5 Keys to Achieving the Expected Business and Financial Results

There are seven critical responsibilities that the district manager has to command to achieve the business and financial results that the franchisee business owner expects.

In past blog posts, we covered leading, planning, staffing, execution of brand and business systems, maintenance, and marketing. Last, but not least, we’ll analyze the results responsibility, which ultimately sums up why these leaders do their job every day. 

If you want to see all prior responsibilities, subscribe to our YouTube Channel to review the rest of the District Manager’s playlist!

If the district manager does what he needs to do in all the other responsibilities, he’ll be able to accomplish this one. That’s why this position has to be clear on what are the duties and routines they have to perform to achieve the desired results

That’s not all. Aside from that, they need to develop these specific five skills:

 

1. Understanding financials

The district...

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5 Marketing Hacks for District Managers

The district managers require a multi-unit vision to supervise the operations of several stores and deal with the variety of challenges, environments, opportunities, and people that come with overseeing a large organization. 

But those skills and abilities have to be developed with the tools and the knowledge that’ll help them overcome the difficulties of that multi-unit leadership and do the job successfully. The American Franchise Academy has identified seven critical responsibilities of a district manager, and in this blog post, we’ll be discussing the sixth responsibility: market

Did you miss the prior responsibilities? Subscribe to our YouTube Channel to review the rest of the District Manager’s playlist!

This responsibility has to do with all the local store marketing that happens in the units of their district. Among the activities the district managers have to perform, they must support and execute the franchisor-driven marketing campaigns in...

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Maintenance Matter: Six Elements That District Managers Must Pay Attention To

 The district manager job is the most challenging position in the retail and franchise industry. They require a multi-unit vision to be able to oversee units as a whole but also under their particular situations, challenges, team dynamics, results, and opportunities. 

To deal with these demands and have a high level of excellence, the district manager also needs certain skills to perform better and manage, lead, supervise, identify opportunities, cause change, and inspire people, all within the same amount of a regular hour workweek. 

The American Franchise Academy has detected seven critical responsibilities that district managers must execute to be effective and successful at their job. In this session, we'll cover #5: maintain.

Did you miss the four prior responsibilities? Subscribe to our YouTube Channel to review the rest of the District Manager’s playlist!

 

Why is this a critical responsibility for district managers?

This duty has to do with...

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District Manager Training, Crucial for the Success of Your Organization

One of the things that multi-unit growing organizations require is to have properly trained and skillful district managers. This position is critical for the success of the company but, as I have explained in a previous blog post, it is also the most difficult one in the retail and franchise industries

To add to that, there’s very little clarity of what this role does and it is the one with the least amount of training and support.

Perhaps because of the investment companies have to make to train the people in that position, not only in terms of money but also in time. But believe me, if this investment is not done, it can cost you greatly.

 

Why should you train your district managers? 

What makes these leaders so crucial for your organization? There are several reasons.

The first one is that people that are promoted to this position don't naturally know what to do or how to execute the job correctly. That’s because their previous leadership position,...

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5 Proven Skills That Will Help District Managers Execute Better

(Part 4 of the District Manager Responsibilities series) 

In a multi-unit franchise organization, the district manager’s job is quite complex because the several units they oversee are very different from each other. Even though they are all from a single franchise brand, each acts as a business on its own, with its people, teams, needs, goals, and challenges.

To respond to this complexity these leaders have to develop a set of skills to be successful. In this blog post, we’ll review the abilities they should have regarding the task of execution, which is the fourth critical responsibility of a district manager.

Don’t miss the whole District Manager’s video series to learn what are the 7 core responsibilities these leaders must fulfill and how we can help them. Subscribe to our YouTube Channel to view our live sessions!

Executing a franchise business model correctly, with all the business and brand systems, in all of the units, and with a high...

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5 Staffing Strategies That Make a Great Impact on Your Business

 (Part 3 of the District Manager Responsibilities series) 

Although the district manager role is the most difficult one in the retail and franchise industry, it is also the least formally trained. Yet, training is necessary so that these leaders can develop certain skills and abilities to solve the various challenges, situations, and problems they face in their day-to-day operations.

As we have reviewed in the past weeks as part of our district managers series, this position has seven key responsibilities they need to fulfill so that they can be successful, reach their district goals, and, in turn, help your business thrive. In this blog post, we’ll dig into the third responsibility: staff.  

Don’t miss the whole District Manager’s video series to learn what are the 7 core responsibilities these leaders must fulfill and how we can help them. Subscribe to our YouTube Channel to view our live sessions!

First, I have to clarify that the district...

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4 Planning Abilities To be Able to do More in Less Time

 (Part 2 of the District Manager Responsibilities series)

Most district managers were unit managers before scaling in the organization. That means that they used to have total control of what happened within their stores and their job was dictated by the day to the needs of the operations.

But once they become district managers, they realize why this is the most difficult position in the retail industry. What’s even more challenging: their previous role as a unit manager does not necessarily prepare them to be a multi-unit leader

In a past blog post, we reviewed some of the challenges that district managers face when it comes to leading the team. As part of the district manager’s series, we’ll learn about the second core responsibility they must master: planning.

Don’t miss the whole District Manager’s video series to learn what are the 7 core responsibilities these leaders must fulfill and how we can help them. Subscribe to our YouTube...

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5 Leadership Skills District Managers Must Have

(Part 1 of the District Manager Responsibilities series)

District managers are one of the most critical positions for growing franchises, but there’s a huge vacancy for this position. Why? As I explained in a previous blog post, the District Manager job is the most difficult one in the retail industry

Just to mention a few of the challenges this position face, there is the traveling distance between the units they have to oversee, the complexity of the business is multiplied, the great number of people they have to manage, and dealing with each unit's particular situation to produce the best results.

Another thing that adds pressure to the role is that when the person takes on this job, they acquire completely different responsibilities that the person didn’t have in their prior position because it’s not the same thing to be a unit manager as being the leader of multiple locations. 

The first critical responsibility of a district manager is to lead the...

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Become a Power Delegator in 5 Steps

Going from one to two or more units it's a lot more challenging than people think. For you to be a successful multi-unit franchisee, you must become a power delegator, someone who can delegate the right way so that you can grow and achieve the business and personal goals that you desire.

What does it mean to be a power delegator? When you have a never-ending to-do list and multiple units, asking people to do things for you is pretty normal. But when you delegate and that task is done equal or better than if you did it yourself, that means you are a power delegator.

If you can accomplish this, your business will operate properly even when you are not there and your profitability will continue to go up. So, developing this skill must be on top of your goals as a multi-unit franchisee.

Here are the five steps you have to follow to become a power delegator.

 

Step 1: Define what you’ll delegate

I recently talked to somebody who wanted his people to effectively interview new...

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The Franchise Fix: 12 Keys to Make the Most of your Franchise

 

There is a big confusion in the franchise world: franchisees believe that when they acquire the rights to duplicate a brand, they will receive everything they need to be successful. The reality is they only get one part of the formula. This causes unfulfilled expectations, constant frustration, tremendous struggle, hard work, and sometimes sadly, even failure.

But there’s a way to fix that to make the most of these businesses. I have found that there are 12 keys to being a successful franchisee. And I have portrayed them in The Franchise Fix, a book that collects my 30 plus years of experience in this industry, working with franchisors and franchisees and running operations, units, and brands.

Do you want to discover those best practices and how applying them can help you obtain financial and time freedom

How The Franchise Fix was born

After a 25-year career in the franchise world, I wanted to take a sabbatical and then go back into the corporate world to...

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