How to Talk to Existing Franchisees Before Buying a Franchise

A sales presentation alone is not enough to establish whether a franchise brand is right for you. Franchisees who work within the same system every day can reveal aspects of the business you might otherwise miss: how much time you need to spend on site, which decisions you can make yourself and how problems are resolved. Before joining a franchise network, the purpose of reference conversations is not to assume that someone else’s satisfaction will translate into your own, but to test whether the brand’s way of working matches your expectations.

1. Choose a balanced range of franchisees to speak to

Speaking to franchisees recommended by the franchisor is a good starting point, but do not base your assessment solely on that list. Even when references selected by the brand share genuine experiences, they may not represent the whole network. Try contacting other franchisees using publicly available outlet details. Explain clearly why you would like to speak to them and respect their time.

Include a range of experiences on your interview list:

• A recently opened business: This can help you understand the workload and preparation required during the start-up period.
• A long-established business: This can show how day-to-day routines change over time.
• A business in a similar location: This offers a closer comparison with the conditions on your planned high street, in your shopping centre or in the surrounding residential area.
• Single-unit and multi-unit franchisees: These allow you to compare whether the business needs to be owner-managed or can be run through a manager.

If possible, also listen to a former franchisee who is willing to speak to you. However, do not treat any single positive or negative account as conclusive. The circumstances of their departure, personal expectations and local conditions may all influence their assessment.

For each conversation, record when the business opened, the franchisee’s previous experience and their role in day-to-day management. This will help you distinguish between genuinely contradictory answers and differences arising from operating conditions.

2. Ask about daily operations rather than satisfaction

“Are you happy with the brand?” usually produces brief answers that are difficult to compare. Instead, ask about recent events and specific working routines. Focus the conversation on how the franchisee spends their time and makes decisions, rather than on turnover forecasts.

You could start with these questions:

• Which tasks did you personally carry out in the business last week?
• When you are away from the business, which decisions have to wait for you?
• Who handles recruitment, staff rotas and absences?
• Which day-to-day matters require approval from head office?
• How are decisions made when an unexpected customer complaint arises?
• What would have changed your preparations if you had known it before starting?

Explore the answers through examples. If someone says, “Head office responds quickly”, ask whom they contacted on the most recent occasion and how the solution was put into practice. If they say, “The business cannot run without a manager”, find out which tasks make that role necessary. You can gain a useful understanding of the processes without requesting personal information or trade secrets.

Be honest about your intended role. If you do not plan to be on site every day, say so. An arrangement that works well for a full-time owner-operator may not suit an investor who wants to manage remotely. Your choice of brand should reflect not only the business’s potential, but also the time and management skills you can contribute.

3. Compare what you hear with what you observe

With the franchisee’s permission, make a short site visit without disturbing customers or staff. Where possible, assess the workflow during both busy and quiet periods. The visit is intended to help you understand the daily routines described, not to put the franchisee to the test.

For example, if the franchisee says the business can be delegated to a manager, ask which responsibilities have actually been handed over. Do order tracking, staff coordination, customer relations and communication with head office all fall to one person? Can operations continue when the owner steps away briefly? Treat your observations as a limited snapshot from a single visit: a short busy spell does not prove there is a persistent problem.

Keep your notes under three headings: what was said, what was observed and what needs clarification. For example, alongside the statement “local decisions can be made quickly”, note which decisions require approval. Then put a specific question about this to the franchisor.

Flag recurring problems separately. If several franchisees independently describe the same approval delays, the issue deserves closer investigation. By contrast, a staffing problem at one outlet may reflect local labour market conditions. Asking for explanations of common themes without sharing individuals’ names is a better way to preserve trust.

4. Do not confuse references with contractual guarantees

Türkiye has no dedicated franchise law governing franchising relationships on its own. The general provisions of the Turkish Code of Obligations No. 6098 and the Turkish Commercial Code No. 6102 are important for franchise agreements. The Industrial Property Law No. 6769 applies to trade mark rights, while the Law on the Protection of Competition No. 4054 applies to arrangements that restrict competition.

There is also no general requirement for a franchise-specific pre-contractual disclosure document, nor is there a register of franchise agreements. This does not mean there are no duties of good faith and accurate disclosure during negotiations. A business’s general trade registry obligations are a separate matter.

Another franchisee’s positive experience is not a contractual guarantee that you will receive the same terms or treatment. In particular, requirements for your personal presence in the business, conditions for appointing a manager and authority over day-to-day decisions may be set out differently in your own agreement. Compare the critical operating conditions you learn about in these conversations with your contract, and obtain written clarification of significant uncertainties before signing.

Practical takeaway: After your reference conversations, prepare a one-page suitability note covering the time you can commit, the tasks you will take on, restrictions you cannot accept and questions still awaiting answers. Base your choice of brand on this concrete assessment of fit, rather than on general expressions of satisfaction.