Tag: International franchise Association

Your Brand. Their Investment. Your Responsibility.

October 10, 2026 · 1 Comment ·

The FTC’s action involving Premier Martial Arts and Franchise FastLane—and the IFA’s response—should prompt a deeper examination of how franchise opportunities are sold.

Special op-ed supplement to the four-part Acceler8Success Café series examining market strategy, franchisee readiness, recruitment practices, and development accountability, inspired by “What Is Your Franchise Sales & Development Company Really Doing for Your Emerging Franchise Brand?”

Before a franchise agreement is signed, a prospective owner has usually begun building an imagined future around it. A departing executive pictures a career with greater control. A couple considers a business their family might build together. An investor envisions several locations supported by capable managers. The opportunity becomes more than a business proposition. It becomes a possible answer to questions about security, independence, purpose, and the years ahead.

That is why the words used to sell a franchise matter so much. They help shape decisions that may involve savings, debt, career changes, and commitments extending well beyond the initial investment. Franchising offers a meaningful path to entrepreneurship, but the confidence required to pursue it should rest on an honest understanding of the business, including the work ownership demands.

The Federal Trade Commission’s action involving Premier Franchising Group, the franchisor of Premier Martial Arts, and its former franchise sales organization, Franchise FastLane, brings that responsibility into sharper focus. The FTC announced proposed settlements requiring combined payments of $1.85 million over allegations of misleading representations and Franchise Rule violations. The proposed relief also includes an option for certain franchisees to cancel agreements without penalty. The agency’s announcement notes that stipulated orders acquire legal force when approved and signed by the court.

The complaint alleges that the opportunity was promoted as one in which people without martial arts experience could profitably operate one or multiple studios while working fewer than 15 hours a week. It also challenges earnings representations involving existing studios that allegedly differed materially from those new franchisees were expected to operate. These remain allegations presented in an enforcement proceeding and proposed settlements, rather than findings following a contested trial. An industry discussion should respect that distinction while taking the underlying questions seriously. search.ftc.gov

The International Franchise Association’s response deserves attention. In its statement, the IFA welcomed the enforcement action and described it as the FTC’s first against a third-party franchise sales organization for an alleged Franchise Rule violation. IFA President and CEO Matt Haller emphasized that prospective franchisees deserve an accurate understanding of the investment, risks, and participants, and that brands and their sales representatives share responsibility for establishing transparent relationships. International Franchise Association

I agree with that principle. Its value will depend on how thoroughly it enters the daily work of franchise development. A statement of support can establish direction. Founders, sales organizations, brokers, and advisers must then examine what their own conversations, incentives, and approval processes are producing.

Over the past four articles at Acceler8Success Café, I have explored where emerging brands should grow, who is prepared to operate them, how appropriate candidates should be recruited, and what development accountability should reveal. This case gives those discussions added urgency. All four depend on the same foundation: the opportunity presented to a prospective franchisee must remain connected to the business that person will actually be expected to own.

That connection can weaken when a compelling ownership narrative advances faster than the operating evidence supporting it. A candidate hears that a manager will handle daily execution and begins imagining limited personal involvement. A founder points to a successful location and assumes its results establish what a new operator can accomplish. A development team sees enthusiasm and available capital and interprets both as evidence of readiness. Each step can appear reasonable in isolation while leaving important assumptions unexamined.

Consider the difference between hiring a manager and having a business capable of functioning reliably under that manager’s leadership. The latter requires recruiting, training, oversight, accountability, and continuity when circumstances change. Someone must make decisions when staffing breaks down, service deteriorates, or the manager leaves. A prospective owner needs to understand who that someone will be. Describing ownership involvement is consequential because candidates use that information to decide whether the opportunity fits their lives.

The same scrutiny belongs in discussions of business performance. A mature operation led by an experienced owner may benefit from relationships, judgment, routines, and a customer base developed over years. A newly recruited franchisee may be entering a different market, using a different format, and learning the business while building a team. Leadership should understand those differences before treating existing performance as evidence for a materially different ownership arrangement.

For restaurant founders, this should feel familiar. The original location may depend on the founder’s ability to spot a problem before it appears in a report, recruit through established relationships, or make dozens of small decisions almost instinctively. Replication requires discovering those dependencies and determining how they will be transferred. Documentation and training help, but so does an honest assessment of what the next operator must bring. Feasibility deserves a central place in that work because declaring a business ready for expansion does not establish that its essential capabilities can travel with it.

Hiring a franchise sales organization can strengthen an emerging brand. Experienced professionals may contribute relationships, qualification discipline, coordinated outreach, and resources a founder could not efficiently build alone. Their involvement should make leadership better informed about its opportunity and candidates. The founder still needs to understand how the business is explained in introductory calls, presentations, webinars, and follow-up conversations.

The FTC complaint describes Franchise FastLane’s participation in introductory, financial, validation, and discovery activities, while alleging that the franchisor retained candidate-approval authority and reviewed promotional materials. My broader leadership conclusion is that outside participation should prompt deliberate oversight of the candidate’s experience. Founders should know what questions are being asked, what answers are being given, and what expectations are taking shape before an application reaches final approval.

An approved presentation cannot capture every impression formed during recruitment. Candidates interpret tone, examples, assurances, and the apparent confidence of the people guiding them. Leadership should therefore ask what candidates believe about involvement, earnings, staffing, and support. When those beliefs exceed what the model can substantiate or deliver, the discrepancy needs attention before the relationship advances.

That may mean losing an award. I believe a sound development process must be willing to reach that outcome. A candidate’s money cannot fill every gap in their operating plan, and enthusiasm cannot make an unsuitable arrangement viable. Some gaps can be addressed through preparation or an experienced operating partner. Others may require a smaller commitment or a different opportunity. Qualification deserves enough independence to make those distinctions without being pressured to explain concerns away.

This also requires a candid discussion of compensation. Performance-based arrangements can reward substantial recruitment work and create access to expertise. They can also produce tension when the payment event occurs at signing while the consequences of a poor match emerge later. Raising that concern does not establish that commissions caused the conduct alleged here. It asks whether our structures give sufficient weight to the quality of the relationship being created.

Who can pause a candidate’s progression? Can operations challenge readiness without being treated as an impediment to growth? Does leadership value a well-supported recommendation to decline an applicant? These questions deserve answers under any fee structure. Changing compensation without changing oversight may leave the same weaknesses intact. A stronger approach connects incentives with clear approval authority, documented qualification, and a culture that recognizes sound judgment even when it reduces the immediate award count.

The IFA statement acknowledges the useful role of sales organizations and brokers while warning that too many connections are poor fits. It also calls for updated disclosure practices, stronger enforcement resources, and improved state registration processes. International Franchise Association Those policy discussions matter. At the brand level, fit still has to be established through careful work involving the candidate’s capabilities, objectives, market, and proposed operating structure.

Candidates should understand the commercial relationships behind that work. They should know whether the person guiding them works for the franchisor, an outside sales organization, or a referral business. They should understand the role each participant performs and who can answer questions about operating requirements and support. In my view, those explanations belong in ordinary language, accompanied by appropriate review of disclosure obligations with counsel. Clarity helps people evaluate the information they receive.

The IFA also points to voluntary education efforts, including a developing curriculum for third-party franchise sellers modeled on its Certified Franchise Executive program and Fran-Guard compliance training. International Franchise Association Education can improve competence and establish expectations. Its practical test comes when a representative encounters an unsupported claim, an unsuitable candidate, or pressure to move an opportunity forward. Training should equip people to recognize those situations and respond appropriately.

Formal licensing of franchise sales professionals is also a legitimate subject for discussion. I would welcome a serious examination of qualifications, oversight, enforcement, and whether such a system would improve protection. That is my proposal for debate, not an existing requirement established by this case or an endorsement attributed to the IFA. Whatever direction that discussion takes, brands can already set stronger expectations for the people representing them.

Due diligence must also have room to reach an uncomfortable conclusion. Candidates should seek independent advice, speak with operating franchisees, and examine whether the opportunity fits their circumstances. The people presenting the opportunity should support that inquiry. If existing owners describe responsibilities that differ from the recruitment message, the difference deserves examination. If candidates repeatedly misunderstand the ownership role, leadership should reconsider how it is being communicated.

For founders, meaningful accountability reaches beyond a pipeline stage or an award total. It includes what candidates understand, what remains unresolved, and how operations will receive the relationship after signing. A development report should help leadership see whether the proposed operator is identified, management assumptions are credible, and expectations have been examined. That information allows the organization to act while there is still time to improve preparation or reconsider the decision.

Franchising has helped many people build businesses, careers, and family legacies. Protecting that opportunity requires a willingness to examine our own practices. I believe the industry strengthens its credibility when it welcomes responsible scrutiny and turns it into better execution. The IFA’s statement provides a useful starting point. The work now belongs in individual brands’ development meetings, candidate conversations, and approval decisions.

Final Thoughts

The lasting significance of this case should be measured partly by the questions it causes franchisors to ask themselves. Do we understand the ownership story being presented? Have we established the basis for the expectations it creates? Are we selecting candidates who can fulfill the operating commitment? Are we prepared to support the relationship after the sales process ends?

Those questions connect this special addition to the four-part series that preceded it. Market discipline, candidate readiness, coordinated recruitment, and transparent reporting are practical expressions of responsible growth. Each helps leadership determine whether the next award advances a supportable franchise system.

The people considering that award may be placing years of work and substantial personal resources behind their decision. They deserve a process that helps them understand the opportunity clearly enough to choose it—or decline it—with confidence grounded in reality.

You can outsource franchise sales. You can engage experienced professionals whose contribution makes your organization stronger. You must still take responsibility for the story told in your name and the system expected to deliver on it.

Let’s examine what your franchise development effort is building.

Acceler8Success America offers a complimentary consultation for emerging franchise brands to discuss market priorities, candidate targeting, development readiness, and the work needed to support their next stage of growth.

As part of that consultation, you can receive an actual proposed scope of work, redacted to protect the brand’s identity and confidential information, so you can review the level of planning, execution, and accountability a focused franchise sales and development engagement can include.

Email paul@acceler8success.com with the subject line “Emerging Franchise Brand Consultation,” or call or text (832) 797-9851.

Bring your growth goals, current development challenges, and questions. Let’s discuss a practical path forward for your brand.

This special op-ed supplements the four-part Acceler8Success Café series expanding on “What Is Your Franchise Sales & Development Company Really Doing for Your Emerging Franchise Brand?.”

IFA26 Convention Is an Investment. Treat It Like One!

February 18, 2026February 18, 2026 ·

This year, the International Franchise Association Convention returns once again to Las Vegas, bringing together franchise professionals from across the country and around the world. Franchisors, leadership teams, suppliers, franchise brokers, attorneys, consultants, and other industry professionals will gather with a shared purpose: to strengthen brands, build relationships, and shape the future of franchising. The energy will be unmistakable. The opportunity will be significant. But the outcome will not be automatic.

Like any meaningful investment, the return depends entirely on preparation, execution, and follow-through.

Too often, attendees arrive with general intentions but without specific objectives. They plan to “network,” “attend sessions,” or “walk the exhibit hall,” but broad ambitions rarely translate into measurable results. The convention becomes a series of conversations and experiences without structure. While valuable in the moment, the long-term impact becomes difficult to define.

The most productive attendees approach the convention with clarity and intention. They define in advance what success looks like. That clarity shapes every decision, from which sessions to attend, to whom to meet, to how time is allocated throughout the event.

For franchisors and their leadership teams, objectives may include identifying supplier partners, strengthening existing relationships, learning from peer brands, refining development strategies, or gaining perspective on emerging trends. For suppliers, consultants, brokers, attorneys, and other professionals, the convention represents an opportunity to deepen relationships, build trust, and position themselves as long-term strategic partners to growing brands.

Regardless of role, the first step is defining specific goals. Not general intentions, but clear targets. How many meaningful new relationships should be established. How many existing relationships should be strengthened. What specific insights should be gained. What specific challenges should be addressed.

Once those goals are defined, the convention schedule becomes a strategic roadmap rather than a collection of options.

The educational sessions are among the most valuable components of the convention. They offer insights drawn from real-world experience, often delivered by those who have built, scaled, and supported franchise brands across multiple stages of growth. Reviewing the agenda in advance allows attendees to prioritize sessions that align directly with their objectives. The value is not in attending the greatest number of sessions, but in attending the right ones.

Equally important are scheduled meetings. The most productive conversations rarely happen by accident. Reaching out in advance to schedule time with key individuals ensures those conversations occur. Waiting to “run into people” leaves too much to chance. A well-structured calendar allows for both planned meetings and the flexibility to engage in unexpected opportunities.

The exhibit hall represents another significant opportunity. Suppliers invest heavily to be present because they recognize the value of connecting with franchise decision-makers and leadership teams. For franchisors and their executives, it is an opportunity to identify partners that can strengthen infrastructure, improve operations, and support scalable growth. Approaching the exhibit hall with intention—identifying priority categories and companies in advance—transforms it from an overwhelming environment into a productive and focused experience.

Networking, often cited as the primary benefit of the convention, also benefits from structure. Meaningful networking is not about collecting business cards. It is about building relationships. The most valuable conversations often come from listening, understanding others’ priorities, and identifying opportunities for alignment. A smaller number of meaningful conversations will always outperform a larger number of superficial interactions.

For organizations attending with multiple team members, coordination is essential. Without alignment, teams often duplicate efforts, attend the same sessions unnecessarily, or miss opportunities entirely. When roles are defined in advance, coverage expands. One team member may focus on supplier relationships. Another on educational sessions. Another on development partners, brokers, or professional advisors. Sharing insights throughout and after the convention multiplies the value of the experience and ensures the organization benefits as a whole.

It is equally important to recognize that the convention does not end when the event concludes. The real return often emerges in the weeks and months that follow. Following up on conversations, continuing discussions, and acting on insights gained are what ultimately convert opportunity into tangible results. Without follow-through, even the most productive convention experience loses much of its potential value.

The International Franchise Association Convention represents a meaningful investment of time, energy, and financial resources. Travel, accommodations, registration, and time away from daily operations all contribute to that investment. Like any investment, it deserves a deliberate approach.

Those who arrive with clear objectives, a defined plan, and a commitment to execution consistently achieve stronger outcomes. They return not only with new contacts, but with strengthened relationships. Not only with new ideas, but with actionable insights. Not only with inspiration, but with direction.

Las Vegas provides the setting. The convention provides the opportunity. The results depend on the intention behind every conversation, every meeting, and every decision made while there.

Approach the convention not as an event to attend, but as an investment to maximize.

About the Author

Paul Segreto brings over forty years of real-world experience in franchising, restaurants, and small business growth. Recognized as one of the Top 100 Global Franchise and Small Business Influencers, Paul is the driving voice behind Acceler8Success Café, a daily content platform that inspires and informs thousands of entrepreneurs nationwide. A passionate advocate for ethical leadership and sustainable growth, Paul has dedicated his career to helping founders, franchise executives, and entrepreneurial families achieve clarity, balance, and lasting success through purpose-driven action.

About Acceler8Success America

Acceler8Success America is a comprehensive business advisory and coaching platform dedicated to helping entrepreneurs, small business owners, and franchise professionals achieve The American Dream Accelerated.

Through a combination of strategic consulting, results-focused coaching, and empowering content, Acceler8Success America provides the tools, insights, and guidance needed to start, grow, and scale successfully in today’s fast-paced world.

With deep expertise in entrepreneurship, franchising, restaurants, and small business development, Acceler8Success America bridges experience and innovation, supporting current and aspiring entrepreneurs as they build sustainable businesses and lasting legacies across America.

Learn more at Acceler8SuccessAmerica.com

QSR & Pizza Fueling Franchise Growth

April 2, 2018April 3, 2018 ·

Each year the International Franchise Association commissions a study from PwC (PricewaterhouseCoopers) on the economic impact of franchising in the U.S. Highlights from that study include the following:

Taking into account the indirect impact of franchised businesses, business format franchises support more than 13.2 million jobs, $1.6 trillion in economic output for the U.S. economy, and 5.8 percent of the country’s GDP.
Franchise businesses provided more jobs in 2016 than wholesale trade, transportation and warehousing, nondurable goods manufacturing, and information (including software and print publishing, motion pictures and videos, radio and television broadcasting, and telecommunications carriers and resellers).
Quick service restaurants (QSR) is the largest category, representing 25 percent of all franchise establishments and 45.5 percent of all franchise jobs.
Jobs supported because of franchise businesses were at least 10 percent of the private sector nonfarm workforce in 33 states, and at least 6 percent in every state.
The number of people employed by franchises is greatest in California, Texas, Florida, Illinois, and Ohio.
Franchisees own and operate 88 percent of all business format franchise establishments and franchisors own and operate 12 percent.

The Changing Franchise Relationship

September 14, 2014September 14, 2014 · 2 Comments ·

“…the summer of 2014 saw two major judgments that underscored the changing times. While these two rulings address different parts of franchise operation, they both serve as actions seeking to level the balance of power between the franchisor and the franchisee.” – Franchise Direct

The quote above was from the beginning of a recent article on FranchiseDirect.com, The Changing Franchisor-Franchisee Relationship. It was for this article that I was asked to be interviewed. I’d like to thank the team at Franchise Direct for the opportunity to share insight and perspective about the upcoming International Franchise Association Public Affairs Conference in Washington DC. As well, I’d like to express my gratitude to IFA Staff for their assistance in preparing responses to interview questions. I believe it’s very important to deliver the correct message on all issues so their assistance and guidance was greatly appreciated. Their professionalism is second to none!

The complete article may be read HERE, but I’ll share my interview below…

Commentary from an Industry Expert

A noted franchise industry expert and speaker, Paul R. Segreto, CFE, was nice enough to answer some questions for Franchise Direct about the legal fight the franchising industry is enduring. Paul is a current member of the IFA Franchise Relations Committee. In addition, Paul is currently the CEO of Franchise Foundry, a franchise development company, as well as the host of Franchise Today on Blog Talk Radio. You can find out more about Paul here.

What will be the main points of discussion at the IFA Public Affairs Conference (September 15-18 in Washington, D.C.)?

The Public Affairs Conference is the best opportunity for IFA members to advocate for their business and communicate to lawmakers the challenges we are facing. In July, the National Labor Relations Board (NLRB) Division of Advice announced that a franchisor could be designated as a joint employer of its franchisees employees. The IFA is fighting this dangerous assertion because it is unlawful and will harm job growth, the economy and locally-owned franchise small businesses in every state. Franchisees have invested their capital in the business and stand to lose equity in their businesses if their franchisors are deemed joint employers. During the Conference, IFA members will take this message to Capitol Hill to fight for franchising and educate those on the success of the franchise business model and the growth that it continues to provide to our economy.

What is the risk to the industry from some of these judgments that have been handed down?

If franchisors are joint employers with their franchisees, these thousands of small business owners would lose control of the operations and equity they worked so hard to build. The jobs of millions of workers would be placed in jeopardy and the value of the businesses that employ them would be deflated.

This recommendation is a drastic and overreaching solution. Ample federal, state and local remedies are available – and are regularly used to enforce current law, including more limited NLRB action, state attorneys, general action and private rights of action – to deal with labor violations of various kinds. Destroying the fundamental tenets of the franchise model would eviscerate the most successful business model in existence.

Why do you believe so many cities and states are reviewing their franchising policies?

The Service Employees International Union (SEIU) is leading organized attacks against franchising and these jobs they create. The labor unions multi-pronged attack at the local, state and national levels, including having the federal government declare entire franchise systems as a single unit rather than the collection of separate, small business owners they actually are. The SEIU wants to undermine the franchise business model so they can more easily unionize entire franchise systems, as it is much more difficult for unions to organize thousands of independent small businesses under the current regulatory system.

What specific actions are the IFA taking, or considering, to protect the rights of both franchisors and franchisees?

With our continued fight to defend the franchise business model, the IFA is ensuring that franchise small business owners are well informed of policies that could alter the way they do business so they are armed with the tools necessary to educate lawmakers. The IFA’s Franchise Action Network is a new strategic initiative that mobilizes franchisors, franchisees and suppliers at the grassroots level. A coalition of the franchise owners, all promoting a single mission, is the best way to protect our industry from an increasingly hostile legislative and regulatory environment at the federal, state and municipal levels.

How does Aziz Hashim’s ascension to chairman underscore the changing relationship climate between franchisors and franchisees?

Aziz Hashim is going to elevate the role of franchisees in everything IFA does. The nature of the game has changed. There has been no more important time for franchisees to be engaged with the IFA on public policy issues. Legislators need to hear the concerns these business owners have about policies that impact their relationship with their franchisor.

Franchises Excluded from Small Business Saturday – AMEX Responds!

November 26, 2011November 26, 2011 · 3 Comments ·

Well, I am happy to say that I have been in touch with AMEX as one of their VPs contacted me directly and apologized for their exclusion of franchising. They just missed the boat on franchising being an integral part of small business. They never even considered franchisees as Moms and Pops investing their money in a small business of their own. All their thoughts were focused on the giants of franchising and not the smaller franchises. Although, I did communicate that even the McDonalds franchisees are small business owners themselves. The long and the short is that AMEX knows they committed a huge blunder in excluding franchising.

Rosa Alfonso, the AMEX VP that contacted me directly, wants to set up a conference call next week with several other AMEX VPs to start down the road of getting franchising involved in next year’s Small Business Saturday. I am so excited they took notice and are willing to do something about it.

As much as I would love to be front and center on this, I recognize that it should not be without the IFA. This is about franchising being recognized as an essential component to America’s economic recovery, as IFA President, Steve Caldeira has promoted since leading the IFA. It’s about continuing to educate, not only the masses, but even the giants of business like American Express. I’m sure Steve and his staff could think of many ways this can further benefit franchising.

To that end, I have reached out to Steve Caldeira and will defer to him and the IFA staff in moving forward. Of course, I look forward to being involved as I am passionate about franchising!

Franchise Growth or Future Problems?

May 4, 2011May 4, 2011 · 1 Comment ·

After what many franchise professionals claim was a tough couple of years, franchising seems to be gaining momentum once again. This is very encouraging news! But, franchisors must be prepared, not only to handle the increase in inquiries, but in working effectively with today’s franchise candidates who many have indicated are more diligent and cautious than ever before. Many of today’s candidates are voluntarily or involuntarily unemployed, soon to be unemployed, or, may just want to control their own destiny, and are approaching business ownership with the attitude that failure is not an option. In dealing with these candidates, it is essential to exercise extreme diligence in presenting the franchise opportunity all the way through to executing the franchise agreement, and beyond.

I know, many franchise professionals are probably thinking they already do that. Besides, it’s the law to fully disclose the opportunity, right? They’ll go on to state they’ve always done things by the book, at all times. Blah, blah, blah! It really doesn’t matter what was done in the past, how it was done, or why it was done. What matters is that the opportunities that present themselves today and in the future receive timely, diligent attention, at a high level of professionalism, in order for a transitioning corporate executive / business professional to even consider a company’s franchise opportunity. And, if they ultimately do sign the franchise agreement, remit the franchise fee, and commit to investing a substantial sum of money, rest assured these new franchisees will expect and command a high level of accountability from the franchisor, and from the system itself. From themselves? Not likely as they will rarely blame themselves for any part of failure. But they will hold others accountable.

Well, my fellow franchise professionals, it’s time to press those conservative suits, study your franchise documents, fine-tune your operations, and examine and perfect your franchise sales process as any shortcomings will surely raise their ugly heads in the future if today’s new franchisees become dismayed, discontented, and or fail in their businesses. They will not hold themselves accountable. Instead, they will blame the person who “sold” them their franchise, or the operations department that they perceive to have provided little or no support, or the franchise executive that they feel showed no compassion in “forcing” them into paying royalties and advertising fees.

So, why did I turn what started out to be a positive of increased franchise interest after a year of disappointing results, and turn it into a picture of potential problems complete with gloom and doom? To encourage and motivate every franchise professional to be on his or her A-game and to put their house in order. Not only to bring new franchisees and revenue into the system, but to continue to grow their system with franchisees that, when attaining a relative level of success, will refer new franchise candidates, validate the franchise system, and possibly look to purchase additional locations in the future. The alternative of course, is dedication of resources to dispute resolution, and possible litigation. Remember the old Fram oil filter commercial? You can pay now, or pay later!

What is IFA Fran-Guard?

March 13, 2010March 13, 2010 · 4 Comments ·

The International Franchise Association‘s new, greatly expanded franchise sales management and compliance program will help franchisors take proactive steps to reduce risks, manage growth, and build a stronger, healthier franchise system. IFA Fran-Guard covers both the legal and business aspects of compliance with a series of modules designed or CEOs and senior executives, franchise development professionals, in-house counsel and franchise attorneys, paralegals and compliance managers.

CEOs and Senior Executives

Not only does a system-wide compliance program protect your franchise it can make it more profitable. Modules cover the Business Case for Compliance, Franchise Sales Growth & Management, and Best Practices.

Franchise Development Professionals

There’s more to compliance than legal requirements. Learn how a sales management and compliance program can increase your effectiveness and help drive franchise sales.

In-house Counsel, Franchise Attorneys, Paralegals and Compliance Managers

It’s important to integrate all aspects of franchise sales management and compliance from disclosure to franchise sales, field support, and operations. IFA Fran-Guard modules cover practical steps to implement a system-wdie compliance program.

All CFEs and CFE Candidates

IFA Fran-Guard has been incorporated into ICFE’s professional development program. IFA members who successfully complete the IFA Fran-Guard program will receive an ICFE Fran-Guard Certificate. All modules are approved for CFE credits.

Where is IFA Fran-Guard Available

Programs will be offered throughout the year at various IFA meetings and conferences and in different formats to make participation more convenient. Courses will be presented online via IFA University and through a series of webinars. A schedule of upcoming sessions may be found on the IFA website.

Fran-Guard Discussed on Franchise Today

Recently on Franchise Today, Paul Segreto welcomed as his guest, David French, Vice President, Government Relations at the International Franchise Association. Paul and David discussed franchise compliance and the development of the IFA FranGuard Program previously introduced at the IFA Convention in San Antonio. Listen On-Demand

About the International Franchise Association

The International Franchise Association, the world’s oldest and largest organization representing franchising, is the preeminent voice and acknowledged leader for the industry worldwide. Approaching a half-century of service with a growing membership of more than 1,100 franchise systems, 10,000-plus franchisees and more than 500 firms that supply goods and services to the industry, IFA protects, enhances and promotes franchising by advancing the values of integrity, respect, trust, commitment to excellence, honesty and diversity. For more information, visit the IFA Web site at www.franchise.org.

Source: International Franchise Association

Discussion About IFA’s 50th Anniversary Exemplifies What Franchising is Really About!

January 29, 2010January 29, 2010 · 1 Comment ·

Recently, on the International Franchise Association group on LinkedIn, I posted the following discussion, “The 50th Annual IFA Convention in San Antonio is less than three weeks away. Will you be attending? If so, what do you hope to bring back to your organization? If not, is there a specific reason?”

Many franchise professionals responded and explained why they would be attending the event. Most of the responses centered around sharing ideas and building relationships. Sure, some mentioned exploring new opportunities with potential and existing clients, but we are all in business to make money, right? But in addition to generating new business, almost all that responded were looking to interact with fellow franchise professionals. Hopefully, long-term relationships will be established over time and the franchise community will continue to evolve and strengthen.

One of the responses was from franchise veteran, Michael Seid. He stated that he had been going to IFA conventions for 25 years. I really admired the fact that he had attended these events for over a quarter of a century! Think about all that has changed in 25 years. Just think about the technological changes that have occurred during this period of time. I mean no one was walking around the IFA event in 1985 with a cell phone, right? How about a laptop? Could anyone have even imagined the internet and email? Heck, fax machines were barely around in 1985, albeit the ones that were used that ridiculous paper that always seemed to roll onto to the floor and under a desk… just out of reach.

Yes, times sure have changed, but the love and passion for franchising apparently has not. It’s just been passed onto people like Michael Seid. By virtue of his responses to my original discussion, and subsequent question, “I’m curious, what was the convention like back in, what, 1985?”, Michael takes us down memory lane and does so in such a dignified manner and with genuine sincerity, that he really seemed to pay it forward. For the benefit of all within the franchise community, I am honored to share his response below.

“1985 was in Miami if I recall and that was not my first so it may be longer than [25 years]. If I recall the attendance at my first convention was measured in the hundreds – not like we have now in the thousands. It was a much different association – we have come a long way with programming and content and member services. A lot of the founders were still around. I just got a great biography of Joe Francis from The Barbers who was very active years ago. If you did not know Joe you missed a great man – really a fine individual who went out of his way to give guidance to anyone who asked for his help. His son is still very active in the IFA. It’s a great quick read if you have not seen the book. Joe is gone 15 or more years.

The culture of the IFA has not changed. You can still corner an experienced member as a new comer and they seem always to be thrilled to mentor and give advice. I remember asking Fred DeLuca a question when I was new in the association and he spent two or more hours giving me his advice. That has not changed at all as most members today will do the same for a new comer.

Looking back at what has changed – No franchisees back then. That was a major difference Steve Lynn and Jim Bugg made that happen). No PAC to speak of (Sid Feltenstein changed that). No franchise appreciation day (Bernie Browning‘s idea). No Education Foundation only an education committee (I think Sid Feltenstein is also responsible for that). No thought of diversity or minorities in franchising (Ron Harrison). No VetFran (Don Dwyer‘s idea during the first gulf war). No Second Tuesdays (if it was not Lane Fisher and Scott Lehr then they were responsible for making it grow as it has). Who would have thought we would be looking at using franchising to provide products and services to the poor in the emerging markets and yet today we have the Social Sector Franchising task force. No CFE (John Reynolds). No one would have thought of a franchisee ever being chairman (Steve Siegel was the first and Doc Cohen the second). No franchisees or suppliers forum leadership on the board (Joyce Mazero if I recall was the first Counsel of Suppliers chair on the board and Jeff Kolton was the second – although we had no vote then. Supplier membership on the Executive Committee did not exist (I had that privilege when I was supplier chair to be the first because of Gary Charlwood).

I remember the IFA chair years ago saying that he would never let a mattress salesman (his word for suppliers) ever being on the board. Suppliers got a board vote when Gary Charlwood was chairman). No suppliers elected to the board in their own name for six years (I was privileged to be the first and Lane Fisher the second). No women as chairman (Joanne Shaw was the first and Dina Dwyer the second). No major investment in research (Mike Isakson). I think Jim Amos when he was chair actually creating the first IFA long range strategic plan. When Don DeBolt became president of the IFA we were near bankrupt and look at the great financial condition we are in now (Russ Frith as Treasurer did an amazing job). We did a lousy job in lobbying years ago and now we have a huge public affairs team. We dealt with Coble and LaFalce holding hearings on relationship laws in Congress and those days are gone.

Yes a lot has changed over the years. We owe a debt to a lot of some very smart folks who were in the leadership back then who kept adding great elements to make the association better. Along the way we had some who were less than stellar also but for the most part, we have been fortunate by those who chose to be in the leadership. Lets not forget the amazing job Debbie Moss has done in growing and professionalizing the convention supported by a really professional team of staff.

Still with all of the change, growth and the better financial condition of the association, the culture of the IFA has not really changed. I expect that many of the members/leaders from years ago who have not been active in the IFA will be at the 50th anniversary. Some of them will be surprised and pleased how far we have come.”

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