Sometimes a business owner finds that others want to use some aspect of their success, perhaps just the right to use a recognized name, or perhaps much more. In order to protect their intellectual property rights, the owner of the successful idea will need to establish parameters and restrictions on use. Because of the numerous and often expensive requirements for establishing a franchise, sometimes the agreement is called a license instead. Caution is advised at this juncture, because regardless of what that agreement is called, there may a different meaning assigned to it under the law.
What is the difference between licensing and franchising?
Licensing typically provides the right to use a name or a system such as software. Franchising involves the right to use the name, the business system, and the payment of initial and ongoing fees, and provides significantly more control of the recipient business to the franchisor than to a licensor.
The Federal Trade Commission (FTC) considers anyone who offers, sells or distributes goods, commodities or services to be involved in the sale of a franchise if they: a) have a trademark, name or other commercial symbol the recipient will use; b) provide significant assistance to the recipient in their method of operation; and c) charge a fee for their services (the “three leg test”).
A licensor may exhibit two of the three characteristics of a franchisor, but they may not control the business operations of the licensee. This is the key distinction between a license and a franchise, although others may also be important. A licensor will generally not provide the support or training that a franchisor would. In essence, the license simply allows the recipient to use licensed material or do something that would otherwise be in contravention of intellectual property law.
There are, of course, risks associated with granting someone the right to use one’s name, or mark. The owner of the business or idea who seeks to expand it may want to ensure that the parties who use their name represent a particular image to the public, and therefore may need the control that a franchise arrangement can provide. For instance, McDonald’s wants each store to provide the same products- same taste, same appearance, etc- regardless of whether that store is in Alabama or Alaska. Examples of non-profits using a franchise model include Catholic Charities, YMCA, Planned Parenthood and United Way. These non-profits benefit from the arrangement in that local control results in better funds generation and buy-in, and limits the liability of the franchisor for the actions of the franchisee, yet allows the franchisor to control many aspects of the franchisee’s operations, thereby protecting its reputation, and expanding the reach of the non-profit.
Franchising allows more control over the franchisee because the franchisor can control the quality of the operation and services delivered. A franchisor has the ability to stop a franchisee who is not representing the brand appropriately by its conduct. It is, however, more expensive and time-consuming to establish and maintain a franchise than a licensing agreement.
Why it matters
Franchising is governed and regulated by the FTC, in addition to state and local laws. The laws and regulations promulgated thereunder require a franchisor to create and file a franchise disclosure document (formerly known as a franchise circular), a comprehensive document including disclosure of financial information, pending litigation and other matters that would be important to a potential franchisee. Compliance with franchising laws is time-consuming and expensive. Failure to comply, even where innocent or inadvertent, may result in liability for damages, rescission, criminal penalties, civil fines, and the award of attorneys’ fees. If an agreement meets the FTC’s three leg test, it doesn’t matter what the parties call it, the FTC will call it a franchise. A licensing agreement falls outside the FTC’s purview, and is essentially a contractual arrangement, subject to the usual laws of contract.
A business plan isn't built from start to end. In fact, I recommend starting in the middle, moving to the end, circling back to fill in the missing pieces, and finishing at the beginning.
The last section you should write is the executive summary. Start with the goals and objectives- what is it you want to accomplish? Are you hoping to go public after some time, franchise the idea, or do you want to create for yourself a job doing something you love to do? Do you have a passion for service, or do you like having control of your own schedule?
Then comes the sometimes difficult task of researching market and financial data so that you can intelligently discuss the market for your product or service, what the competition is doing, why your pricepoint is appropriate and sustainable, and the basis for your financial projections- both how you have come up with projected sales, and what you are basing projected expenses on. Whether you are writing the business plan with an eye to obtaining funding, or simply to create a guiding document for the months to come, the process, while challenging, helps you make informed decisions about purchases, leasing space, hiring employees, and most important- whether to move forward with the business.
The resources for data will depend in part on the industry, your location, and whether you already have contacts from which you can harvest information. Often you will be able to get other business owners to talk with you, especially if they are not your direct competitors. An industry association is a good place to look as well. Accountants, consultants, and data collectors can provide data for a fee. There are some free sources for data listed at sba.gov. (https://www.sba.gov/blogs/conducting-market-research-here-are-5-official-sources-free-data-can-help)
There are also some great sources of ideas for your business plan, such as http://www.discoverbusiness.us/business-plans/#17. This page has an excellent breakdown of how to approach industry analysis, and more sources of free data.