The Center for Total Quality Franchising®

Member Login

Supporting Members

Franchise Myth One: Franchising Is a Safe Investment

Posted on Date: Mar 11, 2013


Part Two of a Nine Part Series Exposing Franchising Myths.

Perhaps the most common and pervasive franchise myth is that franchising per se is a safe investment. Fed by a steady diet of industry hyperbole, the conventional wisdom that feeds this myth contends that when you buy a franchise you are investing in a proven brand and an established business system that will virtually guarantee business success. In truth, investing in a well-regarded brand that has a well-developed business and operating plan, can be a wise investment.  The myth is that all franchises are created equal.

The franchise success myth is often expressed as a once widely heralded (and quite misleading) claim that 95% of all franchise businesses are successful after five years in business.  Although research has uniformly debunked such success rate claims, this success rate statistic is again and again trotted out by individual franchisors and industry trade groups.

In fact, over the past twenty-five years, study after study has found that franchises and independently-owned businesses typically have similar failure rates.

The ‘all franchises are successful’ myth is especially dangerous, because it may instill unrealistic expectations for both existing and prospective franchise buyers, providing a false sense of security as they invest their life’s savings and their future in a franchised business without appreciating the attendant risks of all business ownership.  Existing franchise owners have an even greater need for vigilance and hard work to achieve the success of their brand.  A collaborative franchise system, where the franchisees and franchisor work consistently to keep competitive and to improve profitability, is the best model to deliver the promise of franchising.

Why is this particular myth so pervasive? It’s because the franchise industry’s definition of success is merely that your store remains open!  This is most likely not your definition of success!

Your definition (and your bank’s definition) is that your business is generating sufficient revenues to pay your business bills, provide you with fair compensation, and a profit on your investment! At the end of the month after all the vendors have been paid, all the inventory and supply costs deducted and a check sent off to cover the franchising fee, is there any money left over for the franchise owner to pay their home mortgage, save for retirement and take their kids to a movie?

If the answer is no, then that isn’t my definition of a successful franchise.  Franchisors, on the other hand, have a much more lenient definition of franchise success. As long as a franchise is open, it’s a success. It doesn’t matter if a particular location is making money, losing money or has switched hands multiple times because previous owners haven’t been able to make a living from the business – if that open sign is on the window, the franchisor won’t categorize the business as a failure.

The best way to break through this myth is to accept the fact that no matter what franchise you choose to buy, you are taking a risk with your money and your career. With this fact firmly in mind, you can give each individual franchise opportunity the proper vetting it deserves.

When you and your franchise attorney are reviewing the Franchise Disclosure Document, don’t limit your investigation to the closure rates. Look at the profitability of each location, especially those that serve in markets similar to yours. Do your due diligence and speak with current and past franchisees. Ask them direct questions about their profitability. It is especially critical to talk to past franchise owners and to ask them why they left the franchise. If you get any sense that the franchisees had trouble making a profit, then think very carefully before moving ahead.

Most importantly, insist that your prospective franchisor provide you with sufficient data to evaluate the profitability of the business.  Limit your search to franchisors that make financial performance representations (formerly called ‘earnings claims). There are many franchise opportunities available that are able to authentically boast high rates of success and profitability. These tend to be the top tier franchisors that require the highest investments and strictly limit their franchisee pool. As you go down the rungs of the franchising ladder to less well-known brands, new franchisors, and those with very low rates of entry, the risks typically grow.

Existing franchise owners should continually seek a collaborative and transparent effort to monitor the health of your brand and to constantly work to improve system performance, revenue growth, cost containment, purchasing synergies and strong profits for all.  A great franchise brand will take maximum advantage of the collective wisdom and talent of the network to identify strengths and threats to the system, and to share a common goal of mutual success—success being the financial rewards that were envisioned when the investment was first made, which I daresay was never to simply ‘keep the doors open!’

In my opinion, the strongest brands take maximum advantage of the wisdom and talents of the franchise owners in the trenches.  Prospective franchisees should take pains to determine if a franchise system is committed to collaboration, and an effective franchisee association is a strong indication this goal is being met.  Contact the association and several members—you can easily learn if the franchise system embraces a collaborative culture.

My goal with this blog post was not to scare franchise owners and prospective buyers, but to provide demonstrate reality and provide a strategy to identify opportunities that deliver the promise of franchising. If you believe that all franchise opportunities are safe, you are much more likely to make a poor decision that could cost you everything. When you understand the risks involved, you can make a more educated decision that will hopefully lead to true franchising success.


The content in this blog post is based in part on Chapter One of The Franchise Fraud, written by Robert Purvin. The Franchise Fraud is available for purchase in print and for the Kindle on Amazon.


  1. avatar
    Debbe /

    I am also a prospective franchisee. However, I have already made my decision. Being a current employee of the corporation, I have drank the “Kool Aid” and am sold on the product. But this upcoming tool may make my decision come to fruition a bit quicker. Do you know when it will be available?

    • avatar

      Hello Debbe, are you referring to The AAFD Franchise Evaluation Tool? If yes, it is available and it comes with your AAFD Membership or you can always purchase it with the AAFD Info Pak Bundle offer. Thank You and Good luck.

  2. avatar
    David /

    Thank you for answering my question, Robert. You provided the main elements that make up a top tier list of a franchise. Conversely, those that do not fall under those elements; including opportunities that are the biggest chains, the best known trademarks, or popular brands, do not necessarily ‘make the cut’ as a top tier franchise.
    I’m looking forward to the new Franchise Evaluation tool unveiled by the AAFD. I’m sure it will provide alot of thoughful insight into this.

  3. avatar
    David /

    I’m a prospective franchisee who has been taking quite a lot of careful thought on selecting the right franchisor for me recently. I haven’t purchased your book yet “The Franchise Fraud”, but I plan to. In your blog post based on Chapter One of your book, the part where you mentioned about franchisise opportunities that “authentically” boast of high rates of success and profitability … but these tend to be top tier franchisors that require highest investments and limit their franchisee pool”…”as you go down the rungs of the franchising ladder.. the risks typically grow”.
    My question that concerns me now mostly is what is a top tier franchishor? Is that a brand defined as where a typical franchisee investment is requiring somewhere close to around $1/2 Million to $1 Million and up for an investment in those franchises? What is the definition of a lesser well know brand? I’m not sure I fully understand what you were saying about top tier and lesser known franchisors.

    • avatar
      Robert Purvin /

      Thanks for your very appropriate question, which prompts an apology for my flipancy in making a vague reference to ‘top tier’ franchise opportunities. In context, I was merely referring to opportunities that have demonstrated strong earnings history for franchisees.
      Others may define ‘top tier’ differently — the biggest chains, the best known trademarks and most popular brands. I am aware of no definitive categorization of franchise opportunities as top, middle, or low tier.
      My personal list of ‘top tier’ opportunities will combine four elements:
      1) Strong earnings by franchisees
      2) Strong brand with long term potential.
      3) A history of a collaborative franchise culture, usually marked by a strong and respected independent franchisee association.
      4) a franchise agreement to provides vital economic benefits and protections for franchisees — this last element is the most elusive and really does separate the wheat from the chaff.
      The AAFD is about to unveil a new Franchise Evaluation Took that is specifically designed to help you answer your question.
      Bob Purvin

Leave a Reply