Berikut adalah cuplikan percakapan dengan Albert Kong mengenai sebaiknya para franchisee tidak hanya bersandar kepada franchisor nya dan wajib bisa mengelola juga sebagai usaha independent , tanya jawab ini kami sajikan dalam bahasa inggris sesuai aslinya
Tentang Albert Kong :
Albert Kong memiliki lebih dari 32 tahun pengalaman waralaba. Dia mengoperasikan master franchise dari Inggris selama 11 tahun (1991-2002).
Pada November 2003, Albert mendirikan Konsultan Waralaba Asiawide. Saat ini, Albert memimpin tim konsultan berpengalaman yang telah membantu lebih dari 1300 perusahaan Asia di selusin negara untuk mengembangkan, mengaudit, dan memasarkan waralaba mereka di seluruh kawasan.
Dia memiliki jaringan 70 kantor mitra strategis yang tersebar di 50 negara di seluruh dunia. Dia telah memenangkan lebih dari 100 penghargaan dan telah berbicara tentang waralaba di 46 negara lebih dari 300 kali.
Ia juga penerbit Asia Franchise & Business Opportunities Magazine (sejak Maret 1994). Albert duduk di banyak organisasi lain sebagai anggota panel dan anggota dewan
Albert Kong : Don’t Rely Only On Franchisor
A common mistake that franchisees make when running a franchise business is that they are too dependent on the franchisor. It’s like the franchisor is a general practitioner who can treat all of his patients’ ailments.
In fact, it should be, the franchisees themselves who play more of a role in the business itself. Because to be healthy, in the end it really depends on how the franchisee runs the business according to the SOP provided by the franchisor. Not handing over all the “fate” of his business to the franchisor.
It is unfortunate if a franchise is purchased at an expensive price, the franchisee does not know the working principles of the franchise business. Facts like this often happen, where many franchisees make fundamental mistakes that are not tolerated by the principles of the franchise business.
However, the fact that the error does not come entirely from the franchisee itself. Because, there are still franchisors who promise as if the franchisee can walk away and receive profits every month because their business operations are run by the franchisor.
This wrong practice is still widely applied by franchisors. In fact, this condition will not educate franchisees. In the end, this industry was difficult to develop. The following is an interview with the Chairman of Asiawide Franchise Consultant, Albert Kong
Why can franchisees run their business wrong?
The most common mistake a franchisee makes is because he thinks he owns a franchisor. He feels all problems or problems can be solved by the franchisor. Franchisees start a business with the wrong assumption, as if there are no other risks in running a business because of the franchisor.
What other mistakes do you think franchisees make?
Common mistakes include assuming, first of all, that the franchisor drives the sales of the store. Second, the franchisor will understand it by not taking royalties if the costs incurred are greater than the sales value because he (the franchisee) has lost money. And third, the franchisor will bear everything to solve the problem.
What about errors regarding standard operations?
SOP violations generally occur because they are too compromising. Consistency is compromised, diversification is hidden or revenue streams are created without the franchisor’s knowledge, neglecting their duties and neglecting the business.
What should franchisees do to avoid these mistakes? Can you explain each one?
Franchisors must choose very carefully and not be tempted by the financial capabilities of the franchisee alone. For franchisees themselves, they must do a soul-searching (inspiration for the business they will choose) and consult with experts (consultants), make an effective business plan before deciding to take a franchise.
Do you think the error can be detected? how do franchisees detect it? Where can the indicators be seen?
These errors can be seen from several indicators. First, franchisees do not have a solid business plan to show.
Second, franchisees cannot provide personal information, such as whether the franchisee has recently divorced (divorce); whether the psychological test shows that he does not have a good personality, and so on.
Likewise, the indications that emerged from the franchisor, for example, were too forcing the franchisee to sign the agreement in a hurry; does not require franchisees to visit its headquarters; no desire to voluntarily disclose as much information as possible to franchisees, etc.
Should there be tolerance for error? Is there a limit?
This matter really depends on the franchisor. Unintentional mistakes will be forgiven for the sake of good business relations. However, usually the contract will dictate what remedial action is required and when is a fixed time to make repairs
Is it true that the errors in each business category are different? Can be explained!
Franchising–no matter what the industry–can be food, education, fashion, etc. is a way of doing business. All errors that occur (in franchising) are in principle the same. For example, poor cash-flow management, wrong choice of location, bad team members, poor knowledge of the market, and so on.
Mistakes usually lead to failure, sometimes success if you want to learn. Can you tell me an example of a franchisee who has made a mistake but was able to get up after learning from his mistakes?
There are many examples. Even though large franchise companies must have made mistakes and learned from these mistakes. I am not free to mention their names.
What is an effective way to reduce errors?
Anyone, including leaders from big countries, they need advice when they want to do something that has a risk. Likewise, when someone is going to buy or operate a franchise business, he or she needs expert opinion.