Franchisee Training in Lebanon: A Pre-Opening Preparation Plan

Your business in Lebanon may succeed because you know when to step in and how to put things right, but a new franchisee does not automatically have that expertise. Handing over an operations manual or inviting them to observe the business is not enough to transfer it. Before expanding through franchising, you need a training programme that demonstrates that the franchisee and their team can run the business independently. This guide focuses on building that programme and linking it to the decision to open, rather than writing an operations manual or monitoring quality after opening.

Start with the skills required, not the number of training days

The first question is not: how many days should we train the team? It is: which tasks must they be able to carry out without help? List the core tasks, then identify who is responsible for each one, the conditions in which it must be performed, and the evidence needed to demonstrate competence. Avoid broad phrases such as ‘understanding customer service’. Replace them with observable behaviour, such as handling a complaint and recording the resolution within the limits of the authority granted.

Structure training by role. The franchisee needs to understand reporting, team management and the limits of their commercial decision-making authority. The unit manager needs to organise shifts, deal with breakdowns, and oversee deliveries and closing procedures. Employees need to master the service or production steps relevant to their jobs. Not everyone needs to attend the same sessions.

Start with the operations that pose the greatest risks to customers and business continuity. In a food business, for example, safe handling and storage take priority. In a service business, accurate order recording, customer consent and protection of customer information may be more pressing. Distinguish between critical skills that must be mastered before opening and those that can be developed later under clearly defined supervision.

Prepare a short training record for each role, covering:

• The task to be mastered and the relevant operating procedure.
• The training method and the name of the trainer responsible.
• The assessment exercise and pass criteria.
• The assessment result and the action required if the trainee does not pass.

Design training that builds practical ability

Use explanation as an introduction to practice, not a substitute for it. The trainer should first demonstrate the task and explain the reasons behind each step. The trainee then performs it under observation before repeating it independently. Record recurring mistakes: they may reveal unclear instruction, rather than simply a weakness on the trainee’s part.

Use an existing unit for training where appropriate, while managing the impact on customers and day-to-day operations. Observation during a quiet period does not demonstrate a manager’s ability to cope with a surge in orders or an absent employee. Add simulations of exceptional situations without putting customers, money or real data at risk.

For example, a manager could practise handling a refund request beyond an employee’s authority, a point-of-sale system failure, or the rejection of a delivery that does not meet specifications. Ask them to explain their decision and follow the agreed escalation procedure. The aim is not to memorise a model answer, but to know when to act independently and when to refer to the franchisor.

Appoint a trainer who can teach and assess, rather than simply an employee who works quickly. Provide materials in a language the team understands, and use consistent names for products and processes across your systems. If an exercise can only succeed when the founder steps in, the knowledge transfer process is not yet complete.

Set out clear training terms under Lebanese law

Lebanon has no comprehensive franchise-specific law, nor a dedicated mandatory franchise disclosure regime comparable to those in some countries. The contract is governed primarily by the Code of Obligations and Contracts, alongside relevant commercial rules and laws on intellectual property, employment, taxation and licensing. The absence of franchise-specific legislation does not remove responsibility for agreed obligations.

Some relationships also raise the question of whether Legislative Decree No. 34 of 1967 on commercial representation applies. It should not be assumed to apply automatically to every franchise agreement. A Lebanese lawyer should review the legal classification of the relationship and its implications based on its actual substance.

Include the core training arrangements in the contract or a binding schedule reviewed by your lawyer. Specify who will receive training, where it will take place, attendance requirements and what the agreed fee covers. Clarify who pays for travel, accommodation and employee wages, and how charges for retraining or training replacement staff will be calculated. Do not leave these matters to scattered messages after signing.

If passing the training programme is a condition of opening, set out the criteria, how compliance will be demonstrated, the time allowed to address shortcomings, and the consequences of any delay, including each party’s responsibilities. Also address delays by the franchisor in providing trainers or materials. An attendance certificate is not evidence of competence, and the franchisor’s internal approval does not replace any licence or qualification required for the activity.

Base the opening decision on documented performance

Finish the programme with a trial run involving the new team, not just a theory test. Observe how they allocate responsibilities, hand over shifts, process transactions and handle exceptions. Use the same criteria communicated to trainees, and record what actually happens rather than relying solely on the trainer’s impression.

Where there is a shortfall, identify the skill that needs improvement, the remedial training required and the reassessment date. Do not grant token approval simply because the opening date has been announced. Equally, do not change the pass criteria at the end of the programme. Keep a sign-off record for each role, and establish arrangements for training a replacement if a key employee leaves before opening.

Practical takeaway: Before awarding your first franchise, test your programme on a manager who was not involved in founding the business. If they can carry out critical tasks and explain their decisions without the founder’s intervention, you are closer to having a repeatable training programme, rather than merely passing on information.