I Flew to Melbourne to Save a Failing Franchise. Here’s What I Did in 90 Days

I flew to Melbourne to save a dying franchise. Here's what I did in 90 days. When I was part of a previous employment and I was the head of ops and marketing for a global franchise, the franchise branch in Australia wasn't doing that well and it was not generating profit. So the mission I was tasked with was to fly to Melbourne, stay there for 3 months and turn the business around. That was the last chance we were given before we would pull out from that market. Here's what I did for 90 days. Number 1, I let go everyone from the head office team that was coming in late, leaving early, and not doing much to support the franchise. They were setting the wrong example to all franchisees. So once the corporate staff does not care or does not contribute towards the franchise, this creates toxic environment and culture, so they had to be let go. Number 2, I started inspecting franchisee jobs on the road. The owner-operator model was in place for this franchise, so I was riding with the franchisees, looking at how they performed the jobs, if they were turning up on time, what the quality of the service that they delivered was, and just little things, and just speak to the franchisees speak to their staff, make sure that they know that a change is coming. Number 3, I set up a training area at the offices in Melbourne and started calling everyone for training on the jobs. When they were starting, the training and onboarding wasn't done right, so a lot of complaints that were coming in was simply because their staff and the franchisees themselves did not know how to deliver the service properly. So getting them retrained to a higher quality, that was the mission, and that was going to improve not only the complaint rate, but also the success of the completion of the jobs. 90 days later, we measured the results, and the business was already breaking even and starting to make money. Follow me for more stories and tips on franchise marketing.