Becoming a master franchisee

Aims and ambitions

• A win-win network
• Information request

Interview with Patrick-Michel Khider and Bernard de Crémiers, co-founders of Laforêt Immobilier

• How did you meet and how did Laforêt begin?
  In the beginning, it was the story of a friendship between two men who discovered a common ambition, namely to set up a company that would provide added value, not only for the consumer but also for the profession as a whole. Real estate seemed to fit the bill. At the same time, our training in marketing, management and management control gave us a broader vision of the profession. This is why we started looking at franchising because it seemed a good way to expand on a national scale. Our network really began in 1991 and developed in several stages. First, we modelled our know-how to make sure we were in the best position to increase our share of the market. Then, we worked out an expansion model with a precise target in view, i.e. company executives. After that, we set about building our brand image. Now, for the last two years, we have been looking into the possibility of expanding our network beyond the French borders.
• What criteria do you use to select your franchisees?
  Both in France and abroad, we make sure we share the same values. The first is conviviality. We want to develop an ongoing relationship with our clients. From the very first contact, they must be convinced of our professional competence, of course, but our conviviality must also come through. The type of exchange between franchisees is also an important criterion for us. The people who set up our companies must be able to exchange ideas and work together. The next essential value is clarity. The franchisee must be able to give a reasonably complete perspective of both the market and the legal and financial aspects of a purchase or sale, so that everything is upfront. The third quality we ask of our franchisees is efficiency.
• Can you give concrete examples of interaction between franchisees?
  A franchisee must want to work with the other agencies in their sector and be an active part of the franchising network. We have a participative organisation system and work on themes such as communication and development of know-how. Our signature, "You've got a friend in the real estate business", which you'll see on all our advertising media, was produced by a think tank consisting of representatives from a dozen or so franchises. Franchisees who have frequent discussions with other members of the profession are able to put things into better perspective and be more efficient in their day-to-day work.
• What do you consider your strengths to be in comparison with other networks?
  Our strategy is aimed at meeting our clients' need to be helped and reassured throughout their real estate project. And the Laforêt name itself (it means "the forest") has positive connotations. It is suggestive of nature, serenity and human closeness. Everywhere in the world, our name is easy to identify, which will no doubt help to extend our presence in Europe and across the globe. In France, our franchisees are often called "Monsieur Laforêt", proof that behind the man is the power of a network at the service of its clientele.
• Why do you want to develop the network on the international scene?
  If we want to continue to have a strong foothold in France and to attract a larger number of international clients, we have no choice but to go international. There are very few real estate businesses in this particular market sector. Initially, we want to develop our presence in different countries throughout Europe, starting with those that have the most in common with France and in which the real estate market and the franchising concept are not an obstacle. This is what we are currently doing in Portugal and in Luxembourg. We naturally want to repeat these experiments not only in Europe but also in other parts of the world. Recently, we discussed the matter with people from Brazil and we saw that despite the distance and the difference in culture, they have the same needs as we do in France.
• What will be the next steps in your development outside France?
  When you move onto the international scene, you have to show how you intend to transfer your franchiser's know-how and not that of the profession. We have an approach, a way of seeing things that is unique and without which we would never have been able to develop our company to the same extent. We believe it essential to keep that approach. Outside France, even if cultures and practices are different, the know-how we have developed is universal, which is why we are going to continue in the same direction. After Portugal and Luxembourg, we have projects in Morocco, Spain, Germany, Italy, the Netherlands, Austria, Poland, Slovakia, Czech Republic and Hungary. We are looking for master franchisees in all those countries. We have set ourselves the target of opening up 3 000 sales outlets across Europe.
• Do you have any other objectives today, apart from your international development?
  Yes, we do. For the last year, we have been working on becoming the main reference in terms of looking after clients. Sellers and buyers are looking for qualified professionals, capable not only of making an estimate, but also of achieving the target of buying or selling property. If there is something missing in the process, they don't understand what's going on. We believe that the success of our profession lies in looking after our clientele, particularly when you consider the huge gap between supply and demand. We think we can improve the way we look after our clients, such as promising to respect a certain time frame, for example.