Article by Matt Lavinder, New Again Houses
It’s becoming increasingly clear that franchisors who invest in meaningful internal programs for their franchise owner networks benefit from increased participation levels, enhanced networking opportunities, higher engagement levels, and more overall synergy – highly desirable outcomes any brand should strive to meet. Some of the most common internal initiatives we see in the franchising world today include programming such as franchise owner advisory councils, performance-based incentive programs, annual conferences, award programs, and peer-driven educational opportunities.
Obviously, there are many avenues for brands to consider, provided the enduring goal of these programs and initiatives are to spur more engagement, build new synergies, and foster a sense of pride in ownership. The executive leadership team and franchise development teams who create these internal programs should evaluate their effectiveness and be willing to update certain features to drive continual improvement.
It’s also important for forward-thinking brands to engage in feedback sessions designed to examine why these internal programs matter, as well as their effectiveness. When reviewing real-world examples of the various internal programming that follows, hopefully you’ll be inspired to invest in initiatives designed to benefit the network as a whole. Because when they work as intended, everyone from the top down stands to benefit.
Franchise Advisory Councils (FACs): The Crown Jewel of Internal Programming
In a concerted effort to drive franchise owner engagement at the unit level, perhaps nothing has more impact than the establishment of internal Franchise Advisory Councils (FACs). These select groups are best described as a committee of accomplished franchise owners either appointed by the brand’s executive leadership team or voted in by their peers. Many members of these esteemed councils are often chosen because of the success they’ve achieved as franchise owners – making it an honor to serve.
What does having a seat at this proverbial table mean for these standout performers? To begin with, it provides them with a meaningful opportunity to share their own unique perspectives as owners and stakeholders. Essentially, they have the opportunity to share a representative viewpoint, voicing their opinion of the brand’s operational procedures, processes, systems, as well as sharing helpful advice on the brand’s overall direction.
IFA Survey Reveals Robust Participation
Just how common are these FAC roundtables? Thanks to the International Franchise Association’s (IFA) 2025 Annual Franchisor Survey, we can get a fairly good idea. The survey was comprehensive in scope, with participation from more than 170 senior-level executives representing more than 230 individual brands. According to the respondents, nearly 80% of franchisors reported having some form of an internal advisory council. The responses revealed the primary purpose of these internal councils was to foster franchise owner engagement and gain additional perspective on the brand’s governance strategies.
Of the remaining 20% of brands who did not have an established FAC, most maintained some form of an internal leadership group. As one might expect, the bigger or more mature franchise networks led the way with highly functional FACs, with many of the smaller or emerging brands lacking the numbers required to establish a decent quorum.
In summation, what the IFA franchisor survey revealed is that the establishment of franchise owner advisory councils and other internal-related programming play an ever-increasing role in maintaining vibrant and engaged networks.
What’s the Inherent Value?
Contextually speaking, how are advisory councils inherently valuable to franchise brands? To borrow a phrase from poet Elizabeth Barret Browning, “…let me count the ways.” Aside from the obvious advantage of having open and transparent communication between franchisor and their network of franchise owners, brands who invest in franchise owner advisory councils also benefit from:
- An environment based on mutual trust, when franchise owners feel empowered to speak to the brand’s executive leadership team directly about their concerns
- An opportunity to collaborate on key issues that define the brand’s strategic direction
- An opportunity to engage in meaningful discussions that lead to more informed decisions
- The ability to deescalate and diffuse potential conflicts before they metastasize into bigger problems down the road
- An opportunity to “stress test” major initiatives prior to rollout and adoption – especially tech-related advancements
- Experiencing a collective approach to risk management that takes several different perspectives into account
It’s clear that there are many mutually beneficial advantages to supporting franchise owner advisory councils, not the least of which includes more legitimacy and trust between the parties. It’s one thing to establish an internal advisory council. But it can be something completely different when the group receives the proper amount of investment, buy-in, and support. FACs need nurturing over time and require careful contemplation as to who will participate and represent the franchise owner base. Put the right people in place, give them the tools and resources they need to become an effective voice, and you’ll be well on your way to creating a network that is present, engaged, aligned, and above all – resilient.
Using Incentives to Build Loyal Networks
In addition to the proliferation of franchise owner advisory councils, many brands are having success with internal Incentivization programs designed to foster more engagement and participation across the network. Many brands have taken a page from high-profile retailers who have enjoyed long-term success with proprietary customer loyalty programs. Like any astute observer, franchisors have taken note of the power of incentivization and are increasingly embracing these bonus programs to retain franchise owners, recruit new candidates, and recognize top performers in an effort to spur engagement at the unit level. Another benefit can be seen in the way franchisors tout incentive programs as a means to differentiate themselves in highly competitive marketplaces. Not only can they utilize incentivization to target specific candidates, but they’re often bundled with other initiatives as a recruiting tool, such as discounted fees or deferred royalty payments.
Annual Conferences and Award Programs
Our brand, New Again Houses®, recently wrapped up our fifth annual franchise owner conference, in which we hosted 60 franchise owners from across the country. Each year, we develop a central theme for the three-day affair, with this year tagged as “The Playbook: The 2026 Tactical Advantage.”
For our network of fix-and-flip franchise owners, these conferences are an excellent way to rally the troops, getting them motivated to return to their territories with newfound vigor. This year, in addition to hosting an inaugural vendor fair comprised of our most valuable networking partners, attendees had the opportunity to attend constructive workshops such as “Risk & Reward Playbook: Maximizing Gains in 72 Hours,” and another popular session entitled “The Real Estate Operators Playbook from Cashflow to Commitment.”
One of the most memorable highlights was the awards banquet, held on the final evening of the conference, in which our executive leadership team had the pleasure of recognizing our brand’s top performers for excellence in several categories.
Closing Thoughts
As franchisors, we’re by no means unique in having an internal advisory council, hosting annual conferences or investing in other internal programming. Our franchise owners look forward to our weekly roundtable calls, in which every owner in the system has an opportunity to discuss a particular topic. Once engaged, we then break into small groups to consider workable solutions. We conduct these group-think sessions because it’s a great way to keep the network active and in touch with one another – everyone aligned in our mission to succeed at the unit level. It’s all part of the concerted effort we make to ensure our network remains engaged and collaborative. We invest in this programming because, like many other franchise brands, we’ve learned that initiatives and activities such as these can have a positive and lasting impact on the long-term health and success of our brand.
Matt Lavinder is the Founder and President of New Again Houses®, a real estate redevelopment and technology franchise specializing in the entrepreneurial acquisition, renovation, and profitable resale of older homes – adding value through construction upgrades. Backed by a proven business model, proprietary analysis software and an exclusive, $34 million in-house lending relationship with Alta Capital, New Again Houses has grown to 63 locations throughout the U.S. Matt can be reached at matt@newagainhouses.com.
