Clear Field Visit Objectives – Best Practice #21
- If you are a Field Manager, do you know your specific objective/s for your visits in advance?
- Do your Field Visit objectives alter throughout the year, or to suit specific needs?
- Are Field Visit objectives aligned with the business strategy?
- If you manage multiple Field Managers, are their core objectives aligned to ensure the company is providing co-ordinated and consistent support?
Field Visits need to have clear objectives to maximise their potential and drive impactful outcomes. Clear objectives are also important with multiple Field Managers in order to deliver coordinated support and harness efficiencies (e.g., in preparation and approach).
Because on field visits, like many other aspects of the business, where there are almost infinite things you could work on or talk about with a franchisee, focus needs to be both directed and constrained for its greatest impact.
Clear Objectives enable the Field Manager (and Franchisee) to narrow focus and, at least:
- Construct an appropriate and Structured Field Visit Agenda for the visit
- Be aligned with franchisees with regard to the purpose of the visit
- Complete necessary and adequate preparations
- Focus time during the visit expeditiously, and
- Agree on most relevant outcomes
Objectives themselves can be multi-fold, covering many areas. They can also cascade. For example, a core objective could be to help drive franchisee performance to their [franchisor-agreed] business plan. Related, there may be objectives to, for example, complete a deep dive on compliance or support in preparations for a new technology implementation. Others might be building franchisee relations, seeking ideas / feedback on an initiative, helping with local marketing / HR plans / updates or discussion / implementation of needed changes.
Clear objectives also make it easier to identify relevant KPIs, Field Manager competencies and development needs to achieve them, and the review and discussion of Field Manager performance.
Some objectives may be macro and be programmed throughout the year. For example, later year objectives may include Performance Review / Business Plan preparations. Others may be added that are more relevant to the time and circumstance.
In our experience helping many companies improve Field Visit Programme outcomes, we note a little bit of planning about how objectives may change during the year, and well out in advance, can go a long way toward helping the effective management of the franchise system and franchisees.
Note: This Best Practice is distinct from Clear Field Visit Programme Purpose, the topic for a future Best Practice 500 article.
Contact us for more information about your Field Visit Programme and / or consider attending one of our three forthcoming Field Manager Foundation courses:
- Field Visit Foundations: https://www.franchize.co.nz/franchise-training/#field-visit
- Improving Franchisee Performance: https://www.franchize.co.nz/franchise-training/#improving-franchisee
- Franchisee Business Planning: https://www.franchize.co.nz/franchise-training/#business-planning
About the Franchising Best Practice 500 Series
This is part of a series of franchising best practices. Franchize Consultants is sharing and publishing these best practices weekly for the betterment of franchising. We know that better knowledge and execution of franchising best practices leads to bigger and more valuable franchisor and franchisee businesses.
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