Franchising Development Programmes - Advantages and Limitations

  • Organisations do not have to come up with a new idea since another
    organisation has already developed the product and has also tested it.
  • Tried and tested approaches will already be well known in the country, they will already have a solid “trademark”. Other organisations can benefit from linking up with the successful programme. 
  • The franchising model described here has been derived from quality management methods such as EFQM (European Foundation for Quality Management) that represents an industry standard.
  • Good franchisors will offer comprehensive training programmes in applying the approach and ensuring quality work is undertaken.   
    Good franchisors can also help secure funding for example for NGOs wishing to work closely with national programme.
  • Although each organisation will be running its own “show”, the customers (the beneficiaries) will be aware that the concept is based upon the success of a larger national programme. 
  • The basis of the “franchising” model is that partner organisations who fulfil the necessary (pre)qualifications, can join in and work within the fold of the franchised concept as long as they adhere to the main pillars of excellence.
  • The term “franchising” maybe too heavily associated with large corporations (e.g. McDonalds Corp), it may be necessary to term the approach “partnership model”.  
  • The approach is suitable for development programmes that are not particularly complex and where an immediate impact can be achieved amongst the beneficiaries. Complex programmes with to many variables and interrelationships will be much harder if not impossible to franchise.
  • Franchising will only guarantee the quality of the “inputs” and immediate “outputs” it does not provide any information or guarantee regarding “impacts” and “effects”. This requires a separate monitoring and evaluation system.