Why do I need an Operational Manual ?

You need an Operational Manual to:

• Copyright your ideas, know-how and trade secrets - ie. by documenting your business system you can protect your Intellectual Property.
  
  
• Fulfil your contractual obligations - ie. it is an obligation under the Franchise Agreement to provide a copy of the manual, on loan, for the duration of the contract.
  
  
• Re-inforce the terms of the Agreement.
  
  
• Set - and enable you to maintain - quality standards.
  
  
• Impose conformity across the developing Network
  
  
• Impose uniformity across the developing Network.
  
  
• Provide a means for monitoring and control.
  
  
• Set benchmarks for continuous improvement.
  
  
• Provide the vehicle for updating and introducing new systems.

How will an Operational Manual benefit my Franchise ?

A well-documented Operational Manual will help you to achieve:

• Greater efficiency.
  
  
• New levels of customer satisfaction.
  
  
• Greater customer loyalty.
  
  
• Stronger links between you, your franchisees and your customers.
  
  
• Improved understanding of the partnership and franchising.
  
  
• Well targeted help and advice from your Franchise Support Office
  
  
• A reduction in the number of unnecessary enquiries.
  

How should I structure the Operational Manual ?

For a comprehensive Operational Manual, you should consider developing your manual in four main parts:

• Part One: Set Up & Support (Optional)
  
  
• Part Two: Operating Requirements (Mandatory)
  
  
• Part Three: Management Requirements (Mandatory)
  
  
• Part Four: Business Development (Optional)

How can I maximise the value of the Operational Manual ?

The Operational Manual should be developed to fulfil four main functions - ie:

• As a comprehensive reference resource.
  
  
• As a training tool:
  
  
  • For the Franchisor at Induction Training; or
    
    
  • When operating at arm's length.
    
    
  • For the Franchisee when training staff.
    
    
• As a marketing tool.
  
  
• As a Business Development tool.

It should:

• Underpin the Franchise Agreement.
  
  
• Define your core values.
  
  
• Describe, precisely, your definition of 'quality'.
  
  
• Identify the franchisee's responsibilities.
  
  
• Ensure franchisees and staff understand their role in attaining quality.
  
  
• Set new standards in customer service.
  
  
• Set benchmarks for improvement.
  
  
• Document the main operating requirements.
  
  
• Document the main management requirements.
  
  
• Dovetail with existing documentation - eg. via cross-references.
  
  
• Provide accurate Franchise Support Office reference points for help and advice.

What title should I give the Operational Manual ?

The title 'Franchise Manual' is a generic term used to encompass all the written information that will be used to set-up, operate and develop a franchise.

However, the title you use should mirror that used in your Franchise Agreement - usually Operations Manual, Operating Manual or Operational Manual.

How can I make the Operational Manual user-friendly ?

Important features to consider include:

• Using an appropriate publishing method for the type of user - ie. hard copy or e.format.
  
  
• Setting a common style to run parallel with the corporate image and applying it throughout.
  
  
• Developing an easy to follow, logical structure.
  
  
• Applying a good and consistent method of indexation.
  
  
• Compiling a comprehensive Table of Contents.
  
  
• Providing a good system of consecutive cross-referencing.
  
  
• An appropriate viewpoint for communicating procedures and an unambiguous way in which you must reinforce the terms of the Franchise Agreement.
  
  
• Creating a simple, easy to read visual presentation for the pages, which makes use of graphic white space, with a plain, sans serif typeface.
  
  
• Adopting an easy-to-update format.

Why should I consider using an external resource such as Manual Writers ?

Many of our clients - large, medium and small, new and established - have attempted to write their Operational Manual in house. They either used us as an external resource because they needed professional guidance and/or authoring, editing and publishing skills; or they attended one of our workshops.

• Some found it impossible to fit writing the manual into their busy schedule.
  
  
• Other priorities were always more pressing - or preferable.
  
  
• Information provided by colleagues often turned out to be operating not operational - ie. they listed the tasks to be undertaken but failed to describe how these tasks must be carried out.
  
  
• The in-house writer failed to approach the subject objectively and, because of familiarity, could not describe the procedures precisely. To prove a point, how many of us complain about some manufacturers' instructions for home use !
  
  
• Their manual was drafted in a number of different styles and from different viewpoints, which would have made it difficult for their franchisees to follow.
  
  
• They did not know how to underpin the terms and conditions of the Franchise Agreement.
  
  
• They kept rewriting, but never finished, the draft because their Business System was continuously evolving and improving during the first year of Pilot operation.
  
  
• They could not move on from a list of headings - or from a blank piece of paper.

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© Manual Writers International December 2000

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