Buying a franchise: what should training include?

When you buy a franchise, you gain not only the right to use a brand but also access to business know-how. Yet an introduction to the system is not the same as training to run an outlet independently. Before joining a franchise network, check what you will actually practise, who will train your team and how the agreed training will be set out in the contract.

1. Ask for a training plan, not just a promise of support

The phrase ‘comprehensive initial training’ can mean very different things: a tour of an outlet, online presentations or supervised practical work. The number of days is therefore not a sufficient measure. What matters is which tasks you will be able to carry out afterwards without constant help from the franchisor.

Ask for a programme that specifies the objective, delivery method, trainer and intended participants for each topic. Distinguish between the skills needed by the owner, the outlet manager and employees. The owner also needs to understand business reports and cost monitoring, while staff must master specific customer-facing procedures.

Depending on the business model, the programme should focus on:

• delivering the service or preparing the product in line with the franchise system’s standards;
• using the till, ordering systems and other business software;
• handling complaints and more challenging customer situations;
• ordering stock, carrying out stocktakes and monitoring losses;
• organising shifts and inducting new staff.

Also ask how much of the programme takes place in an operating outlet and how much is purely classroom-based. If possible, review sample materials or observe part of the training before signing. A manual provides a useful foundation, but does not in itself demonstrate that you will be able to put the procedures into practice.

2. Distinguish between included and additional costs

A statement that training is included in the initial franchise fee does not tell you whether it covers all participants, assessments and practical exercises. Ask for a written list of the services the initial payment actually covers.

Check travel, accommodation, meals, interpreting, materials and any fees for repeating the programme separately. In your own calculations, also allow for staff wages during training and any cover required. These are not necessarily payments to the franchisor, but they are part of the actual cost of acquiring the necessary skills.

It is important to establish what happens when staff change. Can you train a new employee yourself? Or must they attend a compulsory course delivered exclusively by the franchisor? If such courses are compulsory, ask for the current price list and an agreement on how those prices may change.

Prepare two separate calculations: the cost of training the initial team and the cost of subsequently inducting a replacement employee. This will make it easier to compare offers that appear to provide similar support but place different limits on participant numbers or repeat attendance.

3. Agree on assessments and follow-up support in advance

If successful completion of training is a condition of opening for business, the criteria must be clear before you sign. Check who assesses participants, what constitutes successful completion and how you will receive an explanation if someone fails.

The agreement should also answer these questions:

• Can the assessment be retaken, and on what terms?
• Who provides additional training if a candidate is not yet ready?
• Can someone else complete the training instead of the chosen manager?
• What happens if the franchisor cancels a session or fails to provide a mentor?

Avoid arrangements in which permission to open depends solely on an undefined level of ‘sufficient competence’. Ask for verifiable criteria and a process for addressing any identified gaps in knowledge.

For the first few weeks of trading, also agree on the arrangements for follow-up support: a named contact, availability, how to submit queries and an agreed response time. Distinguish urgent operational assistance from routine advisory visits. A telephone number without agreed availability is not equivalent to guaranteed mentoring.

4. Link the programme to your contractual rights

Slovenia has no dedicated franchising law, compulsory franchise register or specifically prescribed pre-contractual franchise disclosure document. A franchise agreement is an innominate contract, meaning it is not a separately defined contract type under Slovenian law. Training arrangements are governed primarily by the general provisions of the Slovenian Obligations Code (OZ), including the principle of good faith and fair dealing and the rules on performing contractual obligations. Competition law must also be taken into account in the franchise relationship.

There is no specific statutory minimum for the amount of franchise training. The programme, participants covered, costs, assessment criteria and scope of follow-up support should therefore be set out in the contract or an appendix. Internal training does not replace any professional qualifications legally required for the work concerned.

Consult a lawyer about your options if the agreed training is not delivered or differs substantially from what was promised. Do not assume that this automatically entitles you to stop paying franchise fees; the consequences depend on the contract and the circumstances.

Practical takeaway: before signing, ask for a clear training plan, a full breakdown of costs and written completion criteria. A sound agreement specifies what you will be able to do, who will help you achieve it and what happens if the agreed training is not delivered.