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The “Day-in-the-Life” Conversation
Your first priority is understanding the reality of the role—not the brochure version. You’re not just buying a brand. You’re buying a job description for yourself for the next 3–10 years. This is the time to understand what is required of the owner to be successful and does this truly FIT your expectations of day to day involvement.
Sample Questions To Ask:
- “What does a typical day look like for you from start to finish?”
- “How much of your time is spent on sales, operations, people management, and admin?”
- “What are the 2–3 tasks you personally can’t delegate right now?”
- “If someone shadowed you for a week, what would surprise them the most?”
What you’re listening for:
- Does their day align with how you actually want to spend your time?
- Are they mostly in the field? In the office? Networking? Hiring and coaching?
- Are they doing work that plays to your strengths—or your weaknesses?
If their day sounds like a life you would dread, it’s a sign the model might be fine, but the fit is wrong.
The Ramp-Up & Learning Curve Conversation
The second conversation is about how hard it really is to get from zero to functioning.
Sample Questions To Ask:
- “How did your first 6–12 months go compared to what you expected?”
- “What were the hardest parts of getting started—licenses, hiring, learning the systems, something else?”
- “How long did it take before you felt confident and not constantly in ‘figure it out’ mode?”
- “If you were starting again, what would you do differently in your first 90 days?”
What you’re listening for:
- Are owners consistently saying, “It took longer than I expected”?
- Were there surprises the franchisor should have prepared them for?
- Does the learning curve match your tolerance for discomfort and chaos during that first year?
You want honest stories, not just timelines. That’s where the truth lives.
The Financial Reality (Without Being Awkward) Conversation
Money questions feel delicate, but you can absolutely have them without asking for someone’s P&L. It is important how you ask questions too. Remember everyone comes from VERY different backgrounds – keep the questions simple.
Sample Questions To Ask:
- “Did your actual numbers roughly match what you saw in the FDD or were you above/below?”
- “What is your average job ticket price?”
- “What are your big monthly expense items to run the business”
- “Knowing what you know now, would you have come in with more capital?”
- “Have you been able to pay yourself? If not yet, when do you think you will?”
What you’re listening for:
- Are owners consistently under- or over-performing what’s represented?
- Is there a theme around underestimating working capital?
- Are they proud and confident talking about the financial trajectory, or hesitant and vague?
You’re not looking for exact dollar amounts. You’re looking for patterns and ranges—and whether this opportunity fits your reality and risk tolerance. Remember you are in control of making financial decisions for YOUR business. Get the back of the napkin numbers – job revenue, expenses…boom, you have some margin and then you know your debt.
The Franchise Support & Relationship Conversation
A strong brand isn’t just a logo—it’s the support system behind you.
Sample Questions To Ask:
- “How would you describe your relationship with the franchisor?”
- “When you run into an issue, how responsive is the support team?”
- “What kind of help do you realistically get with marketing, operations, and training?”
- “Have you ever felt like the franchisor wasn’t listening? How did they respond?”
- “How much do you engage with other owners?” “Are they supportive?”
What you’re listening for:
- Is there a culture of partnership or policing?
- Do owners feel heard or brushed off?
- Are they excited about where the brand is going—or worried?
If multiple owners use words like ignored, slow, frustrating, pay attention. Support doesn’t magically get better after you sign.
The Customers & Lead Generation Conversation
No leads = no revenue, no matter how great the brand looks on paper.
Sample Questions To Ask:
- “Where do most of your customers really come from—corporate marketing, your own networking, referrals, something else?”
- “How effective has the franchisor’s marketing been in your market?”
- “What marketing activities do YOU do that move the needle the most?”
- “Have there been any big shifts in demand or competition since you started?”
What you’re listening for:
- Is the brand marketing engine actually helping—or is it mostly on the owner?
- Are there specific tactics that consistently work across owners?
- Is demand stable, growing, or shrinking in different markets?
This is where you separate hype from what actually drives business. Please note, YOU are responsible for your local marketing. All owners will complain about lead flow – what are they doing about it from all angles is important to understand.
The Challenges, Regrets & “Real Talk” Conversation
This might be the most valuable conversation you’ll have if you ask the right questions and then stop talking.
Sample Questions To Ask:
- “What’s the hardest part of this business that no one prepared you for?”
- “Have you ever seriously considered selling or walking away? What triggered that feeling?”
- “What do you like least about being part of this franchise system?”
- “If someone you loved was considering this brand, what warning would you give them?”
What you’re listening for:
- Common pain points: hiring, margins, burnout, competition, support gaps.
- Signs of misalignment between what was sold and what was experienced.
- Whether the challenges are things you can live with—or not.
No franchise is perfect. You’re not looking for a brand with no problems. You’re looking at whether the problems are acceptable trade-offs for the opportunity.
The “Would You Do It Again?” Conversation
This is the ultimate gut-check question.
Sample Questions To Ask:
- “If you could go back in time, would you buy this franchise again?”
- “Would you choose the same brand—or a different industry/model?”
- “Would you pick the same territory or market?”
- “What kind of person do you think truly thrives in this system?”
What you’re listening for:
- Their first reaction—a quick “Yes, 100%” sounds very different from a long pause.
- Subtle hesitations like, “Yes, but…” or “Probably, if…” — those “buts” matter.
- Their description of who thrives—does that sound like you?
This is where you often get the most honest, distilled perspective: regrets, gratitude, pride, frustration—all in one.
How Many Owners Should You Talk To?
As a rule of thumb:
- Average: 3–5 owners
- Ideally: A mix of:
- High performers
- Average performers
- Newer owners (in first 1–2 years)
- More mature owners (3+ years in)
You want to see the whole spectrum, not just the “highlight reel” you’re introduced to. And, have a purpose for each call. If you are trying to talk to everyone to build a case NOT to do it – you are taking the wrong approach. Get your concerns alleviated or proved.
Bringing It All Together
Talking to existing franchise owners is not about getting one perfect answer that tells you “yes” or “no.”
It’s about:
- Spotting patterns across multiple conversations
- Checking those patterns against who you are and what you want
- Confirming whether this franchise is the right fit—not just a recognizable logo
The Franchise Fit Company is here to help you navigate, explore and ask the right questions. Book Time: Calendar
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Franchising has a few stigmas. It is all about fast food, it is not sexy and it is often seen as a shortcut to entrepreneurship—a ready-made business with brand recognition and a roadmap for success. While that’s partly true, there are plenty of misconceptions that can mislead potential franchisees and even eliminate people from considering this route to business ownership.
If you’re thinking about investing in a franchise, it’s crucial to separate fact from fiction. Let’s do some myth busting!
Myth #1: Franchising is EASY Money Guaranteed!
Truth: Franchising can be profitable, but it’s not a guaranteed cash machine. You still have to work hard, manage people, market your business, and solve daily problems. Think of it as owning a business with training wheels—you’re still riding the bike and there are bumps in the road. Heck, you can still fall off.
Success takes time, effort, and financial patience. Many franchisees work longer hours than they did in corporate roles, especially in the early years. You get out what you put in! In this situation, you are not sitting at your corporate desk waiting for your bi-weekly paycheck to hit the bank. If you don’t show up, neither does payroll.
Myth #2: You Don’t Need Business Experience
Truth: While many franchises are designed to train newcomers, having business, leadership, or customer service experience can be a huge advantage. You’ll need to make financial decisions, manage teams, and lead operations. Franchises like to train new owners on the concept and business-type (where no experience is needed) but you need to have a basic understanding of what levers to pull even when coaching is provided.
Franchisors give you the system (aka “playbook”), but they don’t run the business for you.
Myth #3: You’re Just Buying a Job
Truth: It can feel that way—especially if you’re an owner-operator working full-time in the business. But many franchisees grow to own multiple units or hire managers to create more passive income over time. Some love working “in” the business because they see the fruits of their labor. Others hustle to work “on” the business to grow into a more general manager/executive type role. This goes back to our goal of finding YOUR fit – your involvement will be different based on the franchise of interest.
You’re building an asset, not just trading hours for dollars—if you treat it like a real business.
Myth #4: The Franchisor Will Handle All the Marketing
Truth: While franchisors provide national marketing campaigns and brand tools, local marketing is often up to you. That means community outreach, networking, promotions, and managing your own local social media. The corporate franchise office is not going to come and sponsor your son’s little league baseball team. That is the local marketing engagement required of a local owner. Funny, I never thought of a franchise as being “locally-owned” but IT IS!
Local visibility = local responsibility. Successful franchisees are proactive marketers.
Myth #5: All Franchises Are Expensive
Truth: Not all franchises require a million dollars to start. There are lower-cost options especially in the non-brick and mortar space – services. Hundreds of options exist beyond your typical brick and mortar business and way beyond fast food. Think home services, senior care, education, consulting…the list goes on!
Franchising isn’t just for the wealthy—it’s for the resourceful. Most franchisees finance their franchise through SBA and ROBS offerings.
Myth #6: You Have No Freedom as a Franchisee
Truth: Franchises come with rules—but you still have autonomy over how you run your day, manage your team, and grow your business. Some industries are stricter than others (e.g., fast food), but many franchises encourage owner creativity—within guidelines. Believe me, no one was in my office telling me how to run my franchise.
You give up some flexibility for brand consistency—but gain support and proven systems.
Myth #7: If a Franchise Brand Is Popular, It Must Be a Good Investment
Truth: Just because a brand is well-known doesn’t mean it’s the right fit for you or your market. High brand awareness often comes with high fees, saturated markets, and tough competition.
Due diligence matters more than popularity. Look at unit performance, support quality, and franchisee satisfaction before signing anything. Also known, as Find Your Fit.
Myth #8: Franchising Is Only for Food Businesses
Truth: While food franchises are common, franchising spans dozens of industries, including:
- Fitness
- Home repair
- Child education
- Health & wellness
- Pet care
- Automotive
- B2B services
Many of these services you may have used and NEVER knew it was a franchise. When you start looking, you will be surprised how many are at your fingertips.
There’s a franchise for nearly everything!
Myth #9: You’ll Be Profitable in a Few Months
Truth: Some franchisees take a year or more to break even. It depends on the industry, your location, your skill, and how aggressively you market and operate. If you are operating on a part-time, semi-absent basis, expect it to take longer.
Plan for a slow ramp-up and have enough working capital to get through it. It is HARD – no one said it was gonna be easy.
Myth #10: Franchising Isn’t Real Entrepreneurship
Truth: You may not be inventing a product from scratch, but you are building, leading, and taking risks like any entrepreneur. You make hiring decisions, manage finances, grow revenue, and adapt to your local market. At the end of the day, that business belongs to YOU and the success is on YOU too. As the owner, you pull all the levers.
Franchisees are entrepreneurs—just with a head start.
Final FIT Thoughts
Franchising is a powerful business model—but only if you walk in with clear eyes. Don’t let the myths cloud your judgment or lead you into a situation you’re not prepared for.
Take your time, do your homework, and talk to real franchisees. The more you learn, the better prepared you’ll be to turn your investment into a thriving, long-term business.AND, partner with an experienced franchise coach, like The Franchise Fit Company to help you navigate, explore and ask the right questions. Your third party and extra set of eyes-our goal is to find your right fit, not SELL you a franchise. Contact Us
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One of the most common reasons people explore franchise ownership is a single word:
Freedom. But here’s the thing—freedom doesn’t mean the same thing to everyone. Here are a few direct quotes from clients:
“I am looking for a work/life blend”
“We are looking for control of decisions, family-time and flexibility”
“I want to have something that is OURS, not working from someone else’s dream”
“How can I do something that resonates with my lifestyle”
“I am tired of working for the MAN”
The list can go on and on…
Freedom Is Personal
For some, freedom means control over their schedule—being able to decide when they work and when they take time off. For others, it’s financial independence—earning enough to pay off debts, build wealth, or secure a future for their family. For a few, freedom is creative control—the ability to run the business their way, make decisions without corporate red tape, and steer their own ship.
The mistake? Believing freedom only comes in one form, or that someone else’s definition has to be yours. I post a lot about my personal freedom this career and business ownership has afforded my family but what I built may not be the same goal as you or the next business owner.
My Freedom: working from home, making my own schedule, defining my success, executing how I want, enjoying farm life and ballfields. What is yours?
Business Ownership Gives You Options—But Not Without Trade-Offs
Owning a business can absolutely deliver more flexibility and control than most jobs—but it also comes with responsibility. Early on, “freedom” might look more like the freedom to work harder than you ever have before. When I promote freedom in business ownership – believe me, I am not pulling the wool over on hard work. What I am saying is, YOU decide. I can take as much time as I want to be at the farm, riding horses, or day dreaming but when my foot comes off the pedal, my business reflects that. The key is that no one is looking over my shoulder determining when I hit the gas pedal…so I can complain about business being down or celebrate success. My decision, My Choice, My Freedom.
Defining Your Freedom Before You Choose a Business
When I work with clients, I ask questions like:
- What do you want your day-to-day life to look like?
- How many hours do you want to work, realistically?
- What’s more important—income potential, or time flexibility?
- Do you want to be customer-facing or behind the scenes?
- Do you want a team to manage or be the primary face of the business?
Your answers to these questions shape the types of franchises that will actually deliver the kind of freedom you envision. For example, If you do not want to work weekends, I am NOT going to promote a restaurant-type business even if you came in asking about a Smoothie King. That does not align with your ideal FIT.
By designing to your definition of freedom will provide more opportunity for success and even financial outcomes – why? The business will cater to YOU and what you want your life and role to look like. Just because Billy down the street is looking like he is printing money, does not mean you will do the same since the work may not be what your goals and strengths align to.
Your Freedom, Your Fit
FIT TIP: Freedom in business ownership isn’t something someone else can define for you. It’s a deeply personal choice—and the right franchise should be the one that aligns with your unique vision of independence. Be honest with yourself. It is your scoreboard.
Ready to define Freedom for YOU? Contact me today – no cost, no sales tactics, just learning and exploring together.
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When you’re researching franchise opportunities, one of the most anticipated sections of the Franchise Disclosure Document (FDD) is Item 19: Financial Performance Representations (FPRs). This is where franchisors may (but are not required to) share historical revenue, expense, or profit data from their franchise system.
On the surface, it feels like the holy grail of decision-making—finally, some numbers. But here’s the reality: relying solely on Item 19 to decide whether to buy a franchise is a mistake. This document is the epitome of comparing Apples and Oranges!
Sit down for this one…here is why:
1. Not All Franchisors Provide the Same Information (Not Kidding!)
Franchisors are not required to include Item 19 but they do because it helps sell licenses. Some provide detailed financials, while others give partial or limited data (e.g., gross revenue averages without expenses). You might be looking at a “best-case scenario” instead of a complete financial picture. “It’s like a box of chocolates…”
2. Averages Tell You What? Not much.
Many Item 19 disclosures are based on averages, which can be misleading. An “average” can be skewed by a handful of top-performing franchisees, while the majority may be operating below that number. Without context, the average can set unrealistic expectations.
3. Expense Data – Absent.
Even when revenue is disclosed, net income is rarely shown. Item 19 often leaves out critical costs—rent, labor, marketing, or debt service—which directly impact what you take home. High revenues don’t equal high profits. Oh but wait, what one owner expenses is wildly different from another owner. We are over here expensing home improvements and another person is expensing their new Audi. See my blog featuring Net Income – that is another story for another day.
4. The numbers are HISTORY!
The numbers in the Item 19 are historical data points. They are not futuristic. They are not current year-to-date. They do not represent the current market landscape. The numbers are completely a reflection of the previous year’s performance by owners that were operating a full calendar year prior to updating the FDD (yearly occurrence).
5. Performance Depends on You – And that is a FACT!
Yes, I mean to tell you that just because this is a franchise, it does not mean you automatically make money! Sorry. Your results won’t just depend on the franchise brand, it will depend on the location, market size, your management style, and your ability to execute the model too. Item 19 can’t tell you how well you will perform—it only shows what others have done under different circumstances.
6. There is Gold in Validation
Numbers are important, but the real insights come from conversations with existing franchise owners. They’ll tell you what margins look like, what unexpected expenses come up, and how long it took them to cover expenses monthly, operate in the “black” or hit break-even. Validation calls reveal the day-to-day realities that Item 19 cannot capture. In essence, we can break it down to simple math: how much does it cost to run the business monthly (without bells and whistles) and how much does the average ticket bring in…pull your napkin out and see how many customers you need to breakeven monthly. Can you do it PLUS some?
As for Validation, we can talk later about how to manage validation calls and pull out the data to use in how YOU will operate. Remember, you are going to run the business and it may not be exactly like them. Can you get excited about the typical day-in-the-life?
FIT TIP: Item 19 is a useful tool, but it’s only one piece of the puzzle. Don’t let it be the deciding factor. Pair it with thorough validation, market research, and an honest evaluation of your goals and resources – Find Your Fit and that will show you the money!
Ready to Find Your Fit? Contact Us
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One of the most common questions or requirements I hear from people exploring business ownership is: “Can this franchise replace my salary?”
It’s an understandable question — after all, most of us are conditioned to measure career success in terms of our paycheck, job offer and yearly raises. But here’s the truth: replacing your salary is only one piece of the puzzle, and focusing solely on it can cause you to miss the bigger picture of what business ownership offers.
Business ownership – you are in control. You define your paycheck! Let’s jump into helping you have a different perspective:
1. Salary Is Not Take-Home Pay
Many people think in terms of their gross salary, not their actual net income. “I make $180K a year!” No you don’t! Taxes, healthcare costs, retirement contributions, and other deductions mean your “salary” isn’t the same as the money hitting your bank account. When you consider franchising, the better question is: “How much do I actually need to run my household and live the life I want?” That number is often different — and sometimes lower — than the offer letter or raise in salary you’ve been chasing.
2. Salary Is About Today — Ownership Is About Tomorrow
A corporate salary is predictable, but it ends the moment you leave. A franchise, on the other hand, is an asset. You’re not just building income for yourself today; you’re building equity in a business you can grow, scale, pass on or eventually sell. That long-term wealth creation goes far beyond “salary replacement.” Remember, you are in control of the business. You determine your raise and income based on what you put in and want out. This is a big change in mindset!
3. Flexibility and Control Matter Too
Think about why you’re exploring franchising in the first place. Chances are it’s not just about money. If it is – this isn’t a “get rich scheme”! It’s about controlling your schedule, creating more time for your family, or aligning your work with your personal values. These intangibles don’t show up in a salary comparison, but they’re often the reason people make the leap. What are these important factors worth to you? There is value and trade-offs in what you are searching for – only YOU can determine how this plays into your search decisions.
4. Risk and Reward Look Different
Your paycheck feels safe, but it can disappear with a layoff, restructuring, or merger. Franchising involves risk too — but it also gives you the ability to influence your results. Instead of hoping someone in a boardroom makes a decision that protects your job, you’re in charge of driving your own success. When you wake up each day, you make the decision on how hard you work, what you focus on and what happens in the business. I have not found one business owner to-date that has fired or laid themselves off.
5. Wealth Isn’t Just Income — It’s a lifestyle of YOUR choice
When you build a franchise, you’re investing in something that has resale value or legacy for your kids. Many owners exit their businesses with a multiple of annual profits — something no salary will ever give you. Added Plus, the lifestyle benefits of business ownership (flexibility, freedom, fulfillment) add a dimension of wealth beyond dollars and cents. The value I place on time is much greater than when I was trying to climb the ladder of success. At the end of the day, who really cared about title and role – Oh, it was me! My family on the other hand cared if I was present or not.
6. It’s About Return on Life as Much as Return on Investment
If your only measure of success is whether the franchise replaces your old paycheck, you’re applying an employee mindset to an ownership opportunity. The real question is:
- Does this business align with the life you want to live?
- Does it give you the opportunity to create wealth, not just income?
- Does it help you define success on your own terms?
Fit Tip: Replacing your salary might be the starting point in your franchise search, but it shouldn’t be the finish line. Salary is a single number without meaning. Ownership is a whole picture — financial, personal, and lifestyle — that can transform the way you work and live.
I only wish I could explain the feeling of being on the other side. It is a journey each person must take individually and for their own reasons!
If you’re exploring franchise ownership, I’d love to share what I’ve learned—and help you find the path that’s truly the right fit for you.
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I frequently speak to prospective clients that are really diving into the ETA evaluation – looking at existing businesses to buy. ETA is the “sexy” and popular route for investors and people looking to own a business without starting from scratch. Many haven’t even thought about franchising – but it is becoming more popular as a way to leave corporate or diversity revenue streams. Let’s dive in a bit more:
- Franchising, where you buy the rights to operate under an established brand.
- Entrepreneurship Through Acquisition (ETA), where you acquire and grow an existing independent business.
Both models have their pros and cons, and your decision should depend on your goals, risk tolerance, personality, and resources.
Let’s break down both options to help you make a confident, informed choice.
What is Franchising?
Franchising involves investing in a business model developed by an established brand. You pay fees to become a franchisee and get access to brand recognition, systems, support, and ongoing training.
Example: Opening a Jersey Mike’s or ServPro
What is ETA (Entrepreneurship Through Acquisition)?
ETA is the process of buying an existing, independent business with the goal of running and scaling it. These are usually small-to-medium-sized companies with stable cash flow, retiring owners, and untapped growth potential.
Example: Buying a local HVAC company or a regional marketing agency.
Franchise vs. ETA: Key Differences
| Factor | Franchise | ETA (Acquisition) |
| Risk Profile | Lower (proven model) | Higher (varies by deal) |
| Startup Time | Faster (weeks to months) | Slower (6–12 months for search and close) |
| Support | Extensive franchisor support | Usually none—you’re on your own |
| Brand Control | Limited (must follow rules) | Full control and flexibility |
| Entry Cost | Often lower ($50K–$500K+) | Varies ($200K–$5M+) |
| Operational Complexity | Simpler, more standardized | Often complex (employees, systems, legacy issues) |
| Exit Potential | Depends on brand and territory | Potential for higher valuation/multiple |
| Ownership Feeling | Shared with the franchisor | Full ownership and autonomy |
When Franchising Might Be Right for You
- You want structured support and a proven roadmap.
- You’re a first-time entrepreneur looking for lower-risk entry.
- You prefer operational execution over building from scratch.
- You’re okay with paying royalties and following a system.
Best for: operators who want to plug into a successful machine and scale within clear guardrails.
When ETA Might Be Right for You
- You want to own and control 100% of the business.
- You have experience in leadership, operations, or deal-making.
- You’re comfortable with uncertainty and willing to solve messy problems.
- You’re aiming for bigger upside and long-term equity value.
Best for: strategic thinkers who want to grow and transform a business over time.
Fit Tip: You Can Do Both
Some entrepreneurs start with a franchise to gain experience and cash flow, then move into ETA once they’re more confident. Others acquire an independent business and later franchise it themselves.
Final Thoughts
There’s no “one-size-fits-all” answer. Whether you choose franchising or ETA, you’re already ahead by pursuing ownership over employment.
Ask yourself:
- Do I want freedom or structure?
- Am I more of a builder or an executor?
- How much risk am I willing to take?
Both franchising and ETA can lead to financial freedom and personal fulfillment—if you choose the path that aligns with who you are and what you want.
The biggest question I ask of anyone considering ETA or Franchise Ownership – what do you want your role to be? Define your day-in-the-life. You still need to find FIT in any business.
Have questions about either path?
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Becoming a franchisee was one of the biggest (and best) decisions I’ve ever made—but let me be real: it wasn’t all sunshine, roses, and rolling in dough. The journey came with surprises, challenges, and lessons I learned the hard way.
If you’re thinking about becoming a franchisee, here are the honest truths I wish someone had told me before I got started.
1. The Franchise Isn’t a “Business-in-a-Box”
I assumed franchising would be like opening a business with training wheels—plug-and-play, smooth sailing. But here’s the truth:
YOU STILL HAVE TO HUSTLE. HARD.
This is not a take the bow off the box and SURPRISE here is a successful business! Yes, the brand provides a proven model, but it’s up to you to execute. You still need to build relationships, hire the right team, market your location, and solve daily problems. The system is a guide—not a guarantee. This is where the importance of finding FIT comes to play. If the hard work and day in the life does not align with your strengths and something you enjoy doing – it is even HARDER. You are your local business in your area. Franchise or mom and pop – it is your territory to build.
Fit Tip: Work with your franchise coach/consultant to define your ideal owner role. Take time to reflect on what you enjoy doing from previous roles.
2. Not All Support Is Equal
Franchise support varies widely between brands. Some franchisors provide world-class training, marketing help, and a dedicated rep. Others… hand you a manual and disappear. I learned this now having owned two franchise brands with different franchisors. Support goes into the franchisee network as well. You are investing into a team of owners – how well do they support each other, share best practices and grow the brand is essential as well – see notes on Culture below.
Fit Tip: Speak with multiple existing franchisees during your research. Ask them how responsive the franchisor is after the ink is dry.
3. Friends, Family and You
It is natural to ask friends, family and colleagues about your new idea, new potential business. While they all love you, they will give you all the BUTS, negatives, WHYS…you must be prepared to filter through this. Some will be excited for you, some will be jealous you are making a JUMP (because maybe they can’t) and others will not be buyers of your business so they can’t see the potential. YOU also may not be a buyer of your business. For example, we own an outdoor living business – we build decks. My husband would NEVER pay to have our deck built – he is handy and a do it yourself guy. But there are SO MANY people that are not in that boat – can you see the potential for others?
Fit Tip: Do the research, ask for feedback, look at your territory but take all with a grain of salt and use solid data points. I also like going with your gut too.
4. You’re Not Just Buying a Business—You’re Joining a Culture
Franchisees are part of a community. That can be a huge asset or a serious red flag, depending on the brand. A strong, collaborative network is gold—you’ll lean on each other more than you think. The Franchisor is a culture too – they will also be your support and guide.
Fit Tip: If other franchisees are bitter, frustrated, or disengaged, take note. Not every business owner is happy – maybe they didn’t do the work to find the right FIT.
5. You Need More Cash Than You Think
The initial investment is only part of the picture. Be prepared for:
- Working capital for at least 6–12 months
- Marketing expenses not always covered in your franchise fee
- Delays in breakeven—even if you’re doing everything right
- Owner salary – highly recommend setting yourself up to not need anything in year 1.
Fit Tip: Budget for the worst, hope for the best. Running out of cash is one of the top reasons franchise locations fail—not poor performance. If you are stressed to pay the bills, you will not be focused on building your business.
6. Employees Can Make or Break You
WOW – I should have put this as number one! As a leader in my corporate career for years, I have always prided myself in management principles, led good teams and supported growth. It is imperative you think through the business and the types of employees you will be hiring. I thought it would be easy. It wasn’t. Recruiting, training, and retaining staff took far more time and energy than I expected.
In some industries (like food, retail, senior care, some home services), employee turnover is a constant challenge. Be ready to become a people manager—even if that wasn’t your goal (but this needs to be considered in franchise selection).
Fit Tip: Hire and Fire Fast! Always be hiring and it is the biggest expense to the bottom line – be diligent about performance and expectations.
7. You Still Need an Entrepreneurial Mindset
If you’re looking for a true “set it and forget it” business, franchising might not be the right fit (or most businesses will not be a good fit). The best franchisees think like entrepreneurs, even if they’re operating within a system.
Fit Tip: Creative problem solving, local marketing, and community involvement are all up to you. The more proactive you are, the more successful you’ll be. No one knows your market better than you – figure out how to reach your customers.
8. Compliance Can Be Frustrating (But It’s Non-Negotiable)
Franchisors have brand standards, operational rules, and marketing guidelines. Sometimes they’ll feel restrictive—but that’s part of the deal. Franchisors set up franchises for everyone to be successful. They charge royalties to support system growth and enhancements for you.
You have to be comfortable following someone else’s system. If you’re a rebel or an innovator at heart, this could feel suffocating.
Fit Tip: Franchisors are not looking for owners to figure out how to change the system – create new ideas and ways of doing things. Yes, there are franchisee advisory councils to help guide and provide constructive feedback to the franchisor but do not go into a franchise with a “I can do this better attitude”.
9. ROI Takes Time
I thought I’d be profitable in 6 months. It took closer to 14. And that’s not uncommon.
Fit Tip: Franchising is a long game. If you’re expecting instant returns, temper your expectations. And you get out of it what you put in – part-time gets part-time results.
10. It’s Not Easy—But It’s Worth It
The ups and downs are real, but so is the satisfaction of owning something. I’ve grown more as a person and a leader than I ever did in a corporate role. I control my time, I build my team, and I make decisions that shape my future.
Would I do it again? Yes, we did! And we did it better.
Final Thoughts
If you’re considering franchise ownership, go in with open eyes and realistic expectations. Ask tough questions. Budget conservatively. Talk to franchisees—not just the ones the brand recommends.
Franchising can be a powerful path to business ownership, but success doesn’t come from the brand alone—it comes from you.
Got questions about becoming a franchisee or lessons I didn’t cover? Let’s talk – no cost, no commitment. I am here to educate you for your best FIT (and sometimes that is not franchising).
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Becoming a franchise owner can be an incredible step toward independence—but not all franchises are created equal. What works for one person might be a terrible fit for another. Believe me, I learned the hard way! I will dive more into that in a second.
The top two questions that people ask me – which is NOT the most important question.
1. “What’s the best franchise?”
2. “What franchise makes the most money?
What you need to ask is – “What is the best franchise FIT for ME?”
Secret: If the franchise FITS you, then you will have the answer to the questions above. That will be the best franchise and you will increase your odds of business success.
Finding the right fit isn’t just about profit potential. It’s about aligning the business with:
- The role you want to play
- The time you’re willing to invest
- The customers you want to serve
- The team you want to lead
Before I go any further, let me share my own story.
I was handed the opportunity to own a franchise—literally handed to me. Who wouldn’t be excited? Owning my own business had always been in the back of my mind. I’d gone to graduate school, built a solid career, and when this opportunity came along, I thought, Yes! This is it. Let’s do it.
Fast forward: I took over an existing franchise (stay tuned for my blog on the pros and cons of buying existing vs. starting fresh). Right away, I realized I had some serious fires to put out. The customer base needed to be cut in half. The staff turned over. Marketing wasn’t even turned on. It was go time.
So, I rolled up my sleeves and got deep in the weeds. And what I quickly realized was this: the day-to-day reality of running this business looked nothing like I had imagined. It didn’t align with my strengths. In fact, it pushed me into areas I dreaded. I started losing sleep. I cringed when the phone rang. I felt frustrated, overwhelmed—and worst of all—I started to resent something I was supposed to be building with pride.
Those feelings made it hard to justify investing more time, energy, or money. I felt like I was failing. And as a competitive person, that was a tough pill to swallow. But quitting? That felt like giving up.
So I kept going. I led the business for two years. I turned it around. We became profitable. And I’m proud to say I had built an exit strategy—and I took it.
The experience taught me a lot. I’m grateful for it. But here’s the biggest lesson: business ownership is hard enough. Trying to be someone you’re not just to make it work? That’s not success—that’s survival. And in my opinion, those aren’t the same thing.
Ok – now let’s talk about finding the FIT:
1. Define the Role You Want to Play
Before looking at brands or industries, ask yourself:
What kind of owner do I want to be?
There are generally three types of franchise ownership:
- Owner-operator – You run the day-to-day operations. Ideal for hands-on people who enjoy leading from the front.
- Semi-absentee – You manage the manager. Great for those who want to keep a job or pursue other ventures.
- Executive owner – You hire a team to run it and focus on strategy/growth. Suited for experienced leaders or multi-unit investors.
Fit Tip: Be honest about how much control, time, and energy you want to commit. And, a business needs to be “run” – so involvement will be required.
2. Match the Business to Your Strengths
What are you naturally good at? Are you a people person, a problem-solver, or a sales machine? Picking a franchise that complements your skills will make everything easier—from hiring to customer service.
Fit Tip: Franchising works best when you run in your lane—not force yourself into a role you’ll burn out in or dread.
3. Be Realistic About Your Time Commitment
How much time are you really willing to spend in the business?
- Want flexibility or to keep your day job?
- Want to replace your job and be your own boss full-time?
- Planning to build a team and scale fast?
- What does “part-time” or “full-time” mean to you?
Fit Tip: Everyone defines working hours and availability differently. Full-time doesn’t always mean 40 hours, especially if you came from Wall Street! Do you want to work weekends? Evenings? Many people underestimate the time it takes to launch and stabilize a business. Start small and grow into a bigger commitment.
4. Think About the Customers You Want to Serve
You’ll be interacting with customers—either directly or through your staff. So ask yourself:
- Do you want to work with families, professionals, or businesses?
- Do you prefer high-touch service (like tutoring) or transactional models (like QSR)?
- Are you drawn to community impact, or do you just want a recurring revenue machine?
Fit Tip: Passion isn’t everything, but liking who you serve definitely helps on tough days.
5. Consider the Staff You’ll Need to Hire and Manage
The type of business you choose will determine the kind of team you’ll build.
- Food & retail: High turnover, entry-level roles, strong training systems required.
- Fitness or education: Staff with certifications or niche skills.
- Home services/B2B: Techs, sales reps, or customer service pros.
Ask yourself:
- Am I comfortable hiring and managing hourly employees?
- Do I want a lean team—or a larger operation with more complexity?
- Would I rather manage specialists or generalists?
Fit Tip: Your ability to lead and retain the right team can make or break your business.
6. Align Your Personal Goals with the Franchise Model
Finally, ask the big-picture questions:
- Do I want time freedom, financial growth, or both?
- Is this franchise scalable? Sellable?
- Will I still be happy doing this in 5–10 years?
Fit Tip: This is your business—make sure it aligns with your definition of success, not someone else’s.
Final Thought: The Best Franchise Is the One That Fits YOU
Franchise ownership is a powerful vehicle—but only if you choose one that aligns with your strengths, goals, and lifestyle. The right franchise won’t just make you money—it’ll make you better at what you love to do.
So before falling in love with a brand or business model, ask:
- What role do I want to play?
- Who do I want to serve?
- Who do I want to work with?
- What kind of life do I want to build?
Fit Tip: Answer those honestly—and the right franchise will be easier to uncover. You will know what questions to ask, what to look for and with the help of The Franchise Fit Company, find your way into business ownership with the RIGHT franchise for YOU.
Thinking about franchise ownership but unsure where to start? Let’s connect—I help aspiring owners find the right fit based on who they are, not just what’s trending.
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I took over an existing franchise for almost zero investment—literally just opened a bank account and added some operational funds. Yes, these opportunities exist. Sometimes, an owner is ready to move on, and you can get a steal of a deal.
But let’s be clear: nothing is ever truly free.
What I inherited:
- A business that had once grossed over $1M annually
- At takeover, it was bringing in ~$40K/month and declining
- 8–10 staff members, solid customer accounts, 2 office locations, and all the equipment and supplies
Sounds great, right?
Well, here’s what I actually found:
- Jobs were severely underpriced—no profit in sight, lots of “friends and family” discounts
- A team with poor attitudes and little accountability—zero leadership, zero quality control
- No GM in place (and I had planned on running this semi-absentee)
- Marketing? Nonexistent for the last 6–8 months
- Leads weren’t being worked, and new business came solely from word-of-mouth
So yes, I got a deal—but it came with surprises.
What I did next:
- Cut the business in half within 60 days—raised prices, lost some customers, but that was OK
- Addressed the team—some left, others were let go. Also OK
- Promoted a manager to oversee the day-to-day
- Restarted marketing efforts
It still took over a year (and a lot of trial, error, and tough calls) to turn a profit.
Lesson: Buying in doesn’t guarantee a head start. You must dig in, evaluate thoroughly, and be ready to do the work.
Starting a Franchise from Scratch
In contrast, my husband and I launched a brand-new franchise location together—and the difference was night and day.
With strong franchise training, a detailed launch plan, and ongoing support, we were able to:
- Make every decision with intention
- Shape the customer experience from day one
- Stay laser-focused on margin and quality
Within six months, we were closing projects, protecting our profits, and putting money back in the bank.
Yes—it was still work. But when you’re aligned with a franchisor that has proven systems, real support, and a solid structure, starting from scratch doesn’t have to be scary.
Moral of the story:
Whether you buy existing or build new, the right FIT matters.
Know your strengths, understand the work required, and partner with a brand that aligns with your goals.
If you’re exploring franchise ownership, I’d love to share what I’ve learned—and help you find the path that’s truly the right fit for you.
