Franchisee Aptitude Assessment
Why assess potential franchisees?
People come to franchising for a number of reasons and from a variety of backgrounds and just because someone has been in sales, general management of even if they have run their own business before – this doesn’t necessarily make them good franchisees. Their attitude towards franchising is paramount, for example; will they follow the proven business model? Will they accept that they need (and are happy) to pay a monthly management service fee? Do they have the self confidence and a positive mindset?
Many potential franchisees you speak to say that they understand what’s required and that they have all the qualities to succeed, but the fact is; when the chips are down - many don’t!
The repercussions of this are catastrophic for the individual who has spent many thousands of pounds (often their life savings) on the franchise fee and may have given up a good job (that they may have been better off keeping). It’s also disasterous for the franchisor for a variety of reasons; the cost of training and launch, the high management overhead (helping a failing franchisee), loss of opportunity for revenue from the territory, the re-marketing of the area as well as the poor reputation of the business because of a perceived area “failure”.
How do you guard against potential failure?
We all like to think of ourselves as proficient interviewers and are proud at the way we can “dig down” into the important stuff so that we’re sure we have the right person – but the problem is; this is all very subjective. What’s needed is a more scientific way of assessing a candidates attitudes and personality specifically as it relates to franchising. Is the candidate rule-abiding (and to what extent)? Does s/he have the right level of leadership skills? Is s/he comfortable sharing costs and profit? (that’s an easy one to say yes to – but are they?) What are their community and family values?
Our Franchise Aptitude Assessment is a psychometric assessment (proven and scientifically validated with over 800 franchisees across all franchise sectors) which evaluates how well a person’s personality and attitude fit the ideal franchisee profile. While there may be no such thing as the ideal candidate, this assessment shows how well a candidate matches the franchisee profile, shows their strengths and limitations and identifies areas of potential concern so that at the franchisor is prepared for this at the outset and can set about working on these areas before problems manifest themselves post launch when it’s often too late!
Our Franchisee Assessment, developed by leading psychologists over the last 10 years, is web based, covers 110 questions and takes the participant around 30 minutes. There are no right and wrong answers when it comes to personality – what’s important for a franchisee’s success and satisfaction (and therefore for a successful franchise territory) is the right match with the franchisor’s philosophy and way of running the business.
The full and detailed report includes;
Introduction: An overview of the traits and skills required for a successful career as a franchisee.
General score: Overall suitability for a career as a franchisee owner.
Results include an interpretation for 2 subfactors, and 11 subscales that include:
• Leadership Skills: Ability to take charge and lead others effectively.
• Self-Efficacy: Assesses whether the test-taker believes he or she has what it takes to succeed.
• Management Skills: Extent to which the test-taker possesses skills relevant to managing employees.
• Rule-Abiding: Extent to which the test-taker is willing to adhere to the rules and regulations of the franchise.
• Community/Family Values: Extent to which community of family values take precedence in the test-taker’s life.
The report also identifies strengths and limitations as well as advice for the candidate for becoming a successful Franchisee.
Call us on 0845 643 5725 to find out more and to request a sample Franchisee Aptitude Assessment report or fill out the form on our Contact page.
