual. So, in order for the franchisor to sell the rights to the franchisee to trade under their trademark the franchisor needs to register those trademarks successfully and claim a right to their ownership.

  • The Programme of Continuous Ongoing Support

    Franchisors will need to determine what levels of support and initial hand holding they will be providing. They will also need to take a view on the ongoing development of the business concept and putting worthwhile support programmes in place to increase the likelihood of the franchisee’s success, without running the business for them.

Stage 3

Ongoing Management

Our preference at Killeen Sisk, is to work with clients over the longer term in order to assist them correctly, construct and implement their franchise and expertly manage relationship and management issues that may arise within their franchise network - for example, handling conflict when it arises. Engaging independent franchise expert enables franchisors to maintain a professional, business like, collaborative relationship with their franchisees, while referencing best practice advice (advocated by Killeen Sisk & Associates as your professional franchise consultant), as the rationale for difficult decisions that may need to be taken by you as franchisor and protector of the franchise brand, business model and concept.

Criteria for Franchisability

  • 01 / The Business Model

    The Business model need to be proven in its own rights with a successful financial track record of a minimum of 2 years

  • 02 / Needs to be scope for scale

    There needs to be scope for scale for the business model, as it can be expensive to prepare the business model properly for franchising. The business owner embarking on franchising has to satisfy him/herself that there will be a satisfactory return on the investment made on the franchise development borne by the business preparing to franchise.

  • 03 / Sufficient Gross Margin

    From a financial perspective there needs to be sufficient gross margin in the business model that enables the Franchisee to make a worthwhile return on their investment when buying a franchise. Likewise, for the business owner franchising the business model, there needs to be sufficient financial return available to him/her to warrant the investment in developing the franchise model in the first place.

  • 04 / Easy To Replicate

    The business should be easy to replicate but difficult for competitors to copy.

  • 05 / Should be Easy to Train Others In

     The business model should be easy to train others up in. Simple business models and ease of training up new operators delivers a consistency in operational standards that are key to the success of any good franchise.  

  • 06 / Unique Selling Point

     The business ideally should have its own USP (Unique Selling Point) versus its competitors, to facilitate  differentiation from others in the sector. 

  • 07 / Systems Driven

     The business model should be as systems driven as possible to facilitate the easy management of the business by the franchisee, the reduction in paperwork and administration and provide the franchisor with remote visibility on both the operational and the financial performance of their network of franchisee partners

  • 08 / Proven Financial Success

    Ideally proving the financial success of the standalone business is not enough for to satisfy the ethical standards associated with ethical business format franchising. Prior to rolling out a franchise, new to franchising franchisors should really run a Pilot programme with one or two “Pilot Franchisees” to prove the franchisability of the business model to be franchised. Traditionally this is referred to as the “Pilot Franchise Programme and the programmes run for over one financial period. 

  • 09 / Strong Established Brand

    Strong established Brand. While it may not always be the case, especially with newer businesses franchising,  most franchisees are attracted to franchised businesses that already have an established brand identity with the customers in the sector they serve. This means that the franchisee can leverage that brand recognition to drive their turnover and dont have to go to the extensive cost of establishing their own brand. 

  • 10 / Protected Brand Name and Intellectual Property protected

    The individual/Company franchising their business model should have their brand name and intellectual property protected under a registered trademark. They should have the trademark under registration or enjoy full rights to the trademark before they commence franchising. In essence when a business is involved in franchising, it sells the rights to the franchisees to trade under their Trademark and access their know how and expertise.

  • 11 / Strong Training Programme Developed

    There should be a strong training programme developed by the franchisor to train their franchisees up in all aspects of running the business.


  • 12 / On Going Support

    There should be a robust programme of continuing and on going support available through the franchisor to support the franchisees in establishing and managing their businesses to the standards required at start up and on an ongoing basis.