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Not all silence in franchising is bad news.

One of the most common — and legitimate — reasons a franchisor may pause communication or franchise sales is FDD re-registration. Unfortunately, this period is often misunderstood by prospective franchisees and those exploring brands and interpreted as trouble, instability, or worse. Why are they “going dark”? We had to stop the process – is something wrong?

Let’s clear that up so that you can move ahead confidently with owning a franchise.

FIT Tip: Learn more about the Franchise Disclosure Document (FDD) in our recent blog.

Not All Silence Is a Red Flag

Every franchisor is required to update and re-register its Franchise Disclosure Document (FDD) annually, typically following its fiscal year-end.

During this compliance window, it is normal for things to slow down or temporarily stop on the development side of the business.

This is what’s actually happening behind the scenes…

What’s Actually Going On During FDD Re-Registration

Most franchisors must pause franchise sales while their updated FDD is being finalized and approved. During this time:

Franchise sales pause
Discovery Days may be delayed
Development teams go quiet
No franchise agreements can legally be signed

This isn’t failure or avoidance — it’s responsible compliance.

A franchisor that continues selling during this period is taking on regulatory and legal risk — for themselves and for the prospective franchisee. They officially do not have an active FDD – the old one is out, and the new one is being approved.

Selling franchises with an outdated or unapproved FDD can result in:

Regulatory penalties
Buyer rescission rights (the ability to unwind the deal)
Legal exposure for both parties

That’s why a franchisor who pauses sales during renewal is actually doing the right thing, even if it feels inconvenient or uncomfortable from the outside when you are looking at franchise opportunities.

What a Franchisor Updates During FDD Re-Registration

What is happening when a franchisor updates its FDD? Here is a look behind the scenes at this important piece in owning a franchise…

Financial Statements (Item 21)

This is the backbone of the update.

Audited balance sheet
Income statement
Cash flow statement

Why it matters:
This tells you whether the franchisor is financially healthy, stable, or under strain. It’s one of the biggest reasons sales must pause until renewal is complete. And, all prospective franchisees want updated numbers for their evaluation of the system they are inquiring about. Wouldn’t you want to know what happened last year? Updating the FDD is an important piece of giving you the full picture before owning a franchise.

Franchise System Growth & Turnover (Item 20)

When a franchise business reviews Item 20 in their FDD, they are looking for updated counts of:

New franchise openings
Closures
Transfers / resales
Terminations

Why it matters:
This shows real system momentum (or contraction). Trends here often matter more than headline brand size. It is important to see sustained growth in the brand, with new owners joining and being successful. Is it ok to see a few close, sure – not all reasons for closing are bad. Ideally, you want to see growth, increased sales numbers, and a healthy system.

Litigation and Bankruptcy Updates (Items 3 & 4)

An update to the FDD must include any new lawsuits, settlements, or bankruptcies involving:

The franchisor
Executives
Parent or affiliate companies

Why it matters:
Prospective franchisees deserve visibility into legal risk before signing. Do all have a clean slate? No, but it is good to understand what is going on with your support system.

Fees and Investment Ranges (Items 5–7)

These sections of an FDD may be updated to reflect:

Fee increases or restructuring
Changes in required vendors or costs
Revised working capital assumptions

Why it matters:
Inflation, labor costs, real estate, and insurance changes often show up here. As someone interested in owning a franchise, it is imperative that you understand the fees associated with launching and growing a new business. Your financial preparation is a huge factor in success at launch.

Support, Training, and Operations (Item 11)

In this section of the FDD, updates may include:

Changes to training format or duration
Adjustments to field support
New technology platforms or systems

Why it matters:
What you’re promised going forward is not necessarily what existed two years ago. Part of being in a franchise system is the frameworks, support, and coaching you receive. When you read the FDDs for franchise opportunities, you want to ensure you are receiving the infrastructure discussed in the evaluation process.

Earnings Disclosures (Item 19) – If Provided

If the franchisor offers a Financial Performance Representation (Item 19):

Data is refreshed
Outdated performance groups may be removed
New averages or medians may appear

Why it matters:
This is one of the most scrutinized updates – and one of the most regulated. Franchisors typically show only operating franchise units in the system that have performed for a full 12 months. You will want to see an updated snapshot of the system – while only averages, these numbers should improve year over year as the franchise grows.

Remember: Financial disclosures in an Item 19 are not required, but they are often included in the FDD.

Agreement and Addendum Changes (Item 22)

Updates to Item 22 include any changes to:

Franchise agreement language
Addendums
State-specific riders

Why it matters:
Even “small” edits can materially affect exit rights, transfer rules, or obligations. Do not gloss over this important section of the FDD when you are considering franchise opportunities.

How Differentiate Between Normal Compliance and Real Trouble

The key difference between normal compliance and changes that you should actually worry about is not silence — it is communication and continuity.

What Normal FDD Re-Registration Looks Like

A clear explanation when asked
A defined (even if flexible) timeline
Ongoing support for existing franchisees
Corporate operations continuing as usual

Potential Red Flags to Watch For

Vague or evasive answers
Support disappearing for current owners
No communication or timeline at all
Leadership exits layered on top of the silence

Silence paired with transparency is normal. Silence paired with instability is not.

The “Going Dark” Timeline

What is “normal” when it comes to a franchisor going dark? The short answer: anywhere from a few weeks to several months, depending on where the franchisor sells and how much is updated. Yes, I know, it is not a clear-cut answer.

Here is why: States are broken into Non-Registration States, Filing States, and Registration States. Let’s take a look at the differences.

Registration States (13): Approximately 4-12 Weeks

A franchise registration state requires:

The FDD to be filed, reviewed, and approved by a state regulator
Updates every year (and sometimes mid-year if changes are material)
Formal approval before franchise sales can resume

So, what are the registration states?

California*
Hawaii
Illinois
Indiana
Maryland
Minnesota
New York*
North Dakota
Rhode Island
South Dakota
Virginia
Washington
Wisconsin

*California and New York are known as the slowest and most detailed FDD reviews. Many times, these are the last states for a franchise to register in. I have seen these take MONTHS! So, a franchise sales developer is not pressuring you to sign before going dark – they may just not have a clue when it will be available again.

Filing States/Notice Requirements (Not Full Registration): Approximately 2-4 Weeks

These states don’t “approve” the FDD, but they still require notice filings or exemptions that are less restrictive but still regulated. These states include…

Michigan
Texas
Florida
Kentucky
Utah
Nebraska
And others

The Bottom Line

The FDD isn’t designed to convince you to buy a franchise — it’s designed to protect you and provide you with valuable information. You want the MOST UPDATED version of the FDD possible.

The goal in franchising isn’t to find a business with no risk. It’s to find one where the risks:

Match your goals
Fit your lifestyle
Align with your tolerance for stress
Support your long-term exit plan

Understanding the FDD is how informed buyers make confident decisions.

Okay, that was A LOT of information. Want to discuss in more detail? Grab some time on my calendar, and we can debrief. My goal is not to “sell” you on owning a franchise – it is to educate you so you can make the best decision for your future. Your success in franchising is my success!

*I am not a lawyer and will not provide legal advice or representation.

When a Franchisor “Goes Dark” — What It Really Means for Owning a Franchise

Franchise 101

Buying a franchise business isn’t about picking a logo or a brand name (yes, I sound like a broken record). It is about understanding risk, responsibility, and fit. The most important document in that process is the Franchise Disclosure Document (FDD).

Yet many buyers:

Don’t know what the FDD actually contains
Focus on the wrong sections
Get overwhelmed!

Let’s break this down clearly and practically so that you can move ahead confidently when you are considering a franchise for sale.

What Is the Franchise Disclosure Document (FDD)?

The FDD is a legally required disclosure document regulated by the Federal Trade Commission. Its purpose is not to sell you a franchise business — it is to disclose risks, obligations, and realities before you sign anything. When speaking with a franchisor, they must disclose this document, and there is a mandatory review period before you can sign any franchise agreement.

This is called the 14-day rule: Once the franchisor delivers the FDD, typically through DocuSign, the clock starts. You CANNOT sign the franchise agreement, sign any binding agreements, or pay a deposit or initial fee until that time has passed.

There is also the 7-day rule: once you receive the final franchise agreement (written for YOU) after the FDD was delivered, you must have at least 7 calendar days to review the final version before signing.

Who enforces this, you ask? The Federal Trade Commission.

Every franchisor must present the FDD in the same format, consisting of 23 required sections, called “Items.” Whether you are looking at pet franchises, fitness franchises, or any other franchise business out there, you will be given an FDD in the same format.

The FDD Sections That Matter Most (and Why)

While all 23 items matter, not all deserve equal attention. Here’s how to read the FDD like an informed buyer of a franchise for sale — not a hopeful one.

1. Who You’re Partnering With (Items 1–4)

These sections explain:

The franchisor’s history and structure
Leadership experience
Litigation history
Bankruptcy disclosures

What to look for:
Patterns, not perfection. One lawsuit isn’t alarming — repeated disputes, leadership turnover, or unresolved litigation can be when considering a franchise for sale.

2. Your True Financial Commitment (Items 5–7)

This is where many buyers underestimate risk. Here is what to look for in the FDD of a franchise for sale…

Item 5: Initial franchise fees
Item 6: Ongoing royalties, marketing fees, technology fees
Item 7: Estimated total investment range

What to look for:

Is working capital realistic for your lifestyle and household needs?
What assumptions drive the low vs. high investment range?
Are vendors required — and who controls pricing?

Item 7 is not a guarantee. It’s a starting estimate, not your final cost. Remember, the Item 7 is not going to include your first-year salary (if you want to pay yourself while starting), manager salary (if you want to start this with leadership in place), etc. These numbers will get your business open, serving customers with some operational capital in the bank.

3. Control, Territory, and Competition (Items 8–12)

These sections define how much autonomy you truly have when you purchase a franchise business.

Territory protection (or lack of it)
Supplier requirements and rebates
Franchisor support and training
Whether the franchisor can compete with you directly

What to look for:

Vague territory language
E-commerce or national accounts selling into your area
Heavy control without corresponding support

4. Lifestyle Expectations and Exit Strategy (Items 15–17)

These items are often skipped — and later regretted. You will find important information about any franchise business in Items 15, 16, and 17. These are important items to review for fitness franchises, pet franchises, and virtually every industry out there.

Owner participation requirements
Renewal terms
Transfer and resale restrictions
Non-compete clauses

What to look for:
If you can’t clearly explain how you exit, you’re not ready to enter.

5. Performance and System Health (Items 19 and 20)

These two sections should always be reviewed together when you are considering purchasing a franchise business.

Item 19: Financial Performance Representations (earnings claims — optional)
Item 20: Number of franchise openings, closures, and transfers

What to look for:

Are top performers the only ones represented?
Are closures increasing year over year?
Do validation calls support what’s shown on paper?

Context matters more than averages. All of these numbers need to be validated during the next phase of exploration: Validation. You can also read more about the Item 19 in one of my other recent blog posts!

What Buyers Should Focus on Most

If you’re short on time when buying a franchise, here is what you should prioritize in the FDD:

Item 7: Capital and cash runway
Item 11: Ongoing support after launch
Item 12: Territory and competition
Item 17: Exit and transfer rights
Item 19: Earnings logic
Item 20: Franchisee turnover and system health

Check out more Franchise Disclosure Document Blogs:

Should I Get an Attorney to Review the FDD?

What does “Going Dark” mean?

This is A LOT of information to tackle on your own. When you are ready for a full tour guide on this process (for free), let’s schedule some time to chat: Calendar

FAQs About Owning a Franchise Business

What is a franchise owner?

A franchise owner purchases a franchise business from a larger company, called the franchisor. The franchise owner (also called the franchisee) is able to use the branding, marketing, and larger network of the franchise business in order to gain a reputation and customers. However, franchise ownership is highly attractive as it allows you to work for yourself, on your own schedule and your own terms. You will be owning a small business and making an impact on your local community.

How to become a franchise owner?

Becoming a franchise owner – whether you are looking at pet franchises, fitness franchises, or anything else on the market – requires research and dedication. It is imperative to find the right FIT for your needs. Finding a franchise for sale that aligns with your needs and goals as a business owner is the best way to set yourself up for success (and profits!).

Working with The Franchise Fit Company is the fastest and most effective way to make your dreams of becoming a business owner come true. We will help you find the best fit for YOU, setting you up for long-term success and career fulfillment, as well as strong compensation.

How much do franchise owners make?

Franchise owners with different brands make different amounts – but there is no one “best” franchise to own or most profitable franchise to own. Instead, success in franchising comes down to finding the best fit for YOU. If you choose a brand that does not play to your strengths or offer the flexibility and freedom you want, you will not have as much success. You need to select a franchise brand that makes you excited to get out of bed in the morning.

At The Franchise Fit Company, our job is to help you do just that. Having earnings goals is all well and good, and we will take those into consideration when exploring different franchise brands. But the most important predictor of financial success as a franchise owner is finding your FIT.

Schedule a free meeting right here. I can’t wait to chat with you and discuss franchise opportunities, building your business, and starting a new chapter in your career. Working with me is always 100% free, 100% of the time. Talk to you soon!

Franchise Business Basics: Understanding the Franchise Disclosure Document (FDD)

Franchise 101

Before you buy a franchise, you will go through a process of exploring different franchise opportunities. First, we will work together to narrow down which franchise opportunities are best for your needs and goals as a business owner. Then, we will embark on a detailed exploration of a select few franchise opportunities. During this more concentrated stage of the process, you are going to have what is called Validation Calls. So, what are Validation Calls and why are they important?

Validation Calls give you the opportunity to talk to existing franchise owners within a brand’s system before you buy a franchise. You will speak with a variety of different owners to learn more about the experience of owning a given franchise.

What should these Validation Calls cover? Here are some key Validation Calls you should have when it is almost time to buy a franchise.

The “Day-in-the-Life” Conversation

Your first priority is understanding the reality of the role – not the brochure version. You’re not just going to buy a franchise. You’re going to buy a job description for yourself for the next three to ten years. This is the time to understand what is required of the owner to be successful. In particular, does this brand 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 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, that is a sign that 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 after you buy a franchise.

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. How you ask questions is important, too. Remember, everyone comes from VERY different backgrounds and has different levels of comfort with money questions. 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 for these franchise opportunities. 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 and Relationship Conversation

A strong brand isn’t just a logo. It is also the support system behind you. When you are looking for the best franchise to buy, it is not only about money. It is also about the support you will receive and the relationship with the company behind the franchise opportunities.

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 and Lead Generation Conversation

No leads = no revenue, no matter how great the brand looks on paper. How is this brand going to support you after you buy a franchise in gaining customers for your business?

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, and “Real Talk” Conversation

This might be the most valuable conversation you’ll have if you ask the right questions… and then stop talking. Listening to owners talk about the realities of franchise opportunities is absolutely priceless.

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. Before you buy a franchise, this one is the absolute MUST-ASK.

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, and frustration all in one.

How Many Owners Should You Talk To?

This is a question so many clients ask when looking for the best franchise to buy. 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. Remember to 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 proven.

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. Want to learn more about franchise opportunities? Book time on my Calendar here!

Must-Have Calls Before You Buy a Franchise: Validation

Franchise 101

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 through a franchise for sale.

If you’re thinking about owning a franchise, it’s crucial to separate fact from fiction. Let’s do some myth-busting!

Myth #1: Franchising Is EASY Money, Guaranteed!

Myth: Owning a franchise guarantees a profit, and fast! You will not have to work hard to make money with a franchise for sale, because the advantages of a franchise mean you are already set up to rake in the cash. Franchise ownership is easy!

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

Myth: Your experience does not matter at all when it comes to owning a franchise.

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

Myth: You’re spending money in order to work every day. How silly!

Truth: It can be like owning a franchise is buying a job – 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… That is, if you treat it like a real business.

Myth #4: The Franchisor Will Handle All the Marketing

Myth: You don’t have to do any marketing with a franchise business. Any franchise for sale is already set up for marketing success because of the larger nature of the franchisor.

Truth: While franchisors provide national marketing campaigns and brand tools, local marketing is often up to you. There are advantages of a franchise in terms of marketing, but cornering your immediate market is still in your hands. 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 kind of 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

Myth: You need to have piles of cash on hand to even consider owning a franchise. And the most profitable franchise to own? Forget about it, you could never afford that!

Truth: Not all franchises require $1 million to start. There are lower-cost options, especially in the non-brick-and-mortar space: Think home service franchises, pet franchises, wellness franchises, and more. Hundreds of options exist beyond your typical brick-and-mortar business and way beyond fast food. Again, think home service franchises, senior care, education franchises, 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

Myth: The advantages of a franchise are outweighed by overwhelming control from the franchisor. You won’t really feel like your own boss.

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

Myth: Everyone is buying up this one franchise business, so it must be a goldmine. I need to get in on that, too!

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. The most profitable franchise to own and the best franchise to own are both determined by your individual needs, strengths, and goals.

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

Myth: McDonald’s is the beginning and end of franchising. Owning a franchise means flipping burgers.

Truth: While food franchises are common, franchising spans dozens of industries, including:

Fitness franchises
Home repair franchises
Child education franchises
Health and wellness franchises
Pet franchises (think daycare, grooming, training, and more)
Automotive franchises
B2B service franchises

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 business for nearly everything!

Myth #9: You’ll Be Profitable in a Few Months

Myth: The most profitable franchise will be funding your retirement in sunny Florida in just 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-absentee 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 owning a franchise for sale was gonna be easy.

Myth #10: Franchising Isn’t Real Entrepreneurship

Myth: Owning a franchise doesn’t count as owning a business, because you didn’t come up with small business ideas from scratch. Buying a franchise for sale is a cop-out from “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 about owning a franchise 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. Better yet? Partner with an experienced franchise coach, like The Franchise Fit Company, to help you navigate, explore, and ask the right questions. We are here to be your third party and extra set of eyes – our goal is to find your right fit, not SELL you a franchise.

The MYTHS About Owning a Franchise

Franchise 101

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 every person. Here are a few direct quotes from my clients related to finding freedom in owning a franchise:

“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 in owning a franchise means control over their schedule – being able to decide when they work and when they take time off. For others, it is 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 that this career and franchise business ownership has afforded my family… But what I built may not adhere to the same goals that you or the next business owner have.

My Freedom: A work from home franchise, making my own schedule, defining my success, executing how I want, enjoying farm life and ballfields. What is yours?

Owning a Franchise Gives You Options – But Not Without Trade-Offs

Owning a franchise 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 franchise business ownership – believe me, I am not pulling the wool over on hard work. What I am saying is, YOU get to decide.

I can take as much time as I want to be at the farm, riding horses, or daydreaming. 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 Franchise Business

Before owning a franchise, it is crucial to determine what freedom looks like for YOU. Freedom and flexibility are some of the main advantages of a franchise… But they look different for every person. So, how do you find out your own definition of freedom in franchise business ownership?

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 do you want to 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 (yep, even if you came in asking about a Smoothie King). That does not align with your ideal FIT.

By designing franchise business ownership according to your definition of freedom, we will provide more franchise opportunities 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 with a particular franchise business does not mean you will do the same, since the work may not align with your goals and strengths.

Your Freedom, Your Fit

Fit Tip: Freedom in franchise 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.

FAQs About Franchise Business Ownership and Freedom

How do franchises work?

A franchise business is part of a proven system run by the franchisor, who determines brand guidelines and structure that the franchisees follow. When you look at owning a franchise, you need to be comfortable with adhering to these guidelines while building your business and embracing the freedom and other advantages of a franchise.

What is a franchise owner?

A franchise owner is someone who owns a franchise business. Normally, they are not the creator of the business – but they believe in the brand and have bought into the company. A franchise owner pays royalties to the franchisor in order to use the brand’s reputation, branding materials, marketing prowess, and more. There are advantages of a franchise to both the owner and the bigger franchisor.

How to become a franchise owner?

Becoming a franchise owner begins with defining your ideal picture of career success. What kind of freedom are you looking for in owning a franchise? Do you want a work from home franchise or one where you will be on the move every day or eve in an office? If you are looking at owning a franchise, let’s talk. I’ll help you find the perfect FIT for you.

How much do franchise owners make?

There is no one answer to the question of how much franchise owners make. It depends on the brand, the market, and their individual levels of success. Franchise owners who work to find the right FIT before owning a franchise are likely to have better success as a franchise business owner and make more money. That’s a fact!

Ready to define Freedom for YOU? Contact me today – no cost, no sales tactics, just learning and exploring together. Talk to you soon!

Freedom in Franchise Business Ownership – Your Definition, Your Path

Personal

When you are researching franchise business 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.

Additionally, Item 19 is not a good source to compare one franchise business to another. Comparing franchise opportunities based on their Item 19 information 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 franchise businesses. 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…”

Fit Tip: Whether you are looking at high or low cost franchise opportunities, Item 19 is just part of the whole picture. If your goal is to find the most profitable franchise for you to own, there are many other sources of data to investigate in order to have a better understanding of a brand’s financial landscape.

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.

Fit Tip: Talk to existing franchise owners (and not just the ones the brand recommends) to get a better picture of what a day in the life really looks like. The key to success is not just finding the most profitable franchises to own, but also finding the best FIT for you.

3. Expense Data = Absent.

Even when revenue is disclosed, net income is rarely shown. Item 19 often leaves out critical costs of a franchise business (think rent, labor, marketing, or debt service), which directly impact what you take home. High revenues don’t equal high profits.

And don’t forget – what one owner might expense is wildly different from how another owner manages write-offs and compensation. 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… the most profitable franchises to own 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.

Fit Tip: When you are looking at a franchise business, how well others have done monetarily is at the bottom of the list of reasons to choose a certain model. You need to pick a franchise that will let your strengths shine, aligns with your expectations around day-to-day life and flexibility, and more.

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? Go ahead… Pull your napkin out and see how many customers you need to break even monthly. Can you do it PLUS some?

As for the validation stage, 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 franchise business… And you may not run it 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 today to get started with your 100% free Franchise Fit consultation. We will help you kick off your journey to pinpointing your perfect fit – whether that is a home renovation franchise, a pet franchise, a fitness franchise, or something else altogether.

FAQs About Franchise Business Opportunities and the Item 19

What is an Item 19 in franchising?

In franchise businesses, “Item 19” refers to a specific section of the FDD (Franchise Disclosure Document). This section covers Financial Performance Representations, or FPRs. Things that could be shared in an Item 19 include earnings information, expense data, revenue, and more. Franchisors are not required to include an Item 19 section in their FDD, but many do, as it helps to sell both high-end and low cost franchise opportunities.

What is the best franchise to own?

The best franchise to own is actually a MYTH. There is no one best franchise – rather, the “best” or most profitable franchises to own are the ones that capitalize on your strengths and skills. If you hate the day-to-day management of a certain franchise, you will not succeed as an owner.

What is the most profitable franchise to own?

The most profitable franchise to own depends on finding the right FIT. When you pinpoint a franchise that lets your strengths shine and plays into your skill set, that is where you will be most successful.

What is the cheapest franchise to buy?

There are many low cost franchise opportunities available in markets like Winston-Salem, Raleigh, Jacksonville, Chattanooga, and many other areas. We can discuss finding a territory and a brand with an affordable entry point into franchising that fits your ideal franchise business profile and everyday needs.

There are affordable businesses in areas like home renovation franchises, pet franchises, fitness franchises, gym franchises, wellness franchises, electrical franchises, plumbing franchises, and many other niches that may not have even crossed your mind!

How much does it cost to buy a franchise?

The cost of buying a franchise varies greatly – and remember, buying a franchise is not just about the initial Franchise Fee. Other startup costs include marketing, hiring, buildouts or renovations, and much more. Typically, the FDD will give you an idea of the costs you will need to account for in the first year or so of getting your franchise off the ground until you break even.

Are you ready to kick off your next chapter as a franchise business owner?

The ITEM 19 and Franchise Business – Deal or No Deal?

Franchise 101

One of the most common questions or requirements I hear from people exploring business ownership and looking at a franchise for sale 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 the owning a franchise salary can cause you to miss the bigger picture of what business ownership offers.

With business ownership, you are in control. You define your paycheck, and there are many different ways to compensate yourself as a franchise owner. 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!” Well… 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 have been chasing.

If you are looking at a franchise for sale and thinking of your salary or compensation as one concrete amount, you are thinking about this all wrong. Owning a franchise salary is dynamic, and you can make it work for you in many different ways.

2. Salary Is About Today — Ownership Is About Tomorrow

A corporate salary is predictable, but it ends the moment you leave your job. A franchise, on the other hand, is an asset. You are 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!

Fit Tip: There is also the pitfall of looking for the most profitable franchise. Remember, it takes time to build up your franchise to the level of profitability. Any franchise for sale will come with plenty of numbers and statistics to try to demonstrate that it is the most profitable franchise. But really, the most profitable franchise for you is the one that you will enjoy working in and that plays to your strengths.

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 quick” scheme! Owning a franchise is about controlling your schedule, creating more time for your family, or aligning your work with your personal values. These intangibles do not 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.

Fit Tip: Looking at a franchise for sale or exploring low cost franchise opportunities? Here at The Franchise Fit Company, we can help you find the perfect option for you. We’ll take into account your needs, budget, skills, interests, preferences, and so much more. Remember, the most profitable franchise is one that brings you joy and makes you excited to invest in a franchise for sale.

4. Risk and Reward Look Different

Your paycheck may feel 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.

The reward of investing in low cost franchise opportunities comes in many forms. You will reward yourself with compensation, but you will also reward yourself in living the dream of owning your own business and investing in your financial future.

5. Wealth Isn’t Just Income — It’s a Lifestyle of YOUR Choice

When you build a franchise, you are 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. 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 only 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 a franchise for sale 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?

What Owning a Franchise Is Really About

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.

FAQs About Owning a Franchise Salary

What is the best franchise to own?

The best franchise to own depends on your personal needs, preferences, and desires. During The Franchise Fit Company process, we will closely examine what you need to succeed and build a profile of your ideal brand. Then, we will explore a few different options that suit your needs to discover what is truly the best fit for YOU. Remember, the most profitable franchise to own is the one where you will succeed and put your skills to good use.

What is the most profitable franchise to own?

There are certain low cost franchise opportunities that have higher average profits than others, but the most profitable franchise to own is one where you will succeed. You can buy a franchise with high margins and a strong track record of success, but if it does not play to your strengths, you will not see the same strong results.

How much do franchise owners make?

Franchise owners compensate themselves differently from those who are paid an annual salary. You will pay yourself a certain amount, but you may also make more during certain seasons of the year. Additionally, there are many tax benefits to business ownership, as you can embrace certain write-offs and other wealth management strategies.

How much do franchise owners make a year?

During the franchise discovery process, you will find out more information about how much owners with a certain franchise brand make per year. You can also discuss this topic with existing owners on validation calls, which help you learn more about the experience of being an owner with a certain brand. Of course, your own earnings will depend on your personal business success and the market you are in.

Ready to Find Low Cost Franchise Opportunities?

Here at The Franchise Fit Company, I am here to help you find the perfect franchise for sale that meets all of your individual needs. Together, we will craft a plan to help you find a profitable franchise model that plays to your strengths and will yield you excitement and success.

Contact Me to get started today!

I Need To Replace My Salary (And Other Myths About a Franchise for Sale)

Franchise 101

I frequently speak to prospective clients that are really diving into the ETA (entrepreneurship through acquisition) 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 a franchise business – but owning a franchise is becoming more popular as a way to leave corporate or diversify your revenue streams. Let’s dive in a bit more:

Franchise Business: You will buy the rights to operate under an established brand.
Entrepreneurship Through Acquisition (ETA): 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 about the best businesses to buy, whether that is a franchise business or the ETA route.

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

There are many different types of franchise business opportunities out there, from pet franchises to gym franchises, wellness franchises, home service franchises, home remodel franchises, plumbing franchises, painting franchises, design franchises, and so much more.

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.

There are advantages of a franchise business as well as an ETA. Now, we will take a look at the key differences between these opportunities and how to select the best businesses to buy.

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

This chart can guide you in determining whether you prefer a franchise business or ETA. But if you are still decided on the best businesses to buy, keep reading – or book a consultation to talk about it with me, 100% free. I’m happy to help you discover whether or not franchising is right for you.

When a Franchise Business 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. In some cases, you may even be able to find a home based franchise business for ultimate flexibility.

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.

Choosing the best businesses to buy is all about understanding your individual risk tolerance, cash flow options, and long-term goals for your financial future and career. Beginning your investment journey with a franchise business can help you build wealth and confidence, opening the doors to other opportunities like ETA in the future. You may also try owning a franchise and discover that it does fit your goals and that you prefer this lower-risk, proven option and the actionable systems involved in a franchise business.

There is no right or wrong answer when it comes to the best businesses to buy, franchise vs ETA. It’s all about determining your personal preferences.

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? Schedule a free meeting right here. I can’t wait to chat with you and discuss franchise opportunities, building your business, and starting a new chapter in your career. Working with me is always 100% free, 100% of the time. Talk to you soon!

Contact Me

Franchise or ETA? Choosing the Right Path and Best Businesses to Buy

Finding Your Fit

When I set out to buy a franchise, it 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 that to buy a fanchise 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 and there are many advantages of a franchise, 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, and all franchise opportunities are different.

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. When you buy a franchise, you want to feel confident that you will enjoy this new chapter in your career.

2. Not All Support Is Equal

Franchise support varies widely between brands. Some franchise opportunities 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 more 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 and if they would buy a franchise from this brand again.

3. Friends, Family and You

It is natural to ask friends, family and colleagues about your new idea and 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 home service franchises – 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. So ask yourself, can you see the potential for others?

Fit Tip: Do the research, ask for feedback, and look at your territory. Take outside feedback with a grain of salt and use solid data points. I also like going with your gut, too.

4. You’re Not Just Here to Buy a Franchise—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, and this is one of the big advantages of a franchise. 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 – but on the flip side, maybe they didn’t do the work to find the right FIT.

5. You Need More Cash Than You Think to Buy a Franchise

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 – I highly recommend setting yourself up to not need anything in year one.

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. Franchise opportunities all have different times to break even.

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. One of the advantages of a franchise is that many brands give you a framework for how, who, and where to hire. But you will still need to put in some legwork.

In some industries (like food, retail, senior care, some home service franchises), 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 remember, people are 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 (really, most businesses will not be a good fit). The best franchisees think like entrepreneurs, even if they’re operating within a system of franchise opportunities.

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 when you buy a franchise. 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)

Franchise opportunities 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 or 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. Now, our home service franchises make us money and help us to support our family. But it didn’t happen overnight.

Fit Tip: Franchising is a long game. If you’re expecting instant returns, temper your expectations. And remember, 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 – in fact, we did! And the second time around, we learned from our mistakes and we did it better. Now, I love getting to share my insights on franchise opportunities with all of you.

Final Thoughts

If you’re considering franchise ownership, go in with open eyes and realistic expectations. Ask tough questions. Budget conservatively. Talk to franchisees, and 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 to buy a franchise).

Contact Me

Lessons in How to Buy a Franchise: What I Wish I Knew Before Becoming a Franchisee

Personal

Owning a franchise 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. But first…

Take a look at the top two questions that people ask me when they are looking at owning a franchise, which are NOT the most important questions.

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?”

Fit 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 best small business fit isn’t just about profit potential. It’s about aligning your small business ideas 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 (check out 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. That is not to say that owning a franchise was not for me… but maybe owning this franchise was not for me.

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: owning a franchise 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.

Okay. Now, let’s talk about finding the FIT and finding the best businesses to buy for you:

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 some level of involvement will be required in any of the best small businesses.

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. This is how you find the best businesses to buy – “best” is a relative term dependent on your unique strengths and preferences

Fit Tip: Franchising works best when you run in your lane. Do not force yourself into a role you’ll burn out in or dread.

3. Be Realistic About Your Time Commitment for Owning a Franchise

How much time are you really willing to spend in the business?

Do you want flexibility or to keep your day job?
Do you want to replace your job and be your own boss full-time?
Are you looking to plan 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 owning a franchise into a bigger commitment.

4. Think About the Customers You Want to Serve

You will 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. When you think about the best small businesses, your customer base makes a huge difference.

5. Consider the Staff You’ll Need to Hire and Manage

The small business ideas you gravitate toward will determine the kind of team you’ll build.

Food and 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, and it also helps determine the best businesses to buy for YOU.

6. Align Your Personal Goals With the Franchise Model

Finally, ask the big-picture questions about your small business ideas:

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, so make sure it aligns with your definition of success, not someone else’s.

Final Thoughts: The Best Franchise Is the One That Fits YOU

Owning a franchise is a powerful vehicle – but only if you choose small business ideas that align 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 best businesses to buy 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, you can find your way into the best small businesses with the RIGHT franchise for YOU.

Thinking about franchise ownership but unsure where to start? Let’s connect—I help aspiring owners find the best small businesses based on who they are, not just what’s trending.

Finding the Franchise FIT for YOU: Find the Best Businesses to Buy With Your Strengths and Lifestyle

Finding Your Fit