Franchising in Greece: training before opening

The success of your own business does not mean that a new partner can replicate it after a few days of observation. To build a consistent franchise network, initial training needs clearly defined content, practical exercises and documented assessment. The aim is not to certify that someone has attended a programme, but to establish that they can run their outlet to the agreed standards.

1. Start with the tasks that need to be performed

Before preparing presentations, list what the franchisee must be able to do on the first day of trading. Separate their responsibilities from those of the store manager and the rest of the team. Not everyone needs the same depth of knowledge or carries the same responsibility.

For each role, create a table with four fields: task, required skill, method of practice and evidence of competence. For example, the manager may need to complete the cashing-up procedure correctly, while the franchisee needs to understand stock discrepancies and decide on corrective action.

Prioritise tasks that affect:

• customer and employee safety,
• product or service quality,
• cash and stock management,
• the handling of complaints and emergencies.

Define observable outcomes. “Understands customer service” is vague. “Handles an incorrect order according to the procedure, without assistance” can be assessed. The manual remains a reference resource; it does not replace performing the task in front of a trainer.

2. Combine demonstration, practice and real operating conditions

Divide the programme into preparation, practical training and application at the new outlet. During preparation, explain the business model, core procedures and tools. During practical training, the trainee performs tasks. At the new outlet, confirm that they can carry them out using the equipment on site and working with their own team.

Avoid having trainees simply watch an experienced employee. Use the sequence “I demonstrate, I explain, you perform, you receive feedback, you repeat”. Include controlled scenarios too: a team member’s absence, a late delivery, a customer complaint or a system being temporarily unavailable.

Appoint a lead trainer and use standard observation forms. Different trainers should not teach their personal habits as mandatory procedures. Where instructions conflict, correct the training materials first.

Planning must also cover practical matters: who attends, where training takes place, who pays for travel and accommodation, and how missed sessions are made up. Training in an operating outlet does not remove employment law or health and safety obligations. Clarify each participant’s status with your advisers before they begin productive work.

3. Set out the commitments in the agreement

Greece has no dedicated law providing a unified framework for franchise agreements, nor a specific statutory pre-contractual disclosure regime for franchising. The general provisions of the Greek Civil Code apply, among others: Articles 197–198 on good faith and liability during negotiations, and Article 288 on performing obligations in accordance with good faith.

A promise of “comprehensive training” therefore needs to be clearly defined before signing. The European Code of Ethics for Franchising is a self-regulatory framework, not Greek law. Any commitments arising from membership of an association or incorporation of the Code into the agreement must be considered separately.

In a schedule to the agreement, describe:

• who must attend and the topics to be covered,
• the duration, location and language of training,
• what is included in the agreed fees and what the franchisee must pay for separately,
• the completion criteria and reassessment procedure,
• the consequences of delays and each party’s responsibilities.

Do not give the franchisor unlimited discretion to judge readiness. Seek a legal review to ensure that the criteria and consequences are clear, reasonable and consistent with the rest of the agreement.

4. Link completion to a documented decision to open

The final assessment must include practical performance, not just knowledge questions. Record which task was assessed, who assessed it, the outcome and any corrections needed. Distinguish critical gaps from those that can be addressed through support after opening.

If the team is not ready, follow the agreed procedure: targeted retraining, reassessment and, where necessary, postponement. Give timely notice of the operational and financial consequences. An opening date that has already been announced is not evidence of competence.

After trading begins, compare the assessment findings with the problems encountered in practice. If the same mistakes recur across new teams, revise the training itself, not just the instructions given to franchisees.

Practical takeaway: before training your first franchisee, prepare a skills matrix, a schedule to the agreement and an assessment form. This ensures that the decision to open rests on demonstrated ability, rather than simply hours of attendance.