Who will be driv­ing the busi­ness that you in­vest your hard-earned dol­lars into?

Inside Franchise Business - - Contents -


in­flu­ence will the fran­chise team have over your fu­ture? Here we look at key roles in a larger fran­chise busi­ness that will be shap­ing the di­rec­tion and op­er­a­tion of the network. Not every busi­ness will in­clude each role and in a small fran­chise set-up the fran­chisor will be wear­ing sev­eral, or all, of these hats. CHIEF EX­EC­U­TIVE OF­FI­CER/ MAN­AG­ING DIREC­TOR: : The top rank­ing ex­ec­u­tive in a com­pany, the CEO is fo­cused on di­rect­ing high level com­pany strat­egy and growth.

In a smaller com­pany, the CEO’s role in­cludes op­er­a­tional busi­ness de­ci­sions and they may be much more hands-on on a daily ba­sis.

In a larger busi­ness the CEO may have a po­si­tion on the com­pany’s board, and act as the link be­tween cor­po­rate op­er­a­tions and the board of di­rec­tors.

The founder of a fran­chise typ­i­cally takes a CEO role.

CHIEF OPER­AT­ING OF­FI­CER/ OP­ER­A­TIONS MAN­AGER: A COO/ op­er­a­tions man­ager es­sen­tially works with the CEO to im­ple­ment the strat­egy, mak­ing the de­ci­sions on how to achieve the goals set out. The role is typ­i­cally re­spon­si­ble for daily op­er­a­tions, pro­duc­tion, re­search and de­vel­op­ment, cre­at­ing op­er­a­tional poli­cies, and HR.

The op­er­a­tions man­ager can in­flu­ence the fran­chise busi­ness per­for­mance through re­source al­lo­ca­tion, cost re­duc­tion, im­proved ef­fi­cien­cies, the in­tro­duc­tion of high qual­ity prod­ucts and ser­vices.

In a fran­chise where the founder is the CEO, the COO may be the more ex­pe­ri­enced ex­ec­u­tive. CHIEF FI­NAN­CIAL OF­FI­CER: This se­nior ex­ec­u­tive re­ports to the CEO but plays a strate­gic role in the way the com­pany man­ages its fi­nances, in­vest­ments, and cap­i­tal struc­ture and is in­flu­en­tial in the com­pany’s long term suc­cess.

Any fund­ing for mar­ket­ing or de­vel­op­ment ini­tia­tives will be ap­proved by the CFO.

The CFO man­ages the fi­nance and ac­count­ing di­vi­sions and takes re­spon­si­bil­ity for the ac­cu­racy and time­li­ness of the com­pany’s fi­nan­cial re­ports.

CHIEF IN­FOR­MA­TION OF­FI­CER : A CIO has re­spon­si­bil­ity for the im­ple­men­ta­tion, man­age­ment and ef­fi­cacy of in­for­ma­tion and com­puter tech­nolo­gies, vi­tal in to­day’s digital world.

It’s the CIO who will in­ves­ti­gate the ben­e­fits of any pro­posed tech­no­log­i­cal change, and then im­ple­ment the sys­tem - a web­site or in­ven­tory soft­ware, for in­stance.

The role is in­creas­ingly strate­gic and di­rected to gain­ing and main­tain­ing the com­pet­i­tive ad­van­tage of a busi­ness.

CHIEF MAR­KET­ING OF­FI­CER: The CMO is es­sen­tially charged with in­creas­ing rev­enue through in­creased sales us­ing mar­ket re­search, prod­uct mar­ket­ing, pric­ing, mar­ket­ing com­mu­ni­ca­tions, ad­ver­tis­ing and public re­la­tions.

Re­spon­si­ble for di­rect­ing the plan­ning, de­vel­op­ment and im­ple­men­ta­tion of the fran­chisor’s mar­ket­ing and ad­ver­tis­ing cam­paigns, en­sur­ing a com­mon mes­sage across mul­ti­ple chan­nels and plat­forms, the CMO re­ports di­rectly to the CEO.

GEN­ERAL MAN­AGER: A gen­eral man­ager has over­all profit and loss re­spon­si­bil­ity for the com­pany, and usu­ally over­sees sales, mar­ket­ing and daily busi­ness op­er­a­tions.

The re­spon­si­bil­i­ties of the role may be in­cor­po­rated into a CEO role. FRAN­CHISE RE­CRUIT­MENT MAN­AGER: The fran­chise re­cruit­ment man­ager is re­spon­si­ble for at­tract­ing fran­chise buyer en­quiries and for the re­cruit­ment se­lec­tion process, in­creas­ingly work­ing with man­agers from other di­vi­sions and the CEO or MD in the fi­nal se­lec­tion.

The fran­chise re­cruit­ment man­ager needs to meet in­ter­nal re­cruit­ment tar­gets and en­sure fran­chisees are a match for the fran­chise brand. BUSI­NESS DE­VEL­OP­MENT MAN­AGER/ FIELD MAN­AGER: Var­i­ously called a BDM, re­gional man­ager, field or area man­ager, this role is the in­ter­face be­tween the fran­chisee and fran­chisor. Re­spon­si­bil­i­ties in­clude help­ing fran­chisees achieve their busi­ness goals, en­sur­ing brand com­pli­ance across the network, com­mu­ni­cat­ing brand di­rec­tion and strat­egy to fran­chisees. TRAINER: The per­son or team who will set up a fran­chisee to run the busi­ness. Re­spon­si­bil­ity for train­ing may fall un­der op­er­a­tions or gen­eral man­age­ment.

Train­ing may in­volve tech­ni­cal skills, cus­tomer ser­vice, busi­ness ba­sics, and op­er­a­tional pro­ce­dures. The trainer may train fran­chisee staff.

PR AND COM­MU­NI­CA­TIONS: How the brand is pre­sented in the me­dia, how the brand en­gages with so­cial me­dia, how brand dam­age is mit­i­gated... all these are in­flu­enced by the team that han­dles PR and cor­po­rate com­mu­ni­ca­tions. This may be an in­ter­nal team or an ex­ter­nal agency.

SUP­PORT TEAM: The in­di­vid­ual em­ploy­ees at head of­fice who man­age, mon­i­tor and deal with queries, re­quests and com­plaints from fran­chisees. FRAN­CHISE AD­VI­SORY COUN­CIL­LOR: A fran­chisee mem­ber of the Fran­chise Ad­vi­sory Coun­cil which is typ­i­cally in­volved in pro­vid­ing front­line feed­back from fran­chisees to the fran­chisor, and in as­sess­ing and tri­alling new ini­tia­tives.

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