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Monday, July 13, 2026

Starting a franchise: why not me?

To demystify some misconceptions about franchising and explain how this economic model works, which attracts more and more candidates to start a business every year.

The French Franchise Federation: a key player in the ecosystem

The French Franchise Federation (FFF) is the leading organization representing nearly 200 member networks, accounting for approximately 40% of total franchise revenue in France. The FFF also brings together more than 60 experts specializing in various fields related to franchising: lawyers, accountants, geomarketing specialists, and network development consultants.

Beyond its institutional role, the federation owns the Franchise Expo Paris trade show and organizes several competitions aimed at promoting players in the sector, including the "Franchise Revelations" for promising young networks, as well as the "Franchise Ribbons", which reward personalities who have contributed to the development of the model.

The French Franchise Federation (FFF) also provides training and mediation services. In particular, it offers two training programs for aspiring franchisees: "Becoming a Franchisee" and "Becoming a Franchisor." These programs provide essential knowledge about how franchising works, as well as the legal, financial, and commercial aspects of the model.

A model present in all sectors of activity

One of the key takeaways from the conference concerns the diversity of franchise networks. Contrary to some misconceptions, franchising is not limited to fast food or retail. Approximately 90 sectors are represented: food, automotive, hairdressing, real estate, hospitality, personal services, healthcare, sports, and even crafts.

This diversity is also reflected in the size of the networks. Some are well-known national brands, while others are young, developing companies. This variety allows people with very different profiles to find a project that matches their aspirations, skills, and financial resources.

Deconstructing preconceived ideas about the typical franchisee

One common misconception is that you need in-depth knowledge of a sector to start a business in it. However, statistics show that 42% of franchisees have changed sectors from their previous profession. Furthermore, 85% of those who launch a franchise are former employees.

This statistic illustrates a strong trend: franchising has become a tool for career change. The franchisee is not necessarily an expert in the field they are entering. They benefit from initial training provided by the franchisor, with an average duration of 37 days. This training aims to transmit the know-how necessary to operate the concept.

The speaker emphasizes that it is not essential to be a baker to open a franchised bakery or a restaurateur to manage a franchised restaurant. What matters more is the ability to implement a proven model and manage a business.

A second misconception concerns educational attainment. Contrary to popular belief, franchisees are not predominantly university graduates. The figures presented indicate that:

35% have a level of education equal to or lower than a high school diploma;
44% have a Bac +2 or Bac +3 diploma;
only 21% have a Bac +4 degree or higher.

This data shows that success in franchising depends more on entrepreneurial skills, motivation and personal involvement than on academic level.

The third question concerns the average age of franchisees when they start their business. This is currently 35, compared to 45 about ten years ago. This trend reflects a significant rejuvenation of franchise candidates.

The studies cited also show that among French people wishing to start their own business, more than half consider franchising as a way to do so, and this proportion reaches 65% among 18-24 year olds. Younger generations thus perceive franchising as a reassuring way to access entrepreneurship.

Finally, the conference addresses the issue of personal investment. The average amount observed is around €43,000. However, this average masks a wide variety of situations. Some networks are accessible with only €10,000 to €20,000 of personal investment, thanks to less expensive concepts or new models such as lease management, commission-based affiliation, or participatory franchising.

Franchising: Supported Entrepreneurship

After deconstructing several prejudices, the speaker emphasizes what constitutes one of the main strengths of franchising: support.

Contrary to the sometimes-perpetuated image of the lone entrepreneur, the franchisee benefits from the ongoing support of their franchisor. Of course, they remain legally and financially independent. They remain the head of their business and are accountable for its results. However, they benefit from a framework, a methodology, and support that mitigate some of the risks associated with starting a business.

This reduction in risk is one of the main reasons for the growing success of franchising. The franchisee benefits from a well-known brand, proven expertise, and ongoing support.

The place of franchising among commercial networks

The conference then situates franchising among the different forms of commercial organization.

In organized commerce, three main categories are distinguished:

Integrated networks, such as Lidl or Zara, where all stores belong to the company.
Associated networks, such as Leclerc or Intersport, are based on cooperation between members.
Contractual networks, including brand licensing, concessions and franchises.

Franchising is distinguished by the existence of a contract that organizes the transfer of know-how, the operation of a brand and the support of the franchisee.

The performance of the franchise in France

The figures presented for the year 2025 demonstrate the strength of the sector.

France has more than 2,000 franchisor networks. Although their number has decreased slightly compared to the previous year, particularly due to difficulties encountered in certain sectors such as textiles, the other indicators remain very positive.

The number of franchised outlets continues to grow (+2.9%), while the sector's overall turnover increased by nearly 5%. Furthermore, franchising now exceeds the symbolic threshold of one million direct and indirect jobs.

These results illustrate the resilience of the model in a sometimes uncertain economic context.

The three fundamental pillars of the franchise

According to the FFF, three elements are essential for a network to be classified as a franchise:

The brand.
The know-how.
Support.

If one of these three pillars is missing, it is no longer really a franchise.

The brand

The brand is the first visible element. It includes the name, the logo, but also all the distinctive signs that allow the customer to identify the brand.

This also includes the layout of the points of sale, the colours, the furniture and the overall atmosphere of the concept. All these elements contribute to creating a recognizable and consistent identity across the entire network.

The know-how

Expertise is at the heart of the franchise model.

This refers to a set of methods, techniques, and procedures developed and tested by the franchisor. This know-how must be:

Secret ;
Substantial;
Identified.

It covers many areas: sales, business development, management, logistics, organization, procurement, and the use of computer tools.

In order to be transmitted effectively, it is generally formalized in an operating manual or know-how manual, accessible to franchisees throughout their activity.

The essential role of the pilot site

To demonstrate the effectiveness of its concept, the franchisor relies on a pilot site, that is to say a point of sale which it operates itself.

This site allows the company to test its business model, adjust its procedures, and demonstrate the financial viability of the concept. It also often serves as a training center for future franchisees.

The pilot site thus constitutes concrete proof that the know-how transmitted has already been successfully tested.

The support

The third pillar is support.

This process begins even before the store opens. The franchisor often helps the candidate find a location, prepare the bank loan application, and develop the business plan.

Assistance continues during the opening and then throughout the duration of the contract.

This task is generally carried out by network facilitators. These professionals play an advisory, monitoring, and liaison role between the head office and the franchisees.

They support entrepreneurs in managing their business, analyze their performance and ensure compliance with the brand's concept and standards.

The respective responsibilities of the franchisor and the franchisee

The conference emphasizes the balance of the relationship.

The franchisor provides:

The brand;
The know-how;
The training;
Assistance;
The network's overall strategy.

The franchisee, for his part:

Invested in his business;
Explore the concept;
Respect the network's methods;
Represents the brand locally;
Takes responsibility for the results of his work.

This relationship is therefore based on a partnership between two independent companies.

The financial aspects

The franchise's business model is based primarily on three financial contributions.

The entry fee corresponds to access to the brand, know-how, initial training and start-up support.
Royalties are paid regularly to the franchisor in return for assistance and support of the network.
Finally, a national advertising contribution finances the communication campaigns carried out to develop the brand's reputation.

The speaker points out that a personal contribution representing approximately 30% of the total investment is generally required to obtain bank financing.

The legal framework

Although no specific law governs franchising in France, it is based on a solid legal framework.

The European Code of Ethics for Franchising sets out good professional practices and aims to guarantee a balance in the relationship between franchisors and franchisees.

Furthermore, the Doubin law requires the delivery of a Pre-contractual Information Document (DIP) at least twenty days before the signing of the contract.

This document contains all the information necessary for an informed decision: network history, financial situation, market conditions, franchisee movements, contract characteristics, etc.

Tips for making your project a success

The choice of a brand should also be based on shared values, as the relationship between franchisor and franchisee is often long-term, with an average collaboration of around 14 years.

Franchising offers numerous opportunities, but success depends primarily on choosing a project that aligns with one's skills, aspirations, and personal circumstances. Ultimately, franchising appears as a particularly attractive pathway to entrepreneurship for those wishing to start their own business while benefiting from a structured framework, proven expertise, and ongoing support.

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