The Original Franchise Prompt Library

You are a franchise development director for [BRAND], an [INDUSTRY] franchise with [NUMBER] units.
I have a discovery call with a candidate. Here is what I know: [BACKGROUND, LOCATION, CAPITAL, MOTIVATION].
Write 10 discovery questions that test fit against our ideal owner profile: [PROFILE].
For each question, add one sentence on what a strong answer sounds like and what a red flag sounds like.

Rewrite the following Franchise Disclosure Document text in plain language for a first-time buyer,
at roughly a grade 9 reading level, in under 200 words. Do not add, soften or interpret any obligation —
if something is unclear, say it is best reviewed with a franchise attorney.
TEXT: [PASTE ITEM TEXT]

Write a short follow-up email to a franchise candidate after our call.
Reference these specifics from the conversation: [THREE SPECIFICS].
Confirm the next step: [NEXT STEP AND DATE]. No pressure language, no superlatives, under 150 words.

Here are profiles of our five highest-performing franchisees: [BACKGROUND, PRIOR CAREER, CAPITAL,
MANAGEMENT STYLE, UNIT ECONOMICS FOR EACH]. And our three lowest performers: [SAME FIELDS].
Identify the traits that actually separate the two groups from the traits that only look meaningful.
Output an ideal owner profile with 6 screening criteria and a disqualifier list. Flag where my sample is too small to conclude anything.

Write a 4-touch reactivation sequence for franchise candidates who stopped responding [TIMEFRAME] ago.
Brand: [BRAND]. What has genuinely changed since they last spoke with us: [NEW UNITS, NEW TERRITORY, NEW FINANCING, NEW RESULTS].
Each touch under 120 words, each one leads with new information rather than a check-in.
Include one touch that gives them a reason to say no cleanly.

Our most common candidate objections are: [LIST OBJECTIONS].
For each one write: (1) what the candidate is actually worried about underneath the objection,
(2) a two-sentence honest response for [BRAND] using only these facts: [FACTS],
(3) the question to ask next. Never overstate earnings or imply a financial performance claim not in our Item 19.

Write a one-page brief for franchise consultants presenting [BRAND] to candidates.
Include: what we are, the owner we match well with, the owner we do not match with, investment range [RANGE],
territory availability [AVAILABILITY], and validation talking points [POINTS].
Be direct about who we are wrong for — the goal is better-matched referrals, not more referrals.

Turn these notes from a candidate's discovery process into a one-page summary for our award committee:
fit against our owner profile, capital and financing, operating plan, concerns, and a recommendation with reasoning.
Separate what the candidate told us from what we verified. NOTES: [PASTE NOTES]

Design a one-day Discovery Day agenda for [NUMBER] candidates at [BRAND] headquarters.
Teams available: [TEAMS]. Goals: mutual evaluation, honest disclosure, and a clear next step.
For each block give the time, who leads it, the question it answers for the candidate, and the signal it gives us about them.

Answer the franchisee question below using ONLY the operations manual text provided.
Quote the section you relied on. If the manual does not answer it, say so and recommend escalation to [ROLE].
QUESTION: [QUESTION]
MANUAL EXCERPTS: [PASTE EXCERPTS]

You are coaching a franchisee whose unit is underperforming. Data: [REVENUE, LABOUR %, TICKET, TRAFFIC, TREND].
Network benchmarks: [BENCHMARKS].
Identify the two metrics most likely driving the gap, then write a 30-minute call agenda with the questions
to ask, the numbers to review together, and one commitment to leave with.

Turn these field visit notes into a structured report: observations, brand standard gaps,
what is working, and three prioritized actions with owners and due dates. Keep it factual and under 400 words.
NOTES: [PASTE NOTES]

Below are [NUMBER] franchisee support tickets from the last [PERIOD].
Group them into themes, count each theme, and for the top five tell me whether the root cause is
a documentation gap, a training gap, a system/tool problem, or a genuine one-off.
For each, recommend the specific fix that would remove the ticket entirely. TICKETS: [PASTE]

Write a week-by-week first-90-days plan for a new [BRAND] franchisee opening in [MARKET].
Our required milestones: [MILESTONES]. Their prior experience: [EXPERIENCE].
For each week list the owner's focus, what support we provide, and the one number they should watch.
Keep it to what one person can realistically do while also opening a business.

I need to talk to a franchisee about [ISSUE]. History: [PRIOR CONVERSATIONS AND DATES].
Agreement provision at issue: [PROVISION].
Help me prepare: how to open, the facts to state, the three questions to ask, the outcome I need,
and the consequence to name if nothing changes. Firm and respectful — this is a long-term relationship, not a win.

Design a 90-minute agenda for a peer group of [NUMBER] [BRAND] franchisees at similar volume.
Shared challenge: [CHALLENGE]. Recent network data: [DATA].
Structure it so each owner leaves with one specific commitment. Include the facilitation questions verbatim
and how to handle it when the conversation turns into complaints about the franchisor.

Below are open-ended responses from our franchisee satisfaction survey.
Summarize what franchisees are actually saying, including the criticisms that are hardest to hear.
Separate issues we control from issues we do not. Rank by how many owners raised it and how much it affects their economics.
Do not soften the language. RESPONSES: [PASTE]

You are writing for [BRAND], a franchise with these brand rules: [VOICE, CLAIMS ALLOWED, CLAIMS FORBIDDEN].
A new unit opens in [CITY] on [DATE]. Write: one 120-word local landing page paragraph,
three social posts, and one 60-word Google Business Profile update.
Use only facts I have given you. Flag anything you would need confirmed before publishing.

Write a response to this customer review for a [BRAND] location.
Tone: [TONE]. Never admit legal liability, never offer compensation beyond [POLICY], keep it under 80 words,
and invite the customer to [CONTACT PATH].
REVIEW: [PASTE REVIEW]

Write a location page for [BRAND] in [CITY, STATE]. Facts available: [ADDRESS, HOURS, SERVICES,
PARKING, NEARBY LANDMARKS, STAFF DETAIL, COMMUNITY INVOLVEMENT].
Requirements: 350–450 words, genuinely specific to this location, no invented facts,
no repeated boilerplate that would read identically for another city. List anything you need from the owner to finish it.

Below are five pieces of [BRAND] copy we consider on-brand and two we consider off-brand.
Derive a voice guide: sentence rhythm, vocabulary we use and avoid, how we talk about price, how we talk about competitors,
claims we are permitted to make, and five example rewrites showing off-brand becoming on-brand.
ON BRAND: [PASTE] OFF BRAND: [PASTE]

Take this corporate asset and produce a local marketing kit franchisees can deploy in under 30 minutes:
one email (150 words), three social captions, one SMS (under 160 characters), one in-store sign headline,
and one 30-second video script. Keep every claim identical to the source. Mark every place a local detail must be filled in.
ASSET: [PASTE]

Below are [NUMBER] customer reviews across [NUMBER] locations of [BRAND].
Identify the language customers use for what they value, the recurring complaints, and the phrases that appear
in 5-star reviews but not in 3-star reviews. Then give me 10 headline options written in the customers' own words.
REVIEWS: [PASTE]

Build a 60-day grand opening plan for a [BRAND] unit in [MARKET] opening [DATE].
Budget: [BUDGET]. Channels available: [CHANNELS]. Local partners possible: [PARTNERS].
Output a dated table: week, activity, owner, cost, and the metric that says it worked.
Call out what to drop first if the budget is cut in half.

Act as a consumer in [CITY] researching [CATEGORY] with an AI assistant.
Write the 15 questions such a consumer would actually ask, from broad category questions to direct brand comparisons.
For each, tell me what source material an assistant would most likely draw on to answer,
and what content we would need to publish for [BRAND] to be cited accurately.

Turn this description of how our best-performing unit handles [PROCESS] into a standard operating procedure:
purpose, when it applies, step-by-step actions, who is responsible, common mistakes, and how a field consultant verifies it.
Write for a new hire on their first week. Flag any step that seems to depend on that specific owner rather than the process.
DESCRIPTION: [PASTE]

Rewrite this operations manual section so a unit-level employee can follow it during a shift.
Keep every requirement intact — do not relax, remove or reinterpret anything.
Use short numbered steps, plain words, and a two-line summary at the top. Note anything ambiguous that needs a decision from us.
SECTION: [PASTE]

Build a brand standards audit checklist for [BRAND] [UNIT TYPE] from these standards: [PASTE STANDARDS].
Group by area, make each item objectively observable (pass/fail, no judgement calls), weight by customer impact,
and add a scoring scheme with the threshold that triggers a follow-up visit.

Create a decision tree unit staff can follow for [PROBLEM]. Known causes and fixes: [PASTE].
Format as yes/no branches with the action at each endpoint. Mark clearly the points where they must stop and
escalate to [ROLE] rather than continue, including anything safety or warranty related.

Here is hourly traffic and sales data for a [BRAND] unit for [PERIOD]: [PASTE DATA].
Roles and hourly rates: [ROLES]. Target labour: [TARGET %]. Constraints: [MINIMUM SHIFT, AVAILABILITY, LOCAL RULES].
Propose a weekly schedule, state the labour percentage it produces, and explain the two shifts where
you are least confident and what data would settle it.

Compare these supplier proposals for [CATEGORY] across our [NUMBER] units: [PASTE PROPOSALS].
Build a table of unit cost, freight, minimums, payment terms, service levels, and switching cost.
Calculate annual total cost at our volume of [VOLUME]. Then list the questions I should ask each vendor
before deciding, and the term in each contract that would cost us most if volume dropped 20%.

Turn this manual content into a 45-minute training module for [ROLE]:
learning objectives, teaching sequence, one practice exercise, a 5-question knowledge check with answers,
and an on-the-job verification a manager can observe. Everything must trace back to the source content.
CONTENT: [PASTE]

Act as a customer at a [BRAND] location who is [SITUATION AND EMOTIONAL STATE].
Stay in character and respond only as that customer. Do not coach me mid-conversation.
After eight exchanges, stop and score me on [CRITERIA], quoting what I said that helped and what escalated it.

Act as a franchise candidate evaluating [BRAND]: [BACKGROUND, CAPITAL, MOTIVATION, HIDDEN CONCERN].
You are interested but skeptical, and you will not volunteer your real concern unless I ask a question that surfaces it.
Respond only in character. After the call, tell me whether I surfaced it, and which question would have gotten there sooner.

From the training material below, write 25 certification questions for [ROLE]: 15 multiple choice,
5 scenario-based, 5 short answer. Provide answers with the source line each one comes from.
Target a 70–80% pass rate for someone who studied the material. Do not test anything not in the source.
MATERIAL: [PASTE]

Here is a transcript of a [SALES / SUPPORT] call at a [BRAND] location: [PASTE TRANSCRIPT].
Score it against our standard: [CRITERIA]. Quote the exact moments that cost the outcome and the exact moments that earned trust.
Give three coaching points in priority order, each with the better line the rep could have used.
Be direct but write it so I can share it with the rep.

Here is a franchisee P&L: [PASTE]. Network averages for comparable units: [PASTE BENCHMARKS].
Show the three largest variances in dollars and as a percentage of sales, state the likely operational cause of each,
and quantify the profit recovered if each moved to the network average.
Say explicitly what you cannot tell from this P&L alone.

Here is monthly reported sales and royalty data by unit for [PERIOD]: [PASTE].
Identify units whose pattern is unusual relative to their own history and to comparable units —
sudden flattening, month-end clustering, seasonality that does not match their market.
Rank by how much it matters in dollars. Frame each as a question to ask, not an accusation.

Build a unit economics model for a [BRAND] unit using these inputs:
[AVERAGE TICKET, TRANSACTIONS, COGS %, LABOUR %, RENT, ROYALTY %, AD FUND %, OTHER FIXED, BUILD-OUT COST].
Show monthly and annual revenue, contribution margin, EBITDA and simple payback.
Then run three scenarios: sales 20% below plan, labour up 300 bps, rent up 15%. State which single variable the model is most sensitive to.

Organize this unit-level financial data into the tables and cohort definitions typically used for a
financial performance representation: [PASTE DATA]. Define each cohort, state its size, and calculate averages,
medians and the distribution. Note every exclusion and why it matters.
This is preparation for review by franchise counsel only — do not draft disclosure language or make any earnings claim.

We are considering [FEE OR PRICING CHANGE] at [BRAND], which has [NUMBER] units.
Current data: [ROYALTY BASE, AD FUND, AVERAGE UNIT VOLUME, DISTRIBUTION].
Model the revenue impact on us and the profit impact on units at the 25th, 50th and 75th percentile.
Identify which cohort is hurt most, and list the franchisee objections we should expect with an honest response to each.

Compare these candidate sites for a [BRAND] unit: [PASTE SITE DETAILS — RENT, SIZE, TRAFFIC COUNT,
CO-TENANTS, VISIBILITY, PARKING, DEMOGRAPHICS, BUILD-OUT ESTIMATE].
Score each against our site criteria: [CRITERIA]. Show the scoring, rank them, and state the single biggest
risk in the top-ranked site plus the data that would confirm or kill it.

We define territories for [BRAND] using [CURRENT METHOD]. Market data for [MARKET]: [PASTE DATA].
Unit economics require [REQUIRED POPULATION / HOUSEHOLDS / DAYTIME POPULATION].
Assess whether the proposed territory can support a viable unit, where encroachment risk sits with adjacent units,
and what we would regret in five years if the market grows as projected.

Summarize this letter of intent for a franchisee who has never signed a commercial lease: [PASTE LOI].
Cover term, rent and escalations, total occupancy cost, landlord work, personal guarantee, assignment rights, and exit options.
Flag the three provisions that most affect their downside risk. End by stating that a real estate attorney must review it —
do not give legal advice.

From the franchise agreement text below, produce a table of every obligation: who owes it, what is required,
by when, and the consequence of failure. Quote the section number for each row. Do not paraphrase in a way that changes meaning.
If a provision is ambiguous, list it separately as "needs counsel review". TEXT: [PASTE]

Draft a compliance notice to a franchisee regarding [ISSUE].
Facts and dates: [FACTS]. Agreement provision: [PROVISION]. Cure period: [PERIOD]. Required cure: [ACTION].
Factual and unemotional, no characterization of intent, no threats beyond the contractual consequence.
Mark it clearly as a draft for franchise counsel review before sending.

Draft an AI use policy for [BRAND] covering corporate staff and franchisees.
Address: approved tools, what may never be entered into a public tool (customer data, employee data, financials,
unpublished FDD material), review required before anything customer-facing is published, prohibited uses
(legal advice, HR decisions, earnings claims, medical or financial advice), disclosure to customers, and who owns the output.
Plain language, under 900 words, written to be enforceable. Note where employment and privacy counsel must review.

Write social media guardrails for [BRAND] franchisees. Brand rules: [RULES]. Regulated claims in our category: [CLAIMS].
Cover permitted content, required approvals, prohibited claims, use of the marks and logo, employee and customer photos,
responding to complaints, and what to do after a mistake is posted. Give 10 do/don't examples using real post language.

Convene a panel of four advisors to review a decision at [BRAND]: a franchise attorney, a multi-unit franchisee,
a CFO of a [NUMBER]-unit system, and a field operations VP.
Decision: [DECISION]. Context and constraints: [CONTEXT].
Each advisor speaks in turn with their strongest objection and the condition under which they would support it.
Then summarize where they disagree and what evidence would resolve it. Do not manufacture consensus.

Outline a 35-minute keynote for [BRAND]'s annual franchisee convention.
This year's results: [RESULTS]. What went wrong: [PROBLEMS]. What we are committing to: [COMMITMENTS].
Room temperature: [SENTIMENT]. Structure it to acknowledge the hard year honestly before asking for anything.
Give the narrative arc, the three points, the data slide behind each, and the exact opening and closing lines.

Write a network communication announcing [CHANGE] to [BRAND] franchisees.
Reason: [REASON]. Effective date: [DATE]. What it costs them: [COST]. What we are doing to offset it: [OFFSET].
Lead with the change itself, state the cost to them plainly, no corporate euphemism, under 350 words.
Then list the five questions the franchise advisory council will ask and a direct answer to each.

Assess AI readiness for [BRAND]: [NUMBER] units, [STRUCTURE], systems in use [SYSTEMS],
documentation state [STATE], team capacity [CAPACITY].
Identify the three highest-value starting points and the reasoning, the two places we should not use AI yet and why,
what must be documented before anything scales to franchisees, and a 90-day sequence with the owner for each step.
Be blunt about what our documentation state makes impossible today.