How to Talk to Existing Franchisees: A Validation Call Script

Reading a Franchise Disclosure Document tells you what a franchisor is required to disclose. Talking to the people who actually run the business tells you what it is like to live inside that system. In franchising, those conversations are called validation calls, and they are one of the most valuable steps in due diligence for anyone buying a franchise, whether this is your first business or your third.

This guide gives you a ready-to-use validation call script, plus advice on who to call, how to keep the conversation productive, and how to compare what you hear with the documents. If you are earlier in the journey, start with how to buy your first franchise, then come back here once you have an FDD in hand.

What a validation call is (and is not)

A validation call is an informal conversation between a prospective buyer and a current or former franchisee of the brand you are considering. The goal is to test what the franchisor has told you against real owner experience: training, support, supply, marketing, culture, and day-to-day workload.

It is not an interview with a salesperson, and it is not a substitute for reading the FDD or getting professional advice. Owners are busy people doing you a favor. They may be candid, guarded, or somewhere in between. Your job is to listen for patterns across many calls rather than to treat any single conversation as the whole truth.

Where to find franchisees to call

You do not need the franchisor to hand-pick owners for you. Under the FTC Franchise Rule (16 CFR Part 436), Item 20 of the FDD lists outlets and franchisee information, including contact details for current franchisees and for franchisees who left the system during the most recent fiscal year. The detailed disclosure requirements are also published at Cornell Law’s 16 CFR 436.5.

Build a balanced call list

• Recently opened owners: training and opening support are still fresh in their memory.
• Long-tenured owners: they can speak to how the system has changed and how the franchisor handles hard years.
• Owners in markets like yours: similar population, real estate, or competition.
• Former franchisees: people who transferred, sold, or closed often give the most useful perspective on what went wrong and what the exit process looked like.

If a system is young and has few franchisees, that is not automatically a red flag, but it changes the calls you make. Ask to speak with the founders and the operators of company-owned locations, visit the flagship, and ask detailed questions about how training and support will be delivered as new owners join. For a full read of the document itself, see our item-by-item FDD guide.

Before you dial: preparation checklist

• Read the FDD first, especially the items on fees, initial investment, franchisee obligations, territory, and renewal and transfer.
• Write down the claims you most want to test, such as how long training takes or what ongoing support looks like.
• Use the same core questions on every call so you can compare answers.
• Keep calls short. Ask for fifteen to twenty minutes, and offer to call at a time that suits the owner.
• Open a simple spreadsheet with one row per call and one column per question.

The validation call script

Adapt the wording to your own voice. The structure matters more than the exact phrasing.

1. Opening (about one minute)

“Hi, my name is ___. I’m considering becoming a franchisee with ___, and I found your contact information in the brand’s disclosure document. Do you have fifteen minutes to share your experience? I’m happy to call back at a better time.”

2. Their background

• How long have you owned your location, and what did you do before?
• Are you in the business every day, or do you have a manager running operations?
• Why did you choose this brand over the others you looked at?

3. Training and opening

• How well did the initial training prepare you for the first ninety days?
• What did you wish you had known before opening?
• How much help did you get with site selection, build-out, and the grand opening?

4. Ongoing support and relationship

• When you call the franchisor with a problem, how quickly and how well do they respond?
• How are new products, programs, or system changes introduced to owners?
• Do franchisees have a voice in decisions, such as an advisory council or regular owner meetings?
• How would you describe the relationship between owners and the home office?

5. Operations and daily life

• What does a typical week look like for you?
• How hard has it been to hire and keep good staff?
• How reliable are the required suppliers, and how do you feel about the product mix?
• How well does the brand’s marketing support actually drive people into your location?

6. Costs and surprises

• Were the startup cost ranges in the FDD realistic for your location?
• Were there any expenses you did not expect in the first year?
• How long did it take you to feel settled in the business?

Owners may or may not want to talk about their own numbers, and that is their choice. Do not press. A franchisor may only share financial performance information through Item 19 of the FDD, so compare anything you hear with what that item does or does not include, and review it with your accountant.

7. The closing questions

• Knowing what you know now, would you make the same decision again?
• What kind of person do you think does well in this system, and who struggles?
• Is there anyone else I should talk to?

That last question is one of the most useful you can ask. It often leads you to owners who are not on any list the franchisor might suggest.

Extra questions for former franchisees

Former owners deserve their own set of questions, asked with care and respect:

• Why did you leave the system, and was it a sale, a transfer, or a closure?
• How did the franchisor handle your exit?
• What would have needed to be different for you to stay?
• Would you recommend the brand to a friend with your background?

Some former owners will be bitter and some will be gracious. Weigh their stories against everything else you learn, and ask your franchise attorney about anything in the agreement that seems connected to their experience.

How to read what you hear

After eight to twelve calls, you will start to see patterns. That is the point. Look for:

• Consistency: do owners describe training, support, and culture the same way the franchisor did?
• Specifics: real examples carry more weight than general praise or general complaints.
• Fit: do the owners who are happiest share your skills, schedule, and goals?
• Gaps: any topic owners avoid, or any promise you heard in sales conversations that owners do not recognize.

Bring your open questions back to the franchisor. Our list of questions to ask a franchisor before you sign pairs well with your validation notes, and the franchise agreement terms guide will help you connect what owners said to what the contract actually requires.

Common mistakes to avoid

• Calling only the owners the franchisor recommends.
• Making only two or three calls and calling it done.
• Asking leading questions such as “You’re happy, right?”
• Treating any single owner’s numbers or opinions as a forecast for your own location.
• Skipping former franchisees because the conversation might be uncomfortable.

How this applies to SuppLife

SuppLife is a family-owned health and wellness retail brand with its flagship store in Bristol, CT. Our stores pair a curated supplement and vitamin selection with a shake bar, a comfortable lounge, and staff who lead with education rather than pressure. We welcome serious due diligence. Prospective owners can visit the flagship, meet the team behind the brand, and ask hard questions about training, support, and day-to-day operations.

Item 20 of our Franchise Disclosure Document lists outlet and franchisee information, and the FDD also covers fee and investment details. It is provided after inquiry. To learn more, start with our franchise overview, read why owners choose SuppLife, review the ownership process, and browse the franchise FAQ.

Frequently asked questions

What is a franchise validation call?

A validation call is a conversation between a prospective buyer and a current or former franchisee of a brand. It helps you test what the franchisor has told you about training, support, operations, and culture against real owner experience.

How many franchisees should I call?

Aim for a balanced group of roughly eight to twelve owners, including recently opened owners, long-tenured owners, owners in markets similar to yours, and at least a few former franchisees. Patterns across many calls matter more than any single conversation.

Where do I find franchisee contact information?

Item 20 of the Franchise Disclosure Document lists contact information for current franchisees and for franchisees who left the system during the most recent fiscal year. You can call them directly rather than relying only on owners the franchisor suggests.

Can I ask franchisees how much money they make?

You can ask, but owners are not required to share, so do not press. Franchisors may only provide financial performance information through Item 19 of the FDD. Compare anything you hear with Item 19 and review it with your accountant.

How do I validate a newer franchise system with few owners?

Speak with the founders and the people running company-owned locations, visit the flagship store, and ask detailed questions about how training and support will be delivered. Review Item 20 of the FDD and have a franchise attorney review the documents.

This information is not an offer to sell a franchise. Offers are made only by Franchise Disclosure Document.