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Franchise Marketing Fee Reconciliation: What Restaurant Owners Need to Know
Running a franchise restaurant isn’t for the faint of heart. You’re managing schedules, keeping food costs in check, dealing with equipment that always seems to break on a Friday night — and then there are the bills. Among them sits one that feels almost invisible until it’s not: the marketing fee. On paper, it’s straightforward — you contribute a percentage of sales, and the franchisor uses that pool to promote the brand. But here’s where many owners miss a beat. Just because the franchisor sends you a statement doesn’t mean everything automatically lines up. Franchise marketing fee reconciliation — the process of comparing what you paid with how those funds were spent — is what keeps your numbers honest and your investment protected. It may sound dry, but stick with me. This is one of those topics that seems small
Recent Scale CPA Articles
Restaurant Franchise Debt Covenant Compliance: A Practical Guide
Getting Real About Restaurant Franchise Debt Covenant Compliance Ever felt like your lender speaks a completely different language? You’re not alone. Restaurant franchise owners often face a maze of loan terms, ratios, and conditions that seem designed to trip you up. The truth is, those rules — called debt covenants — are just promises you make to your lender about how you’ll run your finances. But keeping those promises isn’t
Franchise System Financial Benchmarking for Restaurant Owners: A Practical Guide
Franchise System Financial Benchmarking: The Playbook Restaurant Owners Didn’t Know They Needed Running a restaurant is a balancing act. Between staffing headaches, supplier price hikes, and ever-changing customer preferences, staying profitable can feel like trying to hit a moving target. That’s where franchise system financial benchmarking comes in. It sounds a bit formal at first, but think of it as a scorecard that shows how your restaurant stacks up against
Sub-Franchise Financial Management: Keeping the Numbers Working for You
Running a restaurant is hard enough. Running several under a sub-franchise model? That’s a whole new level of complexity. The spreadsheets get bigger, the moving parts multiply, and suddenly you’re not just thinking about food quality — you’re thinking about cash flow cycles, royalty schedules, and whether every location is staying profitable. That’s why sub-franchise financial management matters more than most new operators expect. It’s not glamorous, but it’s the