Starting a Franchise in Belgium: Organising Reference Visits

If you want to turn an existing Belgian business into a franchise network, you need to offer prospective franchisees more than a persuasive presentation. A reference visit lets them explore the day-to-day realities: the workload, the support available and how your business model works in practice. Organise the visit as an opportunity to ask questions and test assumptions, not as a sales show. You can start doing this even before your first franchised outlet opens.

1. Make clear what the visitor is actually seeing

A visit to your own business is useful, but it is not the same as speaking to an independent franchisee. At your own outlet, staff may be able to turn directly to you, certain costs may be covered centrally, and the business may benefit from extensive knowledge of its customers built up over time. A prospective franchisee will not automatically have those advantages.

Before the visit, provide a short briefing covering:

• who owns and operates the outlet being visited;
• the founder’s role in day-to-day operations;
• which tasks are carried out outside the outlet;
• the main differences between this outlet and a future franchised outlet;
• the topics to be covered during the visit.

Do you have no franchisees yet? Say so explicitly. Do not present a company-owned branch or a business owner you know as an independent reference. You can, however, show which working practices are already in use and which aspects of the relationship have not yet been tested in a franchise setting.

Setting these boundaries makes the visit more credible. The candidate understands what evidence the outlet provides, as well as which questions remain unanswered.

2. Let candidates explore the everyday work

Do not choose only a quiet period when everything has been neatly prepared. Where practical and safe, show a representative period of normal activity too. This might include preparation, a delivery, the flow of customers or a staff handover.

Use a standard agenda, but leave room for candidates’ own questions. They should be able to ask not only what works well, but also what is challenging. Useful discussion points include:

• Which tasks take more time than visitors expect?
• What does the operator regularly need help with?
• What happens when there is a mistake, a complaint or a missed delivery?
• Which skills must the business owner personally master?
• What work takes place before opening or after closing?

Ask the person in charge to give concrete examples. An explanation of a recently resolved problem often says more than a general promise that support is always available.

Keep observation separate from hands-on work. Do not turn the reference visit into an unpaid trial day. If you want to arrange practical experience later, first seek advice on the arrangements and obligations that would apply. During the visit, protect customer data and avoid discussing staffing matters in ways that could identify individuals.

3. Allow genuine scope for independent conversations

Once your franchise network includes independent operators, candidates can speak to them too. Ask in advance whether a franchisee is willing to host visitors and agree on a manageable length for the visit. Avoid repeatedly asking the same business owner to make time for your recruitment activities.

Let part of the conversation take place without you present. A reference discussion loses value when the franchisor adds to, corrects or scripts the answers. Do not ask your franchisees to memorise a sales pitch.

Where possible, offer access to people with different experiences: someone who has recently started may highlight different challenges from an experienced operator. Explain why particular people are available to speak, so that your selection is not mistakenly taken as a complete picture of the network.

Be transparent about any payment made to hosts for their time. Do not link it to positive comments or to the candidate signing an agreement.

Encourage candidates to involve their own accountant or legal adviser in the assessment. A satisfied operator is a useful person to speak to, but their experience is no substitute for the candidate’s own financial plan or review of the contract.

4. Support the visit with accurate information under Belgian law

A reference visit does not replace statutory disclosure requirements. In Belgium, Articles X.26 to X.33 of Book X of the Code of Economic Law govern pre-contractual disclosure for commercial cooperation agreements that fall within the statutory definition, including franchise agreements.

The candidate must receive the draft contract and the pre-contractual information document, known as the PID, at least one month before entering into the agreement. This document contains important contractual provisions and socio-economic information. A tour or a verbal answer is not an alternative.

Also make sure that statements made during the visit are consistent with your documents. If, for example, a member of staff promises daily guidance while the contract describes more limited support, you must clarify that discrepancy. Have any material differences assessed by a legal adviser before proceeding.

Afterwards, send a brief written summary of unanswered questions, clarifications and any corrections. Do not ask the candidate to sign a statement accepting all risks on the basis of the visit.

Practical takeaway: organise one representative visit, be honest about its limitations and give candidates room to conduct independent checks. This builds trust without making the reality look better than it is.