Franchises and chains
7 released templates. Each passed a check on test data; it is switched on in the panel by the director, and a person decides on every proposal. Example results are illustrative: the names and companies in them are made up.
Franchise standards
The problem it removes: Franchisees do things “their own way”
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What it does: Answers franchisees based on brand standards and checks location photo reports.
What a person decides: Violations.
For whom: Franchisees.
How to measure: Standards violations.
Example result: “Category: standards violation. Why: the brand’s Merchandising standard puts top sellers at eye level, but in the October 8 photo from location No. 7 they’re on the bottom shelf; price tags are in place. Next step: move them today and send a new photo by 18:00.”
Royalties and franchisee reports
The problem it removes: Franchisee reports come in late and with errors.
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What it does: Reminds about report deadlines, reconciles revenue, and calculates royalties.
What a person decides: The franchisee invoice.
For whom: Franchisees, franchisor.
How to measure: Reports on time; royalties collected.
Location audit by checklist
The problem it removes: After an audit there’s a hundred-row table, and the franchisee doesn’t know what to fix first.
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What it does: Uses the location audit checklist to show what’s violated, what’s critical, the deadline for each fix, and what repeated from the last audit.
What a person decides: Sanctions and the follow-up audit.
For whom: Standards manager, franchisee.
How to measure: Repeat standard violations.
Example result: “Situation: the location at 18 Syganak St. scored 82 of 100 against a norm of 85. Key point: the fridge thermometer doesn’t work — critical for food, and the same was found last audit. Options: 1) replace the thermometer today and send a photo — fast; 2) schedule a follow-up audit in a week — more reliable, but slower. Recommendation: 1 and 2 together. Today: message the franchisee about the thermometer.”
Ordering from head office
The problem it removes: Franchisees ask five times a week how to order packaging and supplies — the network manager gives the same answer each time.
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What it does: Tells the franchisee how to order goods from head office: by which day and how to submit, minimum order, delivery and payment — per network rules.
What a person decides: Exceptions to deadlines and order sizes.
For whom: Franchisee.
How to measure: Orders without follow-up questions.
Example result: “Aidos, orders for next week go in by Thursday 15:00 through the form in the partner portal. The minimum for cups is 2 boxes of 1,000. Delivery within Almaty is free, to other cities at the partner’s expense. Payment is by invoice before shipment.”
Royalty and marketing fee arrears
The problem it removes: Two locations haven’t paid the marketing fee for three months, and the network notices only at the annual reconciliation.
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What it does: Uses the charges and payments export to show which franchisees owe royalties or marketing fees, for which months, and whom to talk to first.
What a person decides: Handling debtors and sanctions.
For whom: Network finance director.
How to measure: Overdue franchisee payments.
New partner training plan
The problem it removes: A new franchisee opens in a month, training happens in fits and starts — and the location’s first week is full of mistakes.
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What it does: Uses the opening plan and network standards to draft a day-by-day training plan for the new partner: what to learn, who trains, what to check before opening.
What a person decides: Approving the plan and the opening date.
For whom: Network development manager, new partner.
How to measure: Standard violations in a location’s first month.
Example result: “Training plan for the Karaganda partner, opening December 1. Week 1: service and till standards — trainer Aigul, online. Week 2: a 5-day internship at an Almaty location — baristas and manager. Week 3: equipment start-up and trial shifts at their own location. Check before opening: every employee has a health certificate, the cash register is registered.”
Monthly network location ranking
The problem it removes: The network has twenty locations, and who’s lagging and why is visible only through the manager’s gut feeling.
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What it does: Uses the month’s location metrics export to compare locations on the same measures — revenue, receipts, average check, ratings — and shows laggards with the likely cause from the data.
What a person decides: Measures for lagging locations.
For whom: Network development director.
How to measure: Gap between the best and worst location.
Basis: product documentation; the platform code. This page describes what exists in this build, not what is planned.