Readmission could be positive as the franchisor is so confident about the franchise/brand that it wants to own more units. Mr. and Mrs. Morgan worked through their company JM-PM Holdings (franchise) and purchased a franchise from Snap-on Tools Australia Pty Ltd (franchisor). In the documentation of the franchise, it was accepted that the franchisor did not provide assurances or financial commitments to the franchisee. However, the franchisee had received a table from the franchisor that presented cash flow forecasts. The franchisor took independent accounting advice on the board before entering into the franchise agreement. The tribunal distinguished the franchisee from the usual applicant as “a plaintiff with limited experience, acting without professional advice in hasty circumstances” given that the independent accountant had deliberated in a timely manner on the projections given and that the resulting implicit understanding of the projections by the franchisee was implicit. The table, without accounting consultation, suggested that the franchisee would be expected to earn about $150,000 per year. However, on the basis of the adjustments recommended by the franchisee`s accountant, the Tribunal considered that this figure should be revised downwards, which the franchisee would have known in meetings with the accountant. Training Overview: Before franchisees take over, the franchisor offers management store training. Franchisees or their subsidiary manager (in the event of an additional franchise) must undergo franchise management training. The training currently includes more than 84 hours of classroom training and 135 hours of on-the-job training.
The training school is currently located in Grapevine, Texas. Between five and six months after franchisees begin operations, franchisees must attend the Store Management Training – Level 2 franchise franchise at the franchise training school in Grapevine, Texas, or at another site such as the franchisor. This consists of approximately 14 hours of training (usually on Fridays and Saturdays) and aims to strengthen previous training after franchisees have actually gained experience in operating their franchise. As soon as franchisees enter into franchise business, the franchisor proposes, but does not require franchisees and their subsidiary manager to participate, if necessary, in ongoing training, including meetings of the franchise team (if the franchisor makes it available). The franchisor usually holds these meetings once a quarter, but may hold them more or less frequently, as he deems appropriate. The franchisor also offers, but does not require franchisees to attend franchise development training, kickoff meetings and the Snap-on franchise conference each year, that it offer these training opportunities. Financial assistance: The franchisor and Snap-on Credit offer certain financing programs described in the DDF. If franchisees meet all requirements, Snap-on credit may provide funds to franchisees to cover certain initial costs and investment expenses of their franchise. Snap-on credit can also provide franchisees with funds to cover the initial costs and capital expenditures of an additional franchise for the purchase of additional inventory, financing their ARs or recapitalizing their operations. Snap-on Credit is owned by Snap-on Incorporated. Jim Lager, a successful Dallas-based franchisee, had to say this: For more information on this franchise document visit www.researchandmarkets.com/research/c4cqrg/2017_snapon It could be negative if the dealer can`t easily find a buyer and the franchisor rediscovers the unit (usually for less than the initial investment) to avoid them having a negative impact on all business units for a period of time.
Prior experience in running a business is an advantage, but not necessary.