Role of a Franchise agreements and your growth strategy

By Wun Wenna


Know what, or which parts of your business you wish to franchise.
Is it the product or what’s in it?
Is it the entire system or certain parts of the know-how? Are you franchising part of your business or all of your business? What are its selling points? What makes it different? Why would this be attractive to the franchisee? Will you be concurrently developing your product or a part of it, say its brand name? The answers to these questions (and more, this is not an exhaustive list) will help sharpen your focus on which aspects are fundamental to you, and those are likely to require protection. Either by law or by contract or both. For example, the intellectual property associated with your product and business (usually the trademark and trade names) you would want to retain, in order to protect against third parties’ and franchisee’s unauthorised use. Do assets need to be transferred for the successful running of business operations? How about training and marketing, how important are these? How will you transfer the skills required to run the franchise business? How much marketing is required? Can these be reduced to a standard operating manual, or are there parts which should not be shared? Establish what’s important to you, as franchisor. Deal with these issues in the Franchise Agreement. Make clear your stand. If the franchisee is not agreeable to the terms, better to know early than start a relationship and have to unravel further down the line.



Know why you are franchising. Are you building, sharing or giving? Determine the nature of relationship with franchisees. What role does the franchisee play in your plan? Who needs who? To maintain a successful long term relationship, you will need to strike a balance. How much control? Who puts in the resources? Work out the numbers. Make this clear. Set pre-determined parameters, performance targets. Be realistic. When it’s time to part, part amicably. Consider post termination provision such as non-compete provisions. Know your options in each scenario, and make plans accordingly. Set the expectations right. Write all these in the agreement.


Staying local for now? There are no specific laws regulating the ongoing relationship between franchisee and franchisor. Depending on how you structure the relationship with the franchisee, certain legislation may regulate various aspects of franchising, such as the Multi-Level Marketing and Pyramid Selling (Prohibition) Act, Competition Act, Income Tax Act and Unfair Contract Terms Act. Crossing borders, you will need to think about the legal barriers
in each local market such as competition law, restraint of trade, foreign trade and investment regulations (e.g. China and Vietnam), double taxation laws and relief, specific franchisor/ franchisee regulations (e.g. US, Australia) and laws.


Get your structure right from the start. Plan, research and do your homework. Work out your sums. Know your product, and what you need to protect.

Write these in the Franchise Agreement. Start your Franchise Story. Right it.

The importance of aWell documented Standard Operating Procedures Manual

By: Hsien Naidu


In the process of growth, business processes change and evolve. One of the most useful systems to streamline your business is having a Standard Operating Procedures (SOP) manual.  This manual lists the all the tasks that are essential for your business success, how to do these tasks, and who is responsible for the tasks listed.

Having an SOP improves productivity and ensures replicability. While many think about it as customary and do it for the same reasons, there are other important reasons to document the process. Documenting helps the organization gain long term primary and secondary benefits which have been listed below:

Reduced Operational Ambiguity:

The key reason for documenting any process is the fact that it reduces operational ambiguity. The next time there is a confusion regarding who is supposed to do what or what are the best practises following which a task needs to be performed, one can refer to the SOP to understand what needs to be done and who needs to do it.

Reduced learning curve/training time for new employees

When training someone new, a well documented SOP can reduce the time needed to on-board them. An effectively documented SOP is a great time-saver and confidence booster for the new employee.

Ensured business continuity

Having an SOP also reduces total reliance on key staff, allowing operational process to go on when a key staff become unavailable. By referring to the SOP someone else can take over the urgent tasks and do them correctly the first time.

Standardized processes

The SOP makes it easy to find out what policies and procedures are in place to handle repetitive situations/tasks. This makes the process transferable from one person to another.

Training Material

The SOP also serves as the back bone of developing training material to help new resources move up the learning curve faster. The documentation acts as the training manual and covers the syllabus as well as provides notes to educate the resources. This can be supplemented with on the job hands on floor visits for better and faster creation of efficient resource.


An effective Audit list can be derived from an SOP. It should cover operational standards, service standards, and other overall quality related standards. This means that the user will have no reason to use the age old “I did not know” answer as all the items covered in the Audit, are distilled from the SOP.

A SOP is a living document, which means constant update is necessary. Change is a constant. We recommend a quarterly review to maintain that standards are maintained the way it is meant to be.


For help in documenting your business’s Standard Operating Procedure Manuals, Contact


By Lee Shy Tsong

Senior Partner

Donaldson and Burkinshaw


There are many reasons that motivate a franchisor and franchisee to formalize their agreement with a Franchise contract. Benefits of a Franchise agreement are listed below.

  • Allows greater flexibility since parties are free to negotiate terms of the FA and determine scope of agreement
  • May attach ancillary documents, refer to the applicable legislation, provide for alternative dispute resolution through arbitration and mediation clause
  • Allows parties to frame relationship between franchisor, sub-franchisors and franchisees
  • Parties are at liberty to craft the contractual relationship as desired. E.g. Franchisor may choose to deal only with sub-franchisor and transfer certain risks associated with managing the franchisee to the sub-franchisor
  • Allows parties to make provisions for all contemplated circumstances
  • Provide for termination, or restrict/ impose conditions on transfer of interests or rights under the FA
  • No restriction on financial returns to be agreed from the franchising scheme
  • Allows parties to negotiate for the proportioned amount
  • Supplemental terms may be added through addenda, supplemental agreements and side letters
  • Protection of the know-how
  • Can include non-competition clauses or covenants not to compete. May not be entirely effective because of the general public interest for competition. Therefore these clauses will be limited in their scope and duration.