For an integrated network, performance has historically been based on centralized management and uniform processes. But when a group transitions to a mixed or franchise model, tried-and-tested methods quickly show their limits.
Customer: Major player in car maintenance (integrated and franchised network)
Number of sites: 500 (200 branches, 300 franchisees)
Synergee modules: Reference system, Annual Accounts, Reporting, Budget, Real Estate, Contracts, Audit & Animation
The customer, a recognized leader in its sector, had a robust system for managing its branches. However, the arrival of franchise partners gave rise to new needs:
- Sharing standards while leaving room for manoeuvre,
- Animate the network without excessive control,
- Measure and compare performance despite different levels of autonomy.
OBJECTIVES
MAINTAINING THE GROUP'S COHERENCE
Continuing to manage with exacting standards, without rigidifying franchisee practices.
CHALLENGES ENCOUNTERED
- A culture of uniformity ill-suited to the diversity of the terrain
- Manual tools (Excel, e-mail) to manage an increasingly complex network
- Siloed data between branches and franchisees
- Performance indicators that are difficult to compare
DEVELOP NETWORK MANAGEMENT
Move from supervision to support, using shared tools.
UNIFY PERFORMANCE MEASUREMENT
Put everyone on the same indicators, customizable according to site status.
RESULTS AND PROFITS
- Increased involvement of franchisees in network animation rituals
- A single base, adapted to each profile (branch or franchisee)
- A clear, consolidated view of overall performance
- Enhanced animation, with a tool perceived as a support rather than a constraint
- Modules tailored to the hybrid model, thanks to a high degree of customizability
CONCLUSION
Moving from an integrated network to a hybrid network requires more than a change of tool: it implies rethinking the managerial culture, the circulation of information and the attitude towards the field. Adopting Synergee has enabled the group to embark on this transformation without abandoning its standards. Today, management is more fluid, decisions are made more quickly, and both franchisees and branches finally share the same reference points.