Have you ever thought about starting your own business? Whether you build one from scratch or invest in a franchise, here’s something most people skip entirely: they don’t think about years down the road. They want a successful business. They want a business with value. But they never map out how to actually get there.
Starting inside the framework of a franchise makes the early part easier, because the systems, training, software, and marketing plan already exist and have worked across many locations. What a franchise can’t give you is a personal roadmap to your own goals. That part is on you — and most people never do it.
The blindfolded archer
Zig Ziglar told a story I’ve used so many times it’s become part of me. Picture this. You and I walk out to a big field. I set up an archery target, hand you a bow and an arrow, and we step off fifty yards. I tell you to hit the bullseye. Then, just as you’re getting ready, I say “one more thing” — and I pull out a blindfold, put it on you, and spin you around. “Okay,” I say. “Hit the bullseye.”
You’d laugh and tell me there’s no way — how can you hit a bullseye you can’t even see? Fair enough. But here’s my better question for your business: how can you hit a target you don’t even have?
For the rest of this, let’s assume you’ve chosen (or are close to choosing) your franchise or business idea, and you have the capital to fund it. Here’s what to do once those basics are in place.
Think of the end at the beginning
In the early days you’ll mostly be focused on getting open and finding your footing. That’s natural. But you also want to lay out a roadmap from today to the day you open your doors — and beyond. Make every step deliberate. As the old line goes: plan your work, and work your plan.
Sit down and write out your first short-term goals. What does the first week look like? The first month? How will you attract prospects and turn them into customers? A franchise helps a lot here — they’re usually very good at helping new owners get off the ground. Track everything you do and how well it works, because some things will work and some won’t, and you want to be able to adjust on facts, not guesses.
Still deciding which business is the right fit to build all this on? Take the free Quiz for a personalized shortlist — no cost, no pressure.
Goals for the month, the quarter, the year
Set goals for each month, each quarter, and year-end. Make them purposeful, not arbitrary. Tracking weekly and monthly progress gives you perspective — you can see where you stand against your year-end goal and make adjustments before small problems become big ones. You’ll also notice that certain times of year run differently than others, and being in a franchise lets you learn from how other franchisees handle those seasons.
The question that decides everything: a job or an asset?
Here’s the piece almost nobody plans for: what do you want to happen after you hit your long-term goals? How big is big enough? Do you eventually want to sell, hand the business to your kids, or put a CEO in place and step back into an absentee role? Every one of those takes time to structure, so the time to think about it is now — at the beginning.
Let me tell you how this played out for me. When I sold my last company, I knew it was time — not because I was done or unhappy. The business was successful and I was enjoying it. I sold because I’d hit the long-term goal I’d set, and selling was simply part of the plan. I could take the emotion out of the decision. And when did I actually decide to sell? The day I incorporated the company, before I ever opened the doors. I had a value goal and a picture of what the company would become, and I built toward it from day one.
If you already own a business, it’s not too late to do this. It comes down to one honest question: are you building a job, or are you building an asset? Decide where you want to end up, then plan the trip and work the plan — so that when you reach the end of the journey, you’re exactly where you meant to go. Don’t be the blindfolded archer.
Key takeaways
- A franchise gives you proven systems — but the long-term roadmap is yours to build.
- You can’t hit a target you don’t have: set goals before you open.
- Break it down into short-, mid-, and long-term goals and track progress weekly.
- Decide your endgame early — sell, pass on, or step back — because each takes time to structure.
- The core question: are you building a job or an asset?
Frequently asked questions
Why do I need long-term goals if the franchise has systems?
The franchise’s systems run the business; your goals decide what the business is for — how big, how long, and what your exit looks like. Only you can set those.
What does “building an asset” mean?
It means building a business that holds value beyond your daily work — something you could sell, pass to family, or run with a manager in place — rather than a job that only pays while you’re in it.
Can a franchise consultant help with this?
Yes. Part of the matchmaking process is understanding your long-term goals so we pick a business that can actually get you there.
Ready to build on the right foundation? Take the free Quiz for a personalized shortlist, or book a no-pressure call — or reach the office at 813-333-5553.
This article is general educational information, not financial, legal, tax, or investment advice. Enterprise Franchising does not make earnings claims.
