Franchise Consulting Editing and Proofreading Services

Someone with redundancy money and no experience of running a business is deciding whether to buy a franchise, and the material in front of them is written by people who want the sale. A franchise consultant sits between the two — advising the franchisor on how to recruit, or the prospective franchisee on whether to sign, and sometimes writing documents that shape a decision worth a house deposit. Vague writing at that point is not merely unhelpful; it is where the complaints come from three years later.

We edit what franchise consultants and advisers produce — franchisee recruitment and prospect material, discovery day and validation call guidance, franchise operations manuals and system documentation, territory definition and mapping documentation, due diligence checklists and buyer guidance, franchisee agreement summaries and plain-language explanations, unit economics and investment breakdown documents, franchisor development plans and expansion strategy, training programmes and field support documentation, franchise advisory council material, resale and exit guidance, compliance and audit documentation, and dispute and remediation correspondence. Our editors work on documents that shape a life-changing purchase.

Buyer-side due diligence guidance is the most consequential thing a franchise consultant writes, and its quality is measured entirely in the specificity of the questions. A checklist saying "review the financial performance information" and "speak to existing franchisees" is a list of topics; a prospective franchisee needs the actual questions and the answers that should worry them. We write these so each question is one a franchisor can only answer with a number or a document — how many units opened in the last three years and how many closed, what the franchisees who left were told before they signed, what the total investment was for the last five openings against the figure in the brochure, how long the last three units took to reach the earnings shown; so the validation call section tells the buyer which franchisees to call, including the ones not on the supplied list, and how to ask about hours worked and owner's actual drawings rather than turnover; so territory, renewal, resale and termination terms are each posed as a question about what happens in the worst case; and so the guidance names the answers that should stop the purchase. Prospective buyers who take a document like this to a discovery day come back with real information.

Everything you send is treated in confidence, including franchisor systems, financial information and client material. We are editors rather than franchise, legal or financial advisers, and we offer no view on any franchise system, agreement or investment. What we can do is make the questions specific enough to be answered.