How Franchisee Feedback Helps Shape Decision-Making

When you invest in a franchise, you are joining an established system with proven processes, resources, and support. But a strong franchise system should also continue to evolve.

At Right at Home, one important part of that evolution is listening to the people who operate the business every day: our franchise owners.

Franchisee feedback provides valuable insight into what’s working, where challenges exist, and where there may be opportunities to strengthen the system. That feedback comes through several channels, including the Strategic Leadership Council (SLC), conversations with the Corporate team, and third-party franchisee surveys.

One of the most important tools Right at Home uses to gather that insight is the Franchise Business Review (FBR) franchisee satisfaction survey.

Why Use a Third Party to Survey Franchise Owners?

Franchise Business Review is an independent market research firm focused on measuring franchisee satisfaction. FBR surveys franchise owners about their experiences and allows franchisees to share their perspectives anonymously with their franchisor.

That third-party perspective is important. Franchise owners need an opportunity to provide honest feedback on both the system's strengths and areas where they believe things could improve.

FBR’s standard survey examines eight key areas affecting the franchisee experience and also allows brands to add custom questions to their systems. FBR says its independent process is designed to provide unbiased feedback while allowing brands to benchmark their performance against 1,300 other franchises.

At Right at Home, this survey is intended to do more than measure satisfaction. It provides an opportunity to identify what is working, highlight what can be improved, and help Corporate validate future priorities.

Asking Questions That Can Lead to Action

The value of a survey depends on what you ask and what you do with the answers.

Right at Home’s 2026 survey questions address topics ranging from financial opportunity and business growth to Corporate leadership, communication, and the Strategic Leadership Council. The survey even asks franchisees how effectively the Corporate team listens to their feedback and translates it into meaningful action, resources, or system improvements.

Those questions help create a more complete picture of the franchisee experience. Still, they also give Right at Home another way to identify broader themes rather than relying solely on individual conversations. FBR supports benchmarking and ongoing measurement, which can help franchise systems track trends, identify opportunities, and evaluate how changes are received over time.

Feedback is gathered through a structured process rather than left to chance.

Creating More Than One Way to be Heard

A survey is an important listening tool, but it isn’t the only one.

Right at Home’s Strategic Leadership Council exists to represent franchisee voices, provide feedback to Corporate leadership, and help guide initiatives designed to strengthen the franchise system. The SLC is a collaborative partnership between franchisees and leadership working together to shape the future of Right at Home.

The work becomes even more hands-on through SLC task forces. Task forces give franchise owners opportunities to evaluate challenges, pressure-test ideas, and provide practical insight before initiatives are expanded more broadly. These small groups each focus on a different area of growth, including caregiver recruitment, technology, sales, and marketing.

Listening Is Part of Building a Stronger Franchise System

No franchise system remains the same as the businesses within it grow, technology changes, and franchise owners' needs evolve.

The goal is not to make every decision based on a single comment or survey response. It’s to listen for recurring themes, use data to understand those themes, bring franchise owners and Corporate leaders together, and determine where change can strengthen the system.

At Right at Home, third-party research, the SLC, and its task forces provide additional opportunities for franchise owners to share their experiences and ideas. Together, those channels help create an ongoing feedback loop between the people supporting the franchise and the people operating businesses within it.

For prospective owners, that matters. You aren’t just evaluating the systems and resources the franchise offers today; you’re also evaluating how the organization listens, adapts, and plans for tomorrow.