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“ When doing my research, the high energy and fun that the Boost brand represents and their established brand awareness appealed to me. I love that Boost offer healthy and convenient smoothies and juices for shoppers on the run, which I think is a brilliant concept.” - Petra Fell
Welcome to our July/august issue of Business Franchise Australia and New Zealand Magazine!
In this issue we are pleased to welcome b oost to our cover, turn to page 10 to read more about how they are fuelling energy and growth for the future, and why Franchisee peta Fell was inspired to join the franchise.
As usual this issue we have our panel of experts to keep you updated and informed. Phil Chaplin cost management strategies for franchise owners and how you can maximise profitability, Peta Lonegan and her simple checks for super success, o ur Legal expert Helen Kay from Rise Legal discusses the integral role of intellectual property protection. t his is just a sample so turn to the contents page to find more expert advice.
We have featured some great franchise opportunities in this issue such as t he Laundry Company, who have come from the big Apple to Down under. We also meet Former paramedic, Craig t homas, and former emergency nurse, bridget t homas, who have entered the float therapy industry with City Cave.
o ur Main feature this issue is Home s ervices a brand that has really blown up, the words of Doug Downer one of our experts in this area or franchising, Robert toth starts us off with a song ‘ taking care of business” and gives us some great insights. Last but not least brian and Prue Keen discuss managing the tricky side of the home services sector.
And of course, there is so much more including franchise news updates, Franchisor News Franchisee spotlights, and information on the upcoming expo in Melbourne this coming 17th and 18th of August, turn to page 63 to get your free ticket.
Finally, don’t forget to check out our A-Z Franchise listing directory with all of the best franchise opportunities available right now.
Until next time, enjoy the read
t he information and contents in this publication are believed by the publisher to be true, correct and accurate but no independent investigation has been undertaken. Accordingly the publisher does not represent or warrant that the information and contents are true, correct or accurate and recommends that each reader seek appropriate professional advice, guidance and direction before acting or relying on all information contained herein. opinions expressed in the articles contained in this publication are not necessarily those of the publisher. t he publication is sold subject to the terms and conditions that it shall not be copied in whole or part, resold, hired out, without the express permission of the publisher.
Vikki Bradbury Publisher
j ULy/AU g U st 2024 contents
Cover Story
10 Boost Juice: boost fuels Energy and growth for the Future In every issue
8 What’s New! Announcements from the Industry
12 FCA - FCA 2024 National Franchising Convention in Cairns One To Remember!
64 Behind the Headlines
67 Professional Services Listings 68 Franchise Listings
70 A-Z Franchise & Services Directory
Franchisor in Depth
24 Coffee Treat: A Destination Hole in Wall style takeaway Café
52 Belgravia Health and Fitness: building active communities: belgravia’s roadmap for growth
54 Hydraulink: New Hydraulink franchisee Ryan Parkes seizes opportunity to expand hydraulic service to busy sydney regions
Focus
14 City Cave: Former Paramedic-Nurse Duo open Float therapy to Relieve industry trauma
28 The Laundry Company: From the big Apple to the Land Down Under
18 Jo Morrell, JUMP Swim Schools: Keep Franchising in the Family - the Morrell family’s journey with jUMP! swim schools
Have Your Say
50 Pete Fiasco, Head of Franchising, Kwik Kopy: growing Kwik Kopy’s Footprint 58 Sonia Shwabsky CEO, Kwik Kopy Australia and Andrew Sezonov Group General Manager, WPC Group:
Joondalup gets ready to roll out WA’s first cinnaBon
Lakeside Joondalup Shopping City has officially been announced as the location for Western Australia’s first Cinnabon store. The highly anticipated public grand opening is set for Saturday August 17, promising to draw cinnamon roll lovers from across the region eager to be the first to get their hands on a bon.
brett Higgins, Managing Director of b oxx brands, which owns the rights for Cinnabon
in Western Australia, said the company was very selective about its first location.
“ s electing Lakeside j oondalup for our first store is a strategic move. t his centre attracts close to 10 million people a year, is a major shopping destination but is also conveniently situated near the train station, making it easily accessible for everyone,” said Mr Higgins. “o ur store will be just near the entry to the train station.”
“o ur aim is to open around 20 locations eventually,” Mr Higgins explained.
“We anticipate a very warm welcome on o pening Day, similar to what they’ve experienced on the East Coast, with massive lines and eager fans. t here’s a palpable excitement as the opening date approaches, and we can’t wait to share the Cinnabon obsession with the people of Perth.”
o n opening day, customers can look forward to indulging in the classic Cinnabon flavours that have captivated the world. t he store will feature the iconic o riginal Roll, alongside two other delectable flavours Caramel Pecan and Chocobon, available in regular as well as the Minibon size. t he rolls will be complemented by a selection of great coffee and drinks.
“ t here will be Cinnabon branded sweatshirts to give away for the first 50 customers on opening morning, along with some great product giveaways.”
BWh h otels sigNs Best WesterN Adel Aide Airport, Bri Ng its legAcy Br AN d to the c ApitAl o F south Austr AliA
BWH Hotels is excited to announce the signing of Best Western Adelaide Airport, adding to its growing portfolio of hotels in Adelaide. This fully renovated property is situated directly across from Adelaide Airport and is a quick drive from the city center, making it an ideal location for both business and leisure travellers.
“We are thrilled to partner with Across Australia Pty Ltd. (AAPR) and expand our presence in Adelaide with the signing of b est Western
Adelaide Airport,” said Rod Munro, Managing Director of bWH Hotels. “ t his property embodies our commitment to providing high-quality accommodations that cater to the diverse needs of travelers. its prime location and modern amenities make it a valuable addition to our portfolio.”
b est Western Adelaide Airport offers 31 modern and spacious guest rooms, each designed for maximum comfort with features such as underground heating, double-glazed windows, and soundproof doors to ensure a restful night’s sleep. t he property includes a full-service restaurant and bar, EV charging facilities, airport shuttle service and other convenient amenities tailored to meet the needs of all guests, including families and groups. t he hotel’s strategic location and exceptional facilities promise to deliver a comfortable and convenient stay.
Andrew Chapman, Director of Across Australia Parks and Resorts Pty Ltd. (AAPR), expressed enthusiasm about the partnership, stating, “We’re delighted to be working in partnership with the bWH Australasia team to bring to life the b est Western Adelaide Airport. We look forward to continuing to elevate the property and showcase Adelaide to domestic and international travellers.
strong Pilates announces launch in the usA; confirms rapid expansion across europe, Asia & Middle east
STRONG Pilates, a world-first Pilates and cardio-infused fitness franchise born out of Australia, has today announced its expansion into The United States of America, set to open its first flagship studio in Hermosa Beach, California this year. Plans are underway for studios in Texas, New York and Florida, with 5-8 studio locations to be announced within the coming months.
t his coincides with st Ro Ng’s continued expansion across Australia, New Zealand, Asia, Europe, United Kingdom and North America, as well as new launch territories: s outh Korea, Philippines, indonesia, b ahrain, Dubai and japan.
t he news comes as the U. s . Pilates and yoga studios market, valued at $158.43 billion in 2023, is expected to grow to $420.98 billion by 2032. st Ro Ng Pilates is poised to seize a significant market share, with over 150 st Ro Ng studios currently in the pipeline. t he privately-owned fitness franchise is on track to exceed total annual revenue of AUD $35 million by june 2024.
st Ro Ng Pilates was founded by Australian duo Michael Ramsey and Mark Armstrong, who recognised the need for a low impact, high intensity fitness format, incorporating the world’s leading fitness genre, Pilates with cardio-infused training. Previously successful F45 franchise owners, they sourced and exclusively licensed the U. s developed Rowformer and bikeformer machines, curating programs to challenge fitness enthusiasts in a 45-minute session.
to manage the expansion of st Ro Ng’s fitness model and facilitate rapid growth across the U. s . market, both founders will relocate to the global headquarters in California in 2024, showcasing the paramount demand of this fitness offering.
www.strongpilates.com.au
i ngot h otel Perth and JaPan’s comfort h otel nagoya m eieki m inami Win
“Best of choice” 2024 Award
Perth’s Ingot Hotel (Ascend Hotel CollectionTM) and Japan’s Comfort Hotel Nagoya Meieki Minami have both been recognised with prestigious 2024 “Best of Choice” Awards announced at the Choice Hotels International, Inc. (NYSE: CHH) 68th Annual Convention in Las Vegas.
t he announcement follows both properties being awarded Hotel of the year honours at the recent Choice Hotels Asia-Pac 2023 Awards dinner. t he b est of Choice Award is an international honour recognising outstanding operators across each of the group’s brands: Ascend Hotel collection, Clarion, Quality and Comfort.
Choice Hotels Asia-Pac CEo trent Fraser said he was extremely proud to celebrate Comfort Hotel Nagoya Meieki Minami & ingot Hotel Perth’s win on a global stage. “ t his is an extremely proud moment for the Choice Hotels Asia-Pac team to see Comfort Hotel Nagoya Meieki Minani awarded the b est of Choice 2024, as this is the first time a hotel from japan has been included in the awards for selection” trent Fraser says.
g eneral Manager of ingot Hotel Perth, Paul Rogers, says the award is a testament to the excellence his team aspires to every day.
President & Director of Choice Hotels japan takeya Muraki says the global nature of the award is particularly meaningful. “Comfort Hotel Nagoya Meieki Minami has achieved a very high level of customer satisfaction among the Comfort brand in japan,” takeya Muraki says. to be further recognised by the international Choice Hotels family will only inspire us to further greatness.”
Representing a tremendous accomplishment, the accolades are awarded to the top hotels within Choice Hotels’ domestic and international portfolio.
for the future and growth fuels energy boost
Offering a wide range of healthy grab and go products along with the energetic and upbeat culture created by Boost, is what inspired Peta Fell to join the franchise. She now owns two stores at opposite ends of the Central Coast in NSW at Lake Haven Centre, Lake Haven and Deepwater Plaza, Woy Woy.
“When doing my research, the high energy and fun that the Boost brand represents and their established brand awareness appealed to me. I love that Boost offer healthy and convenient smoothies and juices for shoppers on the run, which I think is a brilliant concept”.
Peta embarked on a journey to become a Boost approved Franchisee Partner undergoing an interview process, followed by three weeks of intensive Partner training at the Boost Head Office in Melbourne. She spent two weeks in-store to learn the A-Z from becoming a ‘Boostie’ who serves customers, prepares ingredients and cleans equipment, to being a Team Leader who has supervisor responsibilities such as leading a team and managing stock and equipment. In Peta’s last week of training she learnt all there is you need to know to become a Boost Partner including administration and financial management and upholding the overall culture of the brand.
Peta loves how the Boost operations are streamlined and efficient allowing for minimal waste and overheads. Having simple operations allows her to focus on what matters most, which is customer service and the Boost brand experience. Peta feels it’s the little things that go a long way by remembering names and orders for repeat customers, making time for customer
connection and conversation and creating an upbeat environment that brings a positive energy in-store.
Peta was assigned a Franchise Business Consultant (FBC) from Boost Head Office who worked closely with her and offered support when taking over her first store which was an existing location. The FBC provides a wealth of knowledge and experience and is a great resource for ongoing support for Boost Partners. Boost are always looking to grow and expand and are open to considering recommendations from Partners on potential new sites. Peta’s second store was a ‘Greenfields’ site in a new location for Boost. She was given valuable support in the lead up to opening the new store and beyond. Boost Head Office offer support for Franchisee Partners with day to day troubleshooting solutions, through to department specialists
for such matters as marketing and legal advice.
Boost have systems to help with monitoring business performance with their own internal matrix platforms. This allows Partners to benchmark their stores against other stores in the State or Nationally and utilise tools to measure KPI’s, such as sales, labour and cost of goods, as well as customer experience. These Platforms are a great resource to allow Partners to analyse their business performance in detail to assist business growth and development for the future. Boost also conduct Quality Assurance Reviews which includes an overall business health check on quality, service and cleanliness and offers Partners feedback for improvement.
Peta conducts regular meetings and catch ups with her staff to discuss staff performance, procedures and operations. She finds this
open and honest communication very valuable with her team. Some of the great ideas in store have come from the ‘Boosties’ and their input is strongly encouraged.
Peta likes to be in-store regularly to provide the support that her staff need to be the best they can be. Being a strong role model and developing a rapport is just as important as the training and upskilling. Peta strives to recruit people who are passionate about the brand, products and Boost environment with a willingness to roll up their sleeves and get their hands ‘sticky’. A healthy and like-minded team who work alongside each other in a positive, high-energy and happy environment is what Boost is about. The Boost vision is to make the customer’s day just that little bit better by exceeding their expectations.
“ If you are prepared to work hard and be involved and engaged with your business and lead a vibrant and energetic team, then the Boost franchise may be a good fit for you. At the end of the day, you’ve got to love your job and be passionate about what you do. I feel lucky to have achieved this in Boost.”
With both stores operating successfully, Peta actively engages with the Boost network group through face to face meetings and online platforms which gives Partners the ability to interact and support one another. The Partner network strongly support each other and offer reassuring advice and helpful recommendations as required. Peta enjoys attending State meetings and National Conferences where Partners come together to share valuable insights and to discuss strategies for future growth.
“I thoroughly enjoy the in-store activations and marketing campaigns we execute to promote new products and celebrate calendar events throughout the year. Boost like to be a little bit cheeky and fun which appeals to our target audience.”
Boost is always keeping up with the trends and has a strong social media presence. New content and influencers create great conversation starters to engage with the Boost audience. Boost also engage with customers and share new products and secret menus through the Boost Vibe APP loyalty program.
Peta enjoys connecting with local community groups in meaningful ways that reflect her own values of Boost. She makes connections through sponsorships and donations to primary and high school age organisations such as sporting clubs and schools. Peta supports netball, soccer, football, basketball, little athletics, and sponsors sporting
presentations and awards, charities and local community events. When mascot ‘Barry Boost Cup’ makes an appearance he always guarantees a lot of laughter and fun!
When looking at the franchise industry in the next few years, Peta acknowledges the challenges that may lay ahead with the cost of living crisis, the drop in consumer spending, and the increase in cost of goods and labour. Being mindful of the impact this will cause on profit margins and constantly adapting to reduce costs, will be key in growing sales and keeping profit healthy.
boostjuice.com.au/franchising/
2024 n ational franchising convention in c airns One T O Remembe R!
The National Franchise Convention is the largest and most comprehensive professional development event on the Australian franchising calendar. This year, the greatly anticipated event was held in tropical Cairns, and was an event to remember.
NFC has always been an unmissable opportunity for franchises looking to hear directly from inspirational keynote speakers on issues impacting our entire industry, and this year’s event embraced not only the conference, but also a Legal Symposium, National Franchising Awards of Excellence and also a bustling exhibition space.
The three-day conference and Legal Symposium showcased some of Australia’s greatest minds plus some seriously through provoking panel sessions lead by our region’s finest minds in the world of small business and franchise.
Fca Legal symposium hottest Legal ticket in town for Franchise Law
Held the day before the official launch of NFC24, the Legal Symposium is one of the hot tickets for legal eagles in franchise, and the event went off with a bang thanks to the first guest speaker of the symposium - Mick Keogh from the ACCC.
Mick set out this year's ACCC priorities including greenwashing, UCT reforms, product safety, small businesses and the reforms proposed for the franchising code. Delegates also were given a breakdown on the complexities around the Mercedes Benz case. Next up in the program, we heard from Bronwyn Furse and Alexandra Coleman regarding managing corporate risk in a changing world, and the importance of planning and having adequate policies and processes in franchise. Thanks to Bronwyn and Alexandra for conducting this valuable session.
Following on, the symposium heard from Sean O'Donnell along with Moira Carter and Matt Mullen who conducted an in-depth review of the PPS Legislation. The session
covered common mistakes made regarding the legislation, despite it being around since 2012.
The day wrapped up with the official Welcome Evening at Hemmingway's Brewery with some great networking as delegates watched the sunset over stunning Cairns.
nFc24 day 1
Packed with updates from the Minister for Small Business Julie Collins MP and much more
After kicking off the conference with a visually stunning Welcome to Country by Minjil, NFC’s Master of Ceremonies Andrew Klein delegates received an update from FCA chairman Brendan Green on all things FCA
moving forward, plus we heard via video link from the Minister for Small Business the Hon Julie Collins MP.
Mid-morning on Day 1 of NFC24, delegates enjoyed an address from Dominique Lamb, Small Business Commissioner Qld plus took part in a greatly anticipated discussion of the Franchise Code Review with Dr Michael Schaper, FAICD.
The morning finished off with a brilliant panel discussion with Richard Thame, Sonia Shwabsky, Bruce McFarlane and Zoe Pendrick on franchising on the Edge.
Day 1 of NFC wrapped up with an address from Jocelyn Brewer, psychologist on disconnecting from a fast-paced world of tech following Jocelyn’s keynote address we broke into concurrent panel sessions and enjoyed informative discussions on topics including ‘Driving Engagement and Teams Through Digital Within Reason’, and ‘Data Driven –Digital In Practice’ with facilitator Brendan Green, and panellists Luke Manning, and Taylor Fielding.
Other exciting conference sessions throughout the afternoon which ran concurrently covered the topic ‘Digital and Brand – continuity in driving small business success' which was hosted by facilitator Helen Alfa, and panellists Tracey Cooper, Michael Black, April Harwood, and Adrian Furminger
Our final concurrent sessions covered ‘Culture Building and Supporting Local Businesses to Succeed which was facilitated by Clayton Treloar, CFE with panellists Amber Manning and Kerri Wane and also 'How to Grow your Business through Franchising' with Peter Buckingham (Facilitator), Steve Grossrieder, and Jeremy Hassell, Co- Founder, City Cave.
The day wrapped up with a final keynote from our guest speaker Petina Tieman -
FIML MAICD, from Complete Business Solutions Cairns.
The night of nights on Day 1 of NFC was the highly anticipated National Franchising Awards of Excellence. Winners of the national awards included:
• Franchisor diversity and inclusion –Quest Apartment Hotels
• Excellence in Marketing – Bakers Delight
• Franchisee Community Advocate –Kate Piper, Plus Fitness
• Single Unit Franchisee of the Year –Mani Rosete San Churro Wollongong
• Field Manager of the Year –James Wadsworth – Foodco Group
• Supplier of the Year – BDC Partners
• Multi Unit Franchisee of the Year –Kathryn & Michael McGrath – @Signarama
• Established Franchisor of the Year –Foodco Group
• Franchise Woman of the Year –Kerri Wane, San Churro
• Franchise Industry Leadership –Richard Thame, CouriersPlease
the final day of nFc24
We kicked off with FCA Consultation and Constitution Review with Tanya Robertson and Brendan Green
After the FCA Consultation and Constitution Review, the event then headed straight into a powerful and thought-provoking keynote with Mark Carter on ‘Defining Innovation and Adaption in Franchising’.
Following on from an explosive start to the day, we continued with Steve Sammartino, futurist and expert on AI with his keynote ‘Disruptive Tech : The Inescapable Future! Are you Ready?’.
We then heard from The Hon Sussan Ley MP, on Priorities and Opportunities for Small Businesses, and then after morning tea heard two fantastic keynotes one from Natalie Waters on behavioural profiling and the importance of taking risks and saying 'yes' in business plus a fascinating session from Kaley Chu, from 100 Lunches on 'How to Ignite your Teams Potential with Mindset and Profitable Relationships'.
one of the highlights of nFc was our final keynote,brooke hanson oLy oaM
Brooke, an Olympic Gold and Silver Medallist empowered the audience at NFC24 to live a purpose driven life, motivating individuals and inspiring organisations to achieve greatness.
A professional motivational keynote speaker, energy health trainer, MC, Ted x speaker, television and radio presenter, media consultant, facilitator, mentor and active mother, Brooke’s keynote was a special moment in the NFC24 program and one that was a highlight for all our delegates. Brooke shared her story and the keys to energy health performance and leadership success by encouraging self-belief, accountability and finding purpose through positivity. We can’t wait to catch up with Brooke in the future and revisit some of her stories and motivating insights. Thank you to Brooke for such an inspirational keynote and to Barry Markoff from ICMI Speakers and Entertainers.
NFC24 was a resounding success, and an event to remember with planning for NFC25 already underway. Be sure to save the date 19th to 21st October 2025 in Melbourne for NFC25!
The Franchise Council of Australia (FCA) is the peak industry body for franchising in Australia, representing both franchisors and franchisees. With a rich history spanning four decades, the FCA is committed to promoting excellence, best practices, and innovation in the franchising sector. As a national voice on franchising, the FCA advocates for the interests of its members and works collaboratively to ensure the growth and success of franchising in Australia.
Former paramedic, Craig Thomas, and former emergency nurse, Bridget Thomas, have entered the float therapy industry in a bid to raise awareness for alternative treatment options that can reduce the mental and physical impacts on those working on the front line, along with many other industries and struggles members of the community face.
The pair opened their own City Cave centre in May 2024 in Richmond NSW, marking the first step on their mission to present float therapy as a natural solution to regulate a person’s nervous system and address underlying stressors before they have an irrevocable impact.
former paramedic- nurse duo open float therapy to relie V e industry trauma
After 21-years as a paramedic, Craig was diagnosed with post-traumatic stress disorder, a total and permanent disability that would find specialists advising him that he would never work at the same capacity again or see him in any gainful employment going forward.
After two years of weekly appointments with a psychologist, sleepless nights and no end to the trauma in sight, Craig commenced Eye Movement Desensitization and Reprocessing (“EMDR”) and was referred to a new type of therapy that would change everything.
“We were pretty desperate by that point. I had been through a lot of traditional therapies over the course of two years that weren’t really having an impact. I wasn’t sleeping, my family weren’t sleeping, it was incredibly difficult, and it didn’t seem there would ever be a light at the end of the tunnel for me. Then a friend of ours recommended float therapy alongside my EMDR therapy. I was ready to try anything. Within a couple of months, I instantly started to feel relief,” Craig said.
“It felt like all hope wasn’t lost. That maybe this could bridge it. Then with each visit I saw an improvement. Now, whilst I’m not always perfect, it’s certainly become a therapy that helps me manage my symptoms and I’ll forever be grateful.”
Within two months, Bridget and the family noticed a change in Craig and immediately knew float therapy could be the solution and an opportunity of self-care that could be embraced by others in Craig’s former field to avoid and prevent what happened to him, happening to them.
“We knew straight away, ‘okay, this is where we’re being called to, we need to look at doing this going forward, and to share the experience with as many people as we can’,” Bridget said. “We obviously started speaking to a lot of our network within the paramedic and nursing spaces and to get them floating because there’s a lot of people in the front-line industry that are just hanging on.”
Seeing their peers float and gain the benefits of the therapy reinforced Craig and Bridget’s desire to meet the demand for this type of remedy to heal or prevent.
“We need to be able to get this out there for
other people to start helping them or help prevent them from experiencing what I went through. I felt that if I had this available to me before my injury, I may have been able to recover from the more regular trauma exposure that I had,” Craig said.
Bridget says opening their own City Cave Richmond will be an incredible opportunity to take their lived experience and have an impact on their network and the community.
“It was clear from the start that the brand had the same desires and drive as we did. It was never about making money or becoming some world-famous service, it is purely about making an impact on everyone’s lives, that we could really change lives in our own local community. Being part of a bigger franchise is just a bonus,” Bridget said.
“There’s so much excitement in Richmond around it, people are excited and are looking forward to having something like this available.” Being new to the industry, the City Cave Franchise team offered a level of support and guidance along the way that assured them their dream of supporting others would be a success.
“Any fear that you may have about starting your own business, like City Cave, is really met with supportive people. The brand has processes in place to help guide you through,” Bridget said. “Coming into this new for the first time, we really needed the safe structures of a franchise around us because it was a tried and tested model, and the owners are so amazing and supportive. They are like a family to us.”
City Cave is now the world’s fastest growing float therapy brand, and Australia’s first dedicated float therapy and wellness centre, offering guests an end-to-end experience designed to improve overall wellbeing through open pool float therapy, infrared saunas, and massages.
Grounded in evidence-based insights and cutting-edge medical research, City Cave delivers the most advanced floatation experience in the world. Its flagship patented sensory deprivation treatment, floatation therapy, is unique compared to the traditional floatation pods. The large, private open-air pool is heated and matched to an individual’s body temperature and provides a sense of weightlessness to achieve deep relaxation.
“ It was never about making money or becoming some world-famous service, it is purely about making an impact on everyone’s lives, that we could really change lives in our own local community.”
“Our mission is to change people’s lives for the better, plain and simple. While it might sound like a cliché, our evidence-based therapies aim to extend the lifespan and improve the quality of life for people across the globe,” City Cave Co-founder Jeremy Hassell said.
With an annual turnover of $60M in revenue this financial year, the successful business franchise model also plans to open 10 new locations across the Australia and New Zealand region over the next year.
The purpose-driven brand is very selective of the right people to join their business, choosing both team members and Franchisees based on their core values of Collaboration, Abundance, Empathy and Balance.
For more information, please visit: www.citycave.com.au
m aximising PRO fiTabiliT y:
cost Manage M ent s trategies for franchise oW ners
All businesses operate in a competitive environment, and times of change can often mean margin squeeze and reduced profitability. Franchise businesses are no different, and sometimes also face their own unique challenges when it comes to what factors might be (or seem to be) outside of the control of the franchisee.
That having been said, maximising profitability remains a crucial goal for all franchise owners, certainly as much as it is for the owner of any independent business. There are obviously two sides to the profitability equation, in this article we’ll focus on the cost side (which is usually a little more empirical than those things which drive the revenue line).
Effective cost management is a key pillar of profitability, over time costs often increase almost unnoticed, and it’s only through a focussed review that we may find costs that can be reduced, or expenses that are no longer adding value to the business that they once were.
With a strategic approach to cost-saving, franchise owners can enhance their bottom line while maintaining the quality of their products and services. In this article, we'll explore some actionable strategies for cost management, most of which could be applied to any businesses.
1. conduct a comprehensive cost analysis
Before attempting to implement any costsaving measures, it's essential for franchise owners to conduct a comprehensive analysis of their expenses. This analysis should cover all aspects of the business, including overheads, raw materials, labour costs, and operational expenses. By gaining a clear understanding of where money is being spent, franchise owners can identify areas for potential savings.
Check these items against your budget (you do have a budget, right?), and look at where costs have increased over time. It can be tempting to only look at large costs and to categorise everything else as ‘too small to make a difference’, but even small savings can add up when grouped together.
2. negotiate Favourable terms with suppliers
Good supplier relationships are critical to the success of any business, franchise businesses included. There may be some goods or services that must be supplied by the franchisor (but even that supply can sometimes be negotiated). Never has the saying ‘don’t ask, don’t get’ been more true, suppliers will seldom volunteer a discount!
Network with other franchisees in the hunt for a better deal, and consider the value that your collective purchasing power has. Look around for alternative suppliers but remember, loyalty can have benefits (and reminding your existing suppliers of your loyalty may lead to a cost saving!).
Remember also to consider quality impacts on your business from any supply. You might find a cheaper internet provider, but do they have the uptime or bandwidth you need? For food supply quality is vital, but it’s always worth looking around and sometimes it’s worth giving the alternative a chance, particularly if the risk of change is low.
The utopia is a strong supplier relationship, delivering value to both parties, with consistently competitive pricing, and sustained quality, leading to improved profit margins. It might sound simple, but there’s a reason why the cost of not looking around occasionally is often called the ‘lazy tax’, most of us just don’t do it.
3. optimise your Labour costs
Labour costs often represent a significant portion of a franchise's expenses, and in the current climate good staff can be very hard to find.
chaplin the Chief Executive Officer of the CFI Finance Group, a specialist finance company servicing the franchise, accommodation, and fitness sectors as well as small businesses more broadly across Australia and New Zealand.
Phil has over 20 years’ experience in providing finance to businesses across Australia and New Zealand and has managed finance companies in the private and banking sectors, he is a former chair of the Equipment Finance division of AFIA.
“ It can be tempting to only look at large costs and to categorise everything else as ‘too small to make a difference’, but even small savings can add up when grouped together.”
One way to optimise labour costs is to focus on your workforce management and efficiency. For many small businesses the biggest challenges revolve around ensuring that staffing levels align to customer demand. Make sure you have a thorough understanding of your busy periods, and that any down time is used productively. For some businesses performance-based incentives can also help to drive behaviour and productivity. You might also look at cross training your employees to ensure that they can step into different roles as demand requires. Remember, many team members rate variety and responsibility as key things that attract them to a role.
Don’t ignore the bigger picture! Like most major business costs, your employee expense is about value and ‘true cost’, not just the sticker price. You might have less expensive individual staff but perhaps you need more of them, or your costs are increased due to high staff turnover. Incentives targeted at retaining good staff are often much less expensive in the long run than dealing with the costs of a new hire.
4. embrace technology Integration & automation
There are new technologies emerging all the time, offering numerous opportunities for cost savings and efficiency improvements. Talk to your franchisor about key items on the technology roadmap for the network (and if they don’t have one, ask them why not). Point-of-sale systems, inventory management software, and automated ordering systems can help minimise waste, track inventory levels accurately, and reduce administrative overheads. If the franchisor mandates or provides specific technology for your business, then make sure you provide them with feedback around what works and what doesn’t so that they can drive improvements. If there are technology solutions available that you haven’t implemented, consider
whether now is the right time to do so.
Yes, there might be upfront capital costs to implementing new technology, but those costs can usually be spread over time, often giving an immediate net gain!
Investing in technology solutions tailored to the specific needs of the franchise can yield long-term cost savings and enhance your operational efficiency.
5. continuously Monitor and Improve cost Management strategies
They used to say the painters on the Sydney Harbour Bridge would work from one end to the other, and when they were finished, they’d just go back and start again.
Cost management is an ongoing process for any business, requiring constant evaluation and improvement. Franchise owners should regularly review their existing costs, and also measure the results of any initiatives put in place to try to reduce costs. If an initiative isn’t saving you the money you expected, dig deeper and find out why.
It can also help to involve your team in cost saving initiatives, talk to them about areas of waste in the business and consider incentivising and recognising their cost saving ideas.
Effective cost management is about keeping your eye on the ball and adapting to the changing needs of your business and the environment in which you operate. With a cycle of continuous improvement, you can keep your business, and your margins, in tip top condition.
So, to sum it all up… break down your cost review into categories, review each one in detail, look for strategies to reduce costs, but also to increase value, and monitor your results. It all sounds so simple, but like everything of course the payoff comes from doing the work. v
Phil
k eeping franchising in the family:
t he m orrell family’s journey with jump! s wim s chools
In the northern suburbs of Perth, the Morrell family has not only embraced the coastal lifestyle but also turned their passion for water into a thriving business venture.
Since purchasing their first JUMP! Swim School franchise in Clarkson in 2020, Jo Morrell and her three daughters have immersed themselves in the world of swim education, transforming a business opportunity into a family legacy. Now they are set for growth as they plan to open a
second site in Western Australia, jointly owned by mother and daughter.
From banking to franchise ownership
Jo Morrell’s career trajectory took a significant turn when she decided to leave her job in the banking, finance, and insurance industry to become a swim school owner in 2020.
"I was looking for a more family-friendly career where my kids could come to work with me," Jo recalls.
The idea of buying into a franchise appealed to her as a first-time business owner because of the support and structure it offered.
"JUMP! Swim Schools was the first franchise that caught my eye. The concept of a boutique swim school was new and exciting, and I felt it was a perfect fit for our family."
Jo’s leap into this new venture wasn’t taken lightly. She conducted thorough research, met with the franchise head office, and visited other franchise sites. The overwhelmingly positive feedback from existing franchisees and the importance of swimming skills in Australia solidified her decision.
"Being in Australia, it's crucial for kids to learn to swim. This franchise seemed like a great opportunity to contribute to the community in a meaningful way."
embracing
the
franchise world as a family
Despite the safety net of a franchise, Jo emphasises that success still requires dedication and hard work and that’s why it’s been so wonderful to involve her daughters now aged 20, 18, and 13.
"Olivia, Sarah and Frankie have always helped on the front desk, with admin tasks and odd jobs around the site – it has been great for them to be in a business and customer service environment as they learn so much from a young age. It’s also allowed us to spend so much quality time together that I never would have been able to do if I had stayed in my previous career.”
Olivia, Jo’s eldest daughter, began working as a swim teacher at JUMP! Clarkson at the age of 17, as soon as she was old enough to receive her qualifications.
"I wanted a more impactful and meaningful work experience," said Olivia.
"Swim teaching is so much more fun and rewarding than a standard teenage retail or food service job. I love making a difference in the lives of little kids and their parents."
A significant aspect of the Morrell family’s success has also been their ability to build a strong, supportive community around their swim school – and Jo notes that being family business owners helped make this much easier.
“Being a small, family-run swim school with our own kids around has allowed us to create a close-knit environment where families feel welcome, understood and valued,” said Jo. "We make it a point to remember the names of each family, all our staff are friendly, and we go above and beyond to ensure families feel at home here."
This family vibe has not only fostered loyalty among their clients but has also turned their swim school into a cornerstone of the community.
“Parents appreciate the individualised attention their children receive, and this reputation for excellence has driven word-ofmouth referrals, contributing significantly to our waitlist and overall success.”
expanding the family business
The success of their first franchise inspired the Morrells to consider expansion and they have decided to open a second JUMP! Swim School at Joondalup, which will be jointly owned by Jo and Olivia. Olivia will manage the new site while Jo continues to manage Clarkson. "At our peak, we had over 150 customers on our waitlist at Clarkson," Olivia explains. "The idea of having two sites close in location was appealing, allowing customers to transfer between them."
When Olivia expressed interest in co-owning a second site, the plan began to take shape. Olivia is set to graduate with a bachelor’s degree in commerce, specialising in marketing and management. This academic background aligns perfectly with her new role as a business owner, she says.
"Working for myself has always been a goal. The Joondalup site, along with my parents' support, is helping this goal become a reality.
"Not many 20-year-olds get to own a business of this degree. I am very grateful."
Jo said watching Olivia grow within the JUMP! Clarkson community has been a special experience.
"Seeing her develop a passion for the industry and the importance of learning to swim has been amazing. I am so excited to see her start this next journey and am grateful we get to do it together."
tiPs for Working With family
The Morrell family’s journey with JUMP! Swim Schools is a heartwarming example of how franchising can thrive within a family dynamic. Here they offer some valuable insights for other families considering a joint business venture:
1. have you talked about ita lot? Before committing to a family business, discuss the opportunity extensively. Observing each other’s reactions during these conversations can reveal potential challenges and ensure that everyone is on the same page.
2. strong relationships and shared values. A strong family relationship and shared values provide a solid foundation for a business. If the relationship is already strained, business challenges could exacerbate conflicts. Shared ethics and values act as the glue that holds the business together during tough times.
3. open and trusting conversations. Effective communication is crucial. Family members should be able to discuss issues openly and honestly. Avoiding difficult conversations can lead to disputes and business cracks.
4. thick skins required. Family members must differentiate between personal and professional matters. Tough decisions will be made for the greater good of the business, and it’s essential to handle these professionally.
5. a good mix of skill sets. Diverse skills within the family can enhance the business. Complementary skills help divide tasks efficiently and establish clear role boundaries.
Jo Morrell and her daughters
b ehind the curtain: a day in the life of a s tagecoach franchisee
As prospects explore various franchise opportunities, it is natural to seek insights into the daily realities of franchise ownership. While research and due diligence are essential before committing to a franchise agreement, there is nothing quite like hearing first-hand experiences from those who are living it every day.
Alison Tasker’s journey with Stagecoach Performing Arts was a fusion of her love for travel and passion for the stage. After a stint in acting and a whirlwind career traversing the globe, Alison found herself settling in Australia, where her love for the stage was reignited. Recognising the business potential in her passion, she took the leap into franchise ownership.
Fast-forward five years and Alison now proudly oversees three thriving Stagecoach schools and 150 students in Perth. Living amid the scenic beauty of Australia with her family, she has not only found professional fulfilment but also the freedom to craft a life on her terms.
Here, Alison offers a glimpse into the daily rhythms of franchise ownership, sharing valuable insights into the rewards and freedom that come with running a successful franchise.
5:30am: During the week, my alarm is set early so I can start my day with my 6am yoga class. There is something about those early stretches and deep breaths that sets the perfect tone for the day ahead, getting me all pumped up and ready to tackle whatever comes my way!
After I have rolled up the yoga mat and cleared it away, it is time to play mum and make sure my son is all set for his day. After he is off to school, I treat myself to a steaming cup of coffee and settle into my office to kick-start the morning.
8:30am: Once I have settled into my morning routine, it is time to dive into the nitty-gritty of running the show. First on the agenda is checking my emails and handling any admin tasks that may have come in overnight. From enrolling new students to crafting schedules for upcoming weekend classes to prepping newsletters for the term ahead, there is always something buzzing in my inbox.
I make it a point to tackle these tasks early on, clearing the clutter and freeing up mental space for the more creative tasks that await me later in the day!
10:00am: If it is a weekend, I get to see all our students come through the doors and see all of the hard work I do behind the scenes come to
fruition. If it is during the week, with a bit more breathing room in my schedule, I get the chance to roll up my sleeves and dive into the planning process.
Whether mapping out the week ahead, envisioning our goals for the next term, or dreaming up long-term strategies, these quiet moments allow me to chart the course for our school’s continued success and growth.
11:30am: One of the best things about running Stagecoach is my relationships with my staff and students. If it is a day when one of my schools are running, I always take a moment to check in with them. Whether it is popping into classes to check on our students’ progress or recognising their achievements with the ‘Star of the Week’ award, it is often the time of day when I get my steps in!
It is these everyday interactions that strengthen our bond and make Stagecoach feel like home.
Noon: What I love about working for myself is being flexible with my work schedule. I can switch things around to fit in family commitments, grab lunch with friends, schedule appointments and, of course, allow a bit of downtime to recharge my batteries – it is certainly needed after a busy morning!
3:00pm: On weekends, you will find me at one of my three schools, tackling tasks like organising rooms, locating misplaced items and ensuring the premises are secure. But come weekdays, after wrapping up any lingering emails, it is time to play mum again and focus on preparing dinner and catching up with my kids about their day.
5:00pm: The weeks leading up to our annual show can be a bit hectic as the evening rolls around, making it challenging to switch off completely. However, I always prioritise making time for my family and myself.
“ Being a franchisee is a mix of freedom and responsibility. While the flexibility is great, it takes hard work, foresight and, particularly in the children’s performing arts sector, a genuine passion for the arts and the wellbeing of your students to make it thrive.”
If I can sneak in a bit of downtime, I enjoy getting lost in a good book, going to the theatre or planning my next travel adventure! Most importantly, it is a time to kick back and put my feet up!
9:00pm: My focus then shifts to one of my favourite aspects of the job – writing scripts for our shows. It is a task that requires me to discipline myself to allow time for the creative process and bring our productions to life on paper.
Being a bit of a night owl, I find the late hours to be the perfect time for diving into this creative process. I am also constantly thinking ahead about holiday workshops, how I will theme them and the content that I will include. Depending on how late I have let my creativity keep me up, I then wind down for bed. It is usually a time when I think about the day’s achievements and the path we are carving out for our business.
For those considering diving into a performing arts franchise, my advice is simple – focus on building strong relationships with students and teachers. They are the backbone of your success.
Being a franchisee is a mix of freedom and responsibility. While the flexibility is great, it takes hard work, foresight and, particularly in the children’s performing arts sector, a genuine passion for the arts and the wellbeing of your students to make it thrive. As I settle in for the night, I am reminded of this mission and how grateful I am for the chance to pursue my passion and contribute to something meaningful that ensures my students and my business continue to succeed.
To find out more about franchise opportunities with Stagecoach Performing Arts, visit https://australia.stagecoachfranchise.com/
s imple checks for super success
As an employer, paying super is a critical part for setting up your employees’ longterm financial security. To ensure their superannuation guarantee (SG) is paid in full, on time and to the right fund, here’s some simple checks for super success:
1check your employees’ eligibility
Time to check your workers are correctly classified!
Generally, all employees are eligible for SG but in some cases, there are additional eligibility rules for workers such as independent contractors.
Ask yourself two questions:
• Have you checked if your worker is an employee or an independent contractor?
• Have you checked if you need to pay super for your independent contractors?
Use our decision tool ato.gov.au/ SGEligibility to help you determine if you need to make SG contributions for your workers.
2check you have the right super fund
Where you pay super contributions is important. Your employee has the right to choose the super fund, or they may ask you to nominate a fund for them.
There are three options available to make sure you have the right fund:
1. Check your employees are provided with a standard choice form, this will allow them to tell you their choice of fund.
2. If your employees don’t choose a super fund, you can request their ‘stapled super fund’ details from us and pay to that fund.
3. Select your default super fund if your employee doesn’t have a stapled fund and hasn’t chosen their own.
Once you have the correct fund, make sure you provide the fund with your employees’ tax file number (TFN).
3check how much super you pay
The SG rate increased to 11.5% on 1 July 2024. For payments of salary and wages made on or after 1 July 2024 the minimum SG you must pay for each eligible employee is 11.5% of their ordinary time earnings (OTE).
Your super contributions for the quarter ending 30 June (due by 28 July 2024) are calculated at the previous 11% rate, this rate applies to salary and wage payments made prior to 1 July.
We have a calculator on our website that you can use to work out how much super to pay. It also doesn’t hurt to use the calculator to double check you’re getting it right.
You can find the calculator and more information at ato.gov.au/calc_howtopaysuper
Peta lonergan is acting Assistant Commissioner for Superannuation and Employer obligations in the ATO. An experienced tax professional with over 20 years’ experience, Peta started out as a tax accountant before joining the ATO and received her CPA in 2002. Peta has extensive experience across a number of diverse roles in the ATO. Starting out as a frontline business auditor and tax technical specialist, she then progressed onto strategic programs. She is passionate about supporting and educating employers to help them comply with their tax and super obligations.
4check you’re paying on time
Don’t forget the due dates! Super contributions must be paid at least four times a year, by the quarterly due dates.
If you use a commercial clearing house, processing times can vary so make sure you allow enough time for the payment to reach the employee’s fund on time. An employee’s fund must receive their super payments on or before the quarterly super due dates for payments to be considered ‘paid’. You can check with your clearing house for their processing times.
Grab your calendars, a red pen and mark off these dates:
• 28 July
• 28 October
• 28 January
• 28 April
Helpful tip: Set up reminders for these dates in your calendar so that you are notified when the due date is coming up.
For more information visit ato.gov.au/payontime
5check you know what to do if you miss a payment
We understand things can happen. If you miss a payment or pay late, you will need to lodge a super guarantee charge (SGC) statement and pay the SGC to the ATO. This payment is more than the super you would have otherwise paid to the employees’ fund and is not tax deductible. That’s why it’s so important you pay in full, on time and to the right fund.
Make sure you calculate, lodge and pay the SGC by the due date or further penalties may apply.
• 28 August
• 28 November
• 28 February
• 28 May
Quick tip: Take your time when completing the SGC statement. We can’t allocate your payments to the correct employee’s super fund if we don’t have enough information to match them. The earlier you lodge your SGC statement correctly and pay your overdue super, the less interest and charges you will have to pay.
For more information visit ato.gov.au/lateSG
6check your employees’ details are regularly updated
Make sure you keep your employees’ information up-to-date. This includes their name, TFN, and chosen super fund details. If an employee changes super funds, make sure they complete a new choice of fund form.
7check your records are accurate
Another key responsibility as an employer is that you keep good records. Making sure they’re accurate and up-to-date will help you track your super payments and show that you are meeting your super obligations.
These records should include the amount of super you paid for each employee, the dates you paid them, the amount of SGC you calculated for each quarter, any SGC statements you’ve lodged, and any voluntary contributions you’ve made.
By completing these super checks and staying informed about your super obligations, you can ensure that you’re doing the right thing for your business and your employees.
If you are behind or feel like you could be falling behind in meeting your super obligations, get in touch with us. The earlier you contact us, the sooner we can work with you to get you back on track.
For more information on our checklist, visit ato.gov.au/superquickcheck
founded by Chelsea Hayward back in 2016 where she saw an opportunity to purchase a hole in wall style takeaway cafe.
After a major aesthetic transformation and time and a tested menu Chelsea’s passion for coffee, food and great fast service was born.
Operating for just over 10 years with two stores located in Warrnambool Victoria, Chelsea Hayward, Director of Coffeetreat (Franchising) Pty Limited has decided to look at Franchising this year.
“We want to offer this style of success across all regional towns in Australia and we are excited at the opportunity to expand.”
COFFEETREAT has a unique offering for customers who are able to customise their orders on our very own branded App pay online, Pick
coffeetreat... a destination h ole i n wall s tyle takeaway c afe
up and Go. It’s so fast, efficient and user friendly. The customers are always greeted with a smile and feel welcomed every single time they visit.
We know that our fast service, consistency and convenience sets us apart from our competitors in the market.
“We believe in keeping business local and supporting our local community.”
Putting back into our country and keeping success within Australia through business, employment, neighbours and communities is a driving passion behind COFFEETREAT.
We have just started a new range of beverages which is proving successful. Offering a variety of flavors and innovative tastes to bring new treats to our customers. When we create a new recipe we use local produce and work with businesses on a regional level to support our economy and areas where we operate.
As we are embark on our journey to Franchise COFFEETREAT, we are seeking people with a passion for a fast paced hospitality environment and love the lifestyle of having afternoons and evenings free.
There is no need to spend $300-$500k on a business; spending more isn’t necessarily going to make you more. With COFFEETREAT you can spend less than $200k, make a good salary with a healthy profit that can be achieved fairly quickly too.
“I believe by showing the success I have had in regional Victoria and providing all the ideas that have made this happen in my stores in Warrnambool will be invaluable.”
We will provide Franchisees with 6-8 weeks training onsite with ongoing support. We hope to grow our network in regional towns all across Australia.
For more information call 1300 558 278 or visit: www.franchisecentral.com.au or www.coffeetreat.com.au
our Values
brewing up a culture of success and satisfaction
FRANCHISES NOW AVAILABLE
o ur mission
At Co FFEE t REAt, our mission is to deliver an exceptional takeaway coffee experience to our customers, one cup at a time.
We are dedicated to making high-quality coffee beverages using premium beans sourced sustainably from around the world.
o ur commitment to excellence extends beyond our products to providing outstanding customer service, fostering a warm and welcoming environment, and giving back to the communities we serve.
o ur vision
o ur vision is to become the preferred destination for takeaway coffee lovers worldwide, and to be known for our outstanding quality, exceptional service, and genuine commitment to making a positive impact on coffee communities and the environment.
Quality
We are relentless in our pursuit of coffee perfection. o ur baristas are trained to expertly brew each cup, ensuring every sip is a moment of delight.
sustainability
We believe in responsible sourcing practices that support the well-being of coffee farmers, protect the environment and promote a sustainable coffee industry.
community
We are more than just a coffee franchise; we are a part of the communities we serve. We actively engage with and support local initiatives, striving to make a positive impact.
customer satisfaction
o ur customers are at the heart of everything we do. We aim to exceed expectations through attentive service, personalized recommendations and a warm, fun and friendly atmosphere.
i nnovation
We explore innovative methods and technologies to elevate our offerings, embrace continuous improvement and stay at the forefront of coffee trends.
teamwork
We foster a collaborative and supportive work environment, where every team member is valued and empowered to contribute their unique skills and ideas.
i ntegrity
Honesty, transparency, and ethical conduct underpin our actions. We build trust with our customers, partners, and team members through unwavering integrity.
6 Key sTRaTegies
fOR geaRing UP yOUR aUTOmOTive fRanchise
Automotive franchises are a wonderful opportunity for car enthusiasts who want to get into their own business. There are so many automotive related franchise choices, such as car wash, service and repairs, tyres, batteries, tools, car rentals, and the list goes on.
While the lure of owning an automotive franchise might sound exciting, remember, it’s one thing to love your motor vehicle, but it’s another to be involved in a motor vehicle franchise focused on sales, profit, and people management. In this article, you’ll learn the key strategies for operating a successful automotive franchise. Also note that the strategies and framework outlined apply to all franchise brands, not just those in the automotive industry.
Love What you do
There are so many choices of automotive related franchises that it can be overwhelming when determining which one to select. While you may have budget constraints, aim to select a franchise brand that you will love, not one based on earning potential. As Steve Jobs said, “The only way to do great work is to love what you do.” When you love what you do, you'll bound out of bed each and every morning, excited to go to your franchise. Then, throughout the day, you’ll put your heart and soul into all your tasks, ultimately delighting your customers, ensuring their retention, and growing an outstanding automotive franchise.
Market research
Once you’ve identified the type of automotive franchise brand you’d like to be a part of, it’s now time to conduct your due diligence. Discover the strengths and weaknesses of each franchise brand. Also understand the
franchise brand’s growth plans, their values, and where available territories are. Analyse information such as upfront costs, ongoing fees, demographic data, consumer trends, and the competitive landscape. Ultimately, deciding on an automotive franchise brand with a strong reputation and comprehensive support systems is essential for maximising your success and minimising your risk.
Marketing and promotion
Now that you’re off and racing with your automotive franchise, it’s vital to generate demand for your products and services. Your marketing and promotion strategy is the foundation for increasing sales and profits. When you have a strong marketing strategy, you can effectively reach your target audience and share your brand and message successfully.
While your franchisor will play a role in marketing, most franchise brands provide flexibility for franchisees to implement local area marketing (LAM) strategies. These LAM strategies could be traditional, digital, or a mixture of both. Traditional marketing is the ‘way we used to market’, like local advertising, flyers, sponsorships, loyalty discounts, vehicle signage, and so on. While digital marketing includes social media marketing (organic and paid), email marketing, Google Business Profile, pay per click (PPC), and search engine optimisation (SEO). Digital marketing is a cost effective medium to enhance brand visibility, attract potential customers, and demonstrate credibility. An effective LAM strategy will use a variety of mediums to create awareness and ongoing attention of your automotive franchise.
streamline operations
As demand for your products and services increases, pressure mounts on your franchise's ability to supply these, hence, it’s imperative that you focus on the efficiency and effectiveness of your operations. The great news for automotive franchisees is that your franchisor should’ve already created a comprehensive operations manual, therefore your job is to stick to it. I’m fortunate that I meet a lot of successful franchisees, and the common theme is that they follow the franchise system and trust the process. Leadership is a skill that successful franchisees possess. An operations manual is merely a series of documents, therefore it requires people to be able to bring these documents to life and that’s where leadership comes in. Leadership is the ability to influence others, and starts with clarity, proficiency, and environment. As franchisee
tony Meredith Coaching focuses on helping business owners Grow Sales, Increase Profits, and Regain Time. Tony Meredith Coaching started in 2018 and works with hundreds of small-medium businesses across Australia, in the areas of Franchising, Retail, Services, Manufacturing, and Trades.
Tony has over 25 years’ experience working for some of the world’s largest corporations in a variety of senior sales and leadership roles. Contact Tony and his team if you want to grow an outstanding franchise business. info@tonymeredithcoaching.com.au https://tonymeredithcoaching.com.au/ https://www.linkedin.com/in/tony-meredith-coach/ https://www.facebook.com/tonymeredithcoaching
your job is to provide clear instructions and expectations, ensure your team are trained properly, and create a supportive and collaborative environment for your team to maximise their potential.
Another opportunity to streamline operations is by mastering time and being productive not busy. Time is the most precious resource that all franchisees want more of therefore look for opportunities to automate tasks and processes where possible. Also, learn to effectively delegate tasks to maximise time and improve productivity.
evaluate and adapt
The franchise world is constantly changing, and while some change will flow down from your franchisor, there are still plenty of opportunities for automotive franchises to evaluate and adapt.
Tony Robbins, one of the world’s leading coaches, said, “If you do what you’ve always done, you’ll get what you’ve always gotten.” Put simply, to grow and improve you must evaluate all elements of your franchise, determine what’s working and what’s not, then make changes accordingly.
Adapt how you can apply what you know to how your franchise is operating. You are not only competing with the market but with the times as well. Being able to adapt to new processes, technology, consumer demand, and how we go to market will enable you
to stay at the forefront of the automotive industry, guaranteeing franchise growth and longevity.
Leverage support and collaborate
One of the main benefits of franchising is that you are part of a collaborative network, focused on supporting you and ensuring your success. Make the time to engage and utilise the support programs and operational guidance the network and franchisors provide. Collaborate and actively participate to voice concerns, provide feedback, and influence strategic decisions for the collective success of the franchise network. Like anything in business, you will get out of things what you put into them, and if you choose not to tap into the wealth of resources available within your franchise network, then you’re missing out.
summary
Owning an automotive franchise can be an exciting and rewarding opportunity, but it’s vital that you don’t get caught up in the bright lights. I’ve outlined 6 key strategies to ensure you operate a highly profitable franchise. The shifts in the automotive industry are dynamic and continuously changing, therefore, by implementing these strategies, you are setting yourself up for sustainable franchise success. Ladies and gentlemen, it’s time to start your engines. v
f rom the b ig a pple to the l and d own u nder
The Laundry Company, originally launched as The Eco Laundry Company, has been at the forefront of ecofriendly laundry practices since its inception. Founded by Australian entrepreneur Phillipe Christodoulou, The Laundry Company has grown from a local favorite in Buenos Aires to an internationally recognized brand with a strong presence in New York City.
Now, The Laundry Company is poised to bring its innovative laundry services to Australia, offering franchise opportunities that promise both environment mindfulness and business success.
the Laundry company timeline
The Laundry Company's journey began in Buenos Aires, Argentina, in 2010. Within a year of its launch, Wallpaper* magazine hailed it as one of the "20 Reasons to Visit Argentina." This early success set the stage for the company's expansion to New York City in 2012, where it established its flagship store in Chelsea. Over the past 12 years, The Laundry Company has become a staple in the neighborhood, renowned for its eco-friendly approach and exceptional customer service.
Founding vision and partnership
Phillipe Christodoulou, an Australian-born entrepreneur with extensive international experience, founded The Laundry Company. His vision for sustainable laundry practices resonated globally. Phillipe partnered with Jean Calleja, the former global head of communications for the Cowen Group. Together, they earned the moniker “pioneers of eco-friendly laundry,” as quoted by Bloomberg Businesweek. Their combined expertise and commitment to sustainability have been instrumental in The Laundry Company’s success.
a brand trusted by Many
The Laundry Company’s reputation extends beyond its eco-friendly practices. Often drawing patrons from distant neighborhoods, remarkably, over 150 customers travel weekly from Brooklyn to Chelsea for The Laundry Company’s services, a testament to its unparalleled quality and customer loyalty.
“ The coin laundry market is exploding in Australia right now, with significant growth in demand for convenient and sustainable laundry solutions. The Laundry Company intends to be at the forefront of this sector’s growth in Australia, providing exceptional service and eco-friendly options.”
The Laundry Company’s corporate client list includes local wellness centers and major fashion houses, showcasing its versatility and appeal. The company has collaborated with notable brands like Pharrell Williams’ G-Star Raw for The Oceans, Rebecca Taylor, and Save The Duck New York, further cementing its status in the industry.
Recognized for its pioneering efforts in sustainability, The Laundry Company’s practices were the focus of Columbia University’s 2022 Greenhouse Gas (GHG) Project. This project, part of Columbia’s broader Plan 2030, aims to achieve net zero emissions by 2050.
celebrity endorsements and Media coverage
The Laundry Company’s Chelsea location has hosted numerous A-list celebrities. Laura Brown, editor-in-chief of InStyle magazine, produced a series called ‘Dirty Laundry’ filmed at The Laundry Company. This series featured stars like Priyanka Chopra, Rebel Wilson, and Brooke Shields, as well as fashion icon Rachel Zoe. Such high-profile endorsements have significantly boosted The Laundry Company’s brand recognition and customer loyalty.
The Laundry Company has garnered press coverage in over 30 countries and prestigious publications, including Wallpaper*, Bloomberg Businesweek, New York Magazine, and Forbes. In 2023, Small Business Trends named The Laundry Company the number one franchise
opportunity for laundromat franchises globally.
Focus on coin Laundromat Franchises
As The Laundry Company looks to expand, its core growth strategy focuses on coin laundromat franchises. The company plans to launch this model in Australia in 2024, followed by a US launch in 2025. Despite this focus, The Laundry Company remains committed to its full-service eco-friendly dry cleaning, actively seeking dry cleaning franchisees, master franchisees, and conversions.
Phillipe notes, “The coin laundry market in Australia is booming, with rapid growth in demand for hassle-free and efficient laundry services. The Laundry Company is set to capitalize on this trend, providing franchisees a unique opportunity to earn passive income without the burden of managing staff.”
costs and Fees
Investing in a franchise with The Laundry Company involves several key financial components. The franchise fee is set at $30,000, providing franchisees with access to the company's established brand, comprehensive training, and ongoing support. Initial setup costs are estimated to be around $350,000 - $400,000 covering expenses such as equipment, leasehold improvements, and initial inventory. The Laundry Company operates on a royalty structure that differs based on the franchise
type: coin laundromat franchises pay a flat monthly fee, ensuring predictable and manageable ongoing costs, while dry cleaning franchises are subject to a percentage-based royalty, aligning costs with revenue.
bringing the Laundry company home
As an Australian, Phillipe is particularly proud to launch The Laundry Company in his home country. "It's a personal milestone to introduce The Laundry Company to Australia. We're excited to extend our trusted, eco-friendly laundry services to Australians, ensuring they experience the same excellence that has made us a trusted name in New York and beyond."
conclusion
The Laundry Company's expansion to Australia marks a significant milestone in its growth. With a proven business model, a strong brand reputation, and a commitment to sustainability, The Laundry Company offers a unique franchise opportunity. Aspiring franchisees can join a pioneering brand and contribute to a greener future while benefiting from a lucrative and growing market. As The Laundry Company prepares to launch its coin laundromat franchises in Australia, it continues to seek partners for its full-service eco-friendly dry cleaning, ensuring comprehensive growth and success in the industry. v
WHY TOWN & COUNTRY PIZZA?
We strive daily on providing back to the local communities we service with a warm and friendly experience that sees people return frequently to our locations. Whether it be the convenience of not having to cook, the large variety, the delivery service or the lively and inviting restaurants, each location has its own identity which allows people nearby to treat it as their own.
Town & Country is the flexible, fun spirited brand that has been able to reinvent itself through a changing market year on year. Innovative products, quality.
THE PROCESS
STEP 1 - ENQUIRE
Submit your enquiry and our team will be in touch within 1-2 business days, get to know each other a little and invite you to apply.
STEP 2 - APPLY
You will have been provided with an application form that will be reviewed and a face to face meeting will be arranged.
STEP 3 - DISCOVER
We will meet to discuss the franchise opportunity in more detail and perhaps even spend the day visiting different stores nearby if needed. Taking into account the application and interview we will then decide if the franchise opportunity is to go to the next step.
With a passionate corporate team alongside enthusiastic and hardworking franchisees Town & Country is now in regional and CBD locations across the country. It is this connection that allows the stores to operate as one large family catering to the people closest to them, their peers, their locals....
With every meal being delivered, plated up or boxed with heart and soul we invite you to Be Part of Our Family…
STEP 4 - FRANCHISE DEVELOPMENT
At this point we will provide you with formal franchisee approval and documentation. Then, on to your store set up whilst you commence and complete your training.
STEP 5 - TRAINING
Our team will place you into a store and commence your 8 week training program. This is broken into 4 operational parts and assumes you have no experience in the industry at all. This ensures our thorough approach to getting you ready and we can work towards opening day.
STEP 6 - GRAND OPENING
At this point you will have completed your training and are ready to launch your franchise. Our operations team will be on site for a further 2 weeks training and to support you in your pursuit of success!
home serV ices
taking care of business
4,3,2,1 kaboom the reason that franchising in the home serV ices industry has blown up
a lasting legacy family roots pave the way to homeownership for four decades
why buy a right at home, home care franchise?
40 Right At Home: Why buy a Right at Home, Home Care Franchise? Have Your Say 36 G.J. Gardiner Homes: A lasting legacy - Family Roots Pave the way to Homeownership for Four Decades
Robert Toth: Home services taking Care of business 38 Brian & Prue Keen: Managing the tricky side of the Home service sector 42 Pete Burdon: Home service Franchises At Risk of brand Damage
Doug Downer: the Reason that Franchising in the Home service industry Has blown Up
h ome s erV ices taking care of business
Do you remember that great song "Takin' Care of Business" written by the Canadian rock group Bachman -Turner Overdrive (BTO) for their 1973 album?
leisure time and have the ease of our groceries delivered to our door, our pooch washed, lawns mowed, gutters cleaned, and car serviced as we are all super busy.
There are many advantages to both consumers and businesses with a home services business.
home care franchise that has been rolling out successfully in Australia.
Maybe this is showing my age! The song was about a recording technician who would take the 8:15 a.m. train to work, inspiring the lyrics "take the 8:15 into the city".
How life and taking care of business has changed since 1973!
As much as we all still like to have a retail splurge and spend a day at a shopping centre (occasionally) we have become accustomed to many services being delivered to our door. The home services sector is one of the growth sectors in franchising with great opportunities for a prospective franchisee who wants to run their own business with flexible work hours and not be tied down to a retail or office environment.
The services and products that can be delivered to our doors these days are enormous.
For the consumer we all want to free up our
For the business, they no longer have to wait for the consumer to knock on their door nor incur the overheads of high end premises and costs of a retail footprint.
They can keep their overheads low and focus on service and marketing on social media and through other more effective marketing options.
new Franchise opportunities in home services
Home Care and NDIS
The area of home care and NDIS support has really taken off greatly supported by the Governments commitment to funding the sector.
Sanicki Lawyers have advised a number of NDIS and home care providers in relation to establishing a franchise model.
We have also advised numerous franchisees in the highly successful Nurse Next Door
Amber Biesse and Matt Fitton, co-founders of Nurse Next Door Australia, chose the successful Canadian Franchise system for the Australian market and it has proven highly successful. The franchise is well supported providing companionship to end-of-life care while helping clients stay at home longer and providing 24/7 support.
They also provide a centralised scheduling team that handles calls and inquiries daily and manage client visits.
The Federal and state governments have announced spending around $39 billion on the NDIS in 2023-24 and continues to be supported by the Federal Government.
We have also been working with John Roberts Director of Complete Care & Nursing Franchising. Complete Care as a company has been operating for some years in the NDIS sector very successfully and developed state of the art software systems to support their patient carers and clients in a very regulated sector.
John was determined to then roll out his system and successful brand for franchisees ensuring the franchise model would be
affordable, with fair and reasonable fees payable by franchisees to ensure their success. John has vast business experience in many business sectors over a long and distinguished career and established the Complete Care Franchise system to support franchisees with the latest technology, financial modelling, training and marketing.
Home cleaning
The cleaning franchise market is highly competitive and has grown during and post the pandemic from when it was considered an 'essential service”. It continues to be a growing sector due to changed work conditions.
The opportunity in this sector is immense and include well known systems such as Jims Group, O’Brien (glass plumbing and electrical), V.I.P. Home Cleaning & Lawn & Garden Maintenance, James Home Services and many others.
Over 75% of the revenue in this sector is generated by Jim's Group, O'Brien and VIP Home Services with around 32% of the revenue from building installation services and 15% in maintenance, gardening and other construction services.
Home Maintenance and Repairs
These franchises tend to be underestimated yet offer excellent opportunities for individual operators to run their own business with flexible work hours.
This sector mainly consists of sole traders or husband and wife team or partnership and includes plumbing, fencing and painting franchises.
Franchise businesses are more effective in marketing and promoting services than independent tradespeople which make mobile and home service franchises attractive.
This sector is underpinned by household spending on outsourcing trade services and household chores, like gardening and cleaning.
Industry revenue is estimated to grow by around 2.3% to $1.4 billion up to 202829 and certain franchises will continue to benefit from residential building and low cost affordable housing initiatives driven by rising population.
Franchise businesses will continue to capture a greater share of the trade and home handyperson skills market than individual sole traders.
The future in the sector is also positive as household spending on repairs and maintenance continues to provide a stable source of work for franchisees.
Sanicki Lawyers acts for a number of home help franchisors such as The Grey Army
(home repairs and maintenance) and for many years for Fix N Chips (surface repairs and cleaning) which are franchises that provide franchisees flexibility of work hours and a good return for their effort.
Mobile Franchises
Mobile franchises are also attractive due to their low cost of entry, low overheads and flexible work conditions. Due to low overheads a franchisee can earn a reasonably good wage for their effort and build their customer base using digital marketing and social media again at low cost.
Like any franchise you still need to do your due diligence to see if its right for you as no two franchise systems are alike in relation to the franchise fees they charge and ongoing costs.
Some franchisors will charge a fixed fee whilst the majority still charge a royalty based on the gross revenue and also a marketing levy.
We recommend you seek legal advice and seek financial advice before you commit.
Once you have taken up a franchise there are only limited ways to exit the franchise, so you do need to ensure the franchise model and revenue will allow you to take a reasonable salary out of the business for your effort along the way, as there may not be a capital gain at the end!
how to select the right franchise for you?
Even though they may be low cost entry, the average cost to set up a home based or mobile franchise may still cost between $60 to $100,000 which is a significant investment so you need to make sure the financials work for you.
Seek independent financial advice and do your own modelling and projections before you commit.
If the numbers don’t work, then we suggest you walk away as there will be many other opportunities and systems that will.
Lots to consider but franchising continues to be a very successful business model that enables many who would not otherwise have the ability or experience to open their own business to carry on a business supported by a good brand, system and training.
summary
As with any business investment it comes with risks so do your due diligence on the franchisor just as much as they will do their due diligence on you and make sure you take care of your own business, by seeking Specialist Franchise Legal and financial advice before you commit. v
here are things to consider to reduce your risk and make an informed decision
• Is the franchise an established or new brand? A new franchise can be a great opportunity but it can also be a higher risk.
• Is there a long term market need for the product or services offered or is it a passing fad or trend which means in 3 or 5 years there will be little demand for the product or service?
• Who is the franchisor? what experience have they had? will you meet the owner/ director or just the sales representative or broker?
• What training and support is offered ? what time and attention do you need to give to the business to take a reasonable salary ?
• Talk to other franchisees in the system and get their feedback on the franchisor and system? You should contact at least 3 to gain different views.
• Is the Franchisor embracing the digital and on-line environment and social media or competing with it? If not, it may be vulnerable to competitors in the market.
• Are you simply buying yourself a job? That’s fine, but don’t be afraid to walk away before you sign up if the numbers don’t work or if you are unable to at least draw a basic salary.
• Are you a “force for good “and prepared to work within the franchise system rather than trying to fight or change it? If you want to change the system, don’t be a franchisee as it will likely lead to dispute!
• Is this something you can see yourself still enjoying in 2 or 3 years once the novelty wears off ?
• Will you need to drive and travel long distances to see your customers? This can add to your operational costs.
Lots to consider but franchising continues to be a very successful business model that enables many who would not otherwise have the ability or experience to open their own business to carry on a business supported by a good brand, system and training.
a lasting legacy: family roots paV e the way to homeownership for four decades
From humble beginnings in 1983 to Australia’s largest franchise builder, G.J. Gardner Homes has surpassed more than four decades making The Great Australian Dream come to life.
Namesake founder Greg Gardner first established the business in Queensland in 1983 and since then, G.J. Gardner has become a household name, having delivered more than 55,000 high quality homes through its network of almost 150 franchises across Australia, the United States, and New Zealand.
G.J. Gardner Homes Chief Executive Officer Trent Gardner said he was proud to be leading a successful home building franchise network and continuing his family’s legacy in the industry.
“I grew up watching my father lay the foundations for the business and seeing it go strength to strength taught me the principles to continue his legacy of building great value, quality homes,” Mr Gardner said.
“From what started out as a small local builder, our formula around building homes
designed to meet individual customer needs, quickly established itself with a great reputation in Queensland.
“The business as it stands has grown into a franchise with locally owned and operated offices, and it’s wonderful to celebrate the talented professionals that stand before me, including my father.”
In the late 90s, G.J. Gardner Homes ventured into the international market after recognising an opportunity in New Zealand. This was followed by a successful entry in the US market in 2005, establishing operations in California, Colorado, Texas, Florida, and Indiana.
The company's growth continues with plans to expand into South Carolina in 2024.
Mr (Trent) Gardner said becoming CEO in 2020 was a great opportunity to step up and pave the way into the US market.
“As part of the expansion into the American market alongside my brother Conrad, it was important for me to maintain control of the family-builder aspects and legacy that made the business so successful back home in Australia,” he said.
In Australia alone, there are now 32 staff at
G.J. Gardner Homes’ franchisor office on the Sunshine Coast in Queensland, that support a network of nearly 100 local building companies. Mr Gardner said the business’s growth is a testament to the right team with the right skills.
“The accumulation of over 40 years of work, honing best practice and professionalism amidst the ever-changing industry, has been all about embracing the ‘G.J. Way’,” he said.
trent gardner
“ My sister Julie Holst, her Husband Trevor and I joined the G.J Gardner group in 1997, but it wasn’t until 2004 when we seized the opportunity to expand our business and relocate to the Sunshine Coast where our passion for building beautiful new homes remains to this day.”
“A lot has changed in the industry, and we continue to evolve with it through embodying our brand values by offering a transparent build process – with no gimmicks and hidden costs, but simply an honest price upfront.
“Reflecting on the past year, we’ve navigated economic headwinds marked by rising interest rates and inflation, which have impacted property prices and borrowing capacities.
“This nuanced shift saw dwelling approvals experience a slight contraction, yet the value of new residential buildings surge, reflecting a robust demand for new projects.
“Despite the challenging landscape, the sector remains resilient and we’re still a family business at heart, led by the same values and mission that we started with in 1983.”
One of G.J. Gardner’s longest standing franchise businesses is based on the Sunshine Coast, which has operated for 27 years, and contributed to the success and reputation of the brand.
The Sunshine Coast South franchise services the Southern and middle of the Sunshine Coast and Hinterland regions, including Caloundra, Beerwah and Maleny.
Proud owner-operator Tony Quinn said the franchise has established itself as a local leader in the custom home building market.
“My sister Julie Holst, her Husband Trevor and I joined the G.J Gardner group in 1997, but it wasn’t until 2004 when we seized the opportunity to expand our business and relocate to the Sunshine Coast where our passion for building beautiful new homes remains to this day,” Mr Quinn said.
The doors to the Sunshine Coast South franchise opened at the same time the G.J.
Gardner Homes head office was established on the Sunshine Coast.
“The group has grown so much during our time here, it's great to be a part of it all really,” he said.
“Over the years, we've taken pride in the fact we are continuing on the fantastic legacy that commenced all those years ago, delivering outstanding value, service and quality to our customers.”
G.J. Gardner Homes has plans to further expand its network with a number of franchise locations now available across Australia.
For more visit gjgardner.com.au/franchise
l-r: trevor holst, Julie holst, tony Quinn
m anaging The TR ic K y side O f The h O me se R vice sec TOR
Brian Keen has been involved in the franchise industry for more than 30 years and Prue has been involved with systems and business for as long. Together they founded Franchise Simply, Systems2Grow and Microloan Foundation Australia. Brian’s on-the-ground business experience as a multi-unit franchisee, franchisor and consultant helping many of the big names create their own franchise systems and growth over the years combined with Prue’s structured approach has been fed into Franchise Simply, helping today’s SMEs and Franchisors grow their business by franchising. www.franchisesimply.com.au | www.systems2grow.com
All those years ago when I first became involved with franchising, the franchised home service industries were pretty much limited to lawn mowing and cleaning domestic properties.
Franchised businesses were concentrated in the bricks and mortar arena. Predominatly retail and food. Why? Because franchisees
attracted to these areas had the skills to take on the business management required as well as delivery of the product.
At the time, it was said service industries were not suited to franchising because people suited to delivering many service products were not suited to running their own franchised businesses.
Today the home service sector is heavily franchised and growing significantly.
So, what has changed?
It’s not the people buying into franchised businesses – they are still people with the same characteristics so proficient at delivering great service. People with empathy, caring, usually detailed and understanding of the customer but not so great at the marketing and financial management or handling tricky staffing situations required by running a business.
Jim was probably one of the first people to cotton on to how to make this sector work as a franchise. When I helped him set up the Master Franchise for Jim’s Mowing all those years ago in Western Australia, he told me…
‘I want my franchisees pushing a lawnmower as many hours a day as they can because this is what brings in the money. For them, and for me.’
I don’t want them doing marketing, letterbox drops, trying to get new customers or
doing their bookkeeping or other business management which will take them away from doing the job or spending time with their families after hours and weekends.’
So, Jim’s was set up with a central phone number for all calls and the head office handled marketing, sales, bookings, and bookkeeping. Head Office looked after all the business work. Franchisees concentrated on the lawn mowing. The result was that I witnessed the first couple of franchisees earning well an excess of $1000 a week – and that was back in the early 1990’s…
So, Jim’s innovative system worked, BIGTIME.
the home services sector today
Today, franchised home services include a full list of service options.
• Home care and design
• Repair and maintenance
• Health wellness
• Beauty
• Home tutoring
• Finance & mortgages
• e-commerce and m-commerce (Mobile commerce, also known as m-commerce, involves using cell phones and tablets purchase and sell products, online banking, and paying bills.
Brian and Prue Keen
This sector has exploded in recent years due to three things.
1. As you know, COVID changed community sentiment over the lifestyle desired. People found they could do their jobs just as well from home and they don’t want to go back to that commute or working long hours in an office. So, homes have to be modified to enable this kind of work.
2. But people are working longer hours and don’t have the time to do home tasks. This group does have the funds though to pay for someone else to get the job done.
3. Australia is aging and will continue to do so for years yet and the Baby Boomers in this aging sector want to stay home which means they will need home care as the years go on.
What’s expected
The sector is expected to grow at an impressive rate by 2028.
However, it won’t all be plain sailing. Wellestablished vendors already in the market will be difficult to compete with and the post COVID economic climate is having an impact on the available discretionary spending for many households.
But, for current operators a warning – new brands and refreshed existing groups are emerging with the latest round of tech – often putting them at the forefront for consumers searching for service providers.
Franchises do it better in a difficult market
The big thing to remember is that the franchise model enables businesses to cope better through tough times.
This was very clearly proven through the
COVID years. Independent businesses in sectors such as food, construction, personal services, retail were forced to close.
Franchises not so much because the better franchisors had control of things such as supply, marketing and lead generation and the best were able to help their franchisees adapt to the changes in the way product needed to be produced and delivered.
This flexibility and increased business acumen is there now in the best franchises and will continue in future economic situations.
The key though is that the franchisor and the franchise group must have certain characteristics to survive. Without these characteristics, franchises will struggle as much as any independent through times of economic stress which force households to pull back on discretionary spending.
key characteristics of the best franchise groups
Franchisor understands the model
Modern franchising is not a simple beast. Over the past ten years or so, the community has put pressure on the franchise sector to do business better. The Franchise Code of Conduct and Fair Work legislation have all changed significantly and franchisors have significant responsibilities for looking after their franchisees and the way their franchisees manage their staff. No longer can you recruit just anyone to take on a franchise, give them cursory training and then expect them to just get on with the job. If this is going to work successfully for all the franchise partners, a franchisor needs to understand what is required.
Franchisor understands the people
First and foremost, it is essential that franchisors understand the characteristics of
the people they recruit. It is inevitable in the home services sector that the people best at delivering your service will not be good at marketing. Do not expect someone suited to delivering a therapeutic massage or a nurse or a tradesperson to be great at cold calling or attending events or managing social media or AdWords. Neither will they be great at managing the money or all the business admin required.
In today’s digital environment tasks such as these are best done through a central digital system anyway and it is the franchisor’s admin team who needs to take on these tasks.
Recruit people to deliver your service superbly and take away the hassle of business. Remember Jim’s ‘pushing a lawnmower’ example?
Franchisor understands and supplies crucial support
So, what this means is that a franchisor must have a wonderful support office. One that will not only take away the business hassles, but which can also build the relationship with franchisees and bring them into the family, provide training at induction and as required through the years, to staff as well as franchisees. And remain on top of what is happening in the community and the economy, so they know when it is time to adjust.
This support is the central responsibility of any franchisor.
to conclude
I know, franchising is a wonderful business model for any sector in business in Australia. But it needs to be done well to stay wonderful.
w hy buy a r ight at h ome, home care f ranchise?
Joining a network of dedicated, passionate local business owners is a safe and rewarding business opportunity. The home care industry is worth over $40b per annum, one of the largest markets in Australia.
An ageing population, disability services, shorter hospital stays and a preference for ageing at home are fueling the demand for in-home care services.
Right at Home provides a full range of services; companionship, domestic support, personal care, skilled nursing and allied health services. We do this across the aged care system, disability, and post hospital care systems.
The upfront cost is $120,000 for the franchise fee and you will need an additional $80,000 in working capital. Established franchise offices make returns many times this investment every year. Most offices reach financial breakeven within 12 months of start.
We have finance available for qualified candidates.
We currently have 49 franchisees in our system covering Queensland, most of Sydney and some regional areas of NSW, Perth and Kalgoorlie, Southwest Victoria, 3 offices in Melbourne and Adelaide Central. There are still prime territories available in regional NSW, Perth, regional WA, Melbourne and regional Victoria including the prime locations of Bendigo, Ballarat, Mornington Peninsula and Gippsland. We have more territories for sale in Adelaide and
South Australia, Tasmania and Northern Territory. We provide population maps and demographic statistics to help with territory selection. All territories are based on population figures so larger geographic territories are mostly found in regional areas, whilst metro cities can host many offices.
Because we are an approved provider of Home Care Packages you can hit the ground running with government funded aged care at-home services.
We manage the website, search engine optimisation, pay per click programs, internet advertising, and media advertising to drive customers to your new offices. We run television advertising in most markets. Recent experience has shown that Right at Home is pandemic and recession proof. Our markets are guaranteed to grow over the next 20 years.
If you are looking for something new, a real business with fantastic returns, while giving back to your community, Right at Home is the right choice.
• How often will a field manager/BDM visit franchisees?
• How do you garner and monitor franchisee feedback?
Feedback is garnered through regular audits and client reviews and regular conversations with the home office.
• What product or service innovations will you bring in next year to help franchisees boost their businesses?
With bespoke skills in each office, franchisees are free to develop their own service innovations suited to those skills such as palliative care and allied health.
Contact Right at Home for your own rewarding career change and own your own homecare business.
Have you reached a crossroads in your life and looking to make a change for the better?
Secure your family’s future and make a difference in your community, whilst building a business in the thriving and dynamic home care industry with Right at Home.
You’ll enjoy the freedom to grow your own business, with the full support of a top quality, national, home care brand delivering domestic support, personal care, skilled nursing, and allied health services. You do not have to have previous home care or health care experience. You will employ the care and office staff that you need to deliver and organise services to the community. You will be provided with the necessary training to ensure your service is delivered at the highest standard.
The home care market is guaranteed to grow for the next 20 years. The entry costs and overheads are very low compared with most businesses.
Following rapid growth In QLD, NSW and WA, Right at Home is expanding into VIC, SA, TAS, ACT and the NT with prime territories up for grabs.
Make your dreams come true… talk to Right at Home about a home care franchise today.
GREAT FRANCHISE LOCATIONS:
• Coffs Harbour
• Caringbah
• Wollongong
• Bateman’s Bay
• Melbourne
• Adelaide
hO me se R vice fR anchises aT R is K O f bR and damage
Any franchise where staff enter private property to perform their service is at risk of brand damage. For example, what if someone is caught on camera doing something inappropriate?, what if a worker is accused of stealing something? or what if the client alleges that faulty workmanship led to a serious injury? I could go on and allegations like this are usually untrue but still cause massive damage.
Such scenarios happen and quickly make it onto social media and then into mainstream media, whether they are true or not. Without a plan to deal with this, it’s not only the franchisee at the centre of the issue who can suffer, but everyone in the network. There are multiple examples.
What’s the answer?
The key is knowing what to do and have the ability to react immediately. If the story does make it to mainstream media, the last thing you want it to say is: “The franchise refused to comment.”
This is why you need a simple Crisis Communication Plan for your entire network that outlines exactly what would happen in these situations. In my experience, few franchises have such plans despite how high the stakes are. There are usually one of two reasons for this. It’s common for them to think they won’t need one because nothing will happen that could require one. This is a mistake. There are many things that could go wrong that lead to sudden and damaging media and public scrutiny. I’ve already outlined a few for home service businesses and unfounded allegations are common.
The other reason for not having a plan is the belief that a public relations company or the inhouse public relations team could be called in to fix the situation. This may have been
possible 10 years ago, but not today with the internet and social media. You still need these people on hand, but you also need a plan.
In the 21st Century, your success in dealing with bad news will be dependent on the speed of your response. Media will swoop on a franchisee within minutes, fling a microphone in his or her face, and that may end up on tonight’s television news. Do your franchisees know what to do in these situations and on social media? Is there a plan to deal with all this so you are on the front foot when something does erupt. There have been multiple examples in Australia over the last few years where a failure to have such a plan has severely damaged franchises, some fatally.
so how do you put a crisis communication plan together?
step one: Assign roles for your crisis communication team
There are a number of roles that need to be filled both before and during a crisis or negative event. Someone needs to lead the communication response from head office, media spokespeople need to be identified and trained, while other roles include an Online Manager and Media Liaison Officer. Remember that franchisees will also need to be in the loop as the issue is likely to emerge from one of them.
step two: Predict crises and prepare statements
The best way to plan is to predict what could go wrong and prepare brief holding statements for those scenarios. These can then be tailored on the day and sent out quickly. It’s too late to do it when something happens and it’ll be too late to get a public relations person to write it. The success of your response in today’s world is determined by how fast you react.
step three: (Create list of core people) You need a list of everyone you may need to contact in a crisis. Obviously, this includes your crisis communication team, but also
other franchisees, a public relations person to help as the situation develops, possibly your lawyer, possibly your insurer and others. Every franchise is different and will have different groups to contact. This may need to be done by franchisees at the local level and the franchisor at the national level.
step four: (Have multiple ways of contacting everyone)
You need two or even three ways of contacting your relevant stakeholders. Obviously, the nature of the issue will determine who needs to be prioritised, but generally telephone, email and text message should be available for everyone. Failure to contact the right people quickly is a common reason for failure during a crisis response. You will want stakeholders to hear the news from you before they hear it in the news media and on social media. This contact information should all be in the same place in your plan.
step five: Places to organise
There are important places to organise before you may have a crisis or issue. If media arrive at reception, who will be responsible for them and where will they be taken? Also, if it’s very serious, you may need to hold a Press Conference. Where would that be? You don’t want to leave these decisions to crisis day.
All of these things need to come together to form your plan, plus other additional documents such as Staff Guidelines focused on traditional and social media. There are crisis communication plans out there that literally have hundreds of pages. That’s far too detailed and would never be used on the day. There are other plans that literally include a few bullet points. These are equally as ineffective. You need something practical, simple and brief that everyone understands and everyone needs to know what their role is. It doesn’t have to take long to put together either. But failure to do so is a huge risk, particularly when you understand how important your brand reputation is to the success of your network and every franchisee in it.
Pete Burdon is Founder and Head Trainer of Franchise Media Training, a business that produces crisis communication plans (generic and tailored) for franchises and conducts media interview training workshops. for more information, visit franchiseMediatraining.com or email office@franchiseMediatraining.com
trained media spokespeople
The ability of your media spokespeople to handle media interviews when the stakes are high is also absolutely crucial when it comes to being ready for that crisis or negative event. Lots of people think that because they are good presenters, they will be good media spokespeople. The problem is that a media interview is like no other conversation or presentation you will ever have and must be handled completely differently.
That’s because only snippets of what you say will ever make it into the story the reporter or producer puts together. Here’s an example. Let’s say a home service worker makes a genuine mistake and your best option is for a spokesperson to front media. The reporter asks you, “Can you guarantee this won’t happen again?” Of course you can’t guarantee that, but you can’t say so. If you do, the headline could read, “Franchisor admits another incident possible.” That could be the entire focus of the story and the positive comments you made during the rest of the interview could be totally overlooked. This happens.
My recommendation in a situation like this is to answer the question by saying what you can guarantee. For example, “What I can guarantee is that we have a rigorous training process in place and our safety procedures are of the highest order.” There are also ways of dealing with this if you get the same question again.
However, the key with these interviews is having your own message to get across and finding exciting ways of making it. Then you continually transfer back to your message in different ways without sounding like a broken record. This can easily be done but it needs training and practice. It’s important that your message is of interest to the media outlet’s audience.
By the way, it’s almost always better to front, particularly if there is a victim. Focusing on empathy and what you are doing to fix the situation can actually grow the reputation of the franchise, while failing to appear usually
here are 5 key steps to mastering media interviews
step one: buy some time and find out what they want
damages it. But the spokesperson does need to know how to come across as genuine, get a message across and deal with those tough questions.
Recent examples have clearly shown that this isn’t understood by many franchise leaders. Lots of those who have fronted for media have not understood the traps they can fall into and very few appear to have a message of their own to share. They usually treat media interviews as Q&As with reporters and presenters. They are not. They are conversations where they can share their points, while negotiating the difficult questions in the process.
There are also another group of franchise leaders who refuse to talk to reporters for fear of humiliation. This is understandable if they don’t know how to deal with difficult interviews when the stakes are high. However, failure to appear leads to heavily unbalanced stories. If you are the franchise leader at the centre of a crisis, media will come to you first. This is your chance to control the story and flow of information. But if you refuse, the story will say you refused to comment and the entire story will be focused on the views of your detractors.
One thing I must point out is that there are two parts to mastering media interview skills. There is knowing what to do and doing it. It’s important to know how to control interviews. But the only way to master the art is through practice. That’s by sitting in front of a camera with someone asking you the questions on these scenarios before watching them back. Just like your crisis communication plan needs to be in place well before you need it, so do the media skills of your spokespeople. The horse has already bolted when something happens.
Developing a crisis communication plan and training a few spokespeople doesn’t have to take lots of time or money. But believe me from experience, if you are not ready when that inevitable issue or crisis erupts, the result can be disastrous. v
When the journalist first contacts you, it’s important that you buy some time. Never do an interview on the spot. but having said that, don’t wait too long. you do have some breathing space if a statement has been sent out, but if you want to control the situation, you need to be available to media.
step two: create your media message
the next step is to prepare your media message. this is the three most important things you want to say on the issue. you must be able to sum these up in 25 seconds. they must be of interest to the audience of the media outlet. your plan will be to transfer back to these throughout the interview so that they become the focus.
step three: predict difficult questions
While your aim in the interview will be to keep using bridging statements to get back to your key points, you do need to answer questions asked of you. that’s why you must predict the difficult questions (in negative situations). Don’t spend hours on this but do look for the obvious ones and have brief answers ready for them.
step Four: dress up your points in interesting ways
For each of your three key points, dress them up with attractive language. For example, by using analogies, examples and emotion. this gives reporters and producers good material to use in their stories while also maximising the chances of your points becoming the focus. this will also stop you sounding like a broken record because you will have different ways of making the same points.
step Five: practice, practice, practice
this is the most important step of all. the theory is one thing, but putting it into practice is quite another. this is why media training is vital.
As a franchise consulting firm with over 50% market share in Australia we have a very close view on the franchise sector through the brands that we assist launch into franchising and through the recruitment services we offer.
We have seen a significant increase in the number of home service franchises entering the market and the growth rate of this sector year on year. Home services used to represent a very small percentage of the work that we performed (5%), historically retail and food & beverage represented a significant portion of the work we performed (80%). There has been a significant shift and the ratio for us has moved from 5 to 20% of the work we do being in the home services sector. There are
four major reasons that I would like to share with you, causing this seismic shift.
1. The Pandemic and shift in work/life balance
2. Better Systems means better businesses
3. The success of Home services in Franchising
4. The changing face of Healthcare and the Government support of this sector.
the pandemic and shift in work/ life balance
I hate to even bring up the pandemic, we’re all sick of hearing about it, but it has caused a revolution in the way we see the world, in what’s important and how we want to spend our time. For the past 3 years we have all spent more time at home with lockdowns and remote working, we’ve had more time to reflect on what is important and how we spend our leisure time and doing chores around our homes is not what most of us enjoy doing and this additional time at home has shone a light on the state of repair of our homes and our desire to make home improvements.
These realisations have put a huge demand on the trades and services sector to get work done for us around our homes and this has resulted in a massive demand for homes service particularly with tradespeople and professions like Plumbing, Electrical Services, Solar, HVAC Heating & Cooling, Property Maintenance, handy man and home improvements.
People have reevaluated where they want to be working and for many being their own boss and working on their terms is how they want to work and live.
I’m going to reference Jim Penman and Jim’s services throughout this article as the largest franchisor in Australia with over 5000 franchisees and specialising in the home service sector, his business is well positioned to be referenced in this article.
38 of his 52 (and growing) franchise divisions are in the home services sector and they served over 500,000 new customers last year, over 1 million total jobs last year and have completed over 12 million jobs in total since starting his lawn mowing business.
better systems means better businesses
We know that the success rate in franchising is 50% better than independently run businesses and that is because of the systems and processes that have been developed by the franchisor and this contributes to the business success. For many trades-based businesses, the tradespeople behind them are excellent technicians but sometimes not so good at being a business owner, the marketing, accounting and business development that a franchise system brings makes their business better. We are seeing many trades-based industries starting to franchise so they can leverage the technical expertise of the tradesman but provide them with a business model that provides them with greater business success.
d owner an experienced Franchising expert with an impressive 30+ year senior management history in developing and leading businesses within the Franchising sector. He has been recognised in the Top 30 Franchise Executives in Australia on four occasions and in the Top 100 Global Influencers in Franchising on three occasions.
Doug owns three franchises as a franchisee and has owned 8 franchises as a franchisee, he has been responsible for the establishment of three of his own start-up franchise systems including all aspects from strategy through to market entry. Doug has operated at CEO and Director level in eight franchise systems. He also started and currently owns and operates five successful SME Businesses of his own, so he is well versed in all aspects of franchising.
ontact d oug at: doug@franchiseready.com.au | Website: www.franchiseready.com.au
the success of home services in Franchising
Last year I listened to Jim Penman talk about the home services sector and he shared an alarming statistic around business success in the home services sector, he claimed that 90% of independent home services businesses fail compared to a success rate of 90% within his network. This reinforces the power of systems and franchising and how it helps a business to be sustainable. With this increased demand for home based services there is a massive shortfall of people to provide the services, Jim penman claims to have had to turn away over 300,000 jobs last year as they could not service them, reinforcing the demand and abundance of work in this sector. Many home based services are offering income guarantees of up to $100,000 because they know that the work is there, often these income guarantees are much greater than the income that can be achieved through traditional paid employment, making this sector very attractive.
the changing face of healthcare and the government support of this sector
With an aging population and significant disability sector the government has increased funding to facilitate the services in this sector. With government backing and a growing demand for these services to be delivered in the participants own home has seen a huge increase in demand for this home services sector.
In the past 12 months there have been over 300,000 services provided in the Aged Care services & Nursing sector, representing a 20% increase over the previous year and growing. There are now 1.3 million older Australians living at home and in need of some assistance with everyday activities and over 1 million Australians are accessing funding through the Commonwealth Home Support Programme (CHSP). Our aging population wants to stay in their own homes and their children want to ensure their parents are well cared for.
In the past 12 months we have assisted 5 NDIS businesses get Franchise Ready, this sector is booming.
In the disability sector there are over 530,000 participants now receiving individualised funding packages for disability-related support and this requires support workers to deliver this support which is often delivered at home.
So as you can see the demand for home services is up, the number of franchisors entering this sector is growing and the entry level is often much lower than the traditional franchises making it an attractive business model for prospective franchisees, we are seeing a return on capital in less than 1 year compared to other bricks & mortar franchise businesses with much higher capital requirements and a longer period to achieve return on capital (usually between 2-3 years). Home services is booming and for us the fastest growing sector in franchising delivering the best return. v
t ransforming c ustomer r elationship
m
anagement:
a c ase s tudy of pack & send ’s saless peak
SalesSpeak is the latest Customer Relationship Management (CRM) software designed for PACK & SEND franchise partners, aimed at centralising customer data and interactions to enhance customer relationships and increase sales and profitability.
Set to launch in June 2024 after a successful pilot, SalesSpeak aims to revolutionise how franchise partners manage their customer interactions and business operations.
the significance of crM in Modern business
In today’s competitive business environment, a CRM system is indispensable. CRM systems, like SalesSpeak, provide enhanced customer understanding by collecting comprehensive data, including demographics, preferences, purchase history, and interactions. This allows businesses to gain valuable insights into customer behaviour and tailor their services accordingly.
Moreover, CRMs improve customer service by centralising data, enabling faster
information retrieval, and facilitating better service. They also support targeted marketing campaigns by segmenting customers based on their preferences and purchase history. Additionally, CRMs streamline sales processes by offering robust lead management, tracking opportunities, and ensuring seamless information sharing among sales teams.
Importantly, CRMs help in customer retention and loyalty by maintaining a holistic view of customer interactions, identifying upselling or cross-selling opportunities, and nurturing long-term relationships. Satisfied and loyal customers often become brand advocates, promoting the business through word-of-mouth and referrals, thus driving customer acquisition.
essential Features of a crM
SalesSpeak exemplifies the range of features a good CRM needs to streamline business operations and enhance customer management:
Centralised Data Management: Ensuring franchise partners can access and manage customer information efficiently.
Real-Time Integration with Business Systems: Automatically updating data to reduce manual entry and ensure accuracy. Any changes in PACK & SEND’s POS system, are automatically reflected in SalesSpeak in real-time.
Tailored Functionality: Incorporating specific features for unique business operations, such as key job management and logistics handling process for PACK & SEND operations.
Effective Marketing Campaign Management: Offering preloaded templates and centralised targeting for streamlined marketing efforts. SalesSpeak comes with a broad range of templates allowing franchise partners to manage their marketing communications effortlessly.
Comprehensive Reporting: Providing robust reporting tools to monitor daily performance indicators and drive informed decision-making.
development and Uniqueness of salesspeak
SalesSpeak was developed by PrintSpeak, an Australian software development and business intelligence company. What sets SalesSpeak apart is its native integration with PACK & SEND’s system architecture and proprietary POS system, GMx. This integration ensures that all customer data, sales information, and other relevant details are automatically and in real-time
synchronised between GMx and SalesSpeak, without any additional user action. This seamless integration extends GMx functionalities, combining customer personal and company data with sales data to provide a comprehensive view of business operations. SalesSpeak is designed specifically for PACK & SEND service centres, incorporating business-specific categories such as “jobs” and “courier handling.” It also allows for centralised marketing campaigns, where marketing initiatives are preloaded and target customers are selected centrally, simplifying the campaign process for franchise partners.
economic returns for Franchise partners
Implementing a CRM system like SalesSpeak offers significant economic benefits for franchise partners. By increasing sales, improving customer loyalty, saving costs through automation, and optimising marketing efforts, SalesSpeak provides a substantial return on investment. For instance, CRMs can boost sales by 29%, improve conversion rates by 300%, and increase productivity by 34% (statistics from tech.co).
CRM systems enable businesses to nurture and retain customers, leading to higher lifetime value and increased revenue. Automation of repetitive tasks allows for more efficient resource allocation and minimises errors, while targeted marketing campaigns maximise the return on marketing investments. Additionally, CRMs enhance customer service efficiency, leading to faster response times, efficient issue resolution, and improved customer satisfaction.
Data-driven decision-making is another critical advantage of CRMs, allowing
businesses to analyse customer behaviour, market trends, and sales performance to identify growth opportunities and optimise strategies .
Launch and Future prospects
SalesSpeak was successfully piloted in selected PACK & SEND service centres in early 2024 and is scheduled for networkwide rollout in June 2024. PACK & SEND has developed a comprehensive training and onboarding program to ensure franchise partners receive the tools and support needed to maximise the usage and effectiveness of SalesSpeak in their local franchise.
“The goal is to ensure that SalesSpeak not only meets the immediate needs of franchise partners today, but that it also continues to evolve, making the franchise network stronger and more competitive over the long term”, says Riccardo Cepparulo, VP Marketing at PACK & SEND.
SalesSpeak is poised to transform customer relationship management for PACK & SEND franchise partners. By centralising customer data, streamlining operations, and enhancing customer service and marketing efforts, SalesSpeak offers a comprehensive solution tailored to the unique needs of PACK & SEND service centres. With its robust features and significant economic benefits, SalesSpeak is set to be an invaluable tool for franchise partners aiming to boost their business performance and overall customer satisfaction.
By leveraging the power of CRM, the PACK & SEND franchise network can look forward to improved efficiency, increased sales, and stronger customer relationships, ensuring sustained growth and success in a competitive business landscape. v
t he i ntegral r ole of i ntellectual p roperty p rotection in safeguarding your f ranchise’s f uture
In the dynamic and competitive world of franchising, intellectual property (IP) serves not just as a legal asset but as the very cornerstone of brand identity and market presence.
Building on our previous article on comprehensive strategies to shield your franchise, this article delves deeper into the critical role of IP protection. We focus particularly on franchise law and aiding franchisors in fortifying their IP assets, therefore safeguarding the franchise’s collective value and ensuring benefits across the entire franchise system.
Intellectual property: the Lifeline of your Franchise
For franchisors, the distinctiveness of their brand—encompassing everything from logos and slogans to unique business methods—is not merely a marketing tool; it is a crucial asset that differentiates their offerings in a saturated market. This differentiation is largely governed by robust IP protection mechanisms, which include six key components:
1. Trademark Registration:
Trademarks protect logos, names, and slogans that define the brand. Registering these trademarks is a vital first step in setting up a successful franchise system as it
grants exclusive rights to use these elements, preventing others from using similar marks that could confuse consumers.
By securing trademarks, franchisors ensure that the brand’s integrity is maintained across all locations, enhancing the franchisees’ trust in the value of their investment. This process not only protects the franchise from potential market dilution but also builds a stronger, more recognisable brand that attracts new franchisees.
2. Creating Separate
IP Entities:
To further shield valuable IP from operational risks, it is prudent for franchisors to establish a separate IP holding entity. This strategic move isolates the IP assets from the franchisor’s operational business liabilities.
helen Kay is an accomplished business and franchise lawyer with over two decades of legal expertise. As the founder of Rise Legal, Helen specialises in delivering strategic and practical commercial and franchise legal solutions. Her exciting career has seen her in pivotal roles at prestigious law firms, consistently offering exceptional legal counsel. Her unique combination of hands-on experience and visionary leadership positions her as an invaluable asset in the realm of commercial law and franchise expertise, assisting franchisors and franchisees in safeguarding their business through comprehensive commercial legal support.
helen Kay | Managing d irector | rise legal Business l awyers | o ffices: g old coast | Perth | sydney t: 1300 064 707 | e: info@riselegal.com.au | https://riselegal.com. au
units, ensuring consistency in customer experience.
4. Non-Disclosure Agreements (NDAs): NDAs are essential in protecting sensitive information shared within the franchise network. At Rise Legal we facilitate the preparation of comprehensive NDAs to ensure that innovations, operational practices, and strategic plans are not leaked to competitors. This form of protection is vital in maintaining the competitive edge of the franchise by securing trade secrets and proprietary processes.
5. Copyright Protection:
This protects original works such as manuals, training materials, and advertising materials created by the franchisor. Copyrights prevent unauthorised reproduction, thus maintaining the exclusivity and value of the franchise’s proprietary materials. This legal tool ensures that the intellectual efforts and creative outputs of the franchisor remain within the franchise, adding to the unique offerings that attract customers. These protections should be reiterated in the formal franchise agreements also.
6. Restraints of Trade:
Why Franchisees should care about Ip protection
For franchisees, comprehending the extent of IP protections put in place by their franchisors isn’t just about legal compliance; it’s about recognising the intrinsic value these measures add to their own investments. These protections ensure that the franchise brand remains competitive and robust, directly impacting the profitability and sustainability of every franch ise unit within the network.
rise Legal: your partner in Ip strategy
For franchisees, understanding that their franchisor has securely ring-fenced its IP assets should provide them with assurance that the brand they are investing in is protected against potential legal battles or financial troubles.
3. IP Agreements:
An IP license agreement, entered into between the owner of the IP and the franchisor, allows the franchise’s operating entities to legally use the IP held by the separate entity and pass this right onto the franchisees.
The formal franchise agreement then not only clarifies the scope and terms of the franchisee’s IP usage but also standardises how the IP is utilised across all franchise
These important legal provisions prevent franchisees from setting up competing businesses within a certain geographic area and time frame during and after leaving the franchise. Such clauses are crucial in protecting the market territory of existing franchisees and the overall integrity of the franchise system. They ensure that the franchise network is not undermined by former members who might otherwise use their insider knowledge to compete against the franchise.
the business shield Quiz: a tool
for empowerment
Amidst navigating these complex layers of IP protection, franchisors and franchisees may feel overwhelmed. Rise Legal’s innovative Business Shield Quiz empowers them by assessing their current IP strategies and identifying potential vulnerabilities. This quick, insightful tool not only highlights areas needing reinforcement but also fosters a deeper understanding of the legal structures that protect their business interests.
At Rise Legal, we understand that each franchise is unique. Our dedicated team specialises in crafting customised IP protection strategies that align with specific business goals and the broader franchise system’s needs. By choosing Rise Legal, franchisors ensure that their IP assets are not just protected but strategically positioned to support sustainable growth.
conclusion
In the competitive world of franchising, the protection of intellectual property is not just a legal necessity but a strategic imperative. By implementing comprehensive IP strategies, franchisors secure their brand’s uniqueness and future-proof their business, providing a stable and promising framework for all franchisees. With Rise Legal, embark on a journey to reinforce your franchise against uncertainties, ensuring its longevity and suc cess. v
Disclaimer: This article is intended for informational purposes only and should not be considered legal advice. Consult with a qualified commercial lawyer for personalised advice related to your specific circumstances.
Individual liability limited by a scheme approved under Professional Standards Legislation.
growing
kwik kopy’s footprint with peter fiasco, head o F Franch I s I ng
Kwik Kopy Australia is entering an exciting stage of growth, guided by Peter Fiasco, the Head of Franchising and a celebrated figure in the industry. With a collaborative environment and strong alignment of the company’s purpose, values and goals, Kwik Kopy is poised for significant milestones in the franchising sector. Kwik Kopy is leveraging Peter’s visionary sales leadership to drive growth and innovation, cementing its position as an industry leader.
Peter supports Kwik Kopy’s commitment to growth through strong mentorship skills by strategically strengthening the franchise community. With Peter’s franchising knowledge, Kwik Kopy has created a supportive network for franchisees, ensuring they have the tools for success in the territory within which they operate. This skill was honed as Peter worked closely with industry experts, including Paul Constantinou AM, founder of Quest Apartments Hotels. “Peter is excellent to work with and an excellent Franchise manager and leader. He respects and is well-respected, and his ability to work with franchisees gave him a lot of comfort in the industry. He emphasises the relationship with franchisees to allow them to grow, ensuring solidarity and that they receive the support to become successful,” says Paul.
Industry engagement
Kwik Kopy’s influence and reputation are enhanced by its active involvement in industry events, encouraging Peter’s participation in panel sessions. He addresses issues such as learning programs for franchise owners, recruiting high-quality franchisees, and operational excellence. He provides insights that are valued in franchise code reviews, ensuring relevance and effectiveness. His engagement not only promotes the benefits of franchising but also keeps Kwik Kopy at the forefront of industry developments.
Peter’s knowledge and drive to improvement has greatly benefited other businesses as well, including Ops Central, a communications platform provider. “It has been a delight and
positive experience having Peter around. His collaborative approach is always forthcoming with excellent suggestions, as he has clarity with the business,” says Josh Cairns, Founder and former CEO of Ops Central.
promotional efforts for franchising
Devoted to the advantages of franchising, Kwik Kopy communicates this message on multiple platforms. The company’s presence in industry magazines and LinkedIn spreads knowledge and best practices, with Peter’s support for a wider reach. He is highly visible on social media, sharing his knowledge with audiences within the same industry.
With Peter’s representation of Kwik Kopy in the Franchise Council of Australia (FCA)
and participation in industry events, the company emphasises the importance of a franchising network’s community spirit. Peter has participated in the National Franchise Convention, Legal Symposium, Multi-Unit Summit, International Franchise Convention in the USA, and state-based member events, showcasing his and Kwik Kopy’s commitment to the industry.
providing leadership and support
Kwik Kopy positively supports Peter’s influence in the franchise community. His management style has nurtured future leaders, involving franchise field teams and taking many team members under his wing as they enter the Franchise industry. In addition, Peter’s involvement in various groups, such as the CEO Group in Melbourne, demonstrates his dedication to educating individuals and supporting his ambitions for the future.
The franchising sector is greatly supported by Peter’s philosophy, emphasising the importance of a robust community. He was recognised this year through his nomination to the Franchise Industry Leadership Award, where he became a national finalist.
“I’ve known Peter for a few years, more recently from our involvement in the Victorian Chapter of the FCA. Peter was the person who first suggested I consider joining the FCA, highlighting the FCA’s important contribution to the wider franchising community,” according to James Hucker, Head of Franchising at Couriers Please.
“He is extremely passionate and has a broad range of experience within the industry. He is a great resource and is highly active in facilitating panels or being on a panel
insights,” James adds.
positive outcomes of collaboration
At Kwik Kopy, collaboration is crucial, with Peter ensuring that all franchisees in their network are taken care of. “Peter’s positive energy is contagious. He is very passionate about what he does, which makes him a great brand ambassador for Kwik Kopy. In the events I attended, he has shown great vision in driving where Kwik Kopy’s going,” shares Daniel McKenzie, owner of Kwik Kopy Miller Street and Franchise of the Year Winner. By collaborating with the FCA on member events and serving as a judge for franchising awards, Peter has been recognised for his excellence in franchising.
Peter has also advocated for changes to the Franchising Code of Conduct, providing practical examples that have shaped policies. His contributions set high industry standards and cemented the excellence of franchisee and franchisor awards, which fosters a highperformance culture.
kwik kopy’s purpose and values
In the last 18 months, Kwik Kopy has been focused on driving towards growth and innovation. Peter aligns with this vision by strengthening the franchise community. As Kwik Kopy transitions with significant changes, Peter has aligned with suppliers with the same values, ensuring all partners adhere to the industry’s best practices and Kwik Kopy’s values of excellence, ambition, creativity, and community. For example, when selecting a new intranet platform, Peter
“ Peter’s expertise and action orientation has been invaluable to our mission to grow. With his contributions, we have re-aligned the franchise model and offering to enable Kwik Kopy to achieve the vision we have for the future.”
- Sonia Shwabsky, CEO of Kwik Kopy
researched several suppliers who supported the industry and aligned with Kwik Kopy’s objectives, ensuring that every tool utilised by Kwik Kopy strengthens its franchise model.
Peter has worked tirelessly to overhaul the Kwik Kopy franchise mapping tool, a crucial initiative for existing and new franchisees. This initiative has provided franchise owners with detailed data, enabling them to understand their marketing areas, target businesses, and identify new opportunities.
“Peter’s expertise and action orientation has been invaluable to our mission to grow. With his contributions, we have re-aligned the franchise model and offering to enable Kwik Kopy to achieve the vision we have for the future,” says Sonia Shwabsky, CEO of Kwik Kopy. “The brand is looking to grow its footprint in Australia to 120 centres and, more importantly, ensure that businesses needing a full marketing service provider can access Kwik Kopy’s support regardless of their location,” adds Sonia.
“Kwik Kopy has reinvented its franchise system to become a leading B2B franchise in Australia and the first of its kind globally. With Kwik Kopy as a business taking a strategic and data-driven approach, it is positioned as a leader in B2B marketing services, priming it to meet the ever-changing needs of customers and allow sustained growth,” concludes Matthew Penfold, Chairman of Kwik Kopy. v
himself, providing guidance and valuable
b uilding acti V e communities: b elgraV ia’s roadmap for growth
Australia’s obsession with an active lifestyle is showing no signs of slowing down and Belgravia Health and Fitness is thriving in the industry, continuing to innovate to meet changing consumer needs across its various brands as it looks towards one of its biggest years yet in terms of network growth.
Belgravia Health and Fitness is a franchise company with over 20 years’ experience in creating active, healthy communities. Its portfolio includes Genesis Health + Fitness gyms, Ninja Parc indoor obstacle courses and JUMP! Swim Schools. It encompasses more than 100 franchise locations across the country.
It also forms part of the Belgravia Group: the largest privately owned leisure business in Australia that includes health, leisure, tourism, property, finance and technology companies with more than 200 locations and 7,000 employees Australia-wide.
The last financial year has seen strong growth for Belgravia Health and Fitness –this mature brand has grown its network by 25% in a single year -– as the brands explore new market opportunities geographically and demographically and introduce new product offerings to meet consumer demands.
Genesis Health + Fitness, which offers some of the largest territories of any gym franchise in the country, is finding its niche in club sizes, customisation and premium offerings to bring the best to market for the communities franchisees are based in, according to Belgravia Health and Fitness General Manager of Sales, Magdalena Schoeman.
“We have really found the sweet spot in terms of the floor size of our sites, giving consumers the premium range of options they want and allowing franchisees to feel comfortable with the investment level, confident in the business opportunity while also being able to customise the space so it can represent the gym they dream of owning. We’re definitely not a cookie-cutter gym.
“We’re responding to consumer trends with the introduction of wellness-focused
products like Reformer Pilates and further development of our small group personal training offering, Coaching Zone. This is where growth opportunities lay at the moment – offering consumers the complete fitness package under one roof with access to different zones at one affordable membership price.”
The Ninja Parc franchise, which has new sites scheduled to open at Fyshwick (ACT) and Torquay (VIC), is also expanding its product offerings by introducing innovative features including a dedicated zone for children under seven called The Playground, and an arcadestyle zone, Ninja Parc’ade. These additions complement the existing obstacle course and onsite café, creating a family-friendly environment that offers convenience and affordability.
Meanwhile, the JUMP! Swim School network, which is teaching lifesaving swim skills to children in intimate class environments, is chasing key population growth corridors across each state. The network’s swim enrolments have grown 41% since Belgravia took over in 2019 and the network is expanding quickly due to its affordability for franchisees and rate of financial success.
“We now have over 34,000 kids learning to swim across out network of more than 60 sites and the highest Net Promoter Scores in the industry,” said Magdalena.
“The demand for swim school placements across Australia continues to grow with waitlists at most sites – it’s an essential skill that Australian children need to learn. In fact, many of our franchisees are parents who
“ Belgravia Health and Fitness is a franchise company with over 20 years’ experience in creating active, healthy communities. Its portfolio includes Genesis Health + Fitness gyms, Ninja Parc indoor obstacle courses and JUMP! Swim Schools.”
have struggled to get their own children into lessons.
“More than 80% of the sites that opened in the last financial year were booked to capacity before they even opened their doors.
“Because of the boutique nature of our pools, we don’t need to find huge sites to open a swim school so we can secure central locations that are super convenient for parents and bring them to market very swiftly and affordably for the franchisee. This means we are typically able to be first to market in new suburbs and are able to service areas where councils are not yet able to.”
JUMP! Swim Schools also identified additional revenue opportunities in the adult learn to swim market, launching adult swim classes during FY24.
“Adult drowning statistics in Australia are far too high and we identified that we could assist this issue, particularly given many adults may not be comfortable learning to swim in a large, busy pool environment. We had the boutique pools and the expert swim teachers, so it made sense to expand the program.”
Much like lessons for children, the program aims to introduce adults to the water in a safe and gradual way with small class sizes.
“We adapted our industry-leading program to cater specifically for adults.
“It enables our franchisees to use their pool facilities at other times of the day and really get the most out of their site. Many of our adult students already have children in learn-to-swim programs at their local JUMP! Swim School, so by marketing to the existing member base we are able to attract additional customers.”
Overall, Magdalena says that the franchise market is in the strongest position it has been in Australia for more than a decade.
“Post-covid, people are continuing to evaluate their priorities; how they want to spend their time and how they want to work. They are looking for a change from the daily office grind, looking for a job with purpose, to be more family focused or wanting to finally pursue their passions in a way that’s safe and supported.
“We have franchisees joining us from all walks of life, from first-time business owners to seasoned business owners looking for new investment opportunities.
“We will continue to distinguish ourselves by our level of support for our franchisees across all areas of the business – from accounting and marketing to tech and payroll, our franchisees are not alone. And we don’t just provide ‘how-to’ guides – its real, human support every step of the way.” v
n ew h ydraulink franchisee ryan parkes
sei Z es opportunity to expand hydraulic
serV ice to busy s ydney regions
New Hydraulink Sydney franchise owner, Ryan Parkes, is taking his future into his own hands, and expanding hydraulic service to key industries such as transport, civil engineering, cargo, container, and ports.
Ryan will be servicing machinery using hydraulics in areas of Sydney south of the Harbour Bridge, north of the airport, and East of Rockdale – an area he’s been working in for more than five years, giving him experience and knowledge of the local customer base.
“Knowing customer needs in advance makes a huge difference to saving downtime and delivering efficient service,” says Ryan, who trained as a fitter machinist, and has been working in the industry for more than eight years now.
Ryan joins the extensive Hydraulink hydraulic hose and service network, which includes 14 company-owned sites in Australia, 135 network partners, and 150 service vehicles offering 24/7 onsite and mobile services.
“Customers value Hydraulink’s quality product, and they value an understanding of meeting time frames. For urgent jobs, we go the extra mile to get them done quickly, and for less urgent jobs we can work within their schedules to perform maintenance
during times that cause the least amount of disruption to daily operations,” says Ryan.
“For some customers, we assemble OEM hydraulic hose kits, so that they can have them onsite and ready to go to prevent downtime, then they can call me in to replenish the stock,” he adds.
Freedom to expand
In addition to local knowledge and a passion for hydraulics work, Ryan was also drawn to
the Hydraulink franchise network because it gave him additional freedom to expand and secure his family’s financial future.
“I sat down with my wife, and we decided that if I’m investing time and energy in work that I love – and I do really enjoy it – it should be in something that’s a long-term investment in our future financial stability and success,” he says.
“We agreed that the franchise route – even if a little scary at first – was the right way to achieve this. Since then, we’ve been given such outstanding support by Hydraulink that we feel confident it’s been a good decision,” he adds.
“Being part of the Hydraulink network, I’ve never felt alone. They’ve provided training, support, knowledge, and genuine care – it’s the perfect environment to start the next phase of my career.”
Hydraulink Australia National Franchise Manager, Wayne Abbott, says Ryan is a natural fit with the network. “Ryan has practical, hands-on experience, he knows how to save customers downtime, and he gets on with the job professionally and efficiently. This is exactly what we look for in our franchisees, and I’m delighted to see that Sydney will be getting such attentive hydraulic service,” he says.
www.hydraulink.com.au
Ryan Parkes provides 24/7 mobile hydraulic hose and breakdown services to Sydney
m aximising profits: s trategies to lower payment processing f ees in your f ranchise
In the realm of franchise ownership, every dollar counts towards maximising profits.
One often-overlooked area where significant savings can be achieved is in your monthly payment processing fees. As the digital economy continues to thrive, customers increasingly prefer the convenience of paying with plastic. However, these transactions come at a cost to franchise owners.
Implementing strategies to minimise card fees can have a substantial impact on the bottom line.
Frank Vorster, founder and CEO of Venue Smart Payment Solutions is dedicated to supporting businesses across various sectors, with a particular focus on franchises. Moreover, the Venue Smart business model operates as a franchise itself, currently the first and only franchise network in Australia in the payments space.
“Our strengths reside in getting to know you and your business, educating you on your existing payment solutions and detailing the improvements we can bring to your business. We drive efficiencies through automation, reduce payment related overheads whilst reducing gateway processing costs. We do this by tailoring solutions to meet the needs of the business, not wrapping around a “one size fits all” solution for franchisees” - Frank Vorster, CEO.
Venue Smart has 10 years’ experience helping franchisees and franchisors save money on their processing fees by offering group corporate rates and tailored solutions that merchants can rarely access on their own.
Let’s explore some effective approaches to optimise your card processing expenses:
1. shopping around
Not all merchant service providers are created equal. Rates and fee structures can vary wildly between providers. Take the time to shop around and compare offerings from different payment processors. Look beyond the advertised rates and delve into the fine print. Consider factors such as service fees, account-keeping fees, smart routing capability and any additional charges that may apply.
2. optimise card policies
To lure customers to their credit cards, banks offer a variety of offers and rewards. However, for the merchant, these come at a cost – higher monthly processing fees (somebody’s got to pay for all those benefits after all). You can often strategically minimise these expenses. Some ways are, use technology to re-route more expensive cards to lower-cost rails, partially or fully surcharge, encourage customers to use debit cards or cash.
3. Invest in point-of-sale (pos) technology:
Upgrading to modern POS technology can offer more than just enhanced transaction processing capabilities. Some offer integration with loyalty
frank vorster, founder and ceo of venue smart Payment s olutions
programs and digital wallets, encouraging repeat business while minimising processing costs. Invest in a POS solution that aligns with your franchise’s needs and budget while prioritising cost-saving features.
Venue Smart has forged strong partnerships with the world’s leading payment acquirers, facilitating the processing of over a billion transactions daily. These collaborations afford them unparalleled purchasing leverage with access to highly competitive rates coupled with Australian-based support.
Chief Operating Officer Chris Adam says – “For many small businesses, payment processing can make a big difference to viability and profitability. Using only stateof-the-art technology, Venue Smart offers low-cost services to enable your customers to make electronic payments quickly, securely and conveniently. In the contemporary market, a tailor-made solution is an essential tool for any business that takes digital payments.”
“Venue Smart’s integrated EFTPOS solutions have been a real game-changer. I’ve tried multiple facilities in the past from a number of different providers in order to reduce overheads, with no success until now” –Anthony, Cignall Franchisee.
“Working with Franchise groups like Star CarWash and FlipOut is a pleasure. EFTPOS terminals and eCommerce gateways are our most widely used offerings, however two of our recently launched products are quickly gathering momentum.” says Will Devery, Venue Smart National Sales.
“Our SoftPOS allows tradies and others to use their smartphone or tablet to accept payments.
Tap-on-glass technology allows businesses to take instant payments on-site without the
concern of carrying aroundand paying the monthly rental on, a traditional terminal. And our recurring payments (direct debit) solution is another avenue for business to cost-save and has seamless integration to business accounting software such as MYOB, XERO and Quick Books” adds Will.
Streamlined Financial Operations: Direct integration automates the reconciliation process by syncing payment data directly into the accounting software. This eliminates the need for manual data entry, reducing errors and saving time.
Cost Savings: By automating manual processes, direct payment integration can lead to cost savings in terms of time, labour, and resources. Additionally, businesses may negotiate better rates and terms with payment processors through streamlined integration.
Real-Time Financial Visibility: With direct integration, payment transactions are instantly reflected in the accounting system, providing real-time visibility into cash flow, receivables, and payables. This enables more informed financial decision-making.
Improved Efficiency: Integration eliminates the need for duplicate data entry across multiple systems, freeing up staff time for more strategic tasks. It also streamlines the payment process, from invoicing to reconciliation, improving overall operational efficiency.
Faster Payment Processing: Direct payment integration enables businesses to accept payments more quickly and efficiently. Customers can make payments directly through the accounting software, reducing delays and accelerating cash flow.
Better Customer Experience: Seamless
payment processing enhances the customer experience by providing convenient payment options and faster transaction processing. This can lead to increased customer satisfaction and loyalty.
conclusion
In the competitive landscape of franchising, every dollar saved on payment processing fees contributes to the overall profitability and sustainability of your business.
By implementing the strategies outlined above and exploring others with your current provider, franchise owners can take proactive steps to minimise expenses associated with payment processing. With careful planning and strategic execution, you can navigate the complexities of card fees and pave the way towards long-term financial success for your franchise.
For more information contact Will Devery: Ph: 0490 032 580
E: williamd@venuesmart.co https://venuesmart.co
impact of the 24-25 federal budget to Various sectors – expert insights
small businesses
For Australia’s small businesses, the 2024-25 federal budget offers a mix of relief and challenges. As CEO of Kwik Kopy Australia, a comprehensive approach is needed to understand what this would mean for SMEs in the print and design industry.
With the extension of the $20,000 instant asset write-off, investment in new equipment is encouraged – an essential component for businesses to stay competitive. There are clear winners in this budget with the addition of the $325 energy bill relief that provides some immediate financial aid. However, some may fall on the short end with the lack of
Sonia Shwabsky and Andrew Sezonov
sonia shwabsky CEO, Kwik Kopy Australia
a comprehensive tax reform. Independent business owners, unlike those who are part of a franchise network, struggle more with these challenges. Different business models may lead to a disparity in support structures. A simplified access to government schemes and training incentives is another critical aspect that needs attention as we lead into the AI Revolution age.
Increased investment in technology and equipment may be the path moving forward, together with a stronger focus on compliance due to additional funding for the ATO’s tax compliance program. On the other hand, energy cost management is important. Energy relief provides immediate support, but long-term strategies for efficiency will be needed to manage costs effectively, especially since rising costs and regulatory complexities hit SMEs and franchisees hard.
Additional support for digital marketing and technology upgrades is essential for the print and design sector to stay competitive. We need targeted measures to address rising costs, increase workforce productivity and simplify access to training, putting together a broader approach to address a wider range of challenges.
We need to be broad and comprehensive in supporting SMEs. While the provided efforts are commendable, there should be ongoing government attention to these issues to help SMEs navigate the current economic landscape. We see some positive steps that the federal budget has taken, but it is also essential to call for targeted measures to ensure that small businesses, particularly in print and design, can stay afloat. With the proper backing, Australian businesses can continue to grow, transform and innovate.
In Australia, 96% of businesses are classified as small and medium enterprises, serving as the backbone of Australia’s economy. According to the Australian Bureau of Statistics (ABS), 60% of small businesses in Australia will likely fail within the first three years of operations, with 20% failing in the first year. From 2022-2023, we have seen a 16% entry rate with 406,365 business entries and a 14% exit rate with 365,216 businesses shutting down.
By having a balanced approach to both immediate needs and long-term solutions, the Australian government can help ensure that SMEs thrive and survive in the coming years. v
andreW sezonov Group General Manager, WPC Group
housing and construction sector
For the housing and construction sector, the 2024-2025 Federal Budget addresses some important needs, however, it also presents both opportunities and challenges.
With the rising costs and growing competition for labour and materials, amplified by the costof-living crisis, it’s becoming a more difficult time for younger apprentices to complete their programs. The funding and initiatives in place may not be enough to significantly impact the skills shortage. Apprenticeship programs must have an expanded scope into more industries, and vocational education pathways is a promising step in the right direction.
The government’s focus on fee-free training in housing and construction is vital, however, it poses risks of neglecting other sectors. Over 50% of all jobs require VET qualifications, emphasising the need for a broader approach. A detailed collection of data and information is a must to better understand the issues specific sectors face.
We would also need more financial incentives implemented. It is a crucial component to increase apprentice completion rates. The planned $319.50 payment from July 2025 is helpful but may not be enough. To lessen financial pressures, there would need to be more support and additional payments, so apprentices can accomplish their training more efficiently.
While the $90 million investment on education for 20,000 students in housing and construction is a good start, it may not completely address the skills shortage. Every step is important in resolving economic challenges and pandemic-induced debts. v
t he r ecipe for r escuing a failing f ranchisee b usiness:
i ns P irational t urnarounds
In the world of franchising, not all franchise ventures guarantee success, as many franchisees encounter challenges that threaten the sustainability of their businesses.
This opinion piece explores strategies crucial for revitalising struggling franchisees and emphasises the important role franchisors play in leading and supporting them. Drawing from real-world examples of franchises that have successfully turned their fortunes around, it offers valuable insights into how struggling operations could be rescued.
Identifying the red Flags
The first step in rescuing a failing franchisee business is to recognise the red flags that indicate trouble. Common signs include declining sales, excessive employee turnover, negative online reviews, and financial strain. By being vigilant, franchisees can address issues early on and take proactive steps to remedy the situation.
reassessing the business Model
Successful turnarounds often begin with a critical examination of the franchise’s business model. Failing franchisees should assess whether the chosen location, target audience, and product offerings align with market demand. In some cases, it may be
necessary to adapt or diversify the business to better meet the needs of the local community.
Example: Domino’s Pizza
Domino’s Pizza, a global leader in pizza delivery, once grappled with declining sales and a damaged reputation stemming from poor product quality. In a bold move, the company overhauled its pizza recipe and significantly upgraded its digital platform model to enhance online ordering. This comprehensive strategy revitalised the brand, greatly improving customer satisfaction and perception. The improvements in product and technology did not just restore Domino’s reputation; they spurred substantial growth, demonstrating the power of responding proactively to consumer feedback and market demands.
restructuring operations
Reorganising and streamlining operations is often a critical aspect of rescuing a failing franchisee business. This may involve retraining staff, optimising supply chains, or revising inventory management procedures to reduce costs and enhance efficiency.
Example: McDonald’s
In the late 1990s, McDonald’s faced challenges with declining sales and overly complex menus that hindered kitchen efficiency. To address this, the company introduced the “Made for You” system, which streamlined the menu and allowed
for customisation of orders. This strategic shift significantly improved operational speed and order accuracy, which in turn enhanced customer satisfaction. As a result, McDonald’s experienced a revival in both sales and profitability, demonstrating the effectiveness of adapting business strategies to meet consumer demands and operational needs.
embracing Innovation
Successful turnarounds often hinge on embracing innovation, both in products and operations. It may involve introducing new technology, adapting to changing consumer preferences, or developing unique marketing strategies to reinvigorate the brand.
Example: Boost Juice
Boost Juice, a prominent Australian franchise, rejuvenated its brand by innovating in several key areas: marketing, menu diversification, and digital technology integration. They launched creative marketing campaigns that resonated with their audience, broadened their menu to cater to healthconscious consumers, and implemented advanced digital ordering systems. These strategic enhancements kept the brand competitive and appealing in a crowded market. Boost Juice’s ability to adapt and innovate underscores the critical role of continuous improvement in maintaining the relevance and success of a franchise in today’s dynamic business environment.
Financial prudence
Financial issues are a common challenge for failing franchisees. It is essential to conduct a thorough financial audit, reduce unnecessary expenses, renegotiate leases, and seek ways to improve cash flow. Sometimes, this may also involve securing additional funding to navigate through the turnaround process.
Example: Subway
Subway, recognised as one of the world’s largest fast-food chains, encountered significant hurdles with declining sales and market oversaturation. In response, the company embarked on an extensive costcutting strategy. This initiative included reducing staff numbers and minimising overhead expenses, a move crucial for financial management. By tightening its fiscal approach, Subway was able to stabilise its operations amidst challenging economic conditions. This financial discipline not only helped in maintaining the brand’s market position but also set the stage for a structured recovery, aiming to regain its previous growth trajectory and market dominance.
effective Franchise support
A robust franchise support system can significantly transform the fortunes of struggling franchisees by offering financial aid, effective marketing strategies, and comprehensive training. This support helps them navigate tough times, stabilise their operations, and foster growth. Financial assistance ensures liquidity, marketing enhances visibility and customer engagement, and training improves operational efficiency and service quality, collectively strengthening the franchise network for long-term success.
Example: 7-Eleven
Take 7-Eleven, for example. This leader in the convenience store sector is renowned for its robust support of franchisees, providing financial incentives, expert marketing guidance, and thorough training programs. Such consistent and unwavering support ensures franchisee stability and growth, contributing significantly to the brand’s resilience and success. These strategic supports enable franchisees to thrive even in competitive markets, reinforcing 7-Eleven’s reputation as a supportive franchisor committed to mutual success.
community engagement
A franchisee’s success often depends on its connection with the local community. Actively participating in community events, supporting local causes, and engaging with customers can foster a positive image and build customer loyalty.
Dr. Nigel Bairstow is an academic practitioner with experience working in a variety of marketing roles for large multinational companies such as Alcan Aluminium, Komatsu, Atlas Copco, and 3M. He completed his PhD in Marketing in 2012. His research focus is on B2B and B2B marketing channels.
UTS is the top-ranked young university in Australia. Our vision is to be a leading public university of technology recognised for our global impact. We’re known for our innovative teaching. We’re committed to practical innovation and research that benefits industry and society. We believe in social change to create a more just and equal world.
Example: Chargrill Charlie’s
Chargrill Charlie’s, an Australian franchise, actively cultivates community ties by supporting local initiatives and promoting sustainability. This brand prioritises human connections, creating a familial atmosphere among partners, employees, suppliers, and customers. By catering to a varied customer base, they build loyalty with their offering of fresh, homestyle dishes complemented by warm, inviting service. Their dedication to authenticity not only bolsters their brand but also strengthens the community spirit. Through these efforts, Chargrill Charlie’s enhances the dining experience, making it memorable and impactful, thereby ensuring that their authentic approach resonates deeply within the communities they serve.
patience and persistence
Rescuing a failing franchisee business is a complex process that often doesn’t result in immediate success. It demands patience, persistence, and a well-structured approach. Turnaround strategies vary and may not yield quick results; however, with steadfast perseverance and a commitment to continuous improvement, success is
achievable. This process involves identifying the underlying issues, implementing corrective actions, and consistently monitoring progress. Adapting strategies in response to evolving market conditions and franchisee feedback is crucial. Over time, these efforts can stabilise the business, restore profitability, and ensure sustainable growth, ultimately leading to the revitalization of the franchise.
concluding remarks
The journey to rescue a failing franchisee business is undoubtedly challenging, but it is not insurmountable. By identifying issues, reassessing the business model, restructuring operations, embracing innovation, and focusing on the customer experience, struggling franchisees can pave the way for a remarkable turnaround. The examples of strong brands like Domino’s, McDonalds, Boost Juice, Subway, 7-Eleven, Chargrill Charlies, serve as inspirations for franchisees in dire straits. With the right strategies and determination, a failing franchisee business can transform into a thriving success story, proving that it’s never too late to turn things around. v
fR anchising & bUsiness O PPORTU niTies e x PO
R e TUR ns TO m elb OUR ne!
The Sydney Franchising & Business Opportunities Expo, held in May, presented an impressive showcase of the thriving franchising industry.
Both exhibitors and visitors were thrilled to have the opportunity to engage face-to-face and delve into business discussions at this highly successful event, generating a strong sense of enthusiasm within the industry.
Chris Hill from Spinzone said “This expo in Sydney was great for Spinzone to launch its franchise laundromat opportunity. To have warm customers coming through the door is a great way to promote to ready-to-go investors. We have over 100 keen enquiries to follow up.” The remarkable level of interest and engagement demonstrated the strong appeal of the brands exhibiting.
Michael Susanto from Kumon said “This expo has increased our brand exposure as well as gaining great quality leads. This sort of event is great to expand our network too.”
Exhibition Manager Fiona Stacey agreed, “I think it goes to show how vibrant and successful this industry really is. It marks the return of a huge interest in working for yourself.”
The event’s triumph underscored the resilience and vitality of the franchising industry and reflected the desire among individuals to explore franchise opportunities and embark on their entrepreneurial journeys.
Selecting the perfect franchise involves aligning your personality, skills, experience and motivation with a specific franchise opportunity. It entails finding a mutually beneficial match between you and the business.
The upcoming Melbourne Franchising Expo in August will present a range of thrilling concepts for aspiring business owners. Among these exciting options available are Aramex, Boost Juice, Chargrill Charlie’s, City Cave Float & Wellness Centre, Crust Pizza, Donut King, Fully Promoted, Gotcha Fresh Tea, InXpress, Kitset Assembly Services, Kool Kidz Childcare, Kumon, Luxaflex, Minor Hotels, Plus Fitness, Poolwerx, Rent The Roo, Signarama, The Laundry Company and many more. These franchises offer diverse opportunities for individuals seeking to venture into the franchising industry.
“We are thrilled to bring the Franchising Expo to Melbourne” says Fiona. The Melbourne event will offer visitors a forum to compare and research a broad range of franchise opportunities, with investment levels from under $10,000 to more than $500,000.
In addition to the variety of franchise and small business options, attendees can also benefit from expert guidance in legal and financial matters related to purchasing and establishing a new business or franchise. One of the most popular features of the Expo is the free seminar series on the show floor. In Melbourne, you can hear from experienced franchisees as they share their
Register to visit the Franchising & Business Opportunities Expo for half price at
www.franchisingexpo.com.au by using promo code CGB
d iary dates:
Melbourne: 17-18 August 2024
sydney, brisbane and perth: Return in 2025
stories in the ‘Conversations with franchisees’ panels and learn more about franchising in the ‘Is franchising right for you’ sessions. The seminars are designed to educate, inform and motivate. Whatever your reason for becoming your own boss, the best possible start you can give yourself is knowledge.
Visitors can also choose to attend the Start Your Own Business Workshop, delivering advice on business ownership, how to get started and what you need to know to take the leap. The workshop will run on Saturday and Sunday mornings so you can choose which day to attend. Tickets are $25 including entry to the Expo.
Gain the freedom and flexibility of being your own boss with an established brand and support network behind you. Visit the show to explore a wide variety of franchises, advisors and business ideas, all under one roof.
For more information on visiting or exhibiting, please email Fiona at fiona@specialisedevents.com.au or visit www.franchisingexpo.com.au.
B ehi N d the headlines
Jason g ehrke is the Director of the Franchise Advisory Centre and has been involved in franchising for more than 30 years at franchisee, franchisor and advisor level. He advises both existing and potential franchisors and franchisees, and conducts regular education courses for franchisors in Australia and overseas.
He has been awarded for his franchise achievements, and publishes Franchise News, Australia’s only fortnightly electronic news bulletin on franchising issues. www.franchiseadvice.com.au
float increases another $100m but list price questioned Australian-based Mexican food chain Guzman y Gomez (GYG) has increased its initial share offer to raise an additional $100 million above the $242.5 million underwritten share offer previously announced, according to a media report.
The initial public offering (IPO), underwritten by investment banks Barrenjoey Markets and Morgan Stanley, was set to issue 11.1 million shares at a set and guaranteed price of $22 per share thereby raising $242.5 million but with one of its largest shareholders, TDM Growth Partners, selling down an additional $92.6 million, that figure has risen to $335.1 million. On that sell down, TDM’s holding in GYG will decrease to 26.2% from 29.7%.
The existing shareholders are not selling all their shares, but those which are being sold would value the brand at around $2.2 billion overall.
Meanwhile, international financial service analysts and Australian fund managers have suggested that GYG’s list price of $22 a share is too high and that the chain’s growth plans may be unrealistic, according to media reports.
American investment research and management service firm Morningstar has valued the shares at $15, nearly 30% less than the IPO price. Morningstar’s valuation is based on reservations that GYG can achieve its growth forecasts which include expanding its footprint in Australia to 1,000 stores within two decades, and meet its international expansion plans, particularly in the United States.
While Morningstar’s analysis and concerns are shared by some Australian fund managers, others are confident the IPO will be successful, particularly since Capital Research Global Investors, one of the world’s largest global quick-service restaurant investors, has already subscribed for shares.
creditors owed $45m to get nothing from godfreys collapse
Creditors of collapsed vacuum and cleaning retailer Godfreys will not receive any of the $45 million owed to them, while 460 former employees of the business owed more than $10 million may receive just 73 cents on the dollar, according to a media report.
Godfreys closed its doors forever on May 31 after administrators declared that no viable offers had been received for the business which the owners placed into voluntary administration on January 30 this year.
Among the 264 creditors are vacuum cleaner manufacturers Bissell, Electrolux, EcoVacs, and TEK, and the Australian Taxation Office which is reportedly owed $883.000.
pizza chain fined $2.5m for spam marketing
Pizza Hut Australia has been fined $2.5 million and has accepted a comprehensive three-year court-enforceable undertaking after it was found to have sent more than 10 million marketing messages across a four-month period in breach of spam laws, according to a media report.
The Australian Communications and Media Authority (ACMA) found that Pizza Hut sent nearly 6 million texts and emails from January to May 2023 to customers who had
not consented or who had withdrawn their consent to receive marketing.
During the same period, the brand also sent more than 4 million marketing messages without an option to unsubscribe. Pizza Hut has committed to appoint an independent consultant to review its compliance with Australian spam laws, and must report regularly to ACMA.
Franchise class action ends in draw
A class action lawsuit brought by 130 former and current Michel’s Patisserie franchisees against listed multi-brand franchisor and parent company Retail Food Group (RFG) has been settled with a binding deed that involves no admission or payment, according to a media report.
The class action filed in October 2021 sought millions of dollars in damages over alleged losses incurred by franchisees when “fresh to frozen” changes were implemented in 2015 and 2016. The changes reportedly negatively impacted the quality and reputation of the bakery chain and required some franchisees to drive long distances to collect frozen cakes which they would later decorate in their stores.
Pending court approval, the settlement effectively results in a nil-all draw with RFG writing off historical debts allegedly owed by the franchisees in return for them dropping the class action. Further, RFG is not required to make any admission in regard to the claims, nor make any payment to the applicant, any class member, or to applicant or litigation funders’ costs.
World’s largest franchisee acquires nZ restaurant chain
The world’s largest multi-unit franchisee, Flynn Group, has acquired Wendco, the sole franchisee of fast food chain Wendy’s in New Zealand, according to a media report.
Flynn is now the sole franchisee for Wendy’s in both Australia and NZ operating 20 restaurants across NZ and planning to develop 200 restaurants in Australia over the next decade.
Flynn’s acquisition of Wendco is the Group’s third international investment over the past year, the first of which was the purchase of the master franchise license for Pizza Hut in Australia in July 2023. Brands operating under the Flynn umbrella in the United States include Planet Fitness, Taco Bell, Panera and Arby’s. v
Single
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Shopinsurance.com.au has been looking after the needs of Franchisors and Franchisees for over 20 years. With a genuinely caring and professional team, we work with Franchisors to ensure minimum insurance standards across the business operation whilst ensuing Franchisees are provided with an efficient online quoting tool, super competitive pricing and back up service when a claim occurs.
We have looked after the interests of many franchisees over the years such as Just Cuts, Hairhouse warehouse, Gloria Jeans, Michel’s patisserie, Subway, Donut King, Schnitz and more. Whether you are in Brisbane or Melbourne, one simple phone call to our office and we can take the worry out of your insurance requirements by ensuring a structured insurance program that provides automation, competitive pricing, quality insurance products that is backed by a supportive insurance service team. Give our Shopinsurance.com.au team a call on 1300 123 300 or drop us an email at insure@steadfasteastern.com.au. Shopinsurance.com.au is a part of the Steadfast Group Limited, Australia’s largest insurance network.
We have over 25 years’ experience in the franchising sector in:
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amBer
2 Aristida Close Kemps Creek, NsW 2178 Ph: 1300 139 868
Amber provides home renovation product solutions to retail and trade customers, with a core business in floor tiles, wall tiles, natural stone, pavers, wall cladding, bathroomware, retaining walls, synthetic grass and more. With over 50 years’ experience, Amber has established a strong marketing presence, with successful Franchisees in Ns W, AC t and QLD. Amber currently has 27 retail stores supported by e-commerce online. Currently, both prime
ara M ex
Put yourself in the driver’s seat of success when you join Aramex, a leading global provider of transport, logistics and courier services.
in Australia and New Zealand, more than 1,000 courier franchisees and 46 regional franchisees benefit from the award-winning Aramex franchise system that has been honed by more than 40 years of success.
Aramex offers courier franchisees the training,
boost J UI ce
b oost j uice is a globally recognised juice and smoothie brand, established in 2000, with over 500 stores worldwide. Renowned for its commitment to health and wellness, b oost j uice offers entrepreneurs a robust franchise model backed by extensive training, ongoing support, and a strong brand presence.
o ur vibrant outlets are known for excellent customer service and high-quality products made from fresh, natural ingredients. Franchisees benefit from a proven business system, comprehensive marketing strategies, and a loyal customer base.
b r I dgestone aUstraLIa
b ridgestone has retained the title of Australia’s Most trusted tyre b rand every year since 2014. b eing associated with the industry’s strongest and most trusted brand through this proven and highly successful Franchise model gives you an immediate head start.
A core component of the success of b ridgestone s elect is the ability to offer consumers a one-stop shop for all their tyre and automotive service needs. t his allows our Franchisees to build a loyal customer following with regular engagement.
o wning a franchise should be about running a business for yourself, but not by yourself. t he b ridgestone philosophy
existing locations and exciting new territories are available. Franchisees operate their own businesses. We provide comprehensive training and ongoing support to maximise opportunities and ensure success.
Lay the foundations for your own success with Amber today.
Call 1300 139 868, email franchising@ambertiles.com.au or visit ambertiles.com.au/franchise-opportunities.
support and technology they need to run their own rewarding franchise business in their local communities. No prior experience is needed. Find out more and apply to join the network that delivers.
For more information contact:
AUs: recruitment.au@aramex.com www.aramex.com.au
NZ: Recruitment.nz@aramex.com www.aramex.co.nz
t he diverse menu includes smoothies, juices, and healthy snacks, catering to the growing demand for nutritious, on-the-go options.
b y joining b oost j uice, franchisees enter a dynamic, fastgrowing industry with a brand that continuously adapts to market trends and consumer preferences, ensuring sustained growth and profitability. b ecome part of b oost j uice and thrive in the health-focused food and beverage sector.
Contact: Rochelle D’Costa
Email: boostinfo@retailzoo.com.au
Website: boostjuice.com.au/franchising/
is one of total support for our franchisees. Whether you are purchasing an existing franchise or starting with a new site, we are with you. i t is our ongoing commitment. o ur franchise fee of 3.5% is among the lowest in the industry, and unlike many other franchise models, we do not charge a separate marketing levy.
We are now seeking expressions of interest from prospective franchisees interested in joining the b ridgestone s elect family. Couples are strongly encouraged to consider this opportunity to join the proven and highly successful b ridgestone s elect network with a full 10-year Franchise term included.
b Us I ness Franch I se aUstra LI a and ne W Z ea L and
A-Z Listings are a great way to promote your business, giving you a presence within our publication and also the business Franchise website.
For more information call 03 9787 8077 (or +61 3 9787 8077 from outside of Australia) and speak to one of our sales Executives or go to www.businessfranchiseaustralia.com.au or www.businessfranchisenz.co.nz
cIty cave
City Cave, established in 2016, has swiftly expanded to over 70 centres, with several more in development, all set to open their doors in 2024. t he brand’s founders, t im b utters and j eremy Hassell, ventured into franchising in 2018 after their own profound experiences with float therapy. since then, City Cave Float & Wellness Centre has rapidly evolved into one of Australia’s most swiftly growing franchise systems. o ur franchise system centres around a blend of transformative experiences through a combination of float therapy (using sensory deprivation to achieve deep relaxation), infrared saunas (detoxifying the body using heat and light) and massages (relieving tired muscles). t his
co FFeetreat
Co FFEE t REAt is a unique Hole in Wall takeaway Cafe and is owned and operated by the Proprietor, Chelsea Hayward. t he business commenced trading in january 2016 in Country s easide Warrnambool Victoria.
i t is a family owned business providing it’s customers “A Hole in Wall Coffee Experience”.
We specialize in the sales of Coffee, i ced b everages, toasties, Melts, Cakes & Pastries.
“At Co FFEE t REAt our mission is to deliver an exceptional takeaway coffee experience to our customers, one cup at a time”.
hydraULI nk pty Ltd
At Hydraulink, b usiness is boo M iN g!
o ur Hydraulink s ales s ervice technician franchisees are in high demand to provide a mobile hydraulic hose and fittings breakdown and repair service to industries like: • Civil contractors engaged in building, construction, road and rail projects • Waste and demolition contractors • Transport, truck and automotive repairs • Warehousing, material handling and logistics services • Marine, agriculture, farming, and forestry sector • Mining and excavation • Military and defence • Manufacturing and industrial processing.
t he benefits and advantages of the mobile Hydraulink s ales s ervice Technician Franchise include: • Low operating costs by avoiding commercial leases and outgoings • Business administration support, invoicing, collections, and quoting systems • Technical sales training development with support from an area manager and supportive
k UM on edUcatI on
o wning and operating a Kumon franchise is the perfect opportunity for people who would love working with children, their community, and who want to make a difference.
Kumon is the world’s largest after-school education programme with more than 4 million students in over 60 countries. As a franchisee you will become part of a connected team, with strong local support and a worldwide network of associates all working to develop ‘life skills’ in children through education.
Kumon provides an individualised programme that
has created a following of loyal guests who are intent on unplugging, unwinding, and unlocking their health and wellbeing goals.
to become a successful City Cave franchise owner, no prior industry experience is necessary. What we seek are individuals with a fervour for enhancing the health and wellness of their communities and individuals who resonate with our core values.
Everything we do is rooted in the principles of Abundance, Collaboration, b alance, and Empathy.
Email: franchise@citycave.com.au
Website: https://www.citycave.com.au/franchise
We make no apology for our aim - to offer quality products combined with an unforgettable service experience to each and every customer who visits our stores in Australia and beyond.
o ur aim is to become the preferred destination for takeaway coffee lovers worldwide, known for our outstanding quality, exceptional service, and genuine commitment to making a positive impact on coffee communities and the environment.
Fore more info contact Chelsea Hayward at: Phone: 0421 786 008
Email: enquiries@coffeetreat.com.au
Web: www.coffeetreat.com.au
network of hose and fittings specialists • Branded product to meet customer needs • A designated marketing area, operations manuals, and access to marketing materials to build your business. While a mechanical aptitude or trade skill is beneficial, Hydraulink has found that the most successful franchisees display the following traits. They are: • Self-motivated and driven to provide outstanding customer service • Enjoy fixing things with a can do attitude and can multi task • People with strong work ethics, and a willingness to follow a proven system by learning new skills • Outgoing people who enjoy sales, working with a team, and have great people skills.
to be your own boss, and join our team, contact Hydraulink today. We have franchise opportunities for successful candidates all round Australia.
For more information visit: www.hydraulink.com.au or www.joinhydraulink.com
develops students’ self-learning ability through the study of mathematics and English worksheets. students progress at their own pace, developing fundamental reading comprehension and calculation skills for confidence in the classroom and everyday life.
We invite you to attend our next information meeting to learn about our extensive training and support, generous subsidies, low start-up costs, and potential earnings.
j oin us to make a difference for children in your local community!
For details and to register, visit https://www.kumoninstructors.com.au/Franchise.
o r, contact our recruitment team at: info-au@kumon.com.au.
kWI k kopy aUstraLIa p ty Ltd
start your franchising journey with Kwik Kopy, the leading provider of Design, Print, and signage throughout Australia.
Kwik Kopy offers a flexible franchise model, where each Centre is fully equipped to create high-quality services on-site. o wning a b2b franchise means operating business hours Monday to Friday so you’ll enjoy a work-life balance, be your own boss and be part of a supportive community committed to success.
you’ll also receive all the training you require, so no prior print or design experience is necessary.
A Kwik Kopy franchisee is young at heart with business experience, entrepreneurial flair, and most of all – an absolute passion for customer service. We have both existing and new locations for sale throughout Australia.
At Kwik Kopy, your business is our purpose.
For more information plese contact Peter Fiasco at:
Phone: (02) 9967 5500
Email: franchise@kwikkopy.com.au
Web: www.kwikkopy.com.au/franchise-opportunities
MI ndcha M ps
b e part of a brand that is transforming the early education space globally.
Hailed as t HE education movement of the 21st Century by New york t imes & Wall st j ournal No. 1 bestselling Author Dr j oseph A. Michelli, MindChamps has over 80 Early Learning and Preschool centres across Australia, singapore, the Philippines, Myanmar, Malaysia, indonesia and the UsA
MindChamps Early Learning and Preschool is the only early learning organisation worldwide to develop its own unique research based curriculum. b acked by the work of award-winning, world-leading experts in the 4 Domains of Education, Psychology, Neuroscience and t heatre, our 3-Mind model of education nurtures children with the skills, flexibility, and Champion Mindset to flourish and thrive in a unpredictable future.
MyhoM e
For over 15 years, MyHome has stood alone as the premium home cleaning business in the Australian market, revolutionising the industry with its highly systemized and digitally-led management franchise.
t his is an exceptional management franchise opportunity, a turn-key business with huge potential. MyHome offers its owners an unprecedented work life balance and more time for the things they value most.
With a low-cost entry, extensive centralised support, including central call centres, and digital innovations, empowering owners to manage much of their business from a mobile or tablet.
pack & send
PACK & sEND is New Zealand’s and Australia’s Leading ‘No limits’ Freight Reseller b usiness, tapping into the eCommerce parcel market. We are a network of entrepreneurial franchise partners providing award-winning services to the high-growth parcel, freight, logistics, and eCommerce fulfillment markets. o ur franchise system is a High-Profit return business model that is scalable to a ‘multi-store’, multi-million sales revenue enterprise.
What sets us apart you don’t need any freight, logistics, or parcel industry experience with our franchise system. o ur comprehensive training program has been designed for you. All you need is to be a go-getter who loves providing 5-star service to your customers!
Exceptional award-winning customer service Innovation and adaptability
petbarn M ob ILe dog Wash
b e part of the Petbarn Mobile Dogwash franchise system with all the support that comes with it, it allows you to concentrate on your business;
• Work your own hours
• Group marketing power to support your business
• Managed website including optimized search engine listing and adwords
• 24/7 call centre
• Social media management and support
• Lead generation
• LARGE EXCLUSIVE TERRITORY – ALL LEADS COME TO YOU with NO Cost PER LEAD FEE
• Lowest franchisee fee in this market
We are also the only early learning organisation to have the world renowned neuroscientist Emeritus Professor Allan snyder, Fellow of the Royal s ociety and founder of the Centre for the Mind at the University of sydney and the Australian National University, as our Chancellor and Chair of Research.
As a multi-award-winning early learning Franchisor, MindChamps is committed to your success. o ur extensive list of international awards speaks volumes about the quality of our educational approach and its popularity with Australian families. t he strength of our brand name is synonymous with solid scientific research, quality early learning strategiesand a caring, child-centred environment.
to discover why owning a MindChamps Early Learning & Preschool centre is your dream business, visit: au.mindchamps.org or call 1300 646 324.
MyHome owners are not cleaners, they come from various backgrounds and are skilled individuals who efficiently manage and cultivate thriving residential cleaning enterprises.
t hey aspire to run their own businesses while benefiting from the experience and proven framework offered by MyHome’s established model.
MyHome are now awarding a limited number of management franchises covering Melbourne’s finest suburbs. i f you aspire to a work life balance with great financial rewards, take the first step by visiting https://myhomefranchise. com.au/business-franchise/.
Extensive national network (and growing)
Every day is different
Business-friendly opening hours (5 ½ days)
Multiple revenue streams
• Comprehensive 4-week Induction Training Program (incl. 1 week at sydney t HQ)
• In-house Business Sales Training Program
Customer’s love us, over 2,000 5-Star reviews! (NZ)
• Multiple award-winning brand
Asset light business model – no need for a fleet of vans or a warehouse
Part of the $3 billion+ parcel industry (NZ)
2023 Top 10 AU Franchise system as rated by 10 Thousand Feet
Contact us today to learn more about our multi-award winning franchise business model. www.packsend.co.nz & www.packsend.com.au b Us I ness Franch I se aUstra LI a and ne W Z ea L and
A-Z Listings are a great way to promote your business, giving you a presence within our publication and also the business Franchise website.
• Initial & ongoing training & support. Be part of a team of like-minded franchisees. We also have back-up equipment should you have a breakdown you can use to keep you working, including a spare van!
• Take a holiday knowing your fellow franchisees can help look after your customers when your away and they are still yours on your return
• Group buying power for equipment and consumables saving you $ that no independent operator could ever receive.
• We use a van, not a cumbersome trailer. The hydrobath comes out of the van so the dog is washed in its yard and is more relaxed. t he van is much easier to drive and reverse than a trailer too! For more information call s cott Mcintosh on 0402 902 620 or visit www.petbarn.com.au/mobiledogwash.
For more information call 03 9787 8077 (or +61 3 9787 8077 from outside of Australia) and speak to one of our sales Executives or go to www.businessfranchiseaustralia.com.au or www.businessfranchisenz.co.nz
b Us I ness Franch I se aUstra LI a and ne W Z ea L and
A-Z Listings are a great way to promote your business, giving you a presence within our publication and also the business Franchise website.
poo LWerx
Join Poolwerx to build your business dream. b enefit from our 30+ years of experience, including comprehensive training, marketing, technology and robust business systems; no prior experience is needed.
t he pool industry is resilient and in demand, with Poolwerx Australasia sales reaching $170.1 million in F y 2022-2023.
Enjoy multiple revenue streams and a scalable business model. Choose from new mobile businesses starting at $90K + gst + van* or acquire an established franchise
r ent the roo
We are a 3rd generation family-owned Franchise business established in 1976.
We provide rental agreements on new appliances & furniture for customers for terms of 12 to 36 months.
our business model has evolved over the years with a strong focus on customer service which is evident in our 800+ google customer reviews!
We have developed strong relations with retail and wholesale suppliers to provide our franchisees with the best value.
For more information call 03 9787 8077 (or +61 3 9787 8077 from outside of Australia) and speak to one of our sales Executives or go to www.businessfranchiseaustralia.com.au or www.businessfranchisenz.co.nz
r I ght at hoM e
Right at Home provides a full range of services; companionship, domestic support, personal care, skilled nursing and allied health services. We do this across the aged care system, disability, and post hospital care systems.
We currently have 49 franchisees in our system covering Queensland, most of sydney and some regional areas of NsW, Perth and Kalgoorlie, Melbourne, southwest Victoria, AC t and Adelaide Central. t here are still prime territories available in regional NsW, regional WA, Melbourne and regional Victoria including the prime locations of bendigo, ballarat, Mornington Peninsula and gippsland. We have more territories for sale in Adelaide and south Australia, tasmania and Northern territory.
snap - on too L s
snap-on tools Australia & New Zealand leads the way in innovation to providing technicians, engineers and other professional tool users the gold standard in tools, tool storage, equipment, diagnostics, repairs information and management systems.
snap-on tools continues to grow and perform with a network of over 180 franchisees across Australia and New Zealand.
with multiple vans and a retail outlet serving residential and commercial clients. independent retailers can also elevate their business and join the Poolwerx family.
Partner with an award-winning business – Poolwerx is Australasia’s largest and most trusted pool and spa maintenance network. We put people first!
For more information go to: www.poolwerx.com.au/franchising or call AU 1800 245 447 or NZ 0800 543 419
*Leasing or financing options are available for an LDV Van g10 from $35K + gst
We currently have 55 franchised areas, operating in all states and territories with prime areas available now.
Franchisees run their business as solo operators or with larger teams, remotely or on the ground in the territories they own.
We provide comprehensive training and ongoing support to ensure your success.
if you are looking for a new business with a healthy income and a work/life balance, contact us now!
Recent experience has shown that Right at Home is pandemic and recession proof. our markets are guaranteed to grow over the next 20 years.
if you are looking for something new, a real business with fantastic returns, while giving back to your community, Right at Home is the right choice.
We are a complete retail mobile showroom that brings high quality tools and equipment to customers at their place of work. o ur highly targeted marketing techniques promotes our snap-on tools brand so it reaches your customers. Each month, we develop specials to give customers a reason to buy immediately. With extensive training and ongoing support, j oin the world’s largest tool franchise and drive your own success
www.snapontools.com.au
so UL or I g I n
s oul o rigin is not just a brand; it is a friend to Aussie food lovers. b ack in 2011, they set out on a mission, to shake up the fast-food industry and create a space where people could grab food that is not just quick but also fresh, wholesome, and delicious. Now, with 150 stores across the country, they have become the go-to spot for foodies looking for quality food on the go. And guess what? t hey are just getting started.
s oul o rigin has set its sights on further expansion and innovation. t heir commitment to providing healthy,
s tagecoach per For MI ng arts
At stagecoach Performing Arts we are all about performance – on stage, in life and in business. We are here to inspire children and provide them with the confidence to be themselves.
t he demand for extra-curricular performing arts opportunities for children continues to increase. stagecoach’s unique model of running three disciplines (singing, dancing and acting) simultaneously, means its franchisees are well placed to capitalise on this demand. stagecoach developed Educational Framework which
the LaU ndry coM pany
t he Laundry Company, also known as t he Eco Laundry Company in New york, is at the forefront of eco-friendly laundry practices.
Founded by Phillipe Christodoulou, the company began in b uenos Aires in 2010 and quickly gained recognition, being featured by Wallpaper* magazine as one of the “20 Reasons to Visit Argentina.” in 2012, the brand expanded to New york City’s Chelsea neighborhood, where it has become a beloved local fixture.
toWn & co U ntry pIZZ a & pasta
Are you ready to embark on a deliciously rewarding journey? Look no further than town & Country Pizza and Pasta, the ultimate franchise opportunity for those craving a taste of success in the thriving pizza and pasta industry.
At town & Country, we’re not just in the business of serving mouth-watering meals—we’re in the business of building communities. For over 25 years, our flexible and fun-spirited brand has been delighting customers and fostering connections in local neighbourhoods across the country.
What sets town & Country apart? i t’s our dedication to innovation, quality, and customer service that keeps our franchise network thriving year after year. From our diverse menu offerings to our welcoming restaurant environments, each town & Country location boasts its own unique identity, allowing franchisees to
fresh food will continue to inspire changes in the fast-food industry. As they grow, they bring with them a promise that nutritious food should be accessible to all.
take the next step and join a Food and Coffee Franchise with s oul o rigin!
For more information contact: Karla shand 0439 611 962 Karlas @soulorigin.com.au https://www.soulorigin.com.au/
is pinned around skills development for each stage of learning. stagecoach enriches the lives of 60,000 students worldwide, each week.
As a stagecoach franchisee, you are responsible for driving and growing your business and managing a team of talented teachers. you will not be required to teach any classes yourself, but our model actively encourages you to put your own stamp on the creative process.
From marketing to recruiting and retaining teachers, stagecoach will provide you with the guidance and support you need, when you need it.
australia.stagecoachfranchise.com
Now, t he Laundry Company is set to launch in Australia in 2024, offering franchise opportunities with a focus on sustainability and innovation. With a franchise fee of $30,000 and setup costs around $350,000, franchisees receive comprehensive support and training. j oin us in bringing top-notch, ecofriendly laundry services to new markets.
cater to the specific tastes and preferences of their communities. b ut our success isn’t just about delicious food—it’s about the people behind the pizza. With a passionate corporate team and hardworking franchisees by your side, you’ll never be alone on your journey to franchise success. o ur proven business model, comprehensive training programs, and ongoing support ensure that you have all the tools you need to thrive in the competitive pizza and pasta market.
Whether you’re a seasoned entrepreneur or a first-time franchisee, town & Country offers a recipe for success. j oin our family of franchisees and discover the unparalleled opportunities that come with being part of the town & Country Pizza and Pasta network.
For more information contact Michael g raham on Ph: 0410 864 539
Email: franchising@townandcountrypizza.com.au
Website: https://www.townandcountrypizza.com.au
A-Z Listings are a great way to promote your business, giving you a presence within our publication and also the business Franchise website.
For more information call 03 9787 8077 (or +61 3 9787 8077 from outside of Australia) and speak to one of our sales Executives or go to www.businessfranchiseaustralia.com.au or www.businessfranchisenz.co.nz
