Franchising is big business, no doubt about it. Drive off any interstate in the country and you're bound to see the same familiar names.

Franchising of all types is a significant part of the U.S. economy, generating more than $1 trillion dollars each year in retail sales. One out of every three retail dollars spent in the United States is spent at a franchised business. Franchises employ one out of every 17 people in the workforce.

Some believe we are on the verge of a golden age in franchising. The faces of franchisees will dramatically change as seasoned baby boomers, kids fresh out of high school, mid-career women, "mompreneurs" as well as new immigrants and minorities all come together to create the most diverse pool of franchisees ever.

More and more franchisees are no longer coming from the middle of the age spectrum, but instead from the edges. Many baby boomers nearing retirement age will become franchisees in far greater numbers. Their motivation: diminished job security, disappearing pensions and health benefits, and the need to match savings with longer life expectancies.

Many of their children will follow suit, becoming the most entrepreneurial generation in American history. Generation Yers view entrepreneurship as a way to maintain independence by owning their own careers. Franchise owners reflect a huge upswing in the number of women. The glass ceiling that has limited women's growth in traditional corporate career paths will send a rich talent pool to franchising. Franchising may also be the answer for women who have been out of the workforce raising children and would rather re-enter the workforce by starting their own business. Immigrant franchisees are driving a new wave of globalization. U.S. immigration policy and the outcome of the current immigration debates will affect how this segment affects franchising over the next decade.

Although there are yet no hard statistics on minorities in franchising, United States Census Bureau data does show that minorities are starting more small businesses, and their population is growing rapidly stateside. According to the Bureau, minority-owned businesses grew more than four times as fast as U.S. firms overall between 1992 and 1997, increasing from about 2.1 million to 2.8 million firms, and women-owned businesses grew at twice the national average pace between 1997 and 2002.

The reasons minorities are flocking to franchising are many. Risk-averse mindsets, a desire to break through a glass ceiling, and the response to mass corporate layoffs over the past two decades are prime attraction factors.

At the same time, the franchising industry is reaching out to women and minorities more aggressively than ever before. The combination is birthing a more multicultural face in franchising.

The perception of lower business risks that come along with an established franchise brand name has been the traditional draw for entrepreneurs. Franchisees are discovering that brand awareness is easier to attain when franchisors pool marketing resources and present the franchise as a unified front.

In uncertain economic times, franchise systems seem to grow even more. Driven by the fear of losing one's job or the uncertainty of how the economy will affect one's chances of advancement, people begin to look for ways to take control of their future.

For many, buying a franchise is an attractive way to claim independence and control of one's destiny. And since franchising began taking off in the mid-1950s, few would deny the franchising community is booming. Franchising is often thought of as a secure way for a small business owner to be in business for himself but not by himself. Indeed, investing in a proven franchise system that respects the important business interests of both franchisor and franchisees can be a gold-plated path to business success.

But sometimes the reality is markedly different. Buying into an ill-conceived system or a system that treats its franchisees unfairly can turn your dreams into a nightmare.

Such situations are neither safe nor secure; the business model may not work, and franchisees may be stuck with a one-sided franchise agreement that leaves them at the mercy of their franchisors.

That is not to say the situation was solely the fault of franchisors. On the contrary, more of the blame falls on the buyers for not being as demanding or as discriminating as they should have been.

Any free market responds to the demands placed upon it. When the car-buying public started demanding better cars, automobile manufacturers began making them. Those that didn't ended up losing sales to those that did. The same principle can be applied to franchising if buyers demand higher-quality relationships. A quality franchise relationship requires an ongoing commitment by the franchisor and franchisee, with each party expected to uphold its end of the bargain through active communication, common goals, and mutual respect.

One of the missions of the American Association of Franchisees and Dealers (AAFD) is to help those on the buyer side of the equation. Franchisees were not being heard from effectively, and at least partially as a result of that, what the marketplace was delivering was not meeting the promise - nor the hype - of franchising.

Our goal is to use the marketplace to drive reform. If you put great franchise companies on a pedestal and indicate this with certain markers, prospective franchisees will invest in such opportunities.

We believe other companies will jump on the bandwagon as the marketplace "demands" better quality franchise opportunities. Franchisors will have to "reform" so they will be able to compete.

Our goal is that in the not-too-distant future, no intelligent prospective franchisee would even think about buying a franchise that did not have the AAFD Fair Franchising Seal, our symbol of franchise accreditation.

The AAFD Seal signifies that a particular franchise meets a set of standards designed to protect the interests of the franchisee as well as the franchisor, and to promote the mutual success of both.

When we get to that point, we will have a franchising system that truly benefits the public, and other franchise associations and organizations will have no choice but to follow suit.

Negotiated relationships foster win-win systems, systems based on both parties investing in the building of a culture. This approach creates magnificent competitors and organizations that everyone feels good about.

Within the next several years, franchising will comprise over 50% of the retail economy and employ millions of people. Existing franchise systems will continue to grow and new franchise concepts will be introduced to meet growing demand and the move toward free-market economies.

We are also seeing a move toward better protection of franchisee rights. This will push franchisors to structure relationships with franchisees in a totally win-win manner. The AAFD is a national non-profit trade association representing the rights and interests of franchisees and independent dealers throughout the United States. Formed in 1992, the AAFD is focused on market-driven reform to achieve its mission to define and promote collaborative franchise cultures that the AAFD describes as Total Quality Franchising.

Since its formation, the AAFD has grown to represent more than 50,000 franchised businesses throughout the United States. The AAFD currently has members in all 50 states and represents more than 100 different franchise systems.

The AAFD's Fair Franchising Standards, Fair Franchising Seal, Trademark Chapters, and emphasis on Marketplace Solutions led to the Association's recognition as a growing force in franchising.