Buying a franchise: speaking to franchisees in the network

Before buying a franchise, speaking to established franchisees helps you understand day-to-day life behind the sales pitch. The key is to choose a varied group of people, ask comparable questions and interpret their answers without generalising. This groundwork helps you assess whether the franchise network suits your working style, personal commitments and plans for your local business.

1. Build an independent sample

Franchisees recommended by the franchisor are a useful starting point, but they should not be your only contacts. They may run particularly successful businesses or have an especially close relationship with the brand. That does not make their accounts suspect: it simply gives you a reason to seek a wider range of views.

Look for several different profiles: a recent joiner, an experienced franchisee, a single-unit operator and, if it matches your ambitions, a multi-unit owner. Also prioritise locations comparable to your proposed site: a town or city centre, an out-of-town location, a rural area or somewhere with seasonal trade.

In France, pre-contractual disclosure is governed in particular by the Doubin Law, whose provisions appear in Article L. 330-3 of the French Commercial Code, supplemented by Article R. 330-1. Where the statutory conditions apply, notably when a trading name or trade mark is made available alongside an exclusive or near-exclusive commitment, the pre-contractual disclosure document and draft agreement must be provided at least twenty days before signing or making any required advance payment.

The pre-contractual disclosure document, known in France as the DIP, contains information about the network. In particular, it must provide the addresses of businesses in France bound by agreements of the same type. If there are more than fifty, the required information covers the fifty businesses closest to the proposed operating location. It also states the number of departures during the previous year, distinguishing between expiry, termination and annulment of agreements.

Use this information to plan whom to contact. It does not, however, guarantee that franchisees will be available or willing to answer your questions.

2. Prepare questions about the actual work

Suggest a brief conversation at a time chosen by the franchisee, outside busy periods. Explain your plans and make clear that you want to understand the work, not obtain confidential information. Ask permission before taking detailed notes or sharing their comments.

Prepare a common set of questions so that you can compare accounts:

• Owner involvement: what tasks actually fill their working day? Can they take time away without disrupting the business?
• Staffing: which roles are difficult to fill? How much time do they spend recruiting and arranging cover for absences?
• Getting started: what did they underestimate before opening, particularly in terms of time and organisation?
• Life within the network: how do franchisees communicate with one another? Can disagreements be raised and discussed?
• Personal suitability: which skills did they most wish they had? What sort of person would they advise against entering this line of business?

Choose “Tell me about your last working week” rather than “Are you satisfied?”. A concrete example reveals more than a general opinion. Finish with an open question: “What would you check today before joining this brand?”

3. Separate facts from individual circumstances

An enthusiastic account does not prove that your venture will succeed. Equally, one difficult experience does not show that the entire network is poorly run. Location, length of time in business, staffing, debt levels and the owner’s involvement can explain substantial differences.

After each conversation, sort your notes into three categories: observable facts, personal opinions and points to verify. For example, “I work every Saturday” describes an actual working arrangement; “Nobody can delegate” generalises that experience and calls for further conversations.

Focus particularly on recurring findings across comparable businesses. If several operators describe daily attendance as essential, weigh that reality against any plans to manage remotely. If difficulties mainly arise in the first few months, ask how working arrangements develop afterwards.

When a former franchisee agrees to speak, listen to their reasons for leaving without assuming there was a dispute. Respect any confidentiality obligations they may have. Do not seek access to their internal documents or confidential agreements.

4. Turn conversations into decision criteria

Write a short summary: what meets your expectations, what remains uncertain and what might make you walk away. Then put the unresolved questions to the franchisor, without attributing comments to named individuals unless you have their permission.

Ask for written answers where an issue affects your decision to commit. Other franchisees’ experiences do not change your agreement: flexibility granted to someone else does not automatically give you the same entitlement. Have your lawyer review the commitments that matter to your decision, and your chartered accountant assess their financial implications.

Key takeaway: speak to a varied group of franchisees, ask the same questions and seek specific examples. The aim is not to collect endorsements, but to check that everyday life within this franchise network fits your plans.