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Around 1995, I was asked to write a paper for Continuing Legal Education (CLE) in British Columbia on legal issues relating to franchise law. As I recall, the program was called Advising Small Businesses and it was geared to assist general lawyers who might need specialized information on legal areas they might not see very often in general practice. Different lawyers were asked to write papers from their areas of specialty such as trade-marks, corporate tax, estate planning, and, if memory serves me, there may have been one on entertainment law as well.

The program was designed to give the general lawyer a starting point on areas of law he or she might not have day-to-day experience with, which would enable him or her to get up to speed in that area and competently advise the client (or failing that, call the author for the real answer).

I was asked to cover franchise law because franchising was perceived to be a boutique legal area that the organizers thought was important for the general practitioner to know something about. After all, a franchise agreement is one of those things that lands on a lawyer’s desk from time to time. It would help if the lawyer knew how to deal with it (or failing that, who to refer the client to).

The fact that I was asked to write a paper on franchise law was not unusual. Since 1988, franchise law has been the largest part of my legal practice, and by 1995, I had written numerous franchising-related articles for magazines, legal publications, CLE, and newspapers across Canada. I still do. I also regularly speak about franchise law at franchising conventions, trade shows, and at least one law school, and have recently served as the legal advisor to the Canadian Franchise Association in British Columbia.

Until 1995, most of my writing had been geared to the needs of the franchisor. I would write or lecture about “Starting a franchise,” “Expanding a franchise,” “How to make more money out of your franchisees,” or “How to enforce your franchise agreement against a franchisee.”

Like most books and articles on franchising in Canada, my writing and speaking were targeted to the needs of what I call the “head office” types — the corporate executives from Toronto or Vancouver or the United States who own or manage the Tim Hortons’, McDonald’s, and Jiffy Lubes of this world. These head-office types or “franchisors” tended to pay their lawyers lots of money to draft the franchise agreements, subleases, security agreements, and other contracts that govern the franchise relationship.

Around the same time, it occurred to me that nothing I had written had ever been geared to the small-business person who actually bought the franchise rights; the one who took the risk and borrowed money against the family house; the one who invested the severance package into the actual “store” where you get your donuts; the husband and wife who buy the franchised business, pay its debts, pay the employees before they pay themselves, pay the rent, order and count the inventory, cut a cheque for the royalties, and answer to the franchisor when things don’t go well. To my knowledge, there was little or nothing of a legal nature for the people who reap the rewards if the venture succeeds but who lose their shirts (and perhaps their houses) if the venture fails.

In fact, what written material that was out there in Canada (when compared to the United States) mainly assisted franchisors and their lawyers, enabling them to “draft around” or otherwise deal with particularly unhelpful court decisions. In short, I discovered that there was very little written legal material to guide prospective franchisees in making one of the most important business decisions of their lives.

As the lawyers who would be reading my original CLE paper were not likely to be representing the franchisors, I decided to write my original CLE paper from the perspective of the franchisee. It was delivered to an audience of lawyers, and I thought, more or less forgotten over the years. However, around 1999, I met a Victoria lawyer who, when he heard my name, immediately said to me, “When a franchise agreement hits my desk, I go to your CLE paper right away. I use it as a checklist. It’s the Bible.”

As compliments from one’s colleagues at the bar are difficult to come by on the best of days, comparing something I had written to the Bible was among the better forms of kudos I’d ever received from another lawyer.

Over time, the original paper was modified, edited, added to, subtracted from, melded, moulded, sliced, diced, paraphrased, and amended numerous times and in a dozen ways.

I always thought that it would be useful to expand the original paper into a full-length book for prospective franchisees to refer to in their hour and a half of need. The idea was to add a sample franchise agreement with commentary on the various sections of the agreement so that readers could see what a section meant, why it was there, and if it was worth arguing about. I decided to do this for Self-Counsel Press, and approached the publisher on, of all things, a cruise ship. That, then, is how this book came to be. Many readers from all across Canada who read the first edition of this book contacted me with their legal concerns. The second edition will, I hope, help future franchisees understand their agreements, and I welcome all comments.

This book will address some of the legal issues that you should be aware of if you are considering “buying” into a franchise. I will try to address the following type of questions:

• Is the initial franchise fee too high for the industry?

• Is the royalty rate within the going rate for the industry?

• What parts of the agreement are negotiable and what parts are not?

• How protected is the “protected” territory?

• Is an “exclusive” territory really exclusive?

• What about sales over the Internet or by mail order?

• Should you or your lawyer spend time negotiating a restrictive covenant or does that suggest to the franchisor that you are not a team player and may be a future problem within the system?

• Is the advertising fund going to be spent predominantly on advertisements in media far away from your franchise where it may not assist your franchise in obtaining customers?

• How can you discover the status of the franchisor’s trade-marks?

• Will you or the franchisor control the lease for the franchised location?

• Will you or the franchisor be responsible for arranging the construction and development of the franchised location?

• What is the personal guarantee and can it be avoided or capped in any way?

• Should the deposit monies under a deposit agreement be held in a lawyer’s trust account until the agreement is concluded?

• Is the franchisor receiving any tenant inducement money from the landlord for signing the head lease, and should the franchisor be entitled to retain any of it for its own account?

• When should you agree to the governing law clause even if it’s not the law of your province?

• Does the franchisor need to give a portion of rebates from suppliers to you?

• How easy will it be for you to resell or renew the franchised business?

• What happens when there’s a US form of the franchise agreement that contains provisions totally inapplicable to business in Canada?

• Will the franchisor have a right of approval (and other conditions that must be met?)

• Will the franchisor have a right to buy the franchised business itself?

• What are the franchisor’s conditions for renewing the agreement?

• What is the effect of the Alberta Franchises Act and the Ontario Arthur Wishart Act (Franchise Disclosure), 2000, on franchising both inside and outside those provinces? What about other provinces with laws covering franchising?

These are the types of practical questions that you and your lawyer must deal with on a regular basis. The answers are both legal and business related. I try to answer them in this book to give you a sense of what is normal and accepted in franchising from the perspective of the franchise agreement and franchise law. That said, readers should note my comments come from the legal side and not the business or accounting side. Other materials written by accountants and other business professionals may assist the reader in the same way that I hope to have done from the legal side. In addition, I do not deal with the laws of Quebec, the Quebec Civil Code, or the uniqueness of the Quebec market in any way. My comments pertain to the common-law provinces only, although some of my observations may apply to Quebec in the most general way.

A few words about that mysterious word “negotiation.” First, in my experience, franchisors rarely, if ever, admit to negotiating their agreements, but they will, if pressed, admit to “clarifying” them or “discussing” them as the circumstances warrant. So if you are dealing with a franchisor without a lawyer, characterize your “negotiations” as “discussions” or “clarifications.” Avoid the “n” word. “N” can stand for “no” as much as it can stand for “negotiation.” (“C” stands for both “clever” and “clarification.”) Spin is everywhere these days. You have to live with it, and spin your words to deal with the circumstances.

Secondly, in my experience, attempting to negotiate, quibble, and nitpick the normal, expected, and standard clauses in a franchise agreement (and even the not so normal ones) may lose the prospective franchisee (and his or her lawyer) a great deal of credibility with the franchisor and its lawyer. The prospective franchisee (and again, his or her lawyer) may not be taken as seriously by the franchisor — especially an established one with a successful concept, a well-respected brand, and many locations — and could well be marginalized to some extent by the franchisor, whose attitude may be accurately reflected as follows: “This is standard in all franchise agreements. Who is this idiot?”

Mind you, if you’re dealing with a start-up franchisor needy of making a sale, with few or no franchised units, a questionable concept, an iffy location, a trade-mark that is pending, or other factors that strike you as unusual or above the usual level of risk you’re prepared to take, then by all means, discuss and clarify your heart out, and live by the maxim, “If you don’t ask, you don’t get.” The franchisor can always say, “This is standard in all franchise agreements. Who is this idiot?” But perhaps the franchisor won’t. You just might find you have more of an edge in these circumstances.

In Part 1 of this book, I discuss the issues surrounding what franchising is and who you are dealing with when buying into a franchise, as well as the topic of master franchising.

In Part 2, I provide a sample franchise agreement similar to the type I’ve prepared for franchisor clients. I’ve created a hypothetical franchisor and business model (Internet café and donuts), and I’ve put some deliberate errors and omissions in the agreement to illustrate mistakes or errors franchisors or their lawyers can make.

The sample franchise agreement is broken down into sections, and below each section there is an explanation. The explanations discuss the sorts of legal and business issues that I would raise if I were reviewing the franchise agreement for a prospective franchisee. I also explain when something is normal and when it may be best left alone, no matter how much the prospective franchisee doesn’t like the clause. Again, if there are factors that strike you as unusual or above the usual level of risk, pick five or six of the best points to negotiate and don’t fiddle so much with the boilerplate. Concentrate, if possible, on the money issues; the deal points. (Know how to hold them and when to fold them!)

Also, know what is unenforceable and what is best left alone (lest you turn something that is unenforceable into something that is enforceable … but against you). I raise some of these issues in the book, but a franchise lawyer is probably a better guide to the terms of your specific agreement.

In Part 3, I discuss the disclosure document. Alberta, Prince Edward Island, and Ontario have franchise legislation that requires the preparation and delivery of a disclosure document that represents all material facts about the franchise to franchisees prior to the signing of the franchise agreement. (In the case of Ontario, this document must be presented prior to signing any agreement relating to the franchise and accepting any deposit money from a franchisee.) New Brunswick has passed legislation similar to that of the other provinces that have regulated franchising, but regulations were not yet in place at the time of this edition. Law reform commissions from other provinces (such as Manitoba) have looked at the issue, and within a decade I expect legislation to be the norm across Canada.

Part 3 is by no means a legal treatise on disclosure documents. The point is to show you what one might look like so you can look at the one you receive and say, “Oh, that’s why they put that in here!” The Canadian Franchise Association also requires its members to provide similar disclosure documents. Part 3 includes a sample Alberta/Ontario joint disclosure document with explanations similar to what I have done with the franchise agreement in Part 2. I have also strategically placed errors in this document to illustrate mistakes franchisors might make, frighten away copiers, and to otherwise make a point.

As a final note, you wouldn’t give yourself a root canal, would you? You would go to the dentist. That being said, this book is not a substitute for using a lawyer. So even though you might not see the need to use one, I encourage you to hire a lawyer with some experience in franchise law to assist you in all stages of the franchise transaction. Franchise law is a specialty area, and few lawyers have experience in this area.

The Canadian Franchise Association (CFA) is the only national association of franchise systems and service providers in the franchise industry in Canada. They will be able to refer you to a number of experienced franchise lawyers who can provide you with competent advice on acquiring your franchised business or the remedies which may be available to you if things go wrong. The CFA’s headquarters are in Toronto, Ontario, and the office can be reached by telephone at 1-800-665-4232 (or you can find out information from their website at www.cfa.ca.)

I also encourage you to hire an accountant to assist you with structuring the business and tax planning.

Reading this book and using a lawyer (even a franchise lawyer) is no guarantee that you will get the deal you want from a franchisor, and it’s certainly no guarantee that your franchised business will be successful. Success is often a function of many things, including the skills at operating the franchised system and inclination to work hard building the business. (Just because the investment goes sideways does not mean the franchisor is at fault. It may be that you are not the “right franchisee” for this particular franchise or perhaps any franchise at all.)

This book will help you be better informed to make the decision to acquire a franchise. At the very least, it will give you a better understanding of the legal issues surrounding perhaps the single largest business venture in which you might ever be involved. At the very most, it may assist you in spotting problem areas and allow for negotiation of these agreements with the franchisor. Purchasers of this book are invited to contact me for assistance, should the need arise. You can email me at tonywilson1@mac.com or twilson@boughton.ca, or telephone me at 604-684-1800. As I do this for a living, I encourage enquiries from prospective franchisees from across Canada (as long as you appreciate that I do this for a living).

As this book is a general guide, I try to provide general comments and general solutions. I provide anecdotal observations based solely on my own personal experience from years of representing franchisees and just as many years drafting long and complicated franchise agreements for franchisors. When I have to speak about the law or make reference to a statute or legal concept, I will usually do this in my own irreverent and glib style. In doing so, I’ll try to provide straightforward and simple answers, rather than more complicated and consequently more precise explanations that might make the Law Review somewhere or impress a judge. That’s because as a reader of this book, you don’t need the Law Review and you don’t need the latest case law because you aren’t negotiating with a judge. Instead, you will need practical common sense and general advice that will assist you in the process and lead you to ask more informed questions of your franchise lawyer and the franchisor itself. Readers of this book, (some of whom may be lawyers), will appreciate the sacrifices to detail and thoroughness that must come with common sense, brevity, and generality.