For the first step that you know about the meaning of the franchise, then you can think of a business what would you buy. There are plenty of business for sale that can be found on the right site. You will get the privilege of offering a variety of established firms. You have the right to open a branch of the company and benefit from customers who have trusted quality from the larger firm. you will get more customers and profits of the big names that became the name of your business. This is an intertwined relationship between the business for sale and franchise. You can manage the largest company branch in your city.

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Owning many units takes a completely different set of skills than owning a single store, says Mark Johnson, CEO of the consulting firm MyFranchisePath.com in Virginia Beach, Va. Are you cut out to be a multi-unit franchisee, or would you be happier with a single store? Below, our experts offer some tips on how to tell.

Take it slow
Few would-be franchisees should jump right into multi-unit ownership, says Don Daszkowski, president and CEO of franchising resource FranchiseBuyersNetwork.com in Parlin, N.J. The exception is people with previous ­experience managing a multi-unit ­operation–say, your parents’ small restaurant chain.

Otherwise, he says, open one store and see if it’s profitable. Then, see if it pencils out as part of a multi-unit chain. Daszkowski says that often franchisees don’t count the true costs of running a unit without an owner/manager on the premises, as you’ll need to if you expand. If it takes two managers at $50,000 a year to cover the long hours you’ve been putting in at that first store, that makes a serious dent in the profit margin.

Also, work on developing a good relationship with the franchisor. If you don’t feel supported by them with one unit, you won’t want to open more.

Do what you love
The move to multi-unit operation signals a big change in how an owner spends his or her time. Instead of spending all day at the store, serving customers and overseeing employees, the multi-unit operator concentrates on hiring and training quality managers to oversee each unit.

“A multi-unit owner must be a delegator who’s willing to rely on good people,” says Johnson. “You need to be more of a coach, a leader with drive and vision.”

Would you enjoy mentoring workers, or would you miss the day-to-day contact with customers if you expanded? Can you let go of store-level responsibilities and empower others to make those decisions? You’ll need to if you’re going to succeed with multiple units.

Two other important skills in the multi-unit operators toolkit are site selection and fundraising, says Michael Seid, managing director of franchise consulting firm Michael H. Seid & Associates. With multiple units, it’s a plus if you have expertise in those areas, as you’ll be out looking for sites and raising money often.

Map your strategy
Where you open your additional units can help or hurt you. Ideally, you want your units to be near each other–but not so close that they depress each others’ sales, says Seid. Having all your units in one territory has numerous benefits: You can often save money doing joint advertising, it’s convenient for you to visit all the units regularly, and it’s easier to move employees between stores, promoting assistant managers or solving personality clashes.

Some operators sign up to be area developers, thereby guaranteeing adjacent markets will be available for additional stores. On the down side, examine whether operating more units would really be more profitable than operating one, Seid notes. Will you add more overhead such as a warehouse or a delivery fleet? Be sure to consider the costs of growth.

Get support
Franchisees seeking to expand should first learn how much assistance they can get from their franchisor. There should be substantial support, as franchisors save an estimated $5,000 to $7,500 for each franchisee they don’t have to recruit, notes Seid. So be sure to ask about franchise-fee discounts and any other available perks.

For instance, 10-unit Liberty Tax franchisee Dan Castellini attended training specially tailored to larger franchisees as he planned to add units. He came away from the training with a network of existing multi-unit operators he could call upon for help.

Show me the money
Financing one new store poses a challenge. Financing many–especially many that are opening at once–is vastly more difficult, especially in the current economic downturn. It’s generally a myth that one successful unit will throw off enough cash to fund the opening costs for a second unit. You’ll need good financial connections or cold cash to jump to multi-unit operation. And don’t forget you’ll need both opening costs and operating cash to tide each location over until it’s profitable.

“A lot of people just see dollar signs and think ‘Wow, the more units I open, the more money I can make,’” says Daszkowski. “But they don’t realize that all these units they’re opening aren’t going to be profitable for 18 months, and that’s a lot more working capital you’ll need all at once.”

Multi-unit success
Liberty Tax franchisee Dan Castellini, 33, operates 10 locations of the budget tax-prep franchise, including three new units he opened last fall. He initially tapped his 401(k) and home credit line to fund unit expansion, but later developed banking relationships to fund new store openings.

This year, he anticipates his locations will top $2 million in sales. He’s seen economies of scale in operating multiple units, particularly in administrative costs. He says now is a great time to expand.

“We were able to get more attractive rent rates on the units we opened last year,” he says, “and employees are plentiful.”

Because Castellini opened his first store while keeping his full-time job as a manager for Scotts Miracle-Gro, he learned good delegation skills from the start and was able to take an analytical approach to exploring when to expand.

“The No. 1 reason people fail going from one to two or multiple units is they tend to have an emotional connection to that original location,” he says. “It’s their baby–and that doesn’t work. You’ve got to empower people at the first store and then spend as much time and energy getting that second location off the ground as you did with the first.”

Key multi-unit terms
There’s more than one way to own multiple franchise units–you might purchase your locations directly from a franchisor or from a variety of intermediaries. You can also sign up for a hybrid role where you both open stores and recruit other franchisees. Franchisor consultant Michael Seid provides these definitions.

Multi-unit owner This is simply a franchisee who owns more than one unit, which may or may not be located near each other.

Area developer An area developer buys a large territory and is responsible for opening a required number of units within a specified time. The developer may operate several of the units themselves or may recruit other franchisees to open all the units.

Area representative This role generally doesn’t involve opening stores. The area rep buys the right to locate, sign up and service franchisees. In turn, they receive a percentage of the royalties paid by franchisees in their territory from the franchisor.

Master franchisee A master franchisee buys a territory from a franchisor and then essentially serves as a subfranchisor, issuing their own Franchise Disclosure Documents. The master franchisee signs up franchisees, provides services to them and receives royalties directly from them.

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When Mike and Deborah Parisi were looking for a franchise opportunity, they had only broad parameters in mind. They wanted something unique that would be good for the community, and they wanted to feel good about the products they sold. Doing some online research, they came across Pizza Fusion, a green restaurant franchise based in Florida that uses environmentally friendly practices in everything from building designs to food prep to waste disposal.

“It was the product that really spoke to us. It is the closest thing I’ve tried on the West Coast that tastes like the food you can get in Italy,” says Mike. “The green aspect showed us that the company was forward-thinking by taking America’s favorite food and modernizing it.”

Since the Parisis opened their first Pizza Fusion franchise in Clovis, Calif., last December, they’ve garnered a level of attention that they believe restaurants without such a commitment to green practices would not have seen–including coverage on most of the local broadcast news programs. The couple is planning to open another Pizza Fusion franchise within two years.

While no one is yet tracking numbers on how many green franchises exist or how many are coming down the pike, Alisa Harrison of the International Franchise Association–the industry’s largest trade group–says the green corner of franchising is definitely growing. The association has seen an increase in external inquiries about green franchises, as well as a bigger presence at industry events, she says. “We’re seeing it across the board, from existing franchises that are becoming greener to those who are building their whole concept around being environmentally conscious,” Harrison says. “The green trend has been growing for about 25 years now, but it has only recently become mainstream.”

Franchise consultant and blogger Joel Libava, the self-proclaimed Franchise King, agrees that green franchises are a growth sector. He founded the Green Franchise Directory last year to house information on what he sees as the future of franchising. “I’m not a ‘save the whales’ kind of guy 24 hours a day, but it’s important that we all think about the future,” Libava says. “People are choosing to spend their money with businesses that follow green practices.”

Going Green, With Care
One major challenge to the prospective green franchisee is that some of these business opportunities are part of established categories and others are relatively new types of businesses. That can make it tricky to evaluate the company, because newer products and services may not have the objective success criteria that more established business sectors have, Libava says. For example, while green restaurants can typically be evaluated based on traditional benchmarks for eateries, prospective franchisees of services like energy auditing or waterless car washes may have a more difficult time measuring how enthusiastically customers will embrace these concepts. Libava worries that some franchisees may ignore good business practices if they become too enamored with the green concept.

Rick Bisio, author of The Educated Franchisee, agrees. “Whatever business you get into, there have to be customers and there has to be demand,” he says. “The business has to be viable first, then the green considerations come in.”

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