Buying a franchise: how to conduct a site visit

A sales presentation shows how a franchise should work. A site visit lets you see how it actually works: what customers encounter, where delays build up and which processes hold up during a normal working day. Before joining a franchise network in Argentina, use this tool to assess how the business model is put into practice day to day, without mistaking a good impression for a thorough assessment.

1. Choose a representative outlet and day

Do not limit yourself to the flagship outlet or an opening event. Ask to visit an outlet with characteristics similar to the one you are considering: format, floor area, local trading environment and service model. An outlet in a shopping centre may operate very differently from one on a neighbourhood street.

Ask why the franchisor is suggesting that particular outlet. It may provide a useful benchmark, but it could also be exceptional because of its location or its operator’s experience. Note those differences before drawing conclusions.

It is worth combining two approaches:

• A visit as a customer, during normal opening hours and without disrupting operations.
• An arranged visit, with the person in charge’s permission, to learn about processes that are not visible from the customer area.

If possible, observe the outlet at more than one time of day. Peak hours reveal how well it handles demand; a quieter period lets you see preparation, housekeeping and maintenance tasks. Avoid judging the entire business model on the basis of an unusual promotion or a festive occasion.

2. Follow the customer journey from start to finish

The main question is not whether you like the outlet, but whether it consistently delivers on the brand’s promise. Make a typical purchase or enquiry and note facts rather than general impressions.

You can organise your observations around five points:

• Arrival: is it clear what the business offers and how to buy or request assistance?
• Choice: are the products, services, prices and terms explained clearly?
• Service: can the team answer common questions, or do they constantly need to turn to one person?
• Delivery: does what you receive match what was offered? Are there errors or repeated steps?
• Resolution: if a problem arises naturally, is there a clear procedure for dealing with it?

In appointment-based businesses, observe how bookings are taken and waiting times are managed. In shops offering order collection, check whether this interferes with customers buying in person.

Do not invent a complaint or test staff through deception. Nor should you photograph customers, screens or documents without permission. To assess the experience, it is enough to record your own customer journey and what you can observe in areas open to the public.

3. Look for repeatable processes, not exceptional individual performance

During the arranged visit, ask how common situations are handled: an unexpected staff absence, a long queue, an incorrect order or a payment system failure. The aim is not to audit the franchisee hosting you, but to understand whether the operation relies on procedures that can be passed on to others.

Pay attention to tasks that depend on a key individual. If only the manager knows how to answer queries, organise orders or correct mistakes, ask how that knowledge is transferred to a new team.

In Argentina, franchise agreements are governed by the Civil and Commercial Code of the Nation, Articles 1512 to 1524. Article 1512 provides for the use of a proven system, the transfer of technical know-how and ongoing technical or commercial assistance. This makes observing repeatable processes relevant: it helps distinguish an organised method from an operation sustained solely by individual skills.

However, a visit does not, on its own, establish legal compliance. Nor does it replace the economic and financial information that the franchisor must provide before signing under Article 1514(a), covering two years of performance at similar outlets that have been operating for a sufficient period.

4. Turn your observations into questions you can verify

After the visit, prepare a brief record with three columns: observed fact, explanation needed and evidence requested. Always separate what you saw from what you assume.

For example, “Orders awaiting collection piled up next to the till” is an observation. “The format does not work” is a premature conclusion. A useful question would be how the franchisor manages both customer flows and what solution it provides for the format being offered to you.

Raise your questions with the franchisor and ask for written answers where they affect your decision. If an explanation depends on an exceptional feature of the outlet you visited, ask to see another comparable outlet. If a promised solution is essential to your future operation, have it reviewed alongside the contractual documents.

Practical conclusion: leave the visit with facts and questions, not just enthusiasm. An informed decision combines first-hand experience, documentation and professional review; none of these tools replaces the others.