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This paper addresses the two opposing extremes of standardisation in franchising and the

dynamics of sales in search of a juncture point in order to reduce franchisees’ uncertainties in

sales and improve sales performance. A conceptual framework is developed based on both

theory and practice in order to investigate the sales process of a specific franchise network. The

research is conducted over a period of six weeks in form of a customised sales report

considering the sales funnel concept and performance indicators along the sales process. The

received quantitative data is analysed through descriptive statistics and logistic regressions in

respect to what variations in the sales process can be discovered and what practices yield higher

performance. The results indicate an advantage of a prioritisation guideline regarding the

activities and choices to make as a salesperson over strict standardisation. Defining the sales

funnel plus engaging in the process of monitoring sales in itself has proven to be a way of

reducing uncertainty as the franchisor and franchisees alike inherently gain a greater

understanding of the process. The extended knowledge gained from this research allowed for

both practical as well as theoretical implications and expands the knowledge on standardisation

of sales and the appropriateness of the sales funnel and its management for dealing with the

dilemma between standardisation and flexibility of sales in franchising contexts.