For the franchisee, most growth and development issues can, and should, be addressed by the franchisor. After all, one of the returns expected for paying royalty fees to the franchisor is on-going support and problem solving. However, in some cases an outside franchise consultant may provide insights that the franchisor is neither capable of, nor responsible for, solving. Two examples might be resale of the franchise and leaving the franchise system, or acquiring other franchise opportunities.

Franchise consultants focused on the needs of franchisors might be engaged to work on issues concerning growth, systems analysis, relationships, or a catch all phrase known as “best practices”.

The key to hiring a franchise consultant is once again “people friendly” and the reason is quite simple. When you cut to the chase, franchising is about people and relationships. Franchisees are not employees and franchisors are responsible to at least three different audiences, namely, franchisees, prospective franchisees, and the general public that frequent their locations. With all of those folks looking on, the franchisor had better be people oriented. So, be sure to engage a franchise consultant who sees the world through “relationships” as well. Choose franchise consultants who can analyze, and suggest without distressing the organization.

Bill Murphy, founder of Ledgers, a tax and bookkeeping franchise, had this to say about Nick Bibby, his franchise consultant of choice:

"Nick Bibby had an unusual and refreshing approach to business. He became a friend of
mine and a friend of the company. Eventually, we built and then sold the franchise, and I
thank him for all of his advice and hard work along the way."

Nick Bibby is a franchise consultant and principal of the Bibby Group