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What makes a good operations manual? [part two]

Sarah Stowe

With experience spanning McDonald’s, Krispy Kreme, The Franchise Relationship Institute and now Narellan Pools, Debb Meyer has seen the value to a franchise system of a good operations manual.

“The operations manual is the bible for the system; at McDonald’s we lived and breathed it.”

Meyer admits though that a small system might simply be documents here and there, but as the system grows, she says, all this information needs to be brought together to form a fully functioning operations manual.

To do a good job the manual needs to be focused on more than how to operate the business, she says – valuable back office information such as how to hire a team and recruit top talent is vital.

“How do you manage cashflow, how do you work out your accounts? This is important because back of house as where franchisees will fail.”

HOW EASY IS IT TO USE?

On top of content, the style and presentation needs to be considered. “If someone is online at 10pm on a Saturday night after a full day at work, how the manual is written is really important.”

Meyer believes in employing a professional to write the content.  “It is fundamental to the general development of a franchise system.

“It’s hard to tell all franchisees to do something and so this is a critical investment to document the system. It’s critical to follow systems. If it’s not clear and concise it’s hard to manage.”

Of course the practical elements of the business need to be recorded with team members able to access information such as how you install a pool [below].

While Meyer is convinced manuals should be online she admits it can be a challenge. “The average age of our franchisees is about 50 and moving from hard copy to online isn’t easy. But it is more accessible and more cost effective. Franchisees can’t ignore technology these days.”

Even though emerging franchisors don’t invest they do see the necessity for online, she says. Updates are easy so there are no excuses.

The focus for Meyer is people, sales, profit, leadership. Even multi-unit models are a focus with a succession planning section included in Narellan Pools’ operations manual. 

But the power of the manual is dependent not just on the franchisee network but on the franchisor team embracing it as a tool. The franchise team needs to be passionate about directing them to the manual, says Meyer.

The business is built from the operations manual.

  • Read part one here

Debb Meyer is strategic adviser to Narellan Pools