Case Study
Author: Frank Grossi | 5 minute read
The Opportunity
Franchisees and HQ were chasing the same commercial customers.
Franchise systems grow commercial business two ways at once. Headquarters signs national service agreements, and local owners build relationships with the same customers’ facilities. Without agreed rules the two collide. Customers get calls from several parts of the same brand, owners guard the accounts they hold, and headquarters signs agreements it cannot always support. Commercial customers want one point of contact, a fast response and pricing that matches the agreement they signed.
- Agreements took up to two years
- No rules across territories
- No single face to customers
- Vertical expertise undefined
The Approach
- Interviewed franchise owners, HQ leaders, customers, brokers & consultants: The discovery listened to every side of the conflict, including the customers who experience it, brokers & consultants who steer large jobs, & franchise owners who produce the work.
- Mapped the commercial customer journey and its seven critical success factors: The customer journey work separated table stakes (Speed, quality, budget control) from the factors that win the next job.
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Defined what counts as a service agreement and drafted rules for each scenario: The agreement & territory work gave leadership a common definition and a set of scenarios to decide on, rather than a
list of complaints. - Set certification and capability needs across 85 commercial sub-verticals: The vertical work showed which certifications apply everywhere and which win specific verticals.
- Delivered a roadmap and a three-playbook design the client took into build.
The Outcome
The business case forecasts 1,000 more jobs and $40M more revenue a year by 2030. Leadership used the findings to commission three connected playbooks, one each for owners, sales and production.
+$40M a Year
Franchisee revenue by 2030
+1,000 Jobs
More commercial jobs a year
