Buying a Franchise in Lebanon: How to Secure Training and Operational Support

Two brands may seem similar in reputation and initial fees, but the real difference emerges when an outlet manager needs help solving an operational problem. When buying a franchise in Lebanon, do not settle for the phrase ‘comprehensive training and ongoing support’. Joining a franchise network should give you practical know-how and support you can actually use. This guide helps you assess both, calculate their costs and turn them into clear commitments before signing.

1. Assess the know-how you will receive, not the sales pitch

Start with a direct question: what will my team and I be able to do after training that we cannot do today? A good answer describes skills and procedures, rather than simply listing training days or trainers’ names. These might include managing shifts, handling customer complaints, monitoring quality, cashing up and using the point-of-sale system.

Ask for a table linking each skill to its teaching method and the way competence will be assessed. Watching a presentation on customer service is not the same as practising realistic scenarios under a trainer’s supervision. Ask what happens if an employee fails an assessment: will they be retrained, who pays, and will the opening be delayed?

Before committing, ask to see the contents page of the operations manual and a non-confidential sample of an operating procedure, while respecting confidentiality requirements. You do not need to receive all the protected know-how during negotiations, but you should understand the scope of what you are buying, its format and language, and how it will be updated.

Also speak to existing franchisees, with their consent. Ask about the last problem they sought help with, how quickly they received a response and whether the proposed solution was workable. These questions are more useful than simply asking: ‘Are you happy with the brand?’

2. Understand why support must be written into the Lebanese agreement

Lebanon has no specific law governing franchise agreements, nor a dedicated statutory disclosure regime comparable to those in some other countries. The relationship is governed primarily by the Code of Obligations and Contracts and the Commercial Code. Consumer protection, intellectual property and competition rules also form part of the legal framework, depending on the business activity and practices involved.

Legal classification is particularly important: Legislative Decree No. 34/1967 governs commercial representation; it is not a dedicated franchise law. Beirut Court of Appeal Decision No. 1106/2009 distinguished franchising from commercial representation, relying on factors including the transfer of know-how and cooperation between the parties. However, the agreement’s title alone does not determine its legal nature. A Lebanese lawyer should review its substance and how it will be implemented.

The Lebanese Franchise Association has also adopted a code of ethics containing requirements for pre-contractual information and contractual terms within its scope of application. It is not, however, general legislation binding on all franchisors. Check whether the franchisor is a member, whether the code applies to your relationship and whether its obligations are incorporated into the agreement.

The practical implication: do not assume that the word ‘franchise’ automatically entitles you to a set number of support visits or unlimited free training. Record your requirements expressly and have their local enforceability reviewed, even if the agreement specifies a foreign governing law.

3. Put support commitments into a measurable contractual schedule

Propose a training and support schedule that forms part of the agreement, rather than a marketing brochure that can be changed. Organise it around three stages: preparation for opening, the opening itself and ongoing operations. For each commitment, identify the responsible party, timing, deliverables and cost.

The schedule should answer the following questions:

• Participants: Does training cover the franchisee, manager and all employees, or only a limited number of people?
• Location and language: Will it take place in Lebanon or abroad, in which language, and will materials be available in a language the team understands?
• Opening: Who will attend on site, what will their duties be, and how will the outlet’s readiness be confirmed?
• Ongoing operations: How often will visits and meetings take place, and who will issue follow-up reports?
• Urgent faults: What is the escalation channel, the response time and the follow-up process through to resolution?
• Changes: Who will train the team when systems or procedures are updated, and at what cost?

Distinguish between the deadline for responding and the deadline for providing a remedial action plan: an automated reply is not a solution. Requests can be classified by their impact, such as a halt in sales, a fault affecting quality or a routine enquiry. Negotiate realistic service levels for each category rather than a blanket promise that is difficult to fulfil.

If support is delegated to a local provider or an external trainer, ask for clarification of the franchisor’s responsibility for their performance. Discuss with your lawyer how failures will be documented and notified, the period allowed to remedy them and appropriate remedies if they recur. Do not assume you can unilaterally stop paying fees.

4. Calculate the costs and test whether the support suits conditions in Lebanon

Training may be included in the initial franchise fee, while travel, accommodation, translation and employees’ wages during training remain your responsibility. Add the cost of training replacement staff, refresher training, additional visits and any compulsory subscriptions to learning or support platforms.

Ask for a breakdown distinguishing what is included from optional services and compulsory paid services. Specify the billing currency and payment arrangements, and require prior approval for additional expenses. Then include these items in your pre-opening budget and operating cash-flow forecasts, rather than under a vague contingency heading.

Also test whether the system suits conditions at your location: how will support be delivered if connectivity is lost? Do the support team’s hours match your trading hours? Are there approved fallback procedures if the point-of-sale system fails? Do not accept undocumented local workarounds that the franchisor might later regard as breaches of its standards.

The practical takeaway: Before signing, prepare three documents: a skills matrix, a support service-level schedule and a complete training budget. If the franchisor cannot explain what it will provide, when and at what cost, you have not yet established the value of the support you are paying for.