By Evan Hackel
Opening a new franchise is a milestone filled with hope, hustle, and high expectations. But what happens when the launch doesn’t go as planned?
Let’s consider one franchisee’s story. Six months in, despite following the brand’s proven playbook and giving it her all, results aren’t where they need to be. She’s achieved just 40% of her Monthly Operating Plan (MOP) – a far cry from the typical performance in her system, where most studios hit 100% of MOP within three months.
At first glance, it may seem like something’s wrong with the business or the franchise model. But take a closer look, and you’ll find something more complex – and far more familiar to seasoned franchisees.
The Neighborhood Was Promising – But the Timing Wasn’t Perfect
This franchisee chose to open in an up-and-coming neighborhood. The potential is undeniable: long-term growth, vibrant community development, and a market fit that aligns beautifully with the brand’s identity. But right now? The area is still under construction – physically and metaphorically.
The decision to open early wasn’t reckless; it was visionary. But vision doesn’t always translate to immediate traction. And when that happens, even the best operators feel the pressure.
Pause for a Moment: What Would You Do?
Imagine it’s your business. You’ve invested time, capital, and confidence. You followed the franchise’s proven launch strategy – just like others have done successfully. But the results aren’t coming fast enough.
Would you:
- Start making drastic changes to the model?
- Look outside the system for answers?
- Push HQ to adapt strategies for your market?
- Or double down on the fundamentals, refining your execution without abandoning the system?
The Recommended Path: Refine, Don’t Redesign
Here’s what this franchisee chose to do, and what we recommend others consider:
- Lean Into Local Without Leaving the System
Instead of reinventing the wheel, she collaborated with her franchisor. Together, they retooled her approach – still rooted in brand strategy, but customized for her local context. She hosted private group classes, created referral incentives.
These aren’t system deviations – they’re smart, market-sensitive executions that remain within brand guidelines.
- Seek the Root Cause – Not a Quick Fix
She identified a possible culprit: a lack of local digital visibility. Organic SEO wasn’t driving traffic. Instead of arguing with HQ, she sought a second opinion and brought in outside expertise. A hypothesis became a conversation – not a confrontation. This is a perfect example of how franchisees can advocate for themselves without stepping outside the model.
- Embrace Ingagement – Not Isolation
One of the most overlooked resources in franchising is mentorship. This franchisee didn’t look to go rogue – she looked for a mentor with multi-market experience to help her make sense of the data and communicate effectively with HQ. She understood that her success is tied not just to local performance, but to her ability to collaborate.
This approach reflects “Ingaged leadership” – a commitment to proactive involvement, open communication, and shared vision.
Why It’s Crucial to Stick with the System
No franchise opens exactly as modeled. Market variables, location specifics, and launch timing all play a role. It’s not uncommon to start slow. But it is dangerous to abandon the model early.
Why? Because:
- You’ll lose the support system: Once you drift too far, you’re on your own. That sense of isolation can be discouraging and financially risky.
- You risk damaging the brand: One franchise’s misalignment can erode trust and reputation, affecting neighboring territories and system-wide growth.
- You send the wrong message: To your team, to your customers, and to the franchisor, early deviation can signal panic rather than purpose.
Sticking with the system doesn’t mean being passive – it means being strategic. It means trusting the brand you bought into, asking smart questions, and innovating within the framework.
The Real Problem? Lack of Strategic Clarity
This franchisee didn’t suffer from a lack of effort or passion. What she lacked was strategic clarity: understanding what to ask for, how to measure her gaps, and how to communicate her needs effectively to HQ.
This is where experienced mentorship and open dialogue with the franchisor make a huge difference. Strategic clarity allows franchisees to own their local market while building system-wide trust.
Final Thought: Franchise Success Takes Time – But It Also Takes Faith
This isn’t a story of failure. It’s a story of growth in progress. The neighborhood will develop. The brand will root itself. And this franchisee will likely look back and see that early turbulence as a stepping stone, not a setback.
So if you’re a franchisee struggling to hit early benchmarks, ask yourself not what’s wrong with the model – but how you can better execute it. Refine your approach. Stay close to your franchisor. And always remember: the system is your greatest asset – don’t abandon it when things get tough.
Your franchise is a partnership, not a solo act. Success comes when everyone’s playing the same song – even if some notes need tuning for the local stage.
About Evan Hackel
As author, speaker and entrepreneur, Evan has been instrumental in launching more than 20 businesses and has managed a portfolio of brands with systemwide sales of more than $5 billion. He is the creator of Ingaged Leadership, is author of the book Ingaging Leadership: The Ultimate Edition and is a thought leader in the fields of leadership and success.
Evan is the CEO of Ingage Consulting. Reach Evan at ehackel@ingage.net, 781-820-7609 or visit www.evanhackel.com.