The third phase of the franchisee/franchisor relationship is often called the maturity stage. In this phase, the franchisor and franchisee know what to expect from each other and have developed a working relationship with each other. They have almost reached a plateau upon which their mutual interdependence and interaction coexists. They generally enjoy working with each other, helping each other, and receiving support from each other. If the relationship grew well during the growth stage, then a mutual friendship and mutual understanding has grown.

The focal point of the maturity stage centers around the communication between the franchisee and the franchisor. When the communication is strong and open, any problems which arise are often easily overcome. This communication is also facilitated by the annual franchise meeting, as well as regional or district meetings. These meetings are often accompanied by company newsletters and/or brochures which explain new products or services which are being provided or implemented by the franchisor.

The major problem of the maturity stage exists when a franchisee feels that "continuous value" is no longer being received from the franchisor. Many franchising organizations provide "continuous value" to the franchisees simply through the use of their advertising and marketing programs. However, several franchisees require additional support in areas of operation and expanding or penetrating the target market. Franchisees want help to insure success in growth. They expect this from the franchisor and as they continuously receive this, then generally a very strong bond of friendship and professional respect is developed.

It is generally during the maturation stage (2-5 years after opening) that the franchisee begins to question the importance of the franchisor and the services being received. If the services are not present and if the franchisor is not providing value-added to the franchise business, then the franchisee begins to seriously question the importance of the franchisor and the payment of royalty fees. This becomes a major cause of frustration and strain between the franchisor and franchisee. This then brings into question the worth and the value of the franchise organization and leads to the ultimate question, should I stay in franchising?