Business management · Franchise Network
Units, franchisees, territories, and contracts in one set of records. Reported sales become royalties and marketing fund with the math shown, billing goes to accounts receivable, new stores get an opening checklist with deadlines, field visits become a score and an action plan, and franchise candidates cannot sign before the Franchise Disclosure Document (COF) reaches the legal waiting period. At the end, a ranking with a health score shows which unit needs help and why.
The problem and the fix
If any of these situations sounds familiar, it is because they happen in almost every graduation company, until the right system comes in.
Each unit's royalty is calculated in a spreadsheet only one person understands, and franchisees dispute the amount every month.
Batch calculation of the period with the breakdown saved: base, tier, minimum, fund, fees, and adjustments. The franchisee sees the same math as the franchisor.
The contract was signed three days after the disclosure document was delivered, and nobody noticed the legal risk.
A contract only becomes active after the disclosure waiting period counted from delivery. The screen shows a countdown and the server rejects early activation.
We sold a franchise in a city that was already another unit's exclusive territory.
Territories by city, state, ZIP code range, or radius, with a conflict check before saving and automatic reservation while the candidate is under review.
New stores always open late, and the delay is only discovered in the week of the opening.
Openings with tasks, owners, and deadlines calculated from the start. The opening forecast shifts on its own by the longest delay, and a unit cannot start operating with a pending required task.
The consultant visits the unit, writes notes in a notebook, and the nonconformity is forgotten until the next visit.
Audits with a checklist, weights per item, critical items, and attached evidence. Each nonconformity becomes an action plan with a deadline, and only another person can mark the plan as solved.
The network has fifty units and nobody can tell which ones are at risk before a franchisee asks to leave.
Health score per unit calculated from growth, on-time payment, audit score, action plans on track, and on-time sales reporting, with an at-risk alert before the problem turns into a termination.
In practice
Everyday situations at graduation companies, from the problem to the result, using the modules on this page.
At every close, three franchisees questioned the tiered royalty amount, and the answer took days.
The calculation started running in batch the day after the reporting deadline, with the breakdown showing the tier and the minimum applied. The simulator answered right away how much the unit would pay with different sales.
The discussion turned into checking numbers, and any remaining correction went in as an adjustment in the next period, without reopening the closed month.
Two units reported their sales late every month, and billing for the whole network waited for them.
Those units got an estimated calculation from the average of the last three bases, flagged as estimated, and a missing report alert was opened for the consultant.
The network billed on time, and when the report arrived the difference went in as a credit or debit adjustment the following month.
An approved investor wanted to sign the contract and pay the franchise fee on the same day they received the disclosure document.
The pipeline showed the disclosure release date on the candidate card and rejected the move to the contract stage before it. Their territory stayed reserved during the wait.
The signing happened on the right date, the conversion created the franchisee, unit, and contract at once, and the franchisor stayed within the law without relying on anyone's memory.
Field visits produced good-looking reports, but the same failures came back at the next visit.
The checklist started generating an action plan with a deadline for every nonconformity, with proof of the fix attached and verification done by another person.
Overdue plans showed up in the morning alerts, and the average audit score became part of the units' health score.
How it works
Every step is a real module, and what comes out of one goes into the next without anyone typing it again.
Module by module
10 modules and 72 features on this page, all running on the same class, graduate and event records.
Who runs each unit, where it is, and what stage of life it is in.
The contract drives the fees, and the law drives the disclosure waiting period.
From reported sales to the amount due, with every step of the math visible.
What each unit owes, since when, and how much it already costs.
From signing to opening day, with every task, deadline, and owner.
The field visit becomes a score, and every nonconformity becomes a task with a deadline.
The bulletin reaches the right units, and the network knows who read it.
From interested prospect to contract, without breaking the law or stepping on anyone's territory.
Which unit is doing well, which needs help, and why.
Each franchisor role sees and does only what belongs to it.
Compare the modules and choose the setup that fits your operation.