A few key to manage several sites successfully

A few key to manage several sites successfully.

Concentrate its points of sale

Must be able to regularly visit its points of sale. Morality: development cannot be done on a limited geographic area. "Sites must be located at an hour's drive up the other," said Isabelle Baraille, in charge of the recruitment of Maxauto franchisees.

Measuring its rate of expansion

"It should not confuse speed with precipitation," warns Jean-Marc Donce, owner of 4 shops Monceau flowers in the Paris region. "It's three years that I expect the good location in a city I tairais name." "I have refused many because they did not completely me," he says. The pace of expansion must be measured, particularly for the franchisees who have no experience in the management of multiple sites. Growing up too fast, it indeed takes the risk of losing control of the headwind

Train internal

Recruitment - including the staff - is the key factor that will contribute to the success of the multi-franchisé or, on the contrary, to its failure. Mr Martin, multi-franchisé Maxauto, can testify that made several errors of casting: "the head of centre and manager workshop that I've hired to turn the garage that I came to Loudéac have not been the case." It is translated by a loss of customers and a decrease in turnover from 15 to 20 the first year. "In his other centre of Lannion, it took him a year and a half to find the right people. But now, he has a technique: train collaborators internally and then promote them on other sites. "Thus, they have the culture House." "And the prospects are a source of motivation for them," he says.

Delegate intelligently

"When there is a single unit, on a hands on everything." "But as soon as it manages them, it is obliged to delegate and be structured", explains Thierry Rousset, Director of the Subway restaurant chain. And further: "from three units, should implement intermediate management levels." Jackie Abraham, owner of 3 supermarkets system U and two stores Bazarland, has always a participatory management system. "Each employee made his commands, allowing to give more interest to their work," he said. In the same spirit, the directors themselves perform recruitments. "There is for managers and hiring managers that I attend maintenance and whether or not I valid," said the pluri-franchisé.

Create a control

"To succeed, it must delegate but also control", says Jean-Marc Donce who has implemented an Excutive body. Thus, they are three to turn permanently in 4 shops to control the monitoring of the process, the goodwill, the quality of the flowers the propreté: he, his wife who is the Director of all of the stores and the former head of the Saint-Germain store became his right arm. "Tomorrow, if a Manager leaving his position, the shop will continue to turn because we are 3 to supervise," said.

To organize

There is not time type. It is each to find the organization that suits him. Generally, the multi and pluri-franchisés have a point of sale as their administrative rear base. And they go in the other at regular intervals or piecemeal as required. Patrick Chopard, leading agencies In 4 & Fi, devoted its Monday to administrative tasks and spend a half day per week in each of the other units. It is not operational: it is dedicated to the development. "Every month, I organize an appointment with 4 heads of Agency in Besançon, where my Office, to the point." Discussed the difficulties encountered by each other, exchange of out ", he explains.