The reality of building a franchise in Canada
… they have a resiliency strategy. But what does it truly mean to be resilient when trying to scale from one location, to perhaps dozens or hundreds? Below I have compiled my list of top ten tips that help build more resilient franchise owners.
Surviving the validation desert
Reality: Many founders think if they build it, the buyers will come. The reality is, the first few franchises sold will be the most painful but best learning experiences, as there are no franchisees that can validate—which means often longer sales cycles and more “no’s” than “yeses.”
Resilient founder behaviour: Don’t panic-sell your brand or offer discounts so deep, you are digging yourself out of an FDD hole for future sales. Keep a balanced approach to negotiating; be confident in your offer.
Building systems while still on the truck
Reality: Many founders try to franchise before their core business is truly turnkey. They’re still the operator, the trainer, and the marketer.
Resilient founder behaviour: Instead of waiting for “someday,” start documenting everything as you grow: SOPs, checklists, job aids. Resilience isn’t waiting for perfection; it’s building structure inside the chaos.
Handling your first difficult franchisee
Reality: The first “bad fit” franchisee can break an early-stage brand with their poor performance, negativity in validation, or friction with HQ. But it doesn’t have to.
Resilient founder behaviour: As soon as a franchisee begins showing discontent, act early and keep an open mind. Confront the issue quickly, coach with clarity, and if necessary seek legal advice to ensure your ducks are in a row.
Hearing the truth about the brand
Reality: Avisors, franchise consultants, or early prospects often tell founders hard truths: pricing is off, margins don’t scale, support isn’t defined, or the brand story is weak.
Resilient founder behaviour: Instead of resisting, lean into feedback. Then rebuild, reprice, or rebrand as needed. Resilience is ego-free evolution. The best founders absorb criticism like fuel.
Balancing cash flow with vision
Reality: Founders often hit a cash crunch between opening new units and funding franchise development. They’re tempted to sell franchises too quickly or underprice fees just to stay alive.
Resilient founder behaviour: Find creative financing (vendor deferrals, small business loan strategies, partnerships) instead of compromising long-term brand health.
Doing the work no one sees
Reality: When early franchise marketing doesn’t convert, many founders throw in the towel too soon and want to seek out expensive agencies.
Resilient founder behaviour: Don’t stop learning and being curious about what works better for your brand—even when the cash starts coming in and you think you can breathe. That is when you double down, not come up for air.
Accepting that “founding” and “franchising” are different jobs
Reality: Founders who built a great business often assume they’ll automatically build a great franchise. But franchising requires new muscles: leadership, communication, documentation, and empathy.
Resilient founder behaviour: Seek mentors. Invest in franchise education and courses. Seek experts for help and admit what you don’t know.
Leading through imposter syndrome
Reality: Every new franchisor hits that moment where they ask, “Who am I to franchise this brand?” The self-doubt will at some point creep in.
Resilient founder behaviour: Acknowledge it, but don’t let it dictate decisions. Surround yourself with people who’ve done it before and build a support group of like-minded peers who can help you over tough mental days. There are excellent courses such as PQ, which can aid in mental fitness development.
Pivoting the model when data demands it
Reality: Sometimes the original model doesn’t franchise well after all—too much overhead, too much training, too many moving parts.
Resilient founder behaviour: Be willing to rebuild—simplify the concept, adjust store size, change the pricing model, or move into mobile or kiosk formats. And sometimes it means tearing it all down altogether.
Staying the course when the shine wears off
Reality: Year one of franchising feels exciting with the creation of logos, expos, advisors, launches, and PR. Year two feels like the hardest work you have ever done. Year three is like having a very large, extended family who are all nice to you at the holidays and special events but have demands and expectations of you to keep them happy, profitable, and your system healthy.
Resilient founder behaviour: Keep showing up when enthusiasm drops. Follow through on every promise made to franchisees and measure success by unit-level economics. Most of all, understand that franchising is truly a marathon, not a race.
