Cracking the Code of Training & Scalability in Franchising

Growth is the dream. But for franchisors, growth often comes wrapped in its most complicated package: people. Training them, aligning them, scaling them—and ensuring the brand you’ve spent years building doesn’t get diluted in the process.

We spoke with leaders that are expanding rapidly across different sectors- Sandeep Mukherjee, Co-founder & COO of BLive EV, Sahana Kulkarni, CEO of Chess Klub, and Spoorthi Vishwas, Co-founder & CEO of Junior Toes International Preschool at FREX Bangalore 2025 (Franchise and Retail Expo and Conference by Franchise India) and they told us how they’re meeting the biggest challenges in training and scalability in the franchising world.

Hire, Train, Retain

In theory, scaling a business is about systems. In practice? It’s about people.

“In the mobility business, it’s easy to scale your fleet, hubs, tech… but people? That’s the real challenge,” says Sandeep Mukherjee, BLive EV (India’s pioneering multi-brand EV mobility platform offering tech-first fleet management and a unique franchise opportunity in last-mile delivery.)

Sandeep started the franchise business a few years ago, riding the wave of India’s transition to electric mobility. “EV is the future,” he says. “Our business model is very unique. The highest adoption of EVs is happening in the commercial sector—especially in last-mile delivery. E-commerce, quick commerce, and delivery companies are switching due to sustainability, cost-effectiveness, and efficiency.”

BLive’s franchise opportunity allows partners to manage entire EV fleets, offering end-to-end solutions—vehicles, delivery agents, charging, and tech. “People can now become EV entrepreneurs and serve a booming industry,” Sandeep says.

Retention comes down to reward and purpose. “Some of our riders are making ₹60–70K a month, more than some MBAs today. When they see clear personal growth, they stay engaged.”

In the preschool sector, the challenges are different—but just as real.

“Preschools often employ women rejoining the workforce, in salary brackets of ₹15K–25K. These are not highly trained professionals, but they are passionate,”
— Spoorthi Vishwas, Junior Toes International Preschool (An emerging chain of preschools focused on holistic child development and creating meaningful career paths for women re-entering the workforce.)

“So we go beyond functional training—we focus on mindset, emotion, and the philosophy of our brand.”

For Chess Klub, people are the product. “We’re a service business. Our model depends heavily on quality of instruction. Replicating that across franchisees without losing the brand DNA is tough.”
— Sahana Kulkarni, Chess Klub (A hybrid chess education platform blending global trainers and tech for consistent, scalable learning across borders.)

Centralized + Continuous Training is the key

Franchise success starts with standardized onboarding—but the real magic lies in continuous upskilling.

“From Day 1, all our franchisees and employees go through the same training,” says Sahana. “They understand our values, the ethos, the ‘why’ behind what we do.” She credits Chess Klub’s consistency to a centralized curriculum. “No matter where you learn chess from—India, the US, Dubai—the sequence is the same. Everyone from coaches to franchisees must go through the curriculum and a questionnaire that reinforces not just what we teach, but how. We’ve defined SOPs for every type of delivery—online or offline.”

Spoorthi agrees that process alone isn’t enough. “You can’t just teach what to do—you have to teach why it matters. That mindset shift is the difference-maker.”

She adds, “Quality assurance comes not just from the curriculum, but from teacher awareness. The goal isn’t just teaching the kids who raise their hands first. It's about noticing and supporting the slow learners too. When a teacher is trained to deliver outcomes, quality naturally improves.”

At BLive, training goes hand-in-hand with tech. “We offer a centralized AI-powered platform that covers everything—training modules, operational tracking, SOPs, dashboards, rider apps, and more,” Sandeep explains.

Their franchisees get full visibility and control. “If someone invests in 50 vehicles, they can see where the vehicles are, how they’re performing, what revenues they’re generating, if there’s a problem, if a ticket needs to be raised—everything is in one place.”

SOPs: The Secret to Scalability

Every franchisor knows SOPs are essential. But getting people to follow them? That’s where things get interesting.

“We have a detailed SOP playbook—even micro-tasks are documented,” says Sandeep. Thanks to a tech backbone, BLive sees 90–95% SOP adherence with minimal manual intervention. Their control towers manage data from smart vehicles across hubs, making it seamless for franchisees to simply “invest, monitor, and monetize.”

“We don’t just bring the demand—we run the operations too. From tie-ups with e-commerce companies to our tech-enabled hubs, the franchisee doesn’t need to manage on-ground logistics. Everything is streamlined.”

Spoorthi adds structure to three core verticals: academic, non-academic, and operational. “From how a parent is greeted to how a principal conducts a meeting—it’s all standardized,” she says. “Our central app logs every detail.”

For Sahana, behavioral buy-in is key. “If franchisees see that SOPs drive better revenue and smoother ops, they’ll follow them. We focus on outcomes and use real-time audits and checklists to reinforce behavior.”

Why Local Matters

One thing all three leaders agree on? You can’t scale if you’re the only one carrying the vision.

“As a CEO, I can’t be everywhere. That’s why we focus on creating local leaders who get the brand philosophy,” says Spoorthi. Her Mysore franchisee not only performed well but is now expanding into new territories—proof that local ownership can fuel sustainable growth.

Sahana takes a community-first approach. “We actively network with local chess communities wherever we expand. Coaches and players from those regions understand the local culture, and that connection builds trust.”

At BLive, Sandeep is transitioning to a master franchisee model. “Instead of scattered operators, we empower a few to manage larger territories. Our ROI is strong—3x in 3.5 years—so when someone takes ownership, they thrive.”

Culture is the Core

If there’s one takeaway from all three leaders, it’s this - processes scale businesses, but culture sustains them. Every checklist, dashboard, or SOP only works when it’s underpinned by belief—when people truly understand and align with the brand’s vision.

“Motivation isn’t just about money—it’s about meaning,” concludes Spoorthi. “When teachers feel connected to our purpose, they give more than just hours—they give heart.”

In an increasingly automated and distributed franchise landscape, human connection might just be the most scalable asset of all.