Unlike independent businesses, franchise owners work in conjunction with their franchisors and receive ongoing resources and support to run their operations. This often proves to be a fruitful partnership in which both sides benefit and learn from each other. Relationships, both good and bad, can form over time, and the nature of those connections can impact the success of the business.

Franchise Update asked several multi-unit restaurant franchisees about how they have developed a productive relationship with their franchisor and if they had any tips for effective communication. Several franchisees recommended viewing the relationship with their franchisor as a partnership based on mutual respect and aligned goals. They also said franchisees should stay engaged with the brand, be open to constructive feedback, and provide suggestions and solutions to any problems.

One common theme about the communication between franchisees and the franchisor is that it should be open and consistent. Several franchisees used the word “transparent” about the ongoing dialogue with franchise executives. Like any relationship in life, gaps in communication or any hint of distrust can harm a strong partnership.

There are many benefits to operating a franchise business. Whether it is marketing, training programs, menu items, or technology platforms developed by the franchisor, they are each in place to help franchisees focus on running their business. In this week’s Franchisee Bytes section, we asked other restaurant operators about the two most important things they rely upon from their franchisor. See their responses below to learn more about which areas of support matter most to them.

Nandini Mangroo

Company: Five Guys Taverns, LLC
Brands: 3 Taffer’s Tavern
Years in Franchising: 6

A strong franchisor relationship comes down to alignment and transparency. From day one, I’ve approached it as a true partnership. We’re both invested in the long-term success of the Taffer’s Tavern brand. Consistent communication is key. That means sharing what is working, being honest about challenges, and staying open to constructive feedback. At the same time, it’s important as an operator to bring solutions to the table.

My advice to other current or aspiring franchisees is to stay engaged, be proactive, and treat the brand standards as a foundation, not a limitation. When there’s mutual trust and a shared vision, the relationship becomes a real driver of growth.

Andy Kumar

Company: Kumar McDonald’s
Brands: 19 McDonald’s
Years in Franchising: 8

A productive relationship with McDonald’s comes from transparency, consistency, and mutual respect. I stay engaged, whether it’s participating in co‑op initiatives, sharing data‑driven feedback, or collaborating on new programs. I’ve learned that franchisors value operators who bring solutions, not just problems. Clear communication, timely follow‑through, and a willingness to pilot new ideas have helped me build trust. At the end of the day, we all want the same thing: great restaurants, strong teams, and satisfied guests.

Brian Bailey

Company: Team Bailey
Brands: 160 Domino’s
Years in Franchising: 38

We have a strong partnership with the brand, and I believe that starts with leading from the front. The best franchisor-franchisee relationships are built on trust, transparency, strong execution, and open communication. My advice is to stay engaged, be direct but respectful, and always approach the conversation with the mindset of building something better together.

John Schissler

Company: J&M Hospitality
Brands: 10 Chicken Salad Chicks
Years in Franchising: 11

A productive relationship requires effort from both parties, and we’ve been fortunate to have a franchisor like Chicken Salad Chick that prioritizes clear, consistent communication across the system. Engaging with the franchisor when they are rolling out new initiatives, participating in online and in-person events, and utilizing the resources and support teams they provide are all ways that we have invested in that relationship. There are times when detailed communication, such as calls or feedback forms, is necessary, but often the best way to keep communication flowing both ways is simply acknowledging what’s being shared. The Chicken Salad Chick team does a great job of ensuring franchisees are informed, and a quick “received” response lets them know the information hasn’t gone unnoticed and is valued.

Franchisee Bytes

What are the two most important things you rely upon from your franchisor?

I rely on my franchisor to protect and strengthen the brand not just through procurement and marketing, but also through operational standards that ensure consistency for our guests across the entire brand. I also expect a true franchise partnership, one that listens, adapts, and supports. There must be open communication and respect with decisions being made to foster better training, operator profitability, and sustainability.
-Lisa Starnes, Franchise Owner, Starnes Holdings, 8 Captain D’s

Clear systems and processes, along with a strategic and effective marketing plan. These two pillars help drive consistency and growth across our locations.
-Lawrence Kouri, Multi-Unit Owner-Operator, 22 Dave’s Hot Chicken

Brand support and consistency. Having strong marketing, menu innovation, and training resources from the franchisor allow us to focus on execution at the local level while keeping the guest experience consistent across every location.
-Misha Punwani, Multi-Unit Franchise Owner, 16 Playa Bowls

Great products and high standards across the franchisee community. Guests know the brand, not the franchise owners, so if they have a bad experience at a store in a different town than where I operate, they will not come eat with us at ours.
-David Weeks, CEO, The Bean Team, 9 Barberitos, 8 Dunkin’, 4 Newk’s Eatery, 1 Dunkin’/Newk’s co-brand

Consistent product quality and strong national marketing support.
-Matt Davis, President, The Davis Restaurant Group dba the Honey Baked Ham Co., 22 Honey Baked Ham

Effective marketing that grabs people’s attention and attracts them into our stores. We also expect the flawless execution of initiatives.
-Tom Lovelace, Owner/President, Tom Lovelace Group, 96 Papa Murphy’s

Brand protection and support. The franchisor needs to be there to protect the brand that every franchisee signs up for. Protecting it from competition and supporting franchisees when they need help to keep the brand to the standard it deserves.
-Andy Cabral, CEO, Vigario Management, 25 Dunkin’, 9 Baskin-Robbins