Lyndon Dauvergne is an Easy Cash franchisee in Caen (Calvados).
Associated with his wife in the store bought from his parents, he very quickly chose to join the brand's strategic committee.
A choice guided by past professional experience within the franchisor's company.
“An idea that comes from head office alone does not receive the same reception as when it comes from a store boss
,” he says.
Getting involved in the life of the network is not an obligation.
That takes time.
And yet... It's a good way for the franchisee to push their good ideas which will benefit others.
Concerned about adopting a CSR (corporate social responsibility) approach, Lyndon Dauvergne obtained the Responsible Brand label for his Caen store.
To win it, the company must comply with around fifty commitments which correspond to the criteria of the ISO 26.000 standard.
This individual approach - which may have seemed of little use - ultimately created momentum throughout the network, once it was demonstrated that it improved the store's performance and image.
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Lyndon Dauvergne does not take this type of initiative alone.
He goes once a quarter to the Bordeaux headquarters of Easy Cash to talk with his colleagues.
“During these periods of meetings and reflection, there is also information gathering which saves us precious time in setting up in store
,” he says.
Likewise, franchisee of Cuisines Venidom in Orléans (Loiret) since 2022, Pierre-Michaël Groussier very quickly took the step of joining the brand's reflection committee.
“I am young in the network,”
he analyzes.
But I was previously an employee of the Cuisines Schmidt and Ixina franchises.
I was able to develop certain skills in sales technique there.
Today, I am sharing it with other franchisees in the network, who do not necessarily come from the kitchen profession.”
A better understanding
If the franchisees are indeed moving the lines, it is also the role of the franchisor to innovate in the animation of its network.
Christophe Fargier, founder and president of Ninkasi pub-restaurants (25 establishments), is thinking about a new form of organization.
“I would like to transform the franchisor structure into a cooperative structure,”
explains the manager.
It would not be a right but something that would be open to those who have proven themselves.
Over time, I realize: although we are partners with the franchisees, there is always suspicion towards the franchisor.
By opening the structure, there would undoubtedly be a better understanding of everyone’s issues.”
Christophe Fargier does not carry out this reflection alone and he would not be able to implement it without the help of the franchisees.