As mentioned previously, once an audit is approved by the auditor manager, it adds a list of tasks to be accomplished by the franchisor or the franchisee to the system. These tasks are the single most important aspect of the audit: they are by and large the primary technique to close the loop and continuously improve. Franchisors who send in annual reports which gather dust on shelves do not reap the rewards related to performing audits.

By having these tasks within an electronic system allows for automatic reminders but also prevents tasks from falling between the cracks. When the delay between audits is very long, forgotten tasks can have a catastrophic impact on the franchise.

A franchisee's job is to work with their field consultant to understand areas for improvement and completing the related tasks. However, the franchisor's job does not stop there. Indeed, audits must be studied on an aggregate basis to determine common problems during a certain time range or in a certain territory. Trends can be extrapolated and the franchisor should give themselves action plans to be executed so that the system as a whole can be improved.

In some cases, this could mean giving additional training to franchisees to ensure compliance and adherence to strategic initiatives (ex: franchisees need to actively use social media to attract business). In other more interesting cases, it could actually mean that the franchisor should change the recipe for success due to problems in the wild (ex: franchisees are often out of stock of a certain product because the supplier is often out of stock or because they receive too many complaints about the product from their customers). In both cases, the franchisor requires an open mind to properly identify and correct systemic issues. The same holds for evaluating the audit questionnaire itself; it should continuously evolve with the franchise - adding questions for new areas of importance and removing those which bring little value.