The thematic strategy has long been debated extensively, both in academia and business. Companies are increasingly looking for differential strategies that allow a distinctive competitive positioning to maximize their performance. However, what is observed is that a superior ability to implement the strategy, which allows a strong alignment between the intent described in the plan and the activities and organizational structures, is increasingly assuming a prominent place in the strategic agenda of organizations. Faced with this challenge, we observe the existence of multiple barriers to successful implementation. It also notes critical dimensions and execution models that align structural elements, behavioral, governance, operational and functional in order to translate the strategy into results. This study aimed to deepen the understanding of what factors are facilitators and what are limiting the implementation of the strategic plan, specifically in the context of companies organized as franchise systems. The research strategy was based on multiple case studies conducted in two franchise systems involving five companies: (a) first a franchise system of non-alcoholic beverages involving a large multinational franchisor, a large multinational franchisee and a medium size national franchisee, (b) second a fast-food franchise system involving a national medium size franchisor and one small size national franchisee. For this research purpose we have used document analysis and interviews with both leaders and managers of the mentioned organizations. The reports were analyzed and categorized under the study objective, clear features that appear harder to franchise systems in their challenges of strategy execution.