Franchise support: what to assess before you buy

Buying a franchise does not mean hiring someone to run your business. Even so, guidance from the franchisor can make a difference when operational difficulties arise. In franchising, the phrase “comprehensive support” needs to translate into verifiable services. Before investing, find out who will support your outlet, through which channels, how often and within what limits.

1. Identify the support the franchisor must describe

Brazil’s Law No. 13,966/2019, known as the Franchising Law, replaced Law No. 8,955/1994. Article 2 requires the franchise disclosure document, known in Brazil as the Circular de Oferta de Franquia (COF), to state what is offered to the franchisee and on what terms, including support, network supervision and services.

This does not mean the legislation mandates a universal assistance package, with monthly visits or round-the-clock support. The key is to understand the brand’s specific offering and check how it is reflected in the documents governing the agreement.

Read the COF and the contract side by side. Highlight phrases such as “ongoing support”, “specialist advice” and “performance monitoring”. For each one, look for clear answers:

• What activity will the franchisor carry out?
• Will support be remote, on-site or a combination of both?
• Is there a set frequency, or is support provided on request?
• Which situations fall outside the scope of assistance?
• Is the service included in the agreed fees, or does it incur an additional charge?

If the wording does not answer these questions, ask for written clarification and, where necessary, amendments to the documents before signing. A detailed sales presentation does not remove the need to examine the contractual obligations.

2. Assess support capacity, not just the promise

A franchise network may offer several contact channels yet still struggle to resolve problems. Assess the team and resources behind the support, rather than simply checking whether there is a phone number, app or email address.

Ask for an outline of the team: which roles exist, who handles operational queries and when a specialist gets involved. Also ask how cover is arranged during holidays, absences or staff changes.

The number of outlets assigned to each consultant helps put available capacity into context, but should not be considered in isolation. Complex operations, geographically dispersed outlets and lengthy visits place different demands on the team. No single ratio proves the quality of support on its own.

Request examples of monitoring reports with confidential information removed. Check whether they include an assessment of the issues, recommended actions, named people responsible and review dates. A document that merely records failures to meet standards shows a compliance monitoring function, but does not necessarily demonstrate support for improving the business.

Supervision and support can coexist, but they are not the same thing. The former checks the operation; the latter should help address difficulties within the agreed scope. Understand how much of each activity is included.

3. Test the support process with specific scenarios

Rather than simply asking whether the brand “provides support”, present scenarios relevant to the operation you intend to run. The aim is not to obtain a guarantee of results, but to understand how support works.

Consider three situations: a persistent decline in sales, a failure that prevents the outlet from operating and a recurring query about how to carry out a procedure. For each case, ask the franchisor to explain:

• Who receives the request and how it is logged;
• How its priority is determined;
• The expected time to an initial response;
• Who follows the issue through to closure;
• Who to contact if the initial support does not resolve it.

Distinguish between response times and resolution times. Acknowledging receipt of a message is not the same as restoring operations. Some problems depend on third parties, and that limitation should be clear.

Ask about restricted support hours, weekend availability and emergency procedures. An outlet that operates at night needs to understand the implications of having assistance available only during business hours.

4. Calculate costs and recognise the limits of assistance

Confirm whether additional visits, travel, accommodation or specific analyses may be charged separately. Brazil’s Franchising Law requires the COF to provide clear information on recurring fees and other amounts payable to the franchisor or third parties it designates, including how those charges are calculated and what they cover.

Create a table listing each service, the conditions for accessing it, its cost and who is responsible for authorising it. Avoid relying on assistance that is affordable only when nothing goes wrong.

Also clarify your own responsibilities: providing reliable data, allowing assessments and implementing agreed actions may be necessary to benefit from the support. Guidance from the franchisor does not automatically transfer business risks to it or guarantee revenue.

Before you buy: only consider your assessment of support complete when you can explain, in writing, what you will receive, how you will contact the team, how much you may have to pay and which problems will remain your responsibility.