top advice from Austr A li A’s frA nchise e xperts...
Franchising: a Proven Path to success and i nnovation validation - What Questions should i be asking? i s noW the right time to start your Franchise business?
W hat Franchisees should knoW be Fore taking u P a Franchise franchise directory over 2000 Franchise listings
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Thank you for choosing our Australia and New Zealand Business Franchise Directory for 2025.
If you are considering becoming a franchisee and taking the leap to business ownership you have come to the right place. Our 2025 Australian Franchise Directory is full of knowledgeable insights from our team of experts and is the most comprehensive list of franchise systems and services providers across Australia and New Zealand. The publication is the only one available in print and digital formats.
In the 2025 Directory you can find essential advice and information from qualified lawyers and accountants to industry experts with years of experience. The FCA (Franchise Council of Australia) have provided information on how franchising can provide a path to success and innovation in Australia. Jason Gherke helps us to understand the final version of the Franchising Code of Conduct and what it means. Stewart Germann our expert from New Zealand, covers matters to be aware of when franchising in New Zealand. Phil Chaplin of CFI Finance asks the question “Is now the right time to start your franchise business”. Robert Toth of Sanicki Lawyers helps you to understand what you need to know before taking up a franchise. Buying a Franchise has the benefit of buying a business with established procedures and systems in place making it a less risky option for those wanting to create a lifestyle change. Becoming a Franchise owner is a large investment of your time and finances, so in addition to our list of franchise systems, franchise service providers and expert articles, we have included a list of useful information and helpful organisations.
Whether you are considering buying a franchise or have recently established a franchise system, the team from Australian Franchise Directory 2025 wish you the best of luck and success with your franchising journey.
For all the latest and updated news throughout 2025 you can also check out our website www.businessfranchiseaustralia.com.au
Vikki Bradbury Business Franchise Directory
F R a n C h I s I n g: a P R o ven PaT h T o s u C C e ss an D InnovaT I on
Jay Westbury | CEO | Franchise Council of Australia
Ceo Jay Westbury brings over two decades of experience in leading peak industry bodies, including his previous roles as Ceo of Retail Drinks australia (formerly australian Liquor stores association) and the Australian Travel Industry Association (formerly Australian Federation of Travel Agents). Both sectors have close ties to franchising, giving Jay a deep understanding of the unique challenges and opportunities within this industry.
Robert Toth | Special Counsel | Sanicki Lawyers
Robert is special Counsel at sanicki Lawyers, with over 35 years’ experience in Franchise, Licensing and Distribution law acting for both local and International franchisors, franchisees and master franchisees and with expertise in dispute resolution.
Robert is an accredited Commercial Law and Franchise specialist, a member of the Franchise Council of Australia (FCA) and the International Franchise Lawyers Association (IFLA) and regularly writes for franchise and corporate journals online.
Is now the r I ght t I m e to start your franch I se bus I n ess?
Phil Chaplin | CEO | CFI Finance
Phil Chaplin is the Chief e xecutive officer of CFI Finance, a specialist finance company servicing australia’s franchise, accommodation, and fitness sectors as well as small businesses more broadly. he 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.
Phil is a former chair of the equipment Finance division for the australian Finance Industry association and has been called on to provide insight and input into government policy, industry education, and to international players seeking to enter the australian finance sector.
Leve
Peter Fiasco is a career long franchising professional. Peter started his career in retail and vocational training, where he worked with many large companies in supporting them to develop their teams skills to achieve better outcomes. Peter then started his franchising career at Quest Apartment hotels, where he held several roles, including general Manager operations and general Manager establishment. he has also worked in some other iconic australian franchise brands, including hairhouse, australian skin Clincs, snap Print and Design and is currently the head of Franchising at Kwik Kopy Australia. Peter has completed his Diploma in Franchising, Diploma in Business Management, has DIsC accreditation and is also a Certified Franchise e xecutive. he currently serves on the victorian state Chapter of the FCa CHAPTER 1
Peter Fiasco | Head of Franchising | Kwik Kopy Australia
Buy I n g a F R a n C h I s e – av o I DI n g Co M M on M I s Ta K e s: Ins I g h T s F R o M a Co M M e R CI a L L aW y e R
Helen Kay | Founder | Rise Legal
helen Kay, is an accomplished commercial 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.
ne Ws & I s sues: F I na L ve R s I
F
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Jason Gehrke | Director | Franchise Advisory Centre
Jason 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 franchise education programs throughout Australia. he has been awarded for his franchise achievements, and publishes Franchise news & events, Australia’s only fortnightly electronic news bulletin on franchising issues. In his spare time, Jason is a passionate collector of military antiques.
Bill Morgan | Director | Morgan Mac Lawyers
Bill has practised as a solicitor in australia since 1998 and is a solicitor of the supreme Court of england and Wales, with over 25 years’ experience in Commercial Litigation and Dispute Resolution. Bill is a Director of Morgan Mac Lawyers where he leads the Commercial Litigation Practice, acting for clients in complex commercial disputes. Bill is an arbitrator and a nationally accredited mediator. Bill has been a panel mediator for the office of the Franchising Mediation adviser and acted as a privately appointed mediator for franchisors and franchisees. he has also acted as a conciliator. With a practice at Morgan Mac Lawyers that has a specific focus in Franchise Law, Bill specialises in franchising includes drafting and advising on franchise documents for franchisors, acting in the sale and purchase of franchised businesses and acting in franchise dispute litigation and mediation processes.
va LIDaT I o n - WhaT Ques T I o ns shou L D I
B e a s K I n g?
Doug Downer is The Franchise Guy ™
Doug started his franchise career at McDonald’s in 1983 and after 30 years working in the franchise sector at senior levels both as a Franchisor, Franchisee and Master Franchisor, Doug Downer started the award-winning franchise consulting brand called Franchise Ready.
Doug currently owns 6 businesses that operate in the franchise sector, Franchise Ready, Biz sales Ready, Downmac, he’s Invested in 2 franchisor brands and is a franchisee in 3 different brands.
Doug has been recognised in the top 30 Franchise e xecutives in australia on four occasions from 2019 to 2023 and was recognised in the seo samba Top 100 global influencers in Franchising in 2022 and 2023 becoming the only australian to be included in this list both years.
2025 eMPLoye R e s sen T I a L s: Mas T e R I n g yo u R Tax an D s u P e R oBLI g aT I o ns
Emma Rosenzweig | Deputy Commissioner for Superannuation and Employer Obligations | ATO
emma Rosenzweig is the Deputy Commissioner for superannuation and employer obligations at the ATO. She is responsible for ensuring the complex ecosystem of employers, workers and retirees, and super funds operates efficiently, supports willing participation and safeguards entitlements.
Peter Buckingham | Managing Director | Spectrum Analysis Australia Pty Ltd
Peter is a Certified Franchise e xecutive (CFe ), as well as a Certified Management Consultant and Fellow of the Institute of Management Consultants and was one of the co founders of spectrum in the mid ‘90’s.
As well as managing the company, he still enjoys being an active participant in many projects handling most of the specific site evaluations we are asked to perform for major retailers. special areas of expertise include site selection and sales Prediction Modelling, franchise territory planning, Local area Marketing and strategic network Planning.
WhaT T o D o
IF you Wa n T T o B e C o M e a
M u LTI u n I T F R a n C h I see
Brian Keen | Founder | Franchise Simply & Systems2Grow
Brian Keen has been involved in the franchise industry for more than 30 years and, today, is the Founder of Franchise simply, systems2grow and Microloan Foundation australia.
In his book hoW To FR anChIse My BusIness sIMPLy, Brian’s drawn on his first-hand knowledge and experience to outline the processes he uses to successfully franchise businesses today and how his no-hype franchising process saves tens of thousands of dollars in the process.
his hands-on 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 has been fed into Franchise simply and systems2grow, helping today’s sMes grow their business by franchising.
Stewart Germann | Principal | Stewart Germann Law Office
Stewart Germann who is acknowledged as New Zealand’s leading franchising lawyer with over 40 years’ experience in this area, is a recognised national and international guest speaker at franchise conferences in new Zealand, australia and usa
ewart germann Law office (sgL) is new Zealand’s longest established specialist franchising law firm and stewart is included in the International Who’s Who of Franchise Lawyers for 2024.
SGL’s clients include many of New Zealand’s best known national and international franchise brands and Stewart has extensive franchising contacts worldwide and locally. Stewart Germann is actively involved in international franchising, has published articles in the International Journal of Franchising Law and has attended and participated in many FCA conferences.
CHAPTER
F R a n C h I s e My T h Bus T e R s: Why yo u sTILL n e e D T o M a RK e T yo u R Bus I n ess
Lauren Clemett | The Brand Navigator | Your Brand True North Lauren Clemett is an award-winning neurobranding expert, known as the Brand navigator. Told as a child that she had wordblindness and would never be able to read or write properly, she went on to become a 5 time best selling author and now uses her dyslexia as her greatest asset -helping others understand how the brain sees brands. she has worked at leading advertising agencies and in brand management since before the internet, helping launch hundreds of global brands and appears in worldwide media, as the sought after personal branding specialist. As a keynote speaker, Lauren shares how you can turn distraction into attraction and get a clear direction to stand out from the crowd as a magnetic leader.
f r anch I s I ng:
A P R O v E N P A TH TO S u C CESS AND I NNO v A TION
Jay Westbury | CEO | Franchise Council of Australia
Franchising is one of the most successful and enduring business models in Australia, empowering entrepreneurs with a proven path to business ownership.
Franchising makes a significant contribution to the Australian economy with more than 94,000 franchise outlets across Australia and a workforce supporting almost 600,000 jobs. The franchise sector is a major employer and economic contributor.
Franchising is the driver of small business success in Australia, with franchising a proven way of allowing small business to succeed regardless of sector. Franchising is the backbone that supports small business survival and ensures small business can keep serving and supporting their communities – nearly 40% of all franchisees in Australia have been in business for more than 10 years, and 30% for 5-10 years.
The franchise model thrives because of its unique blend of independence and support. Franchisees operate their businesses under an established brand, leveraging comprehensive training, marketing, and operational systems. This reduces the risks typically associated with starting a business from scratch. For franchisors, the model offers scalable growth by partnering with driven local operators who bring their community knowledge and commitment to success.
This structure is particularly effective in fostering entrepreneurship across diverse sectors, from hospitality to health and professional services.
The Franchise Council of Australia Ltd (FCA) is the peak industry body for franchising in australia. Representing franchisors, franchisees, industry advisors and suppliers, the FCA brings the entire franchise eco-system together and educates, advocates and advances the franchise community.
Franchising Leading s ma L L Bu siness r e covery
Franchising has demonstrated remarkable resilience in the face of recent global disruptions. Throughout the challenges of CovID-19 and the ongoing economic shifts, the franchise model has consistently shown its adaptability and strength in the Australian market.
The FCA’s Pulse Check surveys revealed that while the sector has faced challenges, including inflation, interest rate pressures, and labour shortages, franchise systems have been uniquely equipped to respond. By providing robust networks of support, franchisors have enabled their franchisees to adapt quickly, maintaining service delivery and business growth.
Franchising: a c a ta Lyst F o r c o mmunity s u ccess
Franchise businesses are however more than economic contributors – they are community builders. Local franchises, from cafes to fitness centres, play a vital role in fostering strong, vibrant communities. This is especially the case in regional and rural Australia.
Today, in addition to providing much needed services and products as well as local jobs and economic contribution, franchises across Australia also are the backbones of the local community, supporting local initiatives and creating opportunities for connection and growth.
t he L egacy o F i n novation: m a xwe LL s c ott r a ine
The power of franchising as a transformative business model was epitomised by the late Maxwell scott Raine, celebrated as the 2024 FCa hall of Fame inductee.
The FCa hall of Fame honours individuals whose exceptional contributions have shaped the
franchising industry, setting the standard for future leaders.
As a pioneer in franchising within australia’s real estate industry, Max Raine’s decision in the 1970s to adopt the franchise model for Raine & horne marked a turning point. This bold move allowed the company to expand rapidly from a single office in sydney to an international network of over 350 locations. his vision laid the foundation for a business that today facilitates more than $10 billion in property transactions annually across Australia, New Zealand, and beyond.
Max’s legacy highlights the enduring value of franchising in driving business success and innovation.
as Fca chair richard thame noted during the hall of Fame induction:
“Max Raine’s early embrace of franchising fundamentally changed how the real estate industry operates. His leadership has left an enduring legacy that will continue to inspire future generations of real estate and franchise professionals”.
This recognition reflects the broader narrative of franchising’s transformative impact across industries, reinforcing its importance as a tool for innovation and growth.
r e B u i L di ng and s t rengthening the F c a
The FCa itself has undergone significant transformation in recent months, emerging stronger and more focused on delivering for its members. With a renewed commitment to transparency, accountability, and member services, the organisation is well-positioned to support the sector’s future.
strength in Leadership
Recent changes have ushered in a dynamic leadership team for the FCA, focused on supporting members and driving innovation. Led by Ceo Jay Westbury, with Richard Thame (Couriers Please Australia) as Chair and Amber Manning (Just Cuts) as Deputy Chair, the FCA is committed to being relevant, responsive, and ready to support the sector’s growth.
Jay Westbury brings over two decades of experience leading peak industry bodies, including the Australian Travel Industry association and Retail Drinks Australia.
advocating for the Future of Franchising
The FCA remains a strong advocate for franchising, particularly during this critical time with the Franchising Code of Conduct review and the ongoing discussion around a potential licensing regime. Through its proactive engagement with government and regulators, the FCA ensures that the unique role and value of franchising are well understood and respected by decision-makers.
The recent Code Review has reaffirmed that the Franchising Code of Conduct is largely fit for purpose, as recognised by the Minister responsible. This outcome reflects the sector’s commitment to compliance and transparency, and the FCA will continue to advocate for changes that enhance fairness, reduce complexity, and support the sector’s growth.
By maintaining a well-articulated and collaborative voice, the FCA ensures franchising remains a preferred and trusted business model, benefiting both franchisors and franchisees.
a Plan to engage and deliver for members
The FCa has crafted a forward-looking plan to restore confidence and guide the organisation into the future. Key focus areas include:
●Strengthening Team Culture: ensuring the FCa team is aligned, supported, and equipped to deliver exceptional outcomes for members.
●Enhancing Member Engagement: Listening to members’ needs and priorities while providing tailored services and opportunities for networking and growth.
●Delivering Outstanding Events: From state-based breakfasts to the national Franchise Convention (NFC) and the newly announced Franchise Industry Awards (FIA), the FCA is creating platforms for collaboration, learning, and recognition.
●Advocacy and Public Policy: Building strong relationships with government, ensuring franchising’s voice is heard on issues that matter, including industrial relations, economic recovery, and sustainability.
●Improved Governance and Accountability: Strengthening processes, financial oversight, and transparency to rebuild trust and ensure the FCa operates efficiently.
This renewed focus ensures the FCA remains member-driven, delivering tangible value through services, advocacy, and engagement.
c
e L e B r ating s u ccess and i n novation: t he Franchise i n dustry a w ards
Franchising creates a framework for success, and the newly launched Franchise Industry Awards (FIA) are set to celebrate the sector’s top performers. Scheduled for June 2025, this gala event will honour outstanding
achievements across franchisors, franchisees, and service providers. The awards underscore the depth of talent and innovation within the franchise community. They also highlight franchising’s broader impact, providing an important platform to showcase its value to stakeholders, media, and policymakers.
With categories spanning small, medium, and large franchisors, as well as individual leadership and innovation awards, the FIa reflects the diverse strengths of the sector.
as Fca ceo Jay westbury explained:
“This is more than an awards night. It’s a moment for us to come together, reflect on our collective successes and look to the future with optimism and ambition”. With so many success stories to share across the wide and diverse sectors franchising supports in Australia, the FIAs will recognise and amplify the many achievements of the franchise community.
Looking a he ad: a B right Future F o r
Franchising
As the franchise sector moves into 2025, it carries the momentum of decades of success, resilience, and innovation. With the FCA working closely with an engaged community, franchising is poised to remain a cornerstone of Australia’s economy.
The focus for the FC remains clear: to advocate, engage, and deliver for the franchising community. With a full calendar of events, robust advocacy programs, and a renewed commitment to member services, the FCa is wellpositioned to lead the sector into a prosperous future.
The FCA’s focus on education, recognition, and advocacy ensures that both franchisors and franchisees have the tools, support, and voice they need to succeed. Together, the franchise community will continue to innovate, adapt, and deliver for the businesses and communities it serves.
For anyone considering a future in franchising, the opportunities are limitless. Franchising offers a proven model for success, underpinned by a strong framework and an engaged, collaborative network of professionals. With its sights set firmly on the future, the franchise sector is ready to lead the way.
Jay Westbury | CEO Franchise Council of Australia
03 9508 0888
info@franchise.org.au w ww.franchise.org.au
If you’re looking for the opportunity to generate a healthy six-figure income, with the flexibility and freedom to have time for the things that matter most, a MyHome management franchise could be perfect for you.
MyHome isn’t a job. It’s a business that allows you to combine your hardwon people and management skills with MyHome’s world leading systems, technology, support and premium brand to create the perfect opportunity to return to the workforce.
With high margins, low overheads, consistent recurring income, great cashflow and high demand – MyHome’s proven business model will help you create a business that allows you to enjoy a high-income with regular working hours, and lifestyle flexibility. And to create a valuable asset for you and your family in the process.
ENQUIRE NOW To find out more about the MyHome management franchise and how it can offer you the income and the work life balance you’ve been dreaming of visit www.myhomefranchise.com.au/BFM-directory
Or scan the QR code for instant access
Request your information pack now to discover what sets MyHome apart, and how becoming a MyHome Owner Manager gives you executive earnings without the stress, long hours and commute. Visit www.myhomefranchise.com.au/BFM-directory Or scan the QR code for instant access
WHAT SHOULD FRANCHISEES KNOW b efore ta KI ng u P a franch I se
Robert Toth | Special Counsel | Sanicki Lawyers
If you are in the market to take up a franchise opportunity there is no lack of franchises on offer these days.
We have seen over the past 2 years a huge increase in franchise opportunities on offer both from overseas and locally.
We have over the last 12 months seen an increase in many business sectors of businesses closing down and going into liquidation and many companies reducing their staff levels leading to redundancies.
This means more franchisees in the market looking to be trained and take up a franchise to earn an income from low cost mobile franchises to professional service franchise in the areas of bookkeeping , accounting finance, broking , home care and conveyancing.
s o many F r anchises so L i tt L e time
With so many franchises on offer how do you pick the right franchise for you?
We have also seen an influx of new franchise systems from overseas from the us, uK, and europe as well as many new local franchise systems in the hospitality, home care and children’s education and sports sectors as well as the influx of the health and beauty services.
Some of these franchise systems have come into the Australian market successfully while others have failed and left many people losing a lot of
money, so you need to be careful in doing your due diligence on the franchisor just as much as they do their due diligence on you.
A new franchise from overseas can be a great first on the ground opportunity but it carries greater risk as opposed to joining a well-established franchise system that has been up and running for many years.
Some recent franchisors that were not so successful included uFC gym, godfreys, 85 Degrees coffee chain, Carl’s Jr to name a few and they all failed due to a variety of reasons.
At the same time there have been a number of new franchise systems entering the market in various sectors such as home care, Finance, Mobile
media, Childcare and education centres and the hospitality sector.
Covid changed many people’s views on their employment and made people take stock of their lives wanting greater independence and more flexible work hours.
Franchising allows you to operate your own business supported by the franchisor its brand and systems with training provided by a franchisor. The process of selecting the right franchise for you should be taken slowly with input from your family, partner and with expert legal and financial support.
It can be filled with excitement, and trepidation at the same time and as with any business venture it comes with risk.
t he Franchise r egister and k ey Fact s heet
Franchisees can now look up a franchisor on the ACCC Franchise Register (which is a mandatory obligation for franchisors) and which will give some high level details about the franchise system.’ If a franchisor is not on the register, you should not deal with that franchisor as it is a breach of the Franchising Code of Conduct. All Franchisors must update or confirm their information yearly.
Franchisors also have to register online with the ACCC the Key fact sheet which will give similar information to that on the register. The key fact sheet is given to franchisees with the suite of franchise documents at least 14 days before the franchisee is required to sign the agreement or pay any non-refundable money.
Franchisees now more than ever, due to the complexity of the legal documents should seek specialist franchise legal advice before entering into a franchise to understand their key obligations, responsibilities and risks.
B L ue skies?
As a franchisee you can get caught up with the gloss and glamour and sales pitch of the franchisor’s glossy brochures, and their marketing spiel about “being your own boss” and sign
up in haste, only to find that it was not what was represented.
But once you are signed up it can be very difficult to exit without crystalising a loss.
We have seen franchisees go into a franchise for the wrong reasons some of these (which are real life cases) were:
a. Taking up a franchise for their adult children to operate- the problem here was that the child didn’t like the business, and it was hard work, and they left after a few months leaving the parents to run the business.
b. acquiring a franchise for their wife as she was lonely and depressed to give her motivation – the problem here was she found the stress of business too much and they had to abandon the business and crystalised a huge loss.
c. acquiring a Charcoal chicken business having been made redundant from middle management at a large company – the problem here was after 12 months selling charcoal chickens in the middle of summer, he was over it and got out selling at a loss.
d o what you are good at or do what you
L ove
We often ask clients to consider their skill set and work history and to then look forward and consider if they can
see themselves being in the franchise selling the products or services in say 3 or 4 years’ time. So, ask yourself these questions:
• Do I want to be selling charcoal chickens in 3 years’ time ?
• even with training do my skills and personality suit the proposed franchise?
sP ecia L ist
advice
The best way to make an informed decision is to get advice from a Specialist Franchise lawyer and accountant who are members of the Franchise Council of Australia (FCA).
Seeking advice from your local conveyancer, family lawyer or neighbour over the fence is not proper legal advice and will not reduce your risk! specialist Franchise lawyers know what is going on in the sector – the good, bad and the ugly!
Financia L considerations
Irrespective of how attractive and compelling the franchisors marketing and sales pitch may be, the decision to join should not be an emotional one. If the numbers don’t work, after doing your own cash flow projections (with support from your accountant or financial advisor) then you are better to walk away!
As much as there is always risk you can limit that risk by asking the franchisor to provide you with some indicative cash flow models from existing franchisees and then ensure you have those reviewed by your accountant.
you should consider the following :
• Can I take a reasonable wage for my hours worked.
• Does the cash flow show I can cover my finance to fund the franchise.
• What percentage of my expected revenue are my occupancy cost? (rent, outgoings insurances, security bond ) - Ideally this be low end around 12% to 15% and no more than 20 to 25% of your revenue.
• What amount of working capital do I need for the first 6 to 12 months of operation?
• What opening stock do I need and how will I fund it?
• Will I need to employ staff outside you and your family?
• Do I need to lease a vehicle for the business?
• Will do I expect as a return on your investment (RoI) in the future?
These are all things to consider and factor into your cash flow projections before you decide.
Franchise c ode c hanges
The most recent changes came into play on 1 June 2021 to the Franchising Code following the Government’s response to the Fairness in Franchising Inquiry in 2019.
The key changes are greater disclosure by the franchisor with an updated Disclosure document around supplier rebates, leases, on line sales, social media, earnings information, capital expenditure and end of term arrangements.
The irony in all this, is that franchisees now have more documents, not less, to review and absorb before deciding whether to take up a franchise.
t he s ign uP
Process
Franchise opportunities are advertised and promoted online, on mobile cars and billboards and via word of mouth and through business agent’s consultants or the business franchisor sales manager.
When dealing with a business agent or sale representative bear in mind their goal is to sign you up as fast as possible as that is how they make their commission or reach their targets.
on enquiry you will be asked to sign an nDa (confidentiality agreement) before the franchisor releases further financial or other confidential information about the franchise system and complete a detailed application form with personal and financial details for the franchisor to review to give you preliminary approval.
In this period, you should have met the franchisor founders or directors, if possible, to check if you feel you can work with them and their personalities and those around them
you are forming a business relationship with them and one of the key measures of success is that “people like to do business with people they like “ a simple but important concept.
If you meet the BDM and the Franchise team and you don’t get a good positive feeling about them, why would you risk going into business with them?
With a larger system they tend to be more corporatised and you will be unlikely to meet the actual founder or directors.
Once you are approved, the franchisor will ask for a deposit or Document fee to be paid before they prepare and issue the suite of franchise documents which will commence the 14 day disclosure period. In this period, you cannot sign the franchise agreement.
The suite of franchise documents should include:
• The disclosure document with attachments in the form required by the Code;
• The franchise agreement in the form required to be signed by the franchisee;
• any lease, offer to lease, sublease or occupancy License negotiated by the franchisor;
• a receipt form to acknowledge receipt of documents – This starts the 14-day disclosure period;
• The legal, accounting, and financial advice certificates to complete and return with the signed franchise agreement and related documentation.
• In some cases, there may be a “no prior representation statement” which requires the franchisee to set out any
statements or representations made by the franchisor (or their agent) on which the franchisee relied.
t he no P rior re P resentation statement
This statement is an important document the franchisor can rely on if there is a dispute down the track so franchisees should not ignore it. Franchisees should set out in the statement any special promises or concessions offered by the Franchisor (or its agent or broker).
This document actually protects the franchisor, so, if there have been any special concessions don’t rely on verbal promise, make sure t is in writing and set out in the franchise agreement or the prior representation statement.
Any concessions should be set out in the agreement and signed by both parties and dated prior to or on the date the franchise agreement is signed.
s eeking L ega L advice
It is not compulsory for franchisees to seek legal, accounting, and financial advice however many franchisors will now insist their prospective franchisees get legal and financial advice as this reduces risk to the franchisor.
Seeking legal advice from a Franchise Specialist Lawyer will assist you to work through the volume of documents and the sign on process.
An experienced lawyer will focus on the important commercial issues and identify issues of concern where there may be room for negotiation, rather than recommending wholesale changes to an agreement which are unlikely to be accepted and aggravate the relationship with the franchisor or their legal team from the very beginning.
t he Four commandments F rom the desk o F t oth !
One- irrespective of whether you seek legal advice (which we highly recommend) you should still read and become familiar with the documents as it is your contract and sets out your rights and obligations and those of your franchisor.
Two- do not rely on advice from your suburban conveyancing lawyer, nextdoor neighbour, or your mate at the pub!
That’s not advice.
Three- realise that entering into a franchise is a risk and reward decision and although easy to get into they are not so easy to get out of if it doesn’t work out or you pick the wrong franchise. you may then crystalise a loss.
Four- Franchisors will often say their agreements are not negotiable – that is not always the case, and in fact we often negotiate reasonable concessions particularly when it is a new franchisor as they are keen to roll out.
Things to reasonably negotiate might be a reduced royalty over the first 12 months to get a chance to build the business, minimal or no marketing fee, reduced minimum performance criteria, renewal terms and costs and limiting non-compete restraint provisions.
d isc L osure d ocument
Franchisors need to give the franchisee the disclosure document with the key fact sheet to franchisees at least 14 days before they either enter into an agreement or make a non-refundable payment.
The 14-day disclosure period only starts once the franchisor has made the full and proper disclosure required and provided all relevant documents including the leasing information and includes earnings information in the disclosure.
If lease information is given later or differs, the franchisee has another 14day disclosure period from that date. Neither the franchisor nor franchisee can reduce or waive the 14-day disclosure period as it is a minimum mandatory period under the Code.
Lease/ o ccu P ancy i n F ormation
The franchisor must provide full details of the lease and occupancy rights with a copy of any lease documents for example – the offer to lease- agreement to lease- lease- sublease- occupancy license and lease disclosure statement issued by the landlord.
If the franchisor does not provide full and accurate information about the lease rights in the disclosure document the 14-day disclosure period does not start until they provide that information. If the final lease details are different to the information in the disclosure document previously given, the 14
cooling off period only starts when that information is given, so the franchisor risks a franchisee being able to walk away.
This means the days of signing up a franchisee without a site or while in negotiations for a site are fraught with risk for the franchisor.
Franchisor’s must also disclose if they have any interest in the lease or freehold and any rent incentives they receive.
r e B ates and Financia L Bene F its
The percentage of rebates the franchisor receives (financial benefit) from each supplier over the last financial year as a percentage of all purchases by franchisees in the group (this excludes supplies by the franchisor or associate of a franchisor) now has to be provided. There is no need to disclose this information if the agreement allows the franchisee to buy from non-approved suppliers or the rebate is paid to a cooperative fund controlled by the franchisor.
Rebates do not include payment by a franchise to the franchisor, master franchisor or associate for a wholesale supply and a lease incentive is not a rebate, but franchisors still need to disclose the lease incentives.
e arnings i n F ormation
Franchisors must if they give earnings information give it in the disclosure document (not before or after signing the agreement) and include a statement that the information is correct to the best of their knowledge or state that the information may not be accurate.
A breach may attract a civil penalty of $66,000 and failing to provide the information means the 14-day disclosure period commences only when the information is given and attached in it.
c a P ita L e x P enditure
Franchisors can only require a franchisee to undertake capital expenditure if a majority of franchisees agree where it affects the majority, or the express consent of the individual franchisee is given.
t erm and restraint
Franchisors need to disclose if the franchisee has any right to goodwill at the end of term and if the agreement has a restraint or non-compete clause.
The Code has been amended to provide that a franchisor can only rely on a “serious breach” of a restraint of trade clause. serious breach is not defined, and the breach would have to be before the term ends.
This means restraint of trade provisions are more difficult to enforce for franchisors as they must be reasonable and no kore than is reasonable to protect the franchisors goodwill . Franchisors will still be able to protect their IP, know-how and confidential information.
t ermination r ights
The seven grounds for a Franchisor to terminate for “special circumstances” now require the Franchisor to give a franchisee 7-day prior notice of termination even for special circumstances which then allows the franchisee to raise a dispute.
The franchisor cannot terminate the franchise if the franchisee raises a dispute, and the parties must try and resolve the matter in the 28-day period or refer the matter to the asBFeo for mediation or arbitration. In the meantime, the Franchisor can require the franchisee not to operate the business in the 28-day period.
Franchisee exit rights
Often a franchisee may feel they wee put under some pressure to sign up a franchise and they may feel they have little choice but to go ahead, however under the Franchise Code franchisees actually have a number of opportunities to exit the franchise.
A franchisee can seek to exit a franchise:
• Disclosure Period
In the 14 day disclosure period from when the franchisor has issued the full suite of franchise documents to the franchisee – In this case the franchisee is entitled to a full refund of any money paid including a deposit or document fee
• Cooling off rights
In the 14 day Cooling off period being the period after the franchisee has executed the franchise agreement In this case the franchisee is entitled to a refund of all money paid less a Retention sum. The retention sum must be set out in the disclosure document and be a fixed fee which the franchisor can retain to cover
their costs for having interviewed and processed the franchisee
• Early termination rights for franchisees
By giving 28 days’ notice to the franchisor during the term under the Code.
The Code gives franchisees a right at any time during the term to write to the franchisor and seek early termination of the agreement giving reasons.
The franchisor then has 28 days to respond and state whether or not they agree and give reasons why they do not agree. It is highly unlikely the franchisor will agree to allow a franchisee to exit and there is no guidance under the Code what are considered good or acceptable reasons. This will be something to be tested in the future and likely lead to the parties mediating.
• Mutual Agreement
If the parties agree to end the franchise.
Lega L costs
The Franchisor can no longer charge franchisees legal costs for any undetermined and future legal service costs, other than an upfront fixed fee set out in the agreement. The upfront “fixed amount of dollars” (fixed fee) can only be for preparing, negotiating, and executing the agreement.
s e LL ing a F ranchise B usiness
Franchisees now benefit from a 14-day cooling off right even after settlement of the business has occurred. Therefore, when selling a franchise business there should be special conditions that make the settlement conditional upon the 14-day cooling off period in favour of the purchaser ending.
m arketing F unds
The Code uses the word marketing, instead of advertising to clarify the Code applies to more than just advertising. It also now extends marketing fund obligations to the “fund administrator” who could be the franchisor, a master franchisor or a third party authorised to administer the fund for the franchisor or master franchisor.
t he oP erations manua L
Most franchise agreements include provisions requiring franchisees to comply with the Operations manual and therefore franchisees should ask to see the Operations manual before entering into the franchise agreement or in the disclosure or cooling off period.
t he Franchise a greement
This is the contract setting out the parties’ rights and obligations, (generally
weighted in favour of the franchisor) with consequences for a failure to comply which may give rights to serve a breach notice and even termination.
It is often assumed that the agreement will contain positive obligations on the franchisor however most agreements will state the franchise “may” not that they “must” do certain things. This makes it difficult to allege a franchisor has breached the agreement where they do not have a positive obligation.
Franchisees do have protection under the Franchise Code, the Australian Consumer Laws and unfair contract provisions and can instigate the dispute resolution process and seek mediation or arbitration via the asBFeo where a dispute cannot be resolved directly with the franchisor.
t he Fees Paya BL e to the Franchisor?
Franchise Fees
Franchisors are tending to reduce the up-front franchise fee to make their franchise more attractive and affordable and often include the training fee into the up-front franchise fee.
Royalty
The service fee or royalty is usually expressed as a percentage of the franchisee’s gross sales, or it can be a fixed weekly or monthly fee.
Most franchises however charge a percentage royalty for example 8% of
the gross revenue. This works for the franchisor as they receive their royalty on the franchisees turnover while the franchisee carries all the costs of operating the business!
This is the key reason many franchisees fail if the royalty and associated franchise fees are too high and there is insufficient margin on sales.
It is therefore critical for franchisees to do their own objective financial analysis and prepare cash flow projections with their accountant before they commit to see if the business model will work for you. Will you be able to take a reasonable salary for your effort, cover your overheads rent and staff costs?
Tip: If relying on the franchisor’s earnings information, ensure their model makes provision for a salary to the owner /operator before showing a profit.
w orking ca P ita L
We often find that the working capital requirements set out by franchisors in their disclosure documents are grossly understated particularly for a new greenfield site, so check with your accountant what a reasonable amount of working capital is needed to avoid financial stress in the first 6 to 12 months of operation.
t erm and r enewa L
Due to changes to the Code and the franchisees right to seek early termination of the agreement long term
franchise agreements are less likely and most systems tend to offer 5 year terms with options, but it does depend on the nature of the business.
Just bear in mind that if you sign up to a 20 year term the only way you can exit really is by selling the business during the term.
s ites and t erritories
Mobile franchises (such as those providing gardening or cleaning services) will generally be granted for a specific territory – listed as a number of postcodes or marked on a map attached to the agreement.
The territory may be exclusive or nonexclusive and this should be understood so you are aware if the franchisor or other franchisees can operate or market in your territory.
This has also been affected by on line sales and the Code requires franchisors to now disclose what occurs when here are on line sales.
What the Code does not do is to make franchisors allocate revenue for on line sales to the franchisee, so you need to carefully check the franchisors agreement and policy on this issue.
Retail franchises (such as cafes or gyms) generally are not allocated a territory just a site from which they operate.
g oodwi LL
Most franchise agreements provide that any ‘goodwill’ developed in the franchise
business remains with the franchisor on the basis that the franchisee has only developed its goodwill due to the rights granted by the franchisor to use its system, brand, and IP and therefore once that ends there is no goodwill the franchisee can claim.
under the new Code disclosure requirements, the franchisor must set out if the franchisee is entitled to retain any goodwill at the end of the term.
It is generally accepted that both the franchisor and franchisee generate their own goodwill however the franchisees goodwill is very much tied to whether they have a lease or occupancy right and some term left on their franchise agreement to sell.
If you have 6 months left on your lease and franchise term, then you have little to sell!
s ummary
There are many tricks and traps to be aware of and the best insurance is to get specialist Franchisee legal and financial advice.
The franchisor does their due diligence on you as the franchisee so do your due diligence on the franchisor and talk to other franchisees in the system to get feedback.
Once you are in a franchise it is not easy to get out without crystallising a financial loss and franchisors are not in the business of buying back franchises.
Most franchise businesses have a lifespan after which you will likely want to sell and move on.so just as you consider taking up a franchise, so think about how long you may stay in the business before you want to move on and sell.
Discuss the plan to become a franchisee with your wife, partner or beloved other and make sure everyone in the family is on board with your decision as it is a huge step emotionally and financially.
The best investment is getting the right advice from Franchise Law Specialist before you commit so you can make an informed decision.
Robert Toth Special Counsel | Accredited Commercial Law and Franchise Specialist
I S NOW THE RIGHT TIME to start your franch I se bus I ness?
Phil Chaplin | Chief Executive Officer | CFI Finance
n a recent Australian survey, about 4 out of every 10 people asked said they would love to own their own business, and 1 in every 10 already did! Across all people surveyed, a desire ecurity was often cited as a reason why they either hadn’t taken the plunge yet, or why they preferred working for somebody else.
For many, joining a franchise network can provide a balance between the regimen and guidance that comes with working for a larger organisation, and the autonomy and flexibility that comes with owning your own business. So, here’s the big question: Is now the right time for you to start your new franchise?
Of course, it’s hard for anybody to answer that without knowing a lot more about you, and your proposed business. The best I can do at this point is probably a resounding ‘it depends’. That said, I hope I can provide some guidance that might help in your decision-making process.
Whether you’ve had enough of your boss and his or her unreasonable demands, you’ve sat on a long commute next to someone with questionable personal hygiene habits one too many times, or you just know deep down in your bones that you were destined for something else, there comes a time for many of us where we might think “That’s it, I’m done, I’m going out on my own and doing it my way.” If that time is upon you and you think that a franchise might be the way to go, then like every other new business venture it pays to do your homework and ask yourself some tough questions.
Firstly, ask yourself why? Why do you want to start a business, why this business, why this franchise? What is it that motivates you? Franchise or not, starting a business is hard work, in fact it can be much harder than working for somebody else. There is likely to be more stress, as you’ll have to deal with all aspects of the business, from running the finances to being an hR manager. you might have to work longer hours, particularly in the beginning, and there’s bound to be stumbles along the way. I’m hoping though, that when you ask yourself why, it goes beyond simply getting out of your daily grind and being your own boss. When you choose the
right franchise for you, it should align to your skills and experience, to your passions, and to your values. your ‘why’ is the foundation upon which your business and your future will be built! To quote simon sinek, ‘People don’t buy what you do, they buy why you do it’. (It’s no coincidence that ‘why’ is one of the first questions we ask as a lender when a potential new franchisee comes to us for finance, your why matters!)
another important question to ask yourself is who? Who is your potential customer? What will make them become your customer? no matter what industry you’re in, or what product you sell, customer understanding is key to building your business. Without a clearly defined target market you might waste thousands of dollars getting your message in front of people that will simply never buy what you do, no matter how well you do it. you must understand where to find your customers, what drives their buying decisions, how do they communicate? a clearly defined target market means you can more easily answer the question ‘Will I have enough customers to make this business work?’ To give you a simple example, I live in a suburb where lawns are rare, but dogs are in abundance. Lawn mowing, and dog washing have
both proven to be viable franchise businesses, but I know which one makes more sense where I live.
ask yourself how will you compete? a deep understanding of your competitors will help you pinpoint their strengths and weaknesses, and hopefully lead you to understand your own unique selling proposition. Building an in-depth profile of your competitors should be one of the earliest stages of your business planning process. Stalk their social media accounts, figure out who they target and how, look at their technology platforms or online presence. Buy their product or service if you can, take their customer experience for a test drive as it were. Set out what things are similar and what are the key differences between their business and your planned one. Ideally, you want to be able to explain to a potential customer, clearly and succinctly, why they should choose you instead of them.
Know your numbers. I can’t say this one often enough, glaring omissions or errors in financial forecasts can spell doom before your doors even open, in fact many businesses run out of capital before they even get to that point and can end up starting late (or even not at all). Work with your franchisor to
understand any financial modelling used for the business and check every assumption. Are those customer numbers realistic? Is that what my rent will be? Remember that profit and cash are often two vastly different things, so make sure you have both a profit & loss forecast and a cashflow forecast. Consider different scenarios and prepare yourself with a worst case (not just a best case). It’s very common to overestimate revenue and underestimate expenses, particularly in the early days, so make sure you have an appropriate buffer or margin in there to see you through.
Some of you will have started reading this and thinking, why is he talking about all the things I need to do? I just want to know if the time is right! Well, if you’ve done your homework, you’ve asked yourself the big questions, you’ve selected a franchise network that you’re passionate about, that fits your skills and experience, you’ve analysed every aspect of your business-to-be, you’ve made your plan, and you’ve tested every aspect of it, ask me again, is right now your time? of course it is!
It might seem odd that I can say that with such conviction, and completely at odds with how I started this article; what happened to ‘it depends’? I still don’t know anything about your business,
right? I don’t know you. I don’t even know what franchise you’re thinking of. So, what has changed between now and a thousand odd words ago? ( yep, it’s been that many, I checked). how can I be so sure?
I’ll give you two reasons: Firstly, for the most part, ‘there’s no time like the present’.
you see the thing about our current economic climate, about inflation, about interest rates being a bit more than they were a year ago, about labour being in high demand, is that it is our economic climate. We share that climate with our customers, with our competitors, with our supporters, and with our suppliers. your new business will exist like any other, not in vacuum in which the deck is stacked against you, but alongside those businesses of a similar nature that pay similar amounts to achieve similar things. Sure, there are some businesses that do better under certain circumstances than others, but you tested and re-tested all of that when you started making your plan right?
And so, we come to my second reason. To put it simply, I’m going to trust you. I’m going to trust that like so many other entrepreneurs you’ve been kept awake at night thinking of what you could build, of how you could do it better. I’m
going to trust that you have a rocksolid foundation of ‘why’ upon which your new business empire will stand. I’m going to trust your determination to succeed, combined with your skill and experience will delight your customers. I’m going to trust that you will be confident and resilient, but not arrogant about your new venture. I’m going to trust that you’ll be adaptable when you need to be, and you’ll stand by your convictions when it matters.
you see, when someone brings all of that to the table, when someone starts their business on the back of a sound and well thought out plan, backed by an unflinching determination to succeed, rarely will they fall, and if they do, they’ll almost always get right back up again, surrounded, and supported by their friends, family, and colleagues. They’re the kind of person that can’t help but to strive in their every endeavour, and such hard work and fortitude as that kind of person can bring to bear can never go unrewarded for long. So, if you’re one of those people, I’m going to go out on a limb, and I’m going to stick with my second answer, for you, it’s the right time.
Phil Chaplin | CEO | CFI Finance www.cfifinance.com.au
YOUR WINDOW OF OPPORTUNITY IS NOW
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At Magnetite, we are dedicated to helping our franchise partners establish successful retro t double glazing businesses. We o er a hands-on training program, a proven business model, and ongoing business and technical support to promote your growth.
Magnetite specialises in double glazing existing windows and doors, complemented by a range of products including seals, tinting, and other window treatments. Our solutions deliver all the bene ts of double glazing without the cost and mess of replacing windows.
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Leverag I ng a I too L s
TO D RIVE G ROWTH AND E FFICIENCY IN A USTRALIAN F RANCHISE B RANDS
The Australian franchise industry has proven to be a significant player in the nation’s economy, offering business opportunities in diverse sectors such as retail, food, fitness, and professional services.
For franchise brands to remain competitive, innovation is key, and time and time again, franchise brands have led the way in small business innovation. With artificial intelligence (AI) rapidly emerging as the catalyst for transformation, there is an opportunity for franchise brands to lead the way once again in small businesses by utilising this new technology. From
enhancing operational efficiency to revolutionising customer experiences, AI tools provide endless possibilities.
AI tools are particularly valuable in a franchise context because of their ability to streamline workflows, create consistent experiences, and empower franchisees with data-driven insights. This article explores how franchise brands in australia can effectively harness AI tools in areas such as learning and development, training, design, marketing, and customer engagement while ensuring they maximise RoI and enhance operational performance.
1 Learning and d eve L o P ment:
Persona L ised g rowth F or Franchisees
Franchise success depends on effective onboarding and continuous education for franchisees and employees. aIpowered learning and development tools are helping franchisors standardise and customise learning experiences to suit diverse franchisee needs.
Tools and Applications:
Adaptive Learning Platforms: aIpowered platforms like Docebo or Cornerstone OnDemand use machine learning to personalise learning pathways for each user. Franchisees
Peter Fiasco | Head of Franchising | Kwik Kopy Australia
can learn at their own pace, with the system recommending modules based on previous performance and identified knowledge gaps.
AI Chatbots for Learning Support: Tools like ChatgPT or Moodle chatbots can provide instant assistance to franchisees during training, offering explanations or resources tailored to their queries. This reduces reliance on human trainers for repetitive queries.
Video Creation Tools: Platforms like Synthesia and Pictory leverage AI to create professional video content quickly. using aI avatars and automated voiceovers, franchisors can generate instructional videos without requiring actors, equipment, or complex editing.
Voiceover Tools: aI tools like Murf AI and Descript enable the creation of high-quality voiceovers for training videos or presentations. These tools offer lifelike, customisable aI voices that ensure engaging and clear communication for franchisees.
SOP Creation Tools: Platforms like Trainual and Whale use AI to help franchisors design, document, and manage Standard Operating Procedures (SOPs). These tools automate content generation, ensure consistency, and provide franchisees with easy-to-follow processes for running their businesses.
Policy Writing Tools: Platforms like Op
Central have a built-in aI policy writing tool that assists a franchisor in writing policies.
Data-Driven Assessments: AI helps assess learning outcomes and training effectiveness by analysing data to identify areas where franchisees struggle. Tools like TalentLMs incorporate AI analytics for insightful reporting.
An example of how this can be useful is in a food franchise with multiple outlets across australia can use aI-powered e-learning platforms to onboard new franchisees efficiently, ensuring they master key modules like compliance, food safety, and customer service. Franchisors can also create professional training videos using tools like Synthesia or Pictory with voiceovers from Murf AI, enabling a consistent and engaging learning experience. SOP tools like Trainual can help standardise daily operations, ensuring all franchisees follow the same processes.
The impact of AI tools is that franchise brands ensure consistent knowledge delivery, efficient upskilling, and tailored support. aI-powered video and voiceover tools simplify content creation, making learning materials more engaging and accessible for franchisees.
The time-saving benefits are significant—aI can create instructional
videos or SOP documents in a fraction of the time it would take a traditional team of content creators or trainers. Additionally, these tools reduce reliance on expensive equipment, professional actors, and manual editing, leading to substantial cost savings. For example, using AI video creation tools like Synthesia can cut production costs by up to 70%, while speeding up the process from weeks to just hours.
ultimately, aI enables franchisors to deliver high-quality, professional training materials faster and more affordably, ensuring franchisees receive the support they need to operate efficiently and succeed.
2t raining: ai - d riven s ki LL d eve L o P ment and uP ski LL ing
Ongoing training and skill development are vital for maintaining quality and brand consistency across a franchise network. AI tools make training more efficient, engaging, and impactful.
Tools and Applications:
Virtual Simulations and AR/VR
Training: aI-enhanced aR/ vR tools like strivr or virti provide immersive training experiences. These tools simulate realworld challenges, such as customer interactions or safety protocols, in a risk-free environment.
AI-Powered Virtual Coaches: Tools like CoachBot or Rehearsal aI mimic human coaching by using AI to evaluate employee responses and provide constructive feedback.
Performance Analytics: AI platforms monitor training outcomes and performance metrics, allowing franchisors to track RoI and adjust training programs accordingly.
an example of this is in a fitness franchise in australia. It could use aR/ vR simulations to train instructors in customer communication, machine operations, and safety protocols, reducing the need for on-site training sessions and improving learning outcomes.
The impact of aI-driven training tools offers interactive and scalable solutions that help franchisees acquire skills faster, ensuring consistent service quality and operational excellence.
3
d esign:
s tream L ining Branding and c ustomisation
Franchise brands rely on a consistent visual identity across multiple locations, while allowing localised customisation. AI tools streamline the design process, saving time and ensuring compliance with brand guidelines.
Tools and Applications:
AI-Powered Design Tools: Platforms like Canva aI or adobe Firefly enable franchisees to quickly design branded materials (flyers, social media ads, and posters) with AI templates and automation features. Franchisees can generate on-brand visuals without needing advanced design skills.
Generative AI for Content: AI tools like MidJourney and DaLL·e can produce custom graphics, product mock-ups, or store visuals based on text descriptions.
Brand Compliance Checkers: AI platforms such as Bynder or Frontify help franchisors ensure that franchisees adhere to branding guidelines by automating compliance checks for visual assets.
An example of this at work is in a clothing retail franchise that can use Canva AI to empower franchisees to create promotional materials quickly. Franchisors provide aI-generated templates that franchisees can edit for local campaigns while ensuring consistent branding.
These AI tools simplify design workflows, reduce dependence on external designers, and allow franchisees to create professional materials quickly while maintaining brand integrity.
4m arketing: s marter c am P aigns with ai t oo L s
AI is also revolutionising franchise marketing by enabling highly targeted campaigns, personalised messaging, and predictive analytics to optimise performance.
Tools and Applications:
AI Content Generation: Platforms like Jasper AI and Copy.ai can generate social media posts, blog content, and email campaigns tailored to specific customer segments, saving time for franchisees and franchisors.
Predictive Analytics: Tools like hubspot aI or hootsuite Insights use aI to analyse customer data and predict future behaviour, allowing franchise brands to plan targeted campaigns.
AI for Paid Ads: Platforms like adzooma or google’s aI-powered tools optimise PPC campaigns by automating bids, targeting the right demographics, and improving ad performance.
Sentiment Analysis: AI tools like MonkeyLearn and sprout social analyse customer feedback and social media mentions to gauge public sentiment about a franchise.
a great example of this is in a fast-food franchise that can use aI-powered content creation tools to generate localised social media ads targeting customers near specific locations. Predictive analytics ensure the right promotions reach the right audience, driving traffic and boosting sales.
AI empowers franchisees and franchisors with accessible, data-driven marketing tools, ensuring consistent brand messaging while improving customer engagement and RoI.
5c ustomer e ngagement: Persona L ised and eFF icient s ervice
e xceptional customer experiences drive franchisee success. AI tools can enhance customer engagement by providing personalised interactions, improving response times, and predicting customer needs.
Tools and Applications:
AI Chatbots and Virtual Assistants: Tools like Intercom, Tidio, and LivePerson use aI to provide 24/7 customer support, answering queries, processing orders, and booking appointments.
AI Personalisation Engines: Platforms like Dynamic yield or Klaviyo deliver personalised recommendations based on customer behaviour, which can increase sales and loyalty.
Voice AI for Call Management: Tools like Talkdesk AI analyse customer calls to improve service quality and suggest better responses for frontline staff.
AI-Enhanced CRM Systems: aIpowered CRMs like salesforce einstein predict customer preferences and automate follow-ups, improving relationship management.
In a beauty services franchise, you can use AI chatbots to schedule appointments, answer customer queries, and offer product recommendations. Personalised promotions driven by AI encourage repeat visits and improve customer satisfaction.
aI-driven customer engagement tools ensure fast, personalised, and consistent service delivery, fostering long-term loyalt y and satisfaction.
6
Franchise s u PP ort F rom the Franchisor: e nhanced, r ea L- t ime a ssistance
Franchisees rely on consistent support from their franchisor to succeed and keep improving their business. AI tools are helping franchisors how they provide real-time, tailored, and proactive support across their network, improving operational efficiency and franchisee satisfaction.
Tools and Applications:
AI-Powered Analytics for Field Support: Tools like OpsAnalitica use AI to monitor operational performance, compliance, and training progress. By analysing data in real-time, franchisors can identify struggling franchisees and address issues before they escalate.
AI Virtual Assistants: AI chatbots like Intercom or custom gPT-powered systems can provide 24/7 support to franchisees, answering questions related to operations, marketing, or troubleshooting. This reduces response times and ensures franchisees receive immediate guidance.
Performance Dashboards: aI-driven platforms aggregate data from multiple locations into intuitive dashboards, offering franchisors insights into financials, training completion, customer satisfaction, and inventory management. This allows field managers to prioritise visits and offer targeted support.
Predictive Issue Detection: Tools like Tableau AI or Power BI use machine learning to predict potential issues, such as declining sales or low inventory, allowing franchisors to recommend solutions proactively.
A franchisor managing a large retail franchise network in Australia can use AI dashboards to monitor key performance indicators (KPIs) across all stores. If a specific outlet shows a drop in sales or compliance lapses, the franchisor can immediately deploy field managers to assist the franchisee with targeted coaching and actionable solutions.
AI tools enable franchisors to deliver faster, data-driven, and proactive support to their franchise network. Realtime analytics and automated systems reduce response times, ensuring that franchisees feel supported and empowered to overcome challenges. Additionally, predictive tools prevent small issues from becoming larger problems, boosting overall franchise performance.
The use of AI for franchise support can improve communication efficiency, reduce manual workload for franchisor teams, and ensure that franchisees receive consistent, high-quality assistance when they need it most.
7 oP erationa L eFF iciency: a utomating r outine tasks
Franchise brands often grapple with managing large-scale operations across multiple locations. AI tools automate repetitive tasks, optimise inventory, and provide actionable insights, freeing up time for strategic decision-making and for field staff to focus on outcomes.
Tools and Applications:
AI Inventory Management: Tools like TradeGecko or Brightpearl use AI to predict demand and automate inventory replenishment.
AI Scheduling Software: Platforms like Deputy and When I Work automate staff scheduling by analysing historical data and business needs.
AI for Financial Insights: Tools like xero or QuickBooks use aI to automate bookkeeping, generate cash flow forecasts, and identify cost-saving opportunities.
A retail franchise can leverage AI inventory tools to predict seasonal demand, ensuring franchisees maintain optimal stock levels without overpurchasing or missing out on sales opportunities.
By automating processes, AI reduces errors, improves efficiency, and lowers operational costs across franchise networks.
e thica L
c onsiderations: i m PL ementing ai r es P onsi BLy
While aI offers tremendous potential, franchise brands must navigate its adoption ethically:
Data Privacy: Franchisors must comply with Australian data laws (e.g., the Privacy Act) when collecting and using customer or franchisee data.
Transparency: Franchisees need clear communication about how AI tools are used and how data is handled.
Human Oversight: AI should complement, not replace, human judgment, especially in critical decisionmaking.
t he Future o F ai in a ustra L ian Franchising
Adopting AI tools can be transformative in a franchise business and allow
franchise brands to enhance learning, streamline design, optimise marketing, and improve customer experiences and franchise support. By empowering franchisees with accessible, aI-powered tools, franchisors can achieve greater consistency, operational efficiency, and business growth. however, franchising is about people, and Ai should never be seen as a way to remove the human element. Ai should be used to improve response times, improve data analytics and support the team in supporting franchisees.
As technology evolves, franchise brands must remain agile, embracing aI-driven innovations while upholding ethical standards. In doing so, they will not only gain a competitive edge but also future proof their business models for longterm success.
Franchising is fundamentally about partnerships, and AI supports those partnerships to thrive by offering more innovative tools, faster results, and better outcomes.
PLEASE NOTE: Many aI tools mentioned in this article have not been fully vetted and, therefore, are not endorsed. each tool may or may not be suitable for your brand. It is important that every business does its own research and due diligence to ensure that any tool that is adopted will provide the outcomes that your brand requires.
Peter Fiasco, Head of Franchising, Kwik Kopy Australia
0400 225 029
peter.fiasco@kwikkopy.com.au
b uy I ng a f ranch I se
A VOIDING C OMMON M ISTAKES : I NSIGHTS F ROM A C OMMERCIAL L AWYER
Helen Kay | Founder and Director | Rise Legal
Whenembarking on the venture of buying a franchise, understanding the intricacies and avoiding pitfalls is crucial. With extensive experience in assisting clients with the purchase and sale of franchised businesses, and in franchising businesses themselves, I’ve observed over the years the key areas where potential franchisees stumble. This article is designed to help you navigate these common mistakes.
m istake #1: n eg L ecting d ue d i L igence a significant mistake is overlooking the need to conduct comprehensive due diligence before forging ahead. Prospective franchisees must investigate the franchisor’s commitment to their network’s success. This involves communicating with both current and former franchisees — their insights are invaluable in assessing the franchise’s day-to-day operations and long-term viability. These interactions are crucial for understanding the support system, business model, and financial health of the franchise. Moreover, helpful tools like the Franchise Disclosure Register are invaluable for comparing franchises and making an informed choice.
your lawyer will handle the legalities, but your role in researching the franchise’s history, performance, and reputation is fundamental.
m istake #2: n ot a sking c ritica L Questions e ar Ly o n
As part of your due diligence, you have to ask the right questions of the franchisor before you make any decisions or promises. Many franchisees come to regret not asking more probing questions before signing any agreements. It’s vital to have a clear understanding of your commitments and expectations by asking questions such as the following: Regarding Personal Investment:
• “What is the expected time commitment and personal
involvement required from me as a franchisee?”
• “Can you provide a breakdown of the daily or weekly tasks I will be expected to handle?”
understanding the support system:
• “Could you elaborate on the support and training you provide to franchisees?”
• “What ongoing resources and assistance will be available to me once the initial training is complete?”
Details on Performance Criteria:
• “What are the specific performance criteria I need to meet as a franchisee?”
• “Can you explain the consequences or support measures in place if these performance criteria are not met?”
additional Financial Commitments:
• “Beyond the initial investment, what additional financial obligations should I expect?”
• “are there any recurring fees, such as marketing or technology fees, that I should be aware of?”
Terms for e xiting the Franchise:
• “What are the terms and conditions if I decide to sell or exit the franchise?”
• “are there any penalties, fees, or specific processes I need to be aware of for transferring or terminating the franchise agreement?”
These questions are designed to provide a comprehensive understanding of what it means to be a franchisee, not just financially, but in terms of day-to-day operations, long-term commitments, and potential exit
strategies. It’s important for franchisees to get clear and detailed answers to these questions to ensure they have a realistic and complete picture of the franchise opportunity.
m istake #3: o ver L ooking the i m P ortance o F Business s tructure
Choosing the correct business structure to buy into the franchise system might seem boring but it can significantly impact your financial and legal liability. Many overlook the benefits of a corporate structure, which can shield personal assets from business liabilities. understanding the legal implications of sole proprietorship versus a corporate entity is essential. each has its pros and cons, and the choice should align with your long-term business goals and personal risk tolerance.
either your lawyer or your accountant can assist you with this important decision.
m istake #4:
u nderestimating Lega L d ocuments
The complexity of legal documents in franchising is often underestimated. Key aspects such as the term of the agreement, renewal rights, exit strategies, and non-compete clauses require experienced eyes and careful analysis. understanding these documents is not just about reading the fine print but also about foreseeing potential future scenarios. how does the agreement protect you if the franchisor
changes management or policy?
What are your options if the business doesn’t perform as expected? These are critical considerations that need to be thoroughly evaluated with your legal adviser.
m istake #5: n ot s eeking e x P ert a dvice
A common and critical error is not seeking advice from specialists in franchising. Professionals such as accountants, lawyers, and business advisors with a focus on franchising bring invaluable expertise. They can guide you through financial projections, legal implications, and strategic planning. Their insights can help you identify potential red flags, evaluate the franchise’s financial health, and understand your rights and obligations under the franchise agreement.
m istake #6: i gnoring Persona L c om P ati B i L ity and Li F esty L e i m P act
Another oversight is failing to consider how the franchise will fit into your personal life and whether it aligns with your values and lifestyle. Running a franchise can be demanding, and it’s important to assess if the business model suits your personal goals, worklife balance preferences, and long-term aspirations.
often franchisees are required to nominate a manager (the ‘Nominated Manager’) and this person is required to dedicate their whole time and attention to running the franchise. This is something that needs to be considered carefully especially if you were simply buying as an investment and not a job.
In conclusion, buying a franchise is a significant decision that requires careful consideration and planning. Avoiding these common mistakes can pave the way for a successful and fulfilling business venture. As a commercial lawyer, I advocate the importance of being well-informed and prepared for the complexities of franchising, ensuring a smoother journey towards achieving your entrepreneurial goals.
Helen Kay, Founder and Director, Rise Legal
1300 064 707
info@riselegal.com.au
https://riselegal.com.au
& I ssues F INAL VERSION OF NEW F RANCHISING C ODE RELEASED ; S ILENT ON LICENSING SYSTEM
Jason Gehrke | Director | Franchise Advisory Centre
The Australian Government has released the final version of the new Franchising Code of Conduct along with an Explanatory Statement outlining changes to the Code which will take effect from April 1.
The new Code will replace the existing Code which was due to sunset at that time, and includes changes in response to recommendations arising from the 2023 schaper Review.
A draft version of the Code was released on October 10 for public consultation, which closed on October 29. It is understood that the final version of the Code includes technical amendments compared to the draft, with the major changes remaining essentially the same.
The new Code received Royal assent on December 5, and has been available on the Australian Government’s Federal Register of Legislation since Monday, December 9.
Although the Government agreed in principle or in full with all 23 recommendations of the schaper Review, approximately
13 recommendations are embodied in the new Code, with the remaining recommendations (such as possible licensing system for franchisors), still under consideration following a short public consultation which ended on December 8. This makes it highly unlikely that any future licensing system – if one is to be developed at all - will be launched in time for the commencement of the new Code on 1 April 2025.
n ew F ormat F or new c ode
The proposed new Franchising Code of Conduct retains much of the content of the current Code, but is structured completely differently, which means reinterpreting Code references where these are noted in franchise agreement or other documents.
Whereas the current Code is divided into six parts with up to six divisions per part, the new Code is formatted across three chapters of up to seven parts each, and up to five divisions per part. The numbering and sequence of elements do not align between the two Codes.
The only Code element to retain essentially the same numbering is the Disclosure Document, which follows the same format as the current with some slight modifications.
Transitioning to the Code is expected to create extra work for franchisors and their advisors due to the formatting changes.
n ex t c ode review set F or 2030
Despite the introduction of a new Franchising Code to take effect next year on 1 April, another review must be held before 1 april 2030, according to Item 11, Part 3, Chapter 1 of the new Code to assess its impact and operation.
a further review after 2030 is expected to be conducted as part of the sunsetting process when remaking the Code.
k ey Facts s heet removed
The new Code removes the requirement for a Key Facts Sheet, which was seen as unnecessary duplication of information by franchisors.
according to the e xplanatory statement which accompanies the new Code, the removal of the Key Facts Sheet is to improve readability by removing repeated information, and merging all requirements into one place, the Disclosure Document.
s ummary o F nota BL e changes
Below is a summary of notable changes which appear in the new Code, however is not an exhaustive list of all changes proposed to commence on April 1 next year.
These include some significant changes, such as an extension of penalties to parts of the Code not previously
covered, a substantially greater focus on end of term arrangements (including enforcement of restraints), a requirement for franchisors to grant terms sufficient for a franchisee to have an opportunity to get a reasonable return on their investment, and public naming and shaming of franchisors who fail to participate in alternative dispute resolution processes.
here is a brief summary of notable changes to the code:
• some updates to definitions, (eg existing franchisees who are renewing are considered as prospective franchisees);
• Disclosure Documents can be issued and signed by franchisees electronically;
• no disclosure by a master franchisor is required unless they themselves are a party to the agreement;
• a franchisee can opt out of disclosure
if the new agreement is the same or substantially similar to their existing agreement (eg. for the acquisition of subsequent franchises);
• a new definition for “specific purpose fund” to apply instead of Marketing or Advertising fund, but which will now encompass other specific purpose funds such as conference and IT funds, plus also a requirement to disclose whether any of the fund will be spent on the franchisee’s specific business;
• updated disclosure will be required of materially relevant facts that developed between the last preparation the Disclosure Document, to the actual time of issuing disclosure to a potential franchisee to ensure the information is current at the time of disclosure;
• Franchisors must disclose proceedings or judgements by a public agency against the franchisor (eg. investigations or determinations by the Australian Competition and Consumer Commission (ACCC), etc)
• Minimum six-year record keeping rule requirement for documents received from franchisees under the Code, or which otherwise supports a statement made in the franchisor’s disclosure document;
• Penalty increases to 600 penalty units for:
o Prohibition on release of liability;
o Litigation or mediation of a dispute outside of a jurisdiction in which a franchisee is based;
o Restraints of trade where the franchisee exits but would
otherwise have renewed.
• Civil penalty may also apply for:
o Failing to discuss with franchisee any significant capital expenditure (and the circumstances in which the franchisee might recoup such expenditure) with the franchisee;
o Refusing to terminate an agreement when requested by a franchisee, or not providing reasons for the refusal;
o Failing to provide a breach notice with remedy directions and a reasonable timeframe in which to remedy breaches.
• The Term of the franchise agreement must be consistent with the level of capital investment required so franchisees have a reasonable opportunity to get a return on the investment. This provisions previously applied to motor vehicle dealerships only, but will be extended to all franchise relationships, though is not intended to guarantee the profit or success of a franchisee.
• e xisting franchisees acquiring second and subsequent franchises can opt out of the mandatory 14-day coolingoff period, but must do so in writing.
• Faster termination of franchise agreements by giving seven days notice of termination for seven serious breaches outlined in the Code, including four of which are new and relate to instances where:
o Franchisees have been deregistered by asIC;
o Found by a court to have committed a serious Fair Work breach;
o The franchisee is liable for a penalty or breach of the Migration act; or
o The franchisee is convicted of wage theft.
• Franchisees can however instigate dispute resolution process for termination in regards to voluntary abandonment, operating the business in a manner that endangers public health, or is alleged to have acted fraudulently.
• Parties to the franchise agreement have the option for dispute resolution to follow that outlined in the franchise agreement itself or as outlined in the Code.
• The australian small Business and Family enterprise ombudsman (asBFeo) can name and shame franchisors who do not participate in, or withdraw from the Alternative Dispute Resolution (aDR) process.
• arbitration as a form of aDR remains as an element in the Code.
• auto franchisors must provide reasons if they do not intend to renew or enter in a new agreement with dealer franchisees, and must cooperate to develop and implement a plan for the winding-down of dealerships. also, multi-franchisee dispute resolution can be requested.
• The secretary (appointed by the Government) may determine via legislative instrument specific information to be added to the Franchise Disclosure Register at any point in time.
• Disclosure Document Item 9 to be updated to include information previously in the Key Facts Sheet (ie. will franchisees face competition from businesses associated with the franchisor).
• greater disclosure of the rationale, amount, timing, nature, outcomes, benefits and risks of any significant capital expenditure (Disclosure Document Item 14)
Jason Gehrke,
Director Franchise Advisory Centre
07 3716 0400
jason@franchiseadvice.com.au
www.franchiseadvice.com.au
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D I sc Losure Documents: A C LEAR AND E VER -P RESENT R ISK
Bill Morgan | Director | Morgan Mac Lawyers
Recent cases emphasise the importance of franchisors and their advisors ensuring that information contained in the disclosure document which franchisors are required to provide to prospective franchisees or buyers of existing franchise businesses is accurate.
The disclosure document is the primary vehicle by which the franchisor discloses information to a prospective franchisee or buyer of a franchise business that is material to the decision whether to sign a franchise agreement or purchase a franchise business. Section 8(2) of the Franchising Code of Conduct (Code) provides that the purpose of a disclosure of a disclosure document is to give a prospective franchisee information from the franchisor to help the franchisee make a
reasonably informed decision about the franchise and to give current information from the franchisor that is material to the running of a franchised business. Franchisors should not lose sight of the fact that this information necessarily becomes material to additional consequential decisions made by the prospective franchisee such as:
1. Signing a loan agreement to borrow funds to purchase the franchised business or meet other necessary costs of establishing a franchise such as fit out costs and purchase of equipment or machinery;
2. signing a lease, sublease or licence to occupy premises;
3. Contracts for the purchase of equipment or the installation of a fit out of the business premises.
There is information that needs to be included in a disclosure document that is directly relevant to the signing of the additional documents by a prospective franchisee even if the signing of these additional documents is consequential on the fundamental decision to sign a franchise agreement or purchase an existing franchised business. For example, disclosure about the range of costs for establishing a new franchise as required by paragraphs 14.3 to 14.5 of most disclosure documents (following clauses 14.3 to 14.5 of annexure I of the Code) may not only be relevant to the prospective franchisee’s decision to sign a franchise agreement or buy an existing franchised business, but may also be relevant to a consideration of how much money the prospective franchisee needs to borrow to acquire or establish the franchise. It is no answer for the franchisor to point to the fact that the prospective franchisee obtained accounting or financial advice if the accountant or financial advisor relies on inaccurate information provided by the franchisor in the disclosure document.
r ecent cases
The decisions of husseini -v- girchow enterprises Pty Ltd [2024] FCaC 143 and gabjet Pty Ltd & anor -v- Funk Franchise Pty Ltd & ors [2021] saDC 88 are examples of the serious risk to franchisors if the disclosure document delivered to prospective franchisees contains inaccurate information.
The earlier case concerned an allegation that the franchisor failed to inform the franchisee of the reason a previous franchisee/or had ceased operating its franchise business as required by clauses 13.2 and 13.3 of annexure I of the Code.
In this article we focus on the husseini case. The judgment was delivered last month by the Full Court of the Federal Court of Australia. This was an appeal from the decision of the Federal Court in girchow enterprises Pty Ltd v ultimate Franchising group Pty Ltd (Final hearing) [2023] FCa 420. The judgement was delivered by Feutrill J with whom the other Justices agreed (Full Court).
The decision of the Full Court in husseini is another stark reminder of the importance to franchisors of ensuring information in a disclosure document is accurate and how difficult it is to balance a statutory obligation to make disclosure with the risk of liability
for disclosing information that leads a prospective franchisee into loss causing error. To illustrate the point, clause 14.3 of annexure 1 of the Code requires a franchisor to give details of a range of costs to start operating a franchised business based on current practice for certain items such as equipment, fixtures and leasehold improvements. The statutory obligation does not change the obligation of the franchisor not to mislead a prospective franchisee in providing that information.
Facts in h usseini -vg irchow e nter P rises Pty Ltd
The case in the Federal Court involved the sale of a gym franchise to three different sets of franchisees and guarantors who commenced proceedings against the franchisor alleging misleading representations about certain matters, including likely fitout costs and equipment costs.
Representations found by the primary judge to be misleading included representations made in the respective disclosure documents and in other communications such as meetings and emails.
Representations were made by the Franchisor (uFC), the appellant and another director of uFC.
The Federal Court found that the disclosure documents sent to the different parties in respect of the three separate franchises contained
representations that were misleading or deceptive in contravention of section 18 of Australian Consumer Law (ACL).
The Appellant in the Appeal was a director of the Franchisor. his involvement in the conduct found to be misleading was mainly limited to signing the respective disclosure documents sent to the franchisees.
The three franchises were respectively the Balcatta, Blacktown and Castle hill franchises. Prior to late 2016, there were no uFg gym business or franchised businesses operating in Australia. The conduct that was found by the primary judge to be misleading occurred in 2015 and 2017.
Ba L catta re P resentations
The primary judge found that in respect of the Balcatta franchise, that representations were made in 2016 to the Balcatta franchisee parties:
1. During a presentation and a subsequent skype meeting, that a uFC gym was likely to be able to be established for startup costs in the range of $500,000.00 to $800,000.00 including fit out, equipment, working capital and the franchise fee.
2. In the disclosure document (delivered in July 2016), a range of likely equipment costs of $250,000.00 to $350,000.00 and a range of $190,000.00 to $360,000.00 for likely fit out costs.
3. In a subsequent email, that total startup and fit out costs would be $800,000.00.
B L acktown re P resentations
The Court found that key cashflow and income representations were made to the Blacktown franchisee parties.
The representations concerning likely fitout equipment costs were contained in the disclosure document. The representation was information that the cost for lease or purchase of equipment would be $300,000.00 to $500,000.00 and that the costs for the fitout would be $300,000.00 to $450,000.00.
c ast L e h i LL re P resentations
Representations were made to the Castle hill franchisee parties:
1. at a meeting in June 2017, that a uFC gym could be established for startup costs of $1,000,000.00 to $1,200,000.00;
2. In the disclosure document, that the costs to lease or purchase equipment would be between $350,000.00 and $500,000.00 and that the fit-out costs would likely be between $400,000.00 and $500,000.00.
Representations were also made about other matters such as revenue and membership growth that the primary judge found were misleading.
t he re P resentations were mis L eading
The representations about likely equipment and fitout costs were found by the primary judge to be representations about future matters. Pursuant to section 4 of the ACL, representations about future matters are taken to be misleading unless there are reasonable grounds for making the representations.
The primary judge found that the franchisor did not have reasonable grounds for making the representations about establishment costs and the representations were taken to be misleading. No evidence was adduced to the contrary by uFg that there were reasonable grounds for making the representations, which is not surprising given at the time there were no other uFg business operating in australia.
In respect of the Balcatta franchise, the primary judge found that at the time the Balcatta franchisee parties signed the franchise agreement, that the total fit out costs would be around a maximum of $600,000.00 and the total establishment costs (fit out and equipment) would be about $800,000.00.
The primary judge found that all franchisee parties relied on the representations in the disclosure documents (except for a second Balcatta disclosure document that is immaterial to this article) except that the Castle hill franchisee parties did not rely on the equipment representation in
the disclosure document, only the fitout representation.
d amages
Damages ordered by the Court to all the parties included the sum of the costs incurred setting up the franchises, the borrowing costs incurred, and the operating losses incurred in running the franchises less the residual value of the businesses.
t
he
issues on aPP ea L
There were several grounds of appeal concerning the three franchises. Apart from two grounds that related to damages, which the Full Court did not need to decide, the remaining grounds were grouped in respect of the disclosure document representations, relevantly for this article, into three similar groups of issues.
The key issues were whether:
1. The Appellant, who signed the disclosure documents, engaged in misleading conduct in contravention of section 18 of the aCL;
2. The Balcatta and Blacktown franchisee parties relied on the likely equipment and fitout costs representations including the representations made in the disclosure documents;
3. The Castle hill franchisee parties relied on the likely fitout costs representation including the representations made in the disclosure documents.
In part, the Appellant relied on disclaimers and qualifications in the disclosure documents. The issue of reliance is important because in a misleading representation case, acts done reliance on the representations, provide the causal link between the contravening conduct (the misrepresentations) and loss suffered by the franchisee.
t he Ba L catta d isc L osure d ocument
The Full Court found, disagreeing with the primary judge, that the information in the Balcatta disclosure documents about fit out costs and equipment costs taken in isolation, in the context of that part of the disclosure document as a whole, did not convey a representation about the likely future equipment and fit out costs the Balcatta parties would incur if they signed the franchise
agreement. however, the items conveyed:
1. A more general representation about the range of costs to establish a franchise business based on current practice at the date of the disclosure documents;
2. An implicit (future) representation that there were reasonable grounds for those general estimates.
The Full Court found that this provided a sufficient connexion between the misleading representations and the damage suffered by a party relying on the representations to satisfy the necessary element of causation.
The Full Court further found that it was reasonable for the Balcatta parties to rely on these representations.
As the primary judge found there were no reasonable grounds for the range of costs represented in the disclosure documents, the implicit representation identified by the Full Court was taken to be misleading. As a result, the express but general representations found by the Full Court were objectively capable of leading the Balcatta parties into error.
Although the primary judge found that the Balcatta parties held a subjective understanding that likely establishment costs for the Balcatta franchise would be $800,000.00 based on a series of representations, it did not find that the Appellant as an individual made representations that contributed to this subjective understanding.
The Court took into account that the disclosure document disclosed that the Appellant was not the source of information in the disclosure document
nor had the knowledge or experience to estimate costs of equipment and fitout. The Full Court also found that the source of information for the estimated range of costs for equipment and fitout could not have been derived from costs incurred in the actual establishment of a uFg gym, as the disclosure document disclosed there were no existing franchised businesses.
The disclosure documents also contained disclaimers and qualifications which are relevant to the issue of reliance.
Although the Full Court found that the representations as a collective were misleading and that the disclosure document representations contributed both to the objective and subjective cumulative effect of the representations on the Balcatta franchise parties, it found that this was insufficient to sustain a conclusion that the Appellant’s conduct, although it contributed to the misleading conduct of the franchisor, was separately and independently capable of leading the Balcatta parties into error.
The Appellant was successful on appeal because he was able to establish that he was not personally the source of the representations about establishment costs in the disclosure documents given to the Balcatta parties. Further, the Court found that the Balcatta parties did not believe there were reasonable grounds for the range of establishment costs represented in the Balcatta disclosure documents and must have known the Appellant was not the source of the information in the disclosure document. The Full Court did not find that experienced gym operators such
as the Balcatta franchise parties would not have relied upon the Appellants representations by silence or by merely signing the disclosure documents.
t he B L acktown d isc L osure d ocument
In relation to the Blacktown parties, the Full Court did not disturb the primary judge’s conclusions that the Appellant engaged in misleading conduct by signing the disclosure document. The Full Court found that the Blacktown parties did not enter into the franchise agreement and guarantee because of misleading representations by the Appellant as an individual even though the representations about likely establishment costs in the disclosure document he signed were misleading.
c ast L e h i LL d isc L osure d ocument
The relevant representation was the representation in the Castle hill Disclosure Document that the fitout costs were likely to be between $400,000.00 to $650,000.00.
The Full did not agree that the misrepresentations as made by the Appellant were capable of misleading the Franchisee into error.
As with the Balcatta and Blacktown disclosure document representations, the Full Court found that the primary judge’s findings about the representations concerning likely fit out costs in the Castle hill disclosure document were not sufficient to support the conclusion that they were relied on by the Castle hill franchisee parties in signing the franchise agreement.
c onc L usion o F aPP ea L
The Appeal was successful primarily because of the issue of reliance.
The Full Court found that the various franchisee parties did not enter franchise agreements and guarantees because of the conduct of the Appellant and in reliance on misleading conduct in respect of representations in the disclosure documents about likely fit out and equipment costs.
The outcome may have been very different if, in the original Federal Court proceedings, the franchisee parties had sought findings that the appellant was an accessory to the misleading conduct of uFg. There was no argument in the Full Court judgement about accessorial liability.
The Full Court noted that the nature of the cause of action pleaded against the Appellant as an individual in the Statement of Claim in the original proceeding was not clear and did not identify with any particularity, or at all, the alleged conduct of the Appellant as an individual who was alleged to have contravened section 18 of the ACL.
The Full Court decision does not change the risk to directors who sign a disclosure document that contains information that is inaccurate and leads a prospective franchisee into error which is relied on by a prospective franchisee and which causes loss, that the director may be found by the Court to be liable as an accessory to the franchisor’s misleading conduct.
k ey takeaways
The key points from this case are as follows:
1. The case is another example of the inaccuracy of information contained in disclosure documents, particularly about future matters such as likely establishment costs and any other
costs that are likely to be relied on by a prospective franchisee and other parties, in deciding to sign a franchise agreement;
2. Giving a range of costs, even a wide range, is not a panacea if ultimately there are not good reasons for inserting the range of costs in the disclosure document;
3. Disclaimers and qualifications may be insufficient to avoid a finding that representations about future costs are misleading, but they play an important role in the characterisation of conduct as misleading and determining the issue of whether the franchisee was induced by and relied on the representations of likely costs;
4. even if the information about likely costs does not convey a representation of the costs a likely franchisee will incur if it enters a franchise agreement for a specific site or territory, it may convey a more general representation about the range of costs based on current practice at the date of the disclosure document, and an
implicit representation that there were reasonable grounds for those estimates. If the more general and implicit representations are misleading, and relied on by a prospective franchisee in deciding to sign a franchise agreement, the potential liability for any consequential economic loss will exist;
5. Regardless of the uFg director’s success in the husseini case, directors who sign disclosure documents needed to be aware of the risk of accessorial liability for any misleading conduct of the franchisor company for inaccurate information contained in a disclosure document.
Bill Morgan, Director Morgan Mac Lawyers 07 3221 2221
bill@morganmac.com.au
www.morganmac.com.au
MAKING FRANCHISE LAW BLACK AND WHITE
Morgan Mac Lawyers specialises in Business Law, Franchise Law, Commercial Litigation and Dispute Resolution.
We have been assisting franchisors and franchisees in areas including franchise dispute resolution strategies, business sales, leasing and franchise documentation, and legal and regulatory compliance.
Commercial Litigation and franchising are complex areas of law. We help our clients to resolve or navigate legal matters and obligations, and recommend strategies to minimise and manage the risks of legal non-compliance and legal disputes.
We work with our clients to achieve their commercial objectives and the best possible outcome for our clients.
va LIDat I on W HAT Q UESTIONS SHOULD I BE ASKING ?
T HE M OST I MPORTANT S TEP IN THE P ROCESS
Downer | The Franchise Guy™
Buying a franchise isn’t buying a business, you’re buying into someone else’s business. You’re actually buying a system on how to run a business and here’s the thing, you’re often not the first person to do so, so there’s a lot you can learn from others and the best way to do this is to complete your due diligence.
Due diligence is often thought of as getting professional advisors to review the legal documents, the financials and the business model but often the people doing this due diligence have little or no experience of that particular franchise, and in some cases in franchising at all.
I’m not suggesting that you don’t get professional advisors, it’s actually mandatory for franchisors to advise potential franchisees to get that professional advice and for these advisors to review the documents and summarise their findings for their clients and to sign the certificates of advice. There are some excellent advisors out there, you just need to find the right ones, just like finding a franchise to enter, you need to do your research.
Too often people fall in love with the idea of being a business owner or with a concept, my mantra is to fall in love with the business model and in order to understand the business model you need to get advice from the people that know. These resources include the professional advisors but
Doug
should also include the franchisor and franchisees.
Often our family and friends have opinions about business ownership and franchising and they’re usually not qualified to make informed commentary on either, if someone hasn’t run a business, a franchise or the specific franchise that you’re interested in their commentary will be an opinion often not backed up by facts and evidence and if they’re employees they’re probably risk averse and comfortable in paid employment and people considering business ownership and franchising are often cut from a different cloth, interestingly only 18% of the population ever goes into business ownership and they’re the ones that you should speak to, having said that it is important to have the support of your family as going into business will require understanding and support of the ones you love.
There are only three groups of people you should listen to.
1t he Pro F essiona L a dvisor
The professional advisors will be cautious which is what you want because a majority of people entering business ownership are optimistic and underestimate what is involved in going into to business. The advisors have to sign the certificates of advice so they will be cautious and they can temper your enthusiasm, which you need. The right professional advisors will also have the experience you need to properly evaluate the business aspects of the franchise that you are considering.
2
t he Franchisor
Responsible franchising assumes the franchisor will not be too salesy in their process but the franchisor should love their brand and believes in their business and business model so they will talk passionately about their opportunity, you actually want them to be enthusiastic and believe in their business opportunity for a franchisee. The best franchisors never sell a franchise, I know, It sounds counter intuitive because we are all selling something but in Franchising the best franchisors grant a franchise to the right prospect. They’re assessing whether the franchisee should be allowed to become a franchisee and use the Intellectual property and business model that the franchisor has created.
The best franchisors want the right people to enter their network, they want people that share their values, drive and standards because individual franchisees are a reflection of the whole network, when we work with emerging franchisors their number one concern is what if the franchisee doesn’t run the system or maintain the standards the way we do?
The best franchisors have the best standards and only accept the best applicants for their network. The reason I write about this here is that if you ever feel like you’re being sold to, it could be a red flag that the franchisor is desperate to get people on board, they should be putting some rigor into their recruitment process and assessing whether the franchisee is the right fit for the brand and that the business opportunity can meet the potential franchisees personal and business objectives.
In order to know if the franchisor is the right person for you to partner with or join a business with, you really need to
get to know them and their business intimately, and there are several ways to do this — searching online reviews of the franchisor, reviewing how your application has been managed by the key executives in the business and the overall professionalism of the process they use to recruit franchisees. These initiatives are important, but attending a discovery day will give you the final verification if this business may be the right business for you, and for that purpose, you should visit the franchisor’s head office.
The discovery day is a face-to-face meeting, usually at the head office of the franchise company, which takes place between one or more prospective buyers and the franchise company. It’s called this because it used to be the way that prospective buyers discovered who ran the company and learned about the company and ownership opportunity. Today, the Internet allows prospective buyers to research much of the information they would have learned at discovery day, but it doesn’t allow prospects to have a face-to-face
meeting with the executive team. This is one of the biggest benefits of discovery day. Meeting the executive team allows prospective buyers to get a true feeling for what the company is about, what their beliefs are and what they believe is the key to being successful.
During the pandemic, many discovery days and interviews took place online. Although this can expedite the process and you can see the people that you are dealing with, nothing can substitute seeing the franchisor and their support team in their offices.
The discovery day is so called because it is a day of discovery. For the franchisor and for you, the prospective franchisee. It’s your chance to discover what it’s like at the head office and who the team that is going to support you are, who they are as people and as franchise executives, what their values are, what the culture, their vison and mission for their business and their franchisees are.
Whilst you’re evaluating them, they’re evaluating you and determining if you’re the right fit for their business. usually, the owner, founder, Ceo and key executive team will be in attendance so they can determine if you’re the right fit. The best franchisors never sell a franchise, they grant the rights to the ‘right’ franchisee. For this reason, they need to interview you, spend time with you and understand why you are going
to be the right fit for them and uphold the standards and the brand that they have created, they’re putting a lot of trust in you to use and represent their brand.
you must be officially ‘invited’ to a discovery day. you will be invited as long as you’ve been doing what’s been asked of you — if you’ve been participating in the franchisors’ sales process and you’re financially qualified to purchase the franchise.
Make sure the franchisor isn’t selling, make sure they’re assessing you and granting you the right to be a franchisee and join their brand.
3
t he Franchisees
Talking to franchisees of the network is the best way to really know what the franchise system and opportunity is like, and you have the opportunity to do so by speaking directly with that network’s franchisees.
under the franchise Code of Conduct, franchisors make available to potential franchisees a suite of legal documents which includes the Franchise Disclosure Document, this document shares important information that the government requires the franchisor to share with prospective franchisees so they have full disclosure of the business they are considering and shares with the prospect the key information
that they need to know to make an informed decision. you can ask for the franchise disclosure document as part of your discovery process, but some franchisees will only release this at the appropriate time in their recruitment process.
Most disclosure documents will include a list of both present and past franchisees and their contact details. The latter may be a reason why the franchisor is unwilling to provide you with the disclosure document as this contains these details. These exited franchisees are not in themselves a red flag, but if the franchisor discourages you from talking to franchisees or specifying who you should talk to, that could be a red flag. Franchisors shouldn’t have anything to hide and should be open to your talking to anyone you wish within the business.
I am a strong believer that not everyone is right for business, for franchising and for particular franchises, so people leaving a franchise system or even potentially being bitter is just part of life and business. ultimately, every franchise system has some disgruntled franchisees. asking the right questions of them and other franchisees will give you an accurate read on the franchisor and the franchise system. you should speak to both current and past franchisees and ask them questions about the franchisor and their personal experience with the franchise. Remember you may hear some less than favorable responses and if you do, you should explore that with the franchisee to understand if it is a system related issue or an issue for that particular franchisee.
There are a lot of questions you can find online or in my book ‘Invested’ how to be successful as a franchisee available on amazon or you can simply google what questions to ask, and you will find thousands of responses.
either way, do your homework, get the right professional advisors, don’t let the franchisor sell to you and most importantly speak to franchisees of the network that you’re considering.
Doug Downer - The Franchise Guy™ Franchise Ready
+61 2 8999 1120
www.franchiseready.com.au
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Single Unit and Master Opportunities
Initial Fee from $20,000 Start Up Cost from $17,000
2025 e m PLoyer e ssent I a L s:
M ASTERING Y OUR T A x AND S UPER O BLIGATIONS
Emma Rosenzweig | Deputy Commissioner for Superannuation and Employer Obligations | ATO
Can you believe it’s already 2025? Please take some time over this summer to review how you’re managing your tax and super obligations as an employer, so you can focus on the best year yet for your business.
g reat governance saves you time
Check now that you have effective governance in place to free up your valuable time later in the year. here’s what I recommend:
1. Accurate reporting: ensure you have systems and controls in place for accurate reporting, enabling you to pay on time and to the right account or super fund.
2. Accurate record keeping: Make sure you have a process in place to keep all necessary documentation and calculations, and all key staff have the necessary payroll skills and knowledge.
3. Accurate payroll framework: Review your payroll framework to make sure it has clear documentation, including policies, procedures, and written guidance for all roles and responsibilities.
4. Accurate and timely payments: Make a note of key lodgment dates (more information below) so you don’t forget to pay in full and on time, to avoid penalties or additional charges.
We have resources available to help navigate your record keeping obligations at ato.gov.au/recordsforemployers
k ey dates to remem B er F or 2025
Depending on your tax and super obligations, there’s a range of lodgment and payment dates throughout the year. These include:
• 28 January, 28 april, 28 July, and 28 october: Quarterly super guarantee (SG) payments due. If you use a clearing house allow extra time for your payments to make it to the super fund by those dates.
• 31 March: end of the 2024-25 fringe benefits tax (FBT) year.
• 1 July: sg rate increases to 12%.
• 14 July: single Touch Payroll (sTP) finalisation
Plan ahead by using the ATO app at ato.gov.au/app and visiting ato.gov.au/businessduedates.
at the heart of your business. When you stay on top of your SG obligations, you’re securing the financial future and wellbeing of the people who keep your business going.
In addition to paying SG payments by the due dates, don’t forget the minimum SG you must pay for your employees is 11.5% of their ordinary time earnings (oTe ). This will increase to 12% from 1 July 2025.
If you find super confusing, check out our short series of helpful educational videos at ato.gov.au/superseries or visit ato.gov.au/superforemployers for advice on how to set up, calculate, and pay SG. you can also run a quick check of your super obligations to make sure you’ve got everything sorted by visiting ato.gov.au/superquickcheck
t ime Ly P ayments avoid cost Ly P ena Lties your sg payments must be received by your eligible employees’ super funds on time and in full.
If you don’t do this, you must lodge a super guarantee charge (SGC) statement and pay the SGC. This is calculated using salary and wages, and includes interest, administrative fees, and penalty considerations, so it’s best to pay on time.
u nderstanding Payday s u P er
There’s an upcoming change to the super system called Payday Super. From 1 July 2026, employers will be required to pay their employees’ SG at the same time as their salary and wages.
If you use the Small Business superannuation Clearing house (sBsCh), this will be closing on 1 July 2026. you’ll hear more from us about what you need to do, so if you haven’t already, I encourage you to subscribe to our Small Business newsroom.
Keep up to date with these changes and what Payday Super will mean for your business by visiting ato.gov.au/paydaysuper
m ake re P orting a B reeze with st P
single Touch Payroll (sTP) simplifies your employer reporting obligations –perfect for busy franchises! sTP works by sending tax and super information from your sTP-enabled software to the ATO when you run your payroll.
If you have just started a business or have recently employed staff, you need to report through STP from your first payday. Because sTP data is so important, if you find a mistake, take action to correct it as soon as you notice it.
F F or Fina L ise
Remember when you need to finalise your sTP record. This includes:
• If an employee leaves your franchise – consider finalising their records and don’t forget to include a cessation reason. It will make sure you don’t accidentally forget to include them at year end.
• If you change software providers mid-year – there are important steps you must take to make sure you don’t duplicate your reporting and overstate your employee’s income.
Don’t forget the most important time to finalise – by 14 July each year.
not reporting through sTP? If you don’t
have an approved exemption, deferral, or concession in place, you need to start your sTP reporting now. To find out more, visit ato.gov.au/STP
tax F i L e num B er dec L arations
Remember, if you report through STP you don’t need to send us your employee’s completed paper tax file number (TFN) declaration. We’ve already received this information through your STP reporting. Just be sure to keep them for your records.
w ithho L d the right amounts
help your employees meet their endof-year tax obligations by withholding the right amount of tax from payments you make to them. your accounting software, our tax tables or online tax withheld calculator will help you do this. For more information, visit ato.gov.au/paygw
a void a n ew y ear ‘fringe benefits’ hangover
you may have a fringe benefits tax (FBT)
liability if you provide your employees with extra perks. FBT can be a bit tricky to understand, so we have some great guidance at ato.gov.au/fbt
The 2025 FBT year ends on 31 March, so remember the four key steps to getting your FBT reporting right this fringe benefits tax time:
1. Identify what qualifies as a fringe benefit.
2. Determine the taxable value. use the approved valuation methods to calculate the taxable value of the fringe benefit to determine if you have an FBT liability.
3. Lodge an FBT return. If you have an FBT liability you will need to lodge your FBT return and pay any FBT you owe by 21 May 2025, unless your tax agent lodges electronically for you.
4. Keep records to demonstrate your calculations. Make sure you are keeping relevant records for the required timeframe to support your FBT position.
Reminder: you now have the option to use existing records instead of travel diaries and employee declarations for recording some fringe benefits. you can rely on existing corporate records if your records meet the minimum required
information. Find out more on record keeping at ato.gov.au/FBTrecordkeeping
s u PP ort F or sma LL B usiness em PL oyers
If you would like more guidance, we also have a flexible and free online learning hub for small businesses, educators, and tax professionals.
our essentials to strengthen your small business courses are designed to help build your confidence in financial and business literacy so you can nail your tax and super obligations.
To find out more, tour our site at smallbusiness.taxsuperandyou.gov.au
aLL the B est F or 2025
We wish you continued success in the year ahead and encourage you to use our range of resources by visiting ato.gov.au/employers or talk to your trusted tax professional.
Emma Rosenzweig Deputy Commissioner for Superannuation and Employer Obligations
ATO
ato.gov.au/employers
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. our mission our aim our vision
To deliver an exceptional takeaway coffee experience to our customers, one cup at a time.
To offer quality products combined with an unforgettable service experience to each and every customer who visits our stores in Australia and beyond.
s e L ect I ng a store H OPE SHOULD NOT BE YOUR S TRATEGY !
Peter Buckingham | m anaging d irector | s pectrum a nalysis
Entering the world of franchising may lead you to an encounter with the fickle world of site selection and site analysis? You are about to invest much of your hard earned money into your new venture, and you must be asking “Where should I open my first, second, third store?” – and it doesn’t get any easier?
you have all heard the adage that the most important thing in Real estate is Location, Location, Location, and I guess retail site selection is definitely a subset of Real estate.
Whilst your franchisor should assist you, there will be a degree of responsibility you will have to shoulder, and this probably means thinking as a retailer.
Court decisions have shown that a franchisor does have some degree of responsibility for site selection, and it also shows that the decisions must be
based on facts and data. If you feel the “wet finger in the air” is all you need, maybe you need to try adding the words “your honor” to each sentence!
you can have the greatest products, best fit out, fantastic look and still fail miserably, if you have not given site selection some serious consideration. It continually amazes me how much effort some clients put into selecting a new store without addressing the biggest issue – WhaT Do I ThInK ThIs WILL seLL ($)?
w hat shou L d i ex P ect F rom my Franchisor?
Franchisors will normally not tell you their saLes forecasts for a store (mainly for legal reasons). They should offer you information about the area – maybe demographics, maps of where the competition is, information about the shopping centres etc. however they will tell you that it is your responsibility to make the call on your future sales.
under the Franchise Code of Conduct, Franchisors are obligated to give you the names / contact points of other Franchisees, so we can only recommend you take them up on that, and try and make contact.
The simplest method of sales prediction is what we call the anaLogue model. This means find like stores, see what they are selling, and then make your judgment from that.
If I am planning to open a kiosk for a particular brand in Westfield Parramatta (super Regional shopping Centre in Melbourne), then the analogues I would be looking for is what sales other kiosks are selling in the likes of Chadstone, Fountaingate, Knox City, highpoint, Chatswood, Warringah Mall and other super regional sized shopping centres around Australia. What is NOT relevant would be the sales in strips or the CBD or small shopping centres.
Maybe you can also take into account which shopping centres (above) are most like Parramatta in size,
demographics, position you are being offered etc, and this will help to decide which of the comparative sites are most relevant.
Once we have some comparisons, you should be able to at least have a feel for a range of saLes the store should achieve.
t
he F orecast
Pro F it and Loss
Before signing a lease for any store
– you must have done some forecast Profit and Loss? My most simplistic view is this can be broken down to six Lines:
sales (gross revenue
Less
• Cost of goods sold
• Rent
• Labour
• other
= Profit <or Loss>
If we ask ourselves how accurate we can be with the various factors, it should look something like:
Sales – neeD heLP To have a CLeaR unDeRsTanDIng oF WhaT ThIs LoCaTIon WILL seLL. naturally the real estate agent or the shopping centre leasing executive will have a great positive spin on how good it will be, but they are not putting in their money!
Cost of Goods Sold – easier – should
be a % of sales (or a range)
Rent – we know that from the lease being offered to us from the real estate agent.
Labour – we should have a good idea of staffing requirements
Other – we should have a fair idea –Petty cash, telephone, uniforms etc etc.
The point is the BIggesT source of error that will make or break this Profit projection will be that line called saLes or gross Revenue.
This chapter what to think about as far as the site is concerned, to make the saLes as high as possible.
a vai L a BL e in F ormation F or good decision making
The 2021 Census of Population and housing is produced by the australian Bureau of Statistics (ABS) and was released in June 2022. This will be the best data to consider for the next 5 years.
The other ABS data we see as highly relevant is released every 5 years and covers population forecasts. The latest was released in October 2024, and covers population forecasts by age group (0 – 4, 5 – 9, 10 – 14 etc) and covers the years 2022 – 2032.
The Census is available on the Australian Bureau of Statistics website, and I suggest you may want to try the following to experiment with what
information is readily available for free:
• go to www.abs.gov.au
• go to Census (top of page)
• go to Find Census Data (right hand side)
• go down to the box called search QuickStats
• Put in the area you want – suburb, postcode etc
you can now see a map of the area and much of the relevant information for that area, and you can scroll down, comparing it to the State and National averages.
Business data on how many businesses are in an area is not that simple, but at the time of writing, we have this data as per the numbers, type and size of businesses at 30th June 2024.
For most business decisions, these are the most relevant data sources to describe the area you are looking in to.
s hou L d i B e L ooking in s ho PP ing c entres or s tri P s?
shopping centres definitely have higher attraction power for the customers as the volume of traffic is normally higher (and therefore the rent). In Australia we can gather the basic statistics on shopping centres from the Property Council of Australia, who produce on line data giving a page of details for nearly every shopping centre in Australia, unless the owner is not a member of the Property Council of Australia and does not wish to be included.
The Property Council data tells us the owner, manager and their contact details. It then tells us the gL aR – gross leasable area retail and MaT – moving annual turnover of the centre. It also gives details on the major tenants and their area, number of car parks, who the smaller tenants (Specialty stores) are, estimated Pedestrian Counts and details on major refurbishments of the centre. Different owners may collect data in different ways, so we are at the mercy of the details supplied to the Property Council.
In the case of strips, there is no formal collection procedure or body that acts like the Property Council. We use a product called Strip Locator which is a method of comparing one strip to another as an indication of the strength of the strip.
PRoduCT mix (ComPETiToRs)
Normally higher in a SC and measurable
Some governance in a Mall depending on the owners as they can limit the competition if they wish
Normally much higher with little long term protection
Currently most SCs will give only a 5 year lease with no options, so you are at their mercy at time of re leasing
m y ti P s on what is i m P ortant:
For a Free standing store – Fsdt – or Free standing drive thru
The FSDT store is the very high investment that McDonalds, KFC, hungry Jacks or one of the supermarket chains or oil companies make. If food is the main sale, then it is often known as a Quick serve Restaurant or QsR.
The first Driver they must be looking for is traffic, and how many vehicles per day pass the store. Traffic measurement can be done in many ways, state Roads Dept, Councils or standing outside with a counter! The normal measurement you are looking for is 24 hr, both directional, weekday traffic counts.
The second Driver is visibility, because you can have a great store, great traffic, but it needs to be seen, preferably from far enough away so the drivers can make a conscious decision to turn in. visibility of signage and the building both contribute to a highly visible FSDT.
My next item is the demographics. It is no good having a store selling one product range when either there are few people in the area, or they are not likely to be your customer. Whilst companies like ours can provide detailed demographic information, you can always look up any area in Australia yourself on the ABS website, www.abs. gov.au and then look for Census Data, and then Quikstats. you can put in a postcode or suburb, and find out from the Census 2021 about that area.
Lower and unpredictable
No protection from your competition acting any way they wish
More chance of a lower rental
More likely to be able to negotiate longer tenure, including options for lease renewals
Think in terms of what you are selling, the pricing point and who you are selling to. If your average meal price point is very high, then selling into low socio economic areas is probably less attractive than high socio economic areas. If you are selling kids meals and ice cream, then young kids and their parents should be the best target audience. a Target Market Index is one way of putting together 2 or 3 demographic variables to see which areas are best for what you are selling.
Site suitability is the next on my Drivers list, and this is the physical items the site can offer. Many years ago when working with KFC, we use to see huge variation from the little, original stores that had 20 seats to the more modern 100 seat restaurant. If leasing an existing store, these areas must be considered. ie. Number of tables, counter length, outside seating, drive-thru windows and queuing, access, parking and many more physical attributes.
My final point is competition. In food QsR’s we have seen the advent of what we call a Cluster. A cluster is a group of 3 or 4 QsR’s that may share common access and parking, and partially they are successful as they offer a variety for a family to shop at. As well, the average rental may be slightly lower than a pure stand alone, as the site efficiency is better with shared parking and multiple access points.
our view is that it is a “friend and foe” situation, where the others in the cluster actually work for each other to bring in
SHOPPING CENTRE STRIP SHOPPING
TRAffiC
REnTs
Long TERm REnE wALs
a greater amount of business than the sum of the individuals would bring in. On the other hand being a single store, say 1 km away from a strong cluster is detrimental, as a single store does not have the attraction of a cluster. In $ terms, we use to estimate each additional store in the cluster added around $800 pw. sales to the client we were working with.
In summary, my 5 top things for consideration for a FsDT are Traffic, visibility, Demographics, Physical site issues and Clustering.
For an inline store
My definition of an Inline site is normally in a shopping strip, or amongst other sites facing on to a road and / or footpath. A shopping mall such as Pitt st Mall, Bourke st Mall or Rundle Mall (with no cars allowed) are also Inline sites.
The first thing I feel is important is the power of the shopping strip you are planning to enter. We call this the Generator rating, and what is it that is around you that will attract business to your immediate area.
We run a product called StripLocator, which is a methodical way of measuring the number of stores in the strip, and the proportions or mix of stores, and look to how they suit the business proposed. As I said earlier you can look for the daytime generators in the form of supermarkets, banks, chemist shops, post office and newsagents. If you are a night time product or a café or restaurant, you probably are best clustering in the vicinity of other similar businesses. For example, why do you find many restaurants and coffee shops near picture theatres? Because they draw a continuous flow of people before and after the films.
StripLocator allows you to compare shopping strips in each capital city in the same way, and create a ranking or priority order for how you will lay out your future network.
Secondly, before selecting a site, you need to think in terms of how my product rates in terms of Impulse vs. Destination. If we think of it in terms of a line, where do we sit on that line?
high impulse items are usually low cost, spontaneous purchases such as buying a carton of milk, a packet of cigarettes for a smoker or a newspaper. you may make some decision where you go, but convenience normally drives this purchase.
When we look at the most high Impulse business we can imagine, think of a Busker. In this case, they are very mobile, and are able to move to the best traffic flow at no cost, other than moving their instrument and case and walking to the other side of the pavement or whatever.
The rental you pay for a property is probably defined by the owner’s view on whether the premise is on high traffic flow and high visibility. What you need to do is pay the appropriate rental for the appropriate store, and if you have a high Destination type product, then you do not want to be paying top rental for the peak corner on the strip. If you are a high Impulse product, then you do need high passing trade, or you will not sell your goods. No point being down the side street paying cheap rental if you have a high impulse product such as phone cards, sandwiches or other food items.
Store Suitability in a strip is pretty much a function of size, window frontage, whether you are on a corner or not, and to an extent being at ground level with easy access. Store suitability is having the right size and shape of store for what you are selling (and rent you are paying). If you need 80 sq m, it is no good having 120 sq m. If you need to display your goods in the window, it is no good having a 3 metre frontage, with the door taking up the first 1.5m!
The fourth is the demographics. It is no good having a store selling one product range when either there are few people in the area, or they are not likely to be your customer. Whilst companies like ours can provide detailed demographic information, you can always look up any area in Australia yourself on the ABS website, www.abs.gov.au and then look for Census Data, and then Quikstats. you can put in a postcode or suburb, and find out from the Census 2021 about that area.
Think in terms of what you are selling, the pricing point and who you are selling to. If your average meal price point is very high, then selling into low socio economic areas is probably less attractive than high socio economic areas. If you are selling kids meals and ice cream, then young kids and their parents should be the best target audience.
My final point is competition. Whilst you may not want to be exactly beside your main competitor, being in a group of like-minded businesses tends to draw the public to the area, and gives you a higher turnover than being out on your own.
I speak with many FsDT and QsR operators, and I hear comments like – we just go near a McDonalds, or in a strip, let’s just go near the Grill’d. This is probably quite a complement to their site selection procedures; however they do draw business to the immediate area. Why do we see high concentrations of QsR’s in the likes of glenferrie Rd, Malvern or northbridge in Perth? Basically, because they work well together.
In summary, my 5 top things for consideration for an Inline are:
1. Generators
2. Pedestrian traffic
3. store suitability
4. Demographics
5. Competition / Clustering.
t he rea L ity o F se L ecting a commercia L site
The first thing you learn is all real estate agents are born optimists. With these Covid times, you have the power to negotiate – so use it! The reality is they will advise you that the site you are seeking will be hard to find, and that they have the perfect opportunity, (normally if you sign up quickly)!
Reality is that out of about 20 stores you will see, probably only one or two will truly meet your requirements.
I normally recommend you write a ‘Property Guideline’ that you can show agents and others what you are seeking. at Caltex, we would be offered about three or four ‘opportunities’ a week. The oil industry works to some reasonably clear parameters, and it was just a matter of filtering real opportunities from time wasting ones.
My property guidelines to address the following types of issues:
• Size – we were looking for mid blocks of around 80 m long x 45 m wide approx. If a corner block, then around 60 m x 60 m
• Physical characteristics – our preference was a flat block, or if possible slightly above the road rather than below. We would prefer to be on a flat section or slightly uphill section of the road, definitely not a steep decline
• Side of road – we would prefer to be on the ‘going home’ side of the road, or the ‘neutral’ direction. Inbound was not so good
• Competition – we obviously did not want to be on the same traffic flow as any of our other sites. even better if few or no other competitors were servicing the area
• Road type – traffic flow was important, and the more, the better in general. you can now find traffic data for any capital city area, hopefully covering the area you are investigating.
• Demographics – in australia probably the highest fuel users are medium income people, living in outer suburbs of the capital cities
• Visibility – we would want good visibility for our signage. The best was on the outside of a right hand curve in a road, so our signage was directly ahead of the traffic
• Access – you had to be able to come in and out easily. No much good if you could not come in off the main road
• Suburbs or areas – we would nominate suburbs or specific areas we were actively seeking new sites in, and not be afraid to mention areas we were not looking at, either because we were well serviced in the area, or we knew the land cost would be prohibitive.
Once this was all formed in the property guideline, it was willingly sent to all agents, developers and other interested parties we knew.
s ummary
There is no magic formula to selecting a commercial site, rather a process you
need to follow and a line of thinking to make sure the site you finally select meets all the criteria you feel is essential for your new business venture.
I cannot tell you to look at the left hand side compared to the right hand side of the road, or look for the busiest, most expensive store in a shopping centre compared to the $2 discount store at the back.
What I can tell you is ThInK on what your business is about and try and match as best you can the commercial sites being offered to yours and your customer’s needs. There will always be the attraction of a better/bigger site – at more rent, and you have to evaluate that to your ReaL needs, not the sales pressure being placed on you by a leasing agent.
For further information contact me today!
Peter Buckingham Managing Director Spectrum Analysis Australia Pty Ltd
W HAT TO DO IF YOU WANT TO become a mu Lt
I -un I t
franch I see
Brian Keen | Founder | Franchise Simply & Systems2Grow
significant in the franchise sector worldwide.
Relationships predicts this percentage will grow because it gives franchisors a great way to expand the group using people they know and who know them and it gives experienced franchisees in the group a new, challenging way to expand their own business.
In the us, multiunit franchising has become the go-to strategy in recent years because franchisees are drawn to the idea of significant financial gains and lower operating costs produced by owning more than one unit. There is also a safety net in owning more than one site because franchisees are not dependent on income from only one outlet.
• entrepreneurs getting together as business partners to operate 5 to 8 more units.
• Corporately trained executives establishing miniorganisations with 10 or more units.
Corporate business franchisees are becoming significant owners and they can hold a significant number of franchises from many different franchise groups.
This sector is expanding in Australia too.
So, how do you become a multiunit franchisee and build a business which can give you so many advantages.
My journey in franchising started over 30 years ago when I purchased a Bedshed franchise in Fremantle, Western Australia. I then grew to become a Bedshed multiunit owner with seven outlets. This experience has only grown as I became a franchisor with seven brands and over 120 outlets and a franchise consultant and mentor helping many take the journey into franchising and expand their franchise groups one way or another.
e xperience tells me there are a number of things to take into account.
g o in with eyes wide o P en
People purchase a franchised business for so many reasons and each of us will have as many reasons to measure our own success in business.
Some of us are looking for a way to bring in the money to live. Some of us are passionate about a particular product or what a product can do for people and would do almost anything to work in that area. Many of us are looking for a business we can grow.
not many of us purchasing our first franchised business though, really understand what’s involved. Many of us buying a franchised business are new to business and are looking for a safe way to learn how it all works as well as making the money we think we deserve.
Whatever your experience in business and whatever the reason you are looking to buy a franchised business, it pays to go into it with eyes wide open. especially if your measure of success is to eventually grow your business significantly through multiunit franchising.
know what your new franchised business can do
If your aim is to grow your business by owning more than one franchise in a group, make sure before you sign that Agreement that this is going to be possible. A highly specialised business which only has the opportunity for a few outlets in your region will probably not give you the chance to build your multiunit empire. Think about your options for growth.
know what you have to do to make it happen
Whatever business skills you have or don’t have when you purchase a franchise, you will have to learn more.
First, how to get things done the franchisor’s way. Making the franchise system work in a business model where everything needs to be consistent, look the same, feel the same means you absolutely have to know where you follow the system and where you have the latitude to go your own way.
u nderstand how a
F ranchisee B usiness
J ourney P romotes growth over the years
every franchisee, especially a franchisee new to business, will have a journey to take to gain the skills to operate more than one franchise unit.
understand the basics
First you will have to concentrate on learning how to deliver the service or product the franchisor’s way. you might be an experienced restauranter but if you purchase a franchised restaurant you will have to learn how to manage that outlet their way, a more difficult task if you have habits to unlearn. It is no accident that Maccas make prospective franchisees work in one of their restaurants for a year before they are considered.
Through this time franchisees new to business will also have to learn business basics.
Most franchisors have this aspect of support and training under their belt. Their operations manuals will cover technical details to one level or another and their support staff will know how to help.
get business under control
Once the basics are covered, the pressure will be on to really understand how business works. Key will be truly understanding:
• Marketing and what can be done at a local level to lift your trade
• staff management and what can be done to develop a skilled team
• Customer service so you become the best and most popular
• Financial control through business growth, a tricky balance
And one that has exponentially changed business post CovID:
• Managing a business in a rapidly changing AI environment
The very best franchisors know they
have to help their franchisees develop their business skills. I have a Franchise simply Radio show interview with John O’Brien from Poolwerx explaining that when his franchise group was just a few years old, he was forced to completely change his whole support team from one focusing on the technical aspects of pool cleaning and maintenance to a team more focused on business skills needed to manage business growth.
Recently I learned about a multiunit franchise owner in Poolwerx. This man is from a corporate background and not trade so he understood what it takes to grow a business and that is how he approached his franchise. Today, he owns a few outlets, with his own staff managing the pool shops and mobile units, The reason he purchased a Poolwerx franchise rather than any other was because of their great franchise community and the support office which includes business training for those ready for it. They encourage their franchise partners to grow a career in the group as skills grow. We completely endorse this approach.
Being able to manage an array of software will be included in this suite of business skills starting with xero to look after the books, and probably software for project management, client relationship management and email, operations in the cloud are going to be the simplest systems needed in most franchises.
unfortunately, business training and digital management is where most franchise support drops the bundle. But it is essential you have these business skills under your belt if you want to grow your business significantly.
So, if franchise business support and training is lacking then get your own. Find a good coach with franchise experience, pay the money for their time and put in the effort to learn everything you can about building a business at this level.
then understand you will have to grow personally to work on the business and leave running the business to others
Give up working in the business managing the day to day of customer service. Absolutely key is the fact that you must delegate running the daily operations of your business to staff. Absolutely key is the fact that you must step away and work fewer hours but get more done through great team building.
Now is the time to work on the business rather than in it. your business coach should be able to help here too.
i t’s the unex P ected that creates the magic
I had another Radio show interview with Scott Greenberg discussing the research he has recently done for his book, ‘The Wealthy Franchisee: gameChanging Steps to Becoming a Thriving Franchise Superstar’.
Inevitably, Scott found the wealthy franchisees were those who built their business through purchasing more franchise units.
What was surprising though, was that the usual factors did not really play a part.
Scott found you do not need to have the best territories in the group. yes, your area does have to have some potential but a good franchisee will make a success of any of their business outlets, even those in more mediocre areas. he cited examples of non-performing franchise outlets being taken up at a low price by the top performing franchisees
in the group and being turned around to become profitable.
Certainly, when I was a Bedshed multiunit franchisee in the 80’s at the beginning of my franchise journey, I was asked by my franchisor on a couple of occasions to put an offer in for badly performing outlets in my region and I found I was able to create one of the best outlets in the group.
Scott also found that you do not need to become a workaholic, working 80 hours a week, losing contact with your family and your life. Actually, the exact opposite is more successful for building business. you need to become a proficient business owner with the ability to delegate and have the time and emotional energy to manage the business from an overview perspective. and finally, scott found you do not need to come into franchising with lots of business experience. A franchised outlet gives those new to business a great place to more safely establish their first business venture and learn about the nuances of making it all work. In most cases the franchisor will have done the hard yards, establishing the brand and putting in systems to make delivery of
the product easy and some will have great systems to help you learn about business too.
What scott did find is that there are three personal characteristics all wealthy franchisees have.
keep a clear head
Life in business is a journey. Sometimes things will be rosy and go well but more often than not things will seem to go wrong. It is so easy to react instantly with emotion when that happens and allow ourselves to feel fear, anger, frustration and allow these emotions to control the way we respond.
Scott found that the wealthy franchisees did not respond in this way. They were able to separate themselves from emotion and control it fast which meant they were then able to examine the situation dispassionately, look at the data and what was actually happening. In turn, this meant they were then able to make clear headed decisions on how to move forward.
They all employed this strategy with every potentially adverse situation they faced. Managing staff, managing their relationship with their franchisor,
handling difficult customers, facing difficult business circumstances and financial constraints. They embraced mindset learning and used techniques to better understand why others around them were responding the way they did and to better manage themselves. The bottom line is – get rid of the ego and stay calm and centered.
I have to confess it was well into my business journey when I first started to understand this. I met a great guy, Paul Blackburn from Quantum Orange in early 2000s, a mindset guru who has a wonderful way of explaining how our mind and emotions work and how to better manage them. There are a couple of great interviews with Paul in my Franchise simply Radio show podcast series available on Spotify and iTunes if you are interested.
stick to the system
The next thing Scott Greenberg considers to be a central trait of the wealthy franchisees who own more than one outlet is, as I have mentioned above, they stick to the proven system developed by the franchisor. If you are going to manage more than one outlet, you need to have a central system to get the work done efficiently, The success of any franchise group
depends on a good system controlling the way everything is done to maintain brand consistency. So, use this system.
This doesn’t mean you have to keep all your new business ideas to yourself. As John O’Brien from Poolwerx has told me, ‘I haven’t had a good idea for years, they all come from my franchisees’. Poolwerx depends on franchisee engagement and ideas to keep the brand current and the systems up to date.
So, engage with the group and get your ideas up for consideration. Do your bit to help with training activities, put yourself on things like the franchisee advisory council or it’s sub-councils, engage with your franchisor and help to build the brand system and the confidence of your fellow franchisees to build the group as a whole.
use your business to improve the life of all touched by it
The very best franchisees Scott came across were not in business for the money. Of course, they were there to grow the business and succeed and along the way the money grew too. But in the majority of cases, they were there to improve the life of their customers both with their products and with the best customer service ever.
Great customer service was a central tenet behind every wealthy franchisee business and all spent time training their staff to make sure this was an essential part of every customer contact.
These franchisees also saw that working to have a great relationship with their franchisor, helping their staff to enjoy being part of the team and improving the life of anyone around them was essential to their working life.
o n Ly then wi LL you have the ski LL s to B ecome a mu Ltiunit F ranchisee
In conclusion I have found you can’t build a business empire by just purchasing lots of franchise outlets. you have to put in the work to grow in business and put your ego aside in the process.
I have found success only comes when you:
• Learn to build business by understanding basic business skills which today includes a good grasp of cloud based business management
• Then delegate so you can work on business and not in it
• give yourself the time and emotional energy to concentrate on what’s important for business growth
• Concentrate on your mindset and that of your employees to manage your relationships with staff, franchisor and your customers
• Drop the ego and concentrate on building your business for the love of it and to improve the life of all who are touched by it
• Be proud of what you have achieved
The franchise sector and most franchisors have done so much to develop this amazing way of building business so, if this is something you want, embrace it and enjoy the journey from new business owner to multiunit franchise owner with pride.
Brian and Prue Keen Founders Franchise Simply & Systems2Grow 1300 960 136
MATTERS TO BE AWARE OF IN RELATION TO f ranchising in n ew Zea L an D
Stewart Germann | Principal | Stewart Germann Law Office
New Zealand is one of the most deregulated countries in the world to conduct small to medium-sized business. There is no specific legislation controlling the operation of franchising in New Zealand and other countries like New Zealand include Singapore and the United Kingdom.
New Zealand is one of the most deregulated countries in the world to conduct small to medium-sized business. There is no specific legislation controlling the operation of franchising
in New Zealand and other countries like New Zealand include singapore and the united Kingdom.
Prospective franchisees who are looking at buying into a franchise must tread carefully and do their homework. New Zealand is an exciting and fast developing market which contains at least 546 franchise systems.
• Franchising new Zealand 2024 survey: the results showed that the sector’s revenue has risen by $10.4 billion since the last survey in 2021 to $47.2 billion which is equivalent to 11% of NZ’s GDP.
• Franchisors and units: new Zealand is home to 546 business format franchisors, with 27,300 franchise units operating across the country
• employment: 114,340 people are employed directly in business format franchising
• Community engagement: nearly 90% of franchises contribute to their communities through financial donations, sponsorships, and other means
• Technology: the adoption of modern technologies, including artificial intelligence, is becoming essential, with 72% of respondents either using or planning to implement AI
• Disputes: only 1.5% of franchisees were involved in a dispute in the last 12 months and 19% of franchise brands were involved with mediation being very successful
• Franchise units by sector: administration and support services as the most popular followed by retail (non-food), accommodation and food, and construction.
Lega L Position
although there are no specific franchising laws, there are existing laws which protect franchisees; and the three main laws which provide such protection are the Fair Trading Act 1986, the Commerce Act 1986 and the Contract and Commercial Law Act 2017. Those acts focus in particular on misrepresentations and restrictive trade practices which include anti-competitive behaviour.
Once a franchisee has chosen a particular brand and franchise system and wishes to progress further with enquiries, the first question to ask is whether the franchisor belongs to the Franchise Association of New Zealand (FANZ). The FANZ was formed in 1996 and it publishes the Code of Practice and code of ethics which all members must comply with. On 1 December 2024 the existing Code of Practice and Code of ethics will be amended and become one Code of Practice and ethics.
Many franchisors belong to the FanZ but some have chosen not to join yet still comply with the Code. Others may choose not to join and do not comply with the Code and they should be described as renegade franchisors, in my opinion.
The Code of Practice has four main aims which are as follows:
1. To encourage best practice throughout franchising.
2. To provide reassurance to those entering franchising that any member displaying the logo of the FANZ is serious and has undertaken to practise in a fair and reasonable manner.
3. To provide the basis of self-regulation for franchising.
4. To demonstrate to everyone the positive will within franchising to regulate itself.
The Code applies to all members including franchisors, franchisees or affiliates such as accountants, lawyers and consultants and all prospective new members of the FANZ must agree to be bound by the Code before they can be considered for membership.
w hat does the c ode cover?
1. Compliance - all members must certify that they will comply with the Code and members must renew their certificate of compliance on an annual basis.
2. Disclosure - a disclosure document must be provided to all prospective franchisees at least 14 days prior to signing a franchise agreement. This disclosure document must be updated at least annually and it must provide information including a company profile, details of the officers of the company, an outline of the franchise, full disclosure of any payment or commission made by a franchisor to any adviser or consultant in connection with a sale, listing of all components making up the franchise purchase, references and projections of turnover and possible profitability of the business.
3. Certification - the Code requires franchisors to give franchisees a copy of the Code and the franchisee must then certify that he or she has had legal advice before signing the franchise agreement.
4. Cooling off Period - all franchise agreements must contain a minimum 7 day period from the date of the agreement during which a franchisee may change its mind and terminate the purchase. This is very important and the cooling off period does not apply to renewals of term or re-sales by franchisees.
5. Dispute Resolution - the Code sets out a dispute resolution procedure which can be used by both franchisor and franchisee to seek a more amicable and cost-effective solution. The Code requires all members to try to settle disputes by mutual negotiation in the first instance. however, this process does not affect the legal rights of both parties to resort to litigation.
6. advisers - all advisers must provide clients with written details of their relevant qualifications and experience and they must respect confidentiality of all information received.
7. Code of ethics - all members must subscribe to the Code of ethics which sets out the spirit in which the Code of Practice will be interpreted.
All franchisor members of the FANZ must have a franchise agreement which contains a dispute resolution clause and a cooling-off provision. In order to resolve disputes, mediation is the favoured method and it has a high success rate in relation to franchising disputes. however, if mediation does not work then there is always litigation which is certainly at the divorce stage of the relationship.
d isc L
osure
d ocument
Prospective franchisees must be given a disclosure document and franchise agreement by the franchisor. The disclosure document must provide certain information including the following:
• Details of the franchisor and its directors including experience and a viability statement with key financial information of the franchisor;
• Details of any bankruptcies, receiverships, liquidations or materially relevant debt recovery;
• Criminal, civil or administrative proceedings within the past five years;
• a summary of the main particulars and features of the franchise;
• a list of components making up the franchise purchase;
• Details of any financial requirements by the franchisor of the franchisee; and
• other information as listed in the Code.
Franchising in New Zealand covers goods and services in many areas including general retail, leisure and
education, business and commercial, food and beverage, health and fitness, computer and technology, home and building services.
w hat is a F ranchise?
It is helpful and essential to understand the definition of the franchise. The term “franchise” is defined in the Rules of the FanZ as follows:
“Franchise” means the method of conducting business under which the right to engage in the offering, selling or distributing of goods or services within New Zealand includes or is subject to at least the following features:
• the grant by a Franchisor to a Franchisee of the right to the use of a Mark, in such a manner that the business carried on by the Franchisee is or is capable of being identified by the public as being substantially associated with a Mark identifying, commonly connected with or controlled by the Franchisor; and
• the requirement that the Franchisee conducts the business or that part of the business subject to the Franchise Agreement, in accordance with the marketing, business or technical plan or system specified by the Franchisor; and
• the provision by the Franchisor of ongoing marketing, business or technical assistance during the term of the Franchise agreement.”
Consideration should also be given to the definition of a franchise agreement which means a contract, agreement or arrangement, whether express or implied, whether written or oral, between two or more persons by which one party to the agreement (“the franchisor”) grants, authorises or permits the other party to the agreement (“the franchisee”) the right to operate a franchise. Any contract, agreement or arrangement which purports to be a franchise agreement shall be deemed to be a franchise agreement for the purpose of this definition, notwithstanding that it may lack any or all of the requirements or attributes referred to in the definition of “franchise”.
c om P etition Law
The Commerce (Cartels and Other Matters) amendment act 2017 changed the Commerce Act 1986 by replacing the previous prohibition on price-fixing between competitors with an expanded prohibition on cartel provisions, which extends to market allocations and output restrictions, as well as to price-fixing, by competitors. The New Zealand cartel prohibition is very wide and will have quite an impact on franchise networks. Some additional clauses must be inserted into franchise agreements and there must be explanations, in plain language, as to why certain clauses are necessary. Consideration must be given to cartel clauses in franchise
agreements; for example, clauses that set or influence prices, restrict output or allocate markets will be caught. The possibility that alternative arrangements might achieve the same or a similar commercial outcome as a cartel clause should also be considered. Another consideration is whether the collaborative activity exemption or the vertical activity exemption would apply. e xpert legal advice should be obtained in relation to this Act.
There will not be a cartel arrangement in place where parties are not in competition with each other. In most franchise systems the franchisor will not be in competition with its own franchisees but that is not always the case. For example, a franchisor that owns its own outlet might be found to be in competition with franchisees. Similarly, where a franchisor sells online direct to the end consumer, yet at the same time has franchisees who sell to those consumers, it may also be in competition with its franchisees. There may also be instances where the franchisees are in competition with each other. Where a franchisor is in competition with a franchisee or where franchisees are found to be in competition with each other, there will be a competitive relationship, so the franchisor needs to be cognisant that there may be provisions in its franchise agreements that amount to cartel provisions.
The Commerce (Criminalisation of Cartels) Amendment Act 2019 introduced a new criminal offence for cartel conduct and the criminal sanctions reflect the covert nature of cartels and the harm they cause to consumers and the economy. The Commerce Act 1986 provides a number of statutory exceptions that would not constitute a cartel arrangement and may be pro-competitive. These exceptions relate to collaborative activities (for example, joint ventures or franchise arrangements), joint buying, vertical supply contracts and specified liner shipping arrangements as stated earlier in this paper. There are no defences for mistakes of fact relating to the elements of joint buying and promotion and vertical supply contracts. Therefore, it would be possible in the future for a director of a franchisor company to be criminally liable under the Act for a cartel offence. For an individual who commits an offence the penalty on conviction could be imprisonment for a term not exceeding 7 years or a fine not exceeding $500,000, or both. For a company which commits an offence the penalty could be up to $10 million so great care must be taken.
r estrictive c ovenants
The New Zealand courts have recognised that it is reasonable for a person in the position of a franchisor to impose a contractual restraint upon competitive conduct by a franchisee or an ex-franchisee, but such restraints must not exceed the boundaries of the court’s notion of reasonableness. The first principle is that it is reasonable for a person to stipulate that if he or she is willing to disclose all secrets of how to establish a particular business enterprise, then the recipient of the information cannot immediately terminate the contract and set up a competitive business using the information received during the course of the relationship. If the courts did not provide protection to franchisors against conduct like this, there would be no incentive for the owners of established businesses to share their secrets with others and enhance their business skills. The second principle is that it is important for the well-being of the community that every individual should, in general, be free to advance his or her skills and earning capacity.
The Contract and Commercial Law Act 2017 in new Zealand gives the courts authority to rewrite a restrictive covenant
and to allow an excessive covenant to be enforced at a lesser level. section 83 of the act states as follows:
“83 Restraints of trade
(1) The court may, if a provision of a contract constitutes an unreasonable restraint of trade –
(a) delete the provision and give effect to the contract as so amended; or
(b) modify the provision so that, at the time the contract was entered into, the provision as modified would have been reasonable, and give effect to the contract as so modified; or
(c) decline to enforce the contract if the deletion or modification of the provision would so alter the bargain between the parties that it would be unreasonable to allow the contract to stand.
(2) The court may modify a provision even if the modification cannot be effected by deleting words from the provision.”
The ability of the courts to modify excessive restraints is constrained by the principle that terms that could never have been considered reasonable will not be modified, as to do so would be contrary to the public interest. This is the doctrine of restraints that are in terrorem, which translates into ‘contracts that terrorise a contracting party’. If a franchisor could only ever have reasonably sought a two-year restraint within a 5-kilometre radius of the business in which the person established goodwill, then a nationwide restraint for 10 years could never be regarded as reasonable; and in that case the courts would refuse to rewrite the clause to determine that the period of 10 years should be two years and the area of the restraint should be 5 kilometres rather than the entire country. What then is a reasonable restraint? There are two factors – area and time. So the message is clear in New Zealand – for a restraint to be enforceable, it must be reasonable.
There have been a number of restraint of trade cases in the franchising sector both in Australia and in New Zealand in recent years. Two recent cases are Water Babies International Ltd v Williams & others and M and L holdings (2018) Ltd v Whenua Productions Ltd & Kuang. non-compete and other restrictive covenants need to be included in the relevant franchise agreement to be enforced during the term of the
agreement. An example of such a clause is as follows:
“The franchisee shall not during the term or any renewal period or at any time following the termination of this agreement or its expiration through the effluxion of time except with the prior written approval of the franchisor carry on or be directly or indirectly engaged or concerned or interested whether as principal, agent, partner, shareholder, investor, financier, lender, director, employee, consultant, independent contractor or otherwise howsoever in any business conducted in competition with the business, the franchisor and its other franchisees, or any similar business.”
In other words, a franchisor and a franchisee have a relationship for the term of the franchise agreement. During that period the franchisee must not compete with the particular franchise system and must not divulge confidential information to any third party outside the system without the consent of the franchisor. A breach of these covenants will usually give rise to an event of termination allowing a franchisor to terminate the franchise agreement with the particular franchisee plus it will allow the franchisor to enforce the personal covenants given by the directors and shareholders of the franchisee in relation to the restraint.
u n F air c ontract t erms
The Fair Trading Amendment Act 2021 brought in new obligations and restrictions relating to unfair contract terms, unsubstantiated representations, extended warranties, shill bidding, unsolicited goods and services, uninvited direct sales and lay-by sales, consumer information standards, product safety and product recalls, internet sales and auctions and auctioneers.
The existing prohibition on unfair contract terms has been extended in consumer contracts to small trade contracts worth under NZ$250,000 so this will affect franchising.
A contract is a standard form small trade contract if each party is engaged in trade (i.e. two businesses), it is not a contract between a business and a consumer, and the relationship between the two parties in trade in relation to the goods, services or interest in land provided does not exceed the annual threshold.
The Commerce Commission can apply to a Court for a declaration that a term in a contract is unfair. If it is found to be unfair by a Court then that business must not include a term (or is amended with the Court’s approval) or attempt to enforce or rely on the term. A business may also face:
• In the case of an individual fines not exceeding $200,000 and a company a fine not exceeding $600,000
• Court orders stopping that business from applying or enforcing that term and or orders directing a refund or payment of damages
u nconsciona BL e c onduct
The same Amendment Act introduced unconscionable conduct in trade provisions which are much broader and they apply to all conduct and not just contractual terms.
The unconscionable conduct in trade provisions are much broader as it applies to all conduct not just contractual terms. The term unconscionable conduct is not defined but the Amendment Act states that a Court can take the following into consideration:
• The relative bargaining power of the parties;
• The extent to which the parties acted in good faith;
• Whether the affected person was reasonably able to protect their interests; and
• Whether unfair pressure or tactics were used.
It may be that New Zealand will take guidance from Australian cases but at this stage no guidance or comment has been provided by the Commerce Commission.
The Commerce Commission can
seek penalties and fines as above. The Commerce Commission could also could bring civil proceedings; for example seeking a declaration from the Court in relation to unfair contract terms. The remedies include damages, injunctions and other Court orders. Whether the new amendments apply to any contract will depend on whether it falls within the definition of a standard form small trade contract. When looking at the annual value threshold this is assessed when the relationship first arises.
no definition is provided in the act. however, the prohibition is intended to address similar conduct as in Australia, where the courts have found conduct unconscionable that is ‘against conscience by reference to the norms of society’. The intention is that New Zealand courts will be able to draw on existing Australian case law.
i nde P endent Lega L a dvice
It is essential for prospective franchisees to obtain independent legal advice from a lawyer experienced in franchising as well as independent accounting and taxation advice. A franchisee should have a number of meetings with the franchisor and its representatives and all questions and answers should be written down and carefully kept for future use if required. Prospective franchisees should be able to rely upon everything they are told but be wary of financial projections provided by the franchisor. That is a dangerous area and in my opinion, franchisors should not provide financial projections at all but should provide actual financial results with the direction that the franchisee must go to its own independent accountant.
a ttractive m arket
New Zealand is very attractive for franchising and many overseas systems have entered the market including from australia, usa, Canada and the united Kingdom. International franchising is thriving and New Zealand is very desirable because there are no franchise specific laws.
Stewart Germann Franchising Lawyer at Auckland, New Zealand stewart@germann.co.nz
F RANCHISE M YTH
B USTERS :
w hy you s t ILL n ee D to m ar K et your b us I ness
Lauren Clemett | The Brand Navigator | Your Brand True North
Having a recognised franchise brand and proven system might appear an easier way to build a business, thriving as a franchise requires a savvy blend of traditional and cuttingedge strategies. Franchisees need to be more than just the ‘face’ of the brand; they need to be proactive marketers, community engagers, and personal brand champions. If you are an aspiring or existing franchisee, you can leverage new marketing technologies and develop your personal branding to maximise your success. here’s how:
Finding the Per F ect Fit
Before diving headfirst into a franchise opportunity, take a step back and consider your personal brand. your values, communication style, and professional aspirations should align seamlessly with the franchise’s mission and values. This synergy is crucial for establishing authenticity, communicating effectively, and leading your team with conviction. When you genuinely believe in the brand, your passion shines through, creating authentic connections with customers. Alignment makes it easier to embody the brand and communicate its value proposition
naturally. Think about your ideal work environment, preferred leadership styles, and the brands you naturally gravitate towards. These personal insights will guide you towards a franchise that complements your strengths and preferences. your long term success will be driven by your convictions, values and beliefs, so choose your franchise partner wisely.
Beyond the B L ue P rint
While franchisors provide marketing frameworks and resources, franchisees must actively participate in executing and localising these strategies. Don’t fall into the trap of thinking the Franchise head office is going to do everything for you. Instead, familiarise yourself with the franchisor’s marketing guidelines and target demographics, but also delve deeper into your local market. Who are your potential customers? What are their needs and preferences? Who are the competitors and what opportunities are there for you to take some market share? By understanding your local audience, you can tailor your marketing efforts for maximum impact.
you also need to position yourself as a local expert by sharing your knowledge and insights related to the franchise’s products or services. This builds credibility and trust within the community.
embrace digital marketing platforms like social media to connect with your audience, share stories, showcase your team, and provide valuable content. Don’t shy away from putting yourself in front of the camera or sharing your journey as an entrepreneur –authenticity resonates with customers and ensures your personal and business brands become memorable as well as recognisable.
Leveraging n ew m arketing t echno L ogies
As a business owner you need to understand the powerful marketing technologies available that can amplify your reach and effectiveness. e xplore aI-powered tools for content creation, social media scheduling, and email marketing. Automating these tasks frees up time for you to focus on other aspects of your business, such as building relationships and providing excellent customer service.
Implement a Customer Relationship
Management (CRM) system to track customer interactions, manage leads, and personalise your marketing efforts - don’t just wait for head office to ‘do something’. utilise social media analytics to understand your audience’s preferences and tailor your content accordingly. Being proactive will help your business be a stand out success.
Bui L ding y our Persona L Brand
your personal brand is a powerful asset that can significantly impact your franchise’s success. Actively engage with your community by attending local events, joining business networks, and participating in initiatives. Building relationships with other businesses can lead to valuable collaborations and referrals. Share your expertise through blog posts, articles, or videos. Providing valuable content establishes you as a thought leader in your industry. Cultivate a professional online presence through LinkedIn and other relevant platforms. highlight your achievements and connect with other professionals in your field.
t he Power o F
c o LL a B oration
Remember, you’re not alone in this journey. Successful franchising thrives on collaboration and support. Don’t hesitate to seek guidance and support from your franchisor. They often have valuable resources and expertise to help
you overcome challenges. Connect with fellow franchisees, sharing experiences, best practices, and marketing strategies. Learning from each other can be incredibly beneficial.
k ey takeaways F or Franchise s uccess:
• Alignment is Key: Choose a franchise that aligns with your personal brand and professional goals.
• Be a Proactive Marketer: Don’t rely solely on the marketing efforts from the head office. Take ownership of your local marketing strategy.
• Embrace Technology: Leverage AI, automation, and CRM systems to enhance your marketing effectiveness.
• Build Your Personal Brand: establish yourself as a local expert and community leader.
• Collaborate and Learn: Seek support from your franchisor and fellow franchisees.
Franchise success is a combination of leveraging the brand’s strength and cultivating your unique value proposition, positioning yourself as an industry and community leader, that will ultimately drive your long-term prosperity.
Lauren Clemett, the Brand Navigator, Your Brand True North
https://www.linkedin.com/in/ laurenclemett
https://yourbrandtruenorth.com/
franchise Listings Categories
AUSTRALIA
NEW ZEALAND
“Life in business is a journey. Sometimes things will be rosy and go well but more often than not things will seem to go wrong. It is so easy to react instantly with emotion when that happens and allow ourselves to feel fear, anger, frustration and allow these emotions control the way we respond.”
“Buying a franchise isn’t buying a business, you’re buying into someone else’s business. You’re actually buying a system on how to run a business and here’s the thing, you’re often not the first person to do so, so there’s a lot you can learn from others and the best way to do this is to complete your due diligence.”
Doug Downer
fiRsT CLAss ACCounTs
suite 302/237 scottsdale Drive, Robina QLD 4226
Contact: national office
Phone: 07 555 38200 or 1800 118 611
Email: info@firstclassaccounts.com or recruitment@fcfg.com.au
Website: www.firstclassaccounts.com
Business description:
First Class Accounts is Australia’s largest bookkeeping franchise. Our franchisees collectively service around 10,000 businesses throughout Australia and take pride in delivering a range of services helping small-medium sized businesses work smarter through the delivery of accurate, compliant bookkeeping services. you will receive extensive on-going training in our proven systems as you establish your own bookkeeping business from our dedicated business support manager, dedicated marketing department and dedicated technical team.
Membership: Franchise Council of Australia Year established: 2000
Number of franchise outlets: 125
Franchise business establishment fee:
$45,000 + GST
Training & support: 9 week induction training followed by 13 week marketing and business launch program. Plus, unlimited ongoing business, marketing, and technical support throughout your franchise term.
Locations available: Australia nationwide
FIRST ClASS CAPITAl
suite 8, 34 - 36 glenferrie Drive
Robina QLD 4226
Phone: 1 800 852 556
H&R BlOCk
Po Box 147
Thornleigh NSW 2120
Phone: 02 9483 3200
JIm’S BOOkkEEPING Phone: 131 546
JIm’S FINANCE PROFESSIONAlS Phone: 131 546
money Quest
Level 5, 278 Collins street
Melbourne vIC 3000 1 300 886 100
mAS TAX ACCOuNTANTS
267 nepean highway
edithvale vIC 3195
Phone: 1300 627 829
mORTGAGE CHOICE
Level 17, 309 Kent street,
Sydney NSW 2000
Phone: 1300 650 330
mORTGAGE HOuSE
Level 34, 101 Miller street
North Sydney NSW 2060
Phone: 133 144
SHOEBOX BOOkS AND TAX
PO Box 426
varsity Lakes QLD 4227
Phone: 1300 653 583
SmAll BuSINESS ACCOuNTING
PO Box 2582
Rowville vIC 3178
Phone: 1300 843 354
SmARTlINE
Level 17, 309 Kent street
Sydney, NSW, 2000
Phone: 131 497
STRATTON FINANCE
12 electronics street
eight Mile Plains, QLD, 4113
Phone: 1300 787 288
SuCCESS TAX PROFESSIONAlS
6/50 Ladner Street o’Connor Wa 6163
Phone: 08 9337 4440
TAXASSIST ACCOuNTANTS
www.taxassistau.com.au/
Phone: 1300 513 332
TAX STORE
suite 1, Level 2, 27 grange Road
Cheltenham vIC 3192
Phone: 1300 367 594
THE INTERFACE FINANCIAl GROuP
1 300 957 900
YEllOw BRICk ROAD 1 800 927 927
Advertising & mArketing
AARROW ADVERTISING Phone: 0415 159 434
FOUNDATION WORKS PO Box 66
Pyrmont NSW 2009 Phone: 02 8093 8050
FUlly PROmOTED 396 Lane Cove Road Macquarie Park, NSW 2113 Phone: 1 300 203 370
unit 4 16 – 36 nile street. Woolloongabba Qld 4102
Phone: 07 3177 9906
Contact: Daryl Sahli
Email: franchise@rightathome.com.au
Website: www.rightathome.com.au
Business description:
The home care industry is worth over $43b 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 fuelling 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 Right at home candidates. We currently have 55 franchisees in our system covering Queensland, most of Sydney and some regional areas of nsW, Perth and Kalgoorlie, southwest victoria, Melbourne and adelaide. There 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.
Membership: Aged and Community Care Providers Association and Franchise Council of Australia
Year established: Right at home started in 1995, franchising the concept 20 years ago and brought the model to Australia in 2016
Number of franchise outlets: 55 offices and growing rapidly
Initial franchise fee: $120,000
Investment required: $200,000 which includes the $120,000 fee and $80,000 working capital - (the amount of working capital depends on factors such as rent for your office, your own experience, and the professionals you need to employ to get started).
Training & support: Full Training and Support Locations available: Across Australia
SENIOR HElPERS – AuSTRAlIA
Level 3 suite 5, 63-65 Cameron street
Launceston, Tas, 7250
Phone: 1300 243 2273
SImPlY HElPING
B3, Level 1, 459 Toorak Road
Toorak, 3142, vIC Phone: 9296 2121
“With
so many franchises on offer how do you pick the right franchise for you?”
Robert Toth
“Firstly, ask yourself why? Why do you want to start a business, why this business, why this franchise? What is it that motivates you? ”
Phil Chaplin
Contact: Mark Fidler
Phone: 03 9246 0460
Email: opportunities@hippocketworkwear .com.au
Website: www.hippocketworkwear.com.au
Business description:
With more than 70 years of family history in the retail industry, hip Pocket Workwear & safety is now one of the fastest growing destination retailers of Workwear and Safety in Australia. hip Pocket’s proven business model and store format is setting a new standard in the industry. Through modern and attractive store design, innovative business model, industry training and group buying benefits we have enabled the group to achieve and maintain a tangible competitive edge in the Workwear and Safety sectors.
As we have grown so has our range of products and services, giving the hip Pocket Workwear & safety group one of the largest product portfolios in the industry. since 1993, hip Pocket has opened in a further 50+ stores across Australia with a great range of excellent territories still available.
Year established: 1993
Number of franchise outlets: 50+
Initial franchise fee: Available upon application. Investment required: Dependent on the territory. Please review our website for further information.
Training & support: Initial training and ongoing support
Level 1, Opposite Big W, Bunda St Canberra ACT 2601 Phone: 0405 432 187
JC uNIQuE BEAuTY AND lASER ClINIC
295 springfield Road nunawading vIC Phone: 03 9894 0388
JEuNESSE GlOBAl Phone: 1800 104 833
JuST lASHES PO Box 592
Warners Bay NSW 2282 Phone: 1300 790 898
lASER ClINICS AuSTRAlIA
Level 2, unit 21 39 herbert street St Leonards NSW 2065 Phone: 0400 303 272
mAX THERAPY
347 Chapel st south yarra vIC 3141 Phone: 03 9827 7764
THE SkINCARE COmPANY
Lot 1/24-28 Raptor Pl south geelong vIC 3220 Phone: 0450 772 935
NADS lASER ClINIC
29-31 solent Cct
Baulkham hills nsW 2153 Phone: 1300 850 106
NIRvANA BEAuTY Phone: 0413 564 565
RESTORED BEAuTY GETAwAYS
Suite 1/2 Braid Street
Perth WA 6000
Phone: 1300 4RBg (472 428)
RESulTS lASER ClINIC
97 Macquarie street
Parramatta NSW 2150 Phone: 1300 722 432
TECHNO TAN
unit 1, 41 Biscayne Way
Jandakot WA 6164 Tel: 08 9412 3000
THE NATuRAl wAY Po Box 8300, gold Coast Mail Centre Bundall Qld 9726 Phone: (07) 5527 3355
ZuBIAS THREADING
3/20 signal Terrace Cockburn Central WA, Perth, 6164 Phone: 1300 814 041
“The disclosure document is the primary vehicle by which the franchisor discloses information to a prospective franchisee or buyer of a franchise business that is material to the decision whether to sign a franchise agreement or purchase a franchise business. ”
Bill Morgan
building prOduCts & serviCes
1800PAINTER
Phone: 1800 724 683
4 SEASONS GuTTER PROTECTION
unit 23, 63-71 Bayfield Road
Bayswater vIC 3153
Phone: 1300 302 523
ADENBROOk HOmES
Suite 6 Lang Parade
Milton QLD 4064
Phone: 07 3028 9500
ADvANCED NATIONAl SERvICES
Po Box 1572
eagle Farm QLD 4009
Phone: 1300 712 978
AmBER TIlES online@ambertiles.com.au
AuSSIE SkIP BAGS
83 enterprise street
Kunda Park QLD 4556 Phone: 1300 586 548
AuSTRAlIAN DIAl-A-DIGGER
Phone: 1300 234 443
AuSTRAlIAN HOT wATER
12/23-31 Bowden st Alexandria NSW 2015 Phone: 02 9698 8922
AuSTRAlIAN PAvING CENTRE
Phone: 1800 191 131
BATHROOm wERX
3 harrow street
Preston vIC 3072
Phone: 1800 644 171
BEAumONT TIlES
225 Marion Road
Marleston sa 5033 Phone: 08 8292 4444
BlYGOlD AuSTRAlIA
1/26-28 octal street yatala QLD 4207 Phone: 1300 271 115
GROuT PRO unit 5/2 Kohl street upper Coomera QLD Phone: 1800 822 459
GROuT PERFECT Phone: 1300 002 504
HARDwARE2SITE PO Box 1055 Thuringowa Central QLD 4817 Phone: 1300 685 687
HOTONDO HOmES Po Box 354 Moorabbin vIC 3189 Phone: 1800 677 156
HOuSPECT FRANCHISING SYSTEmS Phone: 08 8344 2590
JIm’S BuIlDING INSPECTIONS Phone: 131 546
JIm’S BuIlDING mAINTENANCE Phone: 131 546
JIm’S DIGGERS Phone: 131 546
JIm’S FENCING Phone: 131 546
JIm’S FlOORS Phone: 13 1546
JIm’S PAINTING Phone: 131 546
JIm’S PAvING Phone: 131 546
JIm’S PERGOlAS Phone: 131 546
JIm’S ROOFING Phone: 131 546
JIm’S SHADE SAIlS Phone: 131 546
JIm’S SkIP BINS Phone: 131 546
lASER PlumBING AND ElECTRICAl suite 8/1020 Doncaster Road Doncaster east vIC 3109 Phone: 03 9842 1488
mAgnETiTE (AusTRALiA) PTy LTd
36 garema Circuit, Kingsgrove, nsW 2208
Phone: 02 9565 4070
Contact: adrian Lafleur
Email: adrian@magnetite.com.au
Website: www.magnetite.com.au
Business description:
Magnetite specialises in double glazing existing windows and doors, offering all the benefits of double glazing without the cost and mess of replacement windows. our award-winning, proven solutions improve energy efficiency, reduce noise, and enhance comfort. With a strong network of experienced franchisees, now is the ideal time to make a difference to Australian homes and buildings.
Training & support: Face to Face visits and training plus online Lead Management system and Franchise Manuals
Locations available: Brisbane, hobart, newcastle & Central Coast
mEGASEAlED BATHROOmS
PO Box 195
Matraville nsW 2036 Phone: 1300 658 007
mENDABATH
Po Box 3370
Joondalup Wa 6027
Phone: 1300 885 865
mISTER PlY&wOOD
Phone: 1300138771
N-HANCE
PO Box 481
Coffs harbour nsW 2450
Phone: 1800 957 811
NINEDOTS BuIlD ADvOCATES
1/9 Douro Street north geelong vIC 3215
Phone: 1300 993 683
OuTSIDE CONCEPTS Phone: 0411 416 406
PROTECT-A-wINDOw Po Box 359
Paradise Point QLD 4216 Phone: 1300 306 710
PY FENCING
68 Brunel Road
seaford vIC 3198
Phone: 03 9238 0400
QuICklOCk PARTITIONS unit 21, 348 victoria Road
Malaga Wa 6090
Phone: 08 9248 9831
RED BuIlDING
PO Box 6111
Mooloolah QLD 4553
Phone: 07 5494 7117
REFRESH RENOvATIONS
L15, 60 station street east
Parramatta NSW 2150
Phone: 1800 336 033
RESIDENTIAl GARAGE DOORS
Phone: 1300 202 808
ROOF SEAl
43 grove avenue
Marleston sa 5033
Phone: 1300 367 070
SHED BOSS
suite 101, vue 1 Centennial Drive
Campelltown NSW 2560
Phone: 1300 743 326
SHEDS N HOmES
Phone: 1800 76 47 64
SmITH & SONS RENOvATIONS & EXTENSIONS
Po Box 1310
Mooloolaba QLD 4557
Phone: 1300 787 577
STORYBOOk COTTAGES
42 Norman Avenue
Frankston south vIC 3199
Phone: 03 9787 5500
SOl HOmE ImPROvEmENTS
Suite 110, 1 Centennial Drive
Campbelltown NSW 2560
Phone: 1800 765 765
SPANlINE HOmE ADDITIONS
Phone: 02 6685 8088
STEEl BuIlT
unit 5/621 alderley street
Toowoomba QLD 4350
Phone: 07 4637 2662
SuSTAINABlE DIRECTIONS
Innovation house, 1 First avenue Technology Park
Mawson Lakes adelaide sa 5095
Phone: 0430 860 859
TAmAwOOD HOmES
1821 Ipswich Road
Rocklea QLD 4106
Phone: 1300 101 010
THE CONCRETE CuTTER
Phone: 0499 399 355
THE SHED COmPANY
Po Box 5350
gold Coast MC QLD 9726
Phone: 1800 821 033
THERmAwOOD
Po Box 1007
south Melbourne vIC 3205
Phone: 0455 555 330
TOTAlSPAN
74 Platinum street
Crestmead QLD 4132
Phone: 1300 868 257
TQ STONE PRODuCTS
Phone: 1300 075 678
TRAXX CONSTRuCTION PRODuCTS
4/1 Rocklea Drive Port
Melbourne vIC 3207
Phone: 1300 109 108
uNSCRATCH THE SuRFACE
435 nepean highway
Frankston vIC 3199
Phone: 1300 500 408
VIP LIGHTING
Phone: 1300 30 50 99
wET-SEAl mANAGEmENT PTY lTD
PO Box 481
Coffs harbour nsW 2450
Phone: 1800 025 081
ZANE SOlAR
Phone: 02 9898 8600
“Before diving headfirst into a franchise opportunity, take a step back and consider your personal brand. Your values, communication style, and professional aspirations should align seamlessly with the franchise’s mission and values. This synergy is crucial for establishing authenticity, communicating effectively, and leading your team with conviction.”
LoW InvesTMenT, LoW oveRheaD, hIgh RoI, MuLTIPLe Revenue sTReaMs ang Biz Coach, a Business Consulting franchise, offers franchisees a valuable opportunity to guide businesses through challenges, help drive growth, enhance marketing efforts, and facilitate necessary funding. With comprehensive support and proven strategies, this franchise offers a profitable avenue for franchisees to assist clients in achieving success.
you’ll be the face of the company to the clients, while we handle everything behind the scenes for you.
Our Offerings:
• growth and Turnaround
• Marketing solutions
• Corporate Training
• Funding solutions
Year established: 2024
Number of franchise outlets:
Starting Franchise in 2025
Initial franchise fee: $39,950 auD
Investment required: $59,950 auD
Training & support: yes
Locations available: Throughout Australia & new Zealand
“When you stay on top of your super obligations, you’re securing the financial future and wellbeing of the people who keep your business going.”
Emma Rosenzweig
“AI tools are particularly valuable in a franchise context because of their ability to streamline workflows, create consistent experiences, and empower franchisees with datadriven insights.”
Peter
Fiasco
An gLoBAL BRokERAgE
805/100 Walker St, North Sydney, NSW, 2060
Phone: 1300 960 136
Contact: Avinash Nichkawde
Email: info@anglobalfranchise.com
Website: www.anglobalfranchise.com
Business description:
LoW InvesTMenT, LoW oveRheaD, hIgh RoI, MuLTIPLe Revenue sTReaMs an global Brokerage Franchise offers franchisees a proven, low-risk opportunity to facilitate business sales and acquisitions. as a franchisee, you’ll provide expert services such as business valuations, negotiations, and deal structuring. With comprehensive training, ongoing support, and a scalable business model, this franchise allows you to tap into a profitable market while helping clients navigate complex transactions. you’ll be the face of the company to the clients, while we handle everything behind the scenes for you.
Our Offerings:
• Business Listing
• attracting Buyers
• Closing Deals
• advisory services
Year established: 2024
Number of franchise outlets:
Starting Franchise in 2025
Initial franchise fee: $39,950 auD
Investment required: $59,950 auD
Training & support: yes
Locations available: Throughout Australia & new Zealand
“All franchisor members of the FANZ must have a franchise agreement which contains a dispute resolution clause and a cooling-off provision. In order to resolve disputes, mediation is the favoured method and it has a high success rate in relation to franchising disputes. However, if mediation does not work then there is always litigation which is certainly at the divorce stage of the relationship.”
Stewart Germann
ARAmEx
Level 9, 491 Kent Street
Sydney NSW 2000 Australia
Email: recruitment.au@aramex.com
Website: www.aramex.com.au
Business description:
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, more than 800 courier franchisees and 28 regional franchisees benefit from the award-winning aramex franchise system that has been honed by more than 30 years of success.
aramex offers courier franchisees the training, support, and technology they need to run their own rewarding franchise business in their local communities. No prior business experience is needed. Find out more and apply to join the network that delivers.
Year established: 1994
Number of franchise outlets:
28 Regional Franchises
Initial franchise fee: Available upon application Investment required: Dependent on territory. Please visit our website to view the current opportunities
Training & support: extensive training and ongoing support is provided – no previous business experience required.
Locations available: Territories available across Australia and New Zealand.
AuSSIE mORTGAGE mASTERS
Po Box 2033 ocean Keys
Clarkson Wa 6030
Phone: 1300 666 186
AwARD BOOkkEEPING COmPANY
PO Box 262
Mt evelyn vIC 3796
Phone: 1300 130 343
BATTERY ZONE
shop 3/206 Princes hwy
Pakenham vIC 3810
Phone: 03 5940 1364
BBX
Po Box 733
gordon nsW 2072
Phone: 1300 937 229
BCI BuSINESS BROkERS
shop 3, 1 alexander street
Crows Nest NSW 2065
Phone: 02 9439 3399
BCmC SOluTIONS
Phone: 1300 69 80 40
BIG PADDlE CO
Po Box 3152
Tuggerah NSW 2259
Phone: 02 4358 1900
COmPuTER TROuBlESHOOTERS
Brendale, QLD
Phone: 1 300 28 28 78
CORDlESS FIlTER mACHINE
546 Boundary Road
archerfield QLD 4108
Phone: 1300 236 236
EmBROIDmE
unit 28, 56 Buffalo Road
Gladesville NSW 2111
Phone: 1300 766 995
EXPRESS EmPlOYmENT SERvICES
Level 5, 50 york street
Sydney, NSW 2000
Phone: 02 8016 5400
FlORAl ImAGE
34 Beulah Road, norwood, sa. 5067
Phone: 08 84680 664
FRANCHISE INSuRANCE
Po Box 207
nunawading vIC 3131
Phone: 1300 123 300
FRANCHISE READY
unit 2a, 87-89 Moore street, Leichhardt, NSW, 2164
Phone: 02 8999 1120
fRAnCHisE simPLy
805/100 Walker St, North Sydney, NSW, 2060
Phone: 1300 960 136
Contact: Brian Keen
Email: info@anglobalfranchise.com
Website: www.anglobalfranchise.com
Business description:
LoW InvesTMenT, LoW oveRheaD, hIgh RoI, MuLTIPLe Revenue sTReaMs
Franchise simply offers franchisees a unique opportunity in Franchise Development, Consulting, and Sales, with a focus on International expansion. With comprehensive training and ongoing assistance, this opportunity allows franchisees to capitalize on the growing demand for global franchise solutions.
Our Offerings:
• Franchise Development (FDD, Business Plan, Financial Modeling, operational Manuals)
• Franchise Consulting
• Franchise sales
• International expansion
Year established: 2024
Number of franchise outlets:
Starting Franchise in 2025
Initial franchise fee: $39,950 auD
Investment required: $59,950 auD
Training & support: yes
Locations available: Throughout Australia & new Zealand
GlASS ART AuSTRAlIA 13 Davison Road
Blakiston SA 5250
Phone: 08 8388 6477
“Too often people fall in love with the idea of being a business owner or with a concept, my mantra is to fall in love with the business model and in order to understand the business model you need to get advice from the people that know. These resources include the professional advisors but should also include the franchisor and franchisees.”
Doug Downer
go gLoBAL
805/100 Walker St, North Sydney, NSW, 2060
Phone: 1300 960 136
Contact: Avinash Nichkawde
Email: info@anglobalfranchise.com
Website: www.anglobalfranchise.com
Business description: LoW InvesTMenT, LoW oveRheaD, hIgh RoI, MuLTIPLe Revenue sTReaMs go global offers franchisees the opportunity to help businesses with international expansion, migration, and market entry across 10 countries, including the us, Canada, Mexico, uK, and India. Franchisees will provide comprehensive solutions to help clients establish international presence, navigate business migration, and enter new markets. With expert support, franchisees ensure a smooth, successful global journey for their clients. you’ll be the face of the company to the clients, while we handle everything behind the scenes for you.
Our Offerings:
• global expansion
• Business Migration
• new Market strategies
• operational support
Year established: 2024
Number of franchise outlets: Starting Franchise in 2025
Initial franchise fee: $39,950 auD
Investment required: $59,950 auD
Training & support: yes
Locations available: Throughout Australia & new Zealand
“Before diving headfirst into a franchise opportunity, take a step back and consider your personal brand.”
Lauren
Clement
moBiLE APP CiTy
Level 1,162 Grand Boulevard
Joondalup, Wa 6027
Contact: Richard giannini
Phone: +61 8 9468 8905
Website: www.mobileappcity.com
Business description:
The mobile apps and digital services industry is booming! start your own business providing a whole range of high-demand technologies to business owners, without needing any technical knowledge. you’ll make both upfront income and ongoing passive income with each client. Full training & no tech skills required. Low investment with no royalties or ongoing fees.
Year established: 2011
Number of franchise outlets: 182
Initial franchise fee: $20,000
Investment required: $25,000
Training & support: yes, full customized training, and full ongoing support.
Locations available: All.
OFFICEmAX
Phone: 136 Max (136 629)
“The Australian franchise industry has proven to be a significant player in the nation’s economy, offering business opportunities in diverse sectors such as retail, food, fitness, and professional services. For franchise brands to remain competitive, innovation is key, and time and time again, franchise brands have led the way in small business innovation.”
Peter Fiasco
Contact: Luke Martin
Phone: +61 2 9822 5622
Email: franchise@packsend.com.au
Website: www.packsend.com.au
Business description:
PaCK & senD is a technology driven retail eCommerce parcel business. We service the high growth parcel, freight and eCommerce fulfilment market.
our franchise is a Low Investment, high Profit Return business model that is proven scalable to a ‘multi-store’, multi-million sales revenue enterprise.
Do you want to build a business 51/2 days a week servicing one of the world’s fastest growing markets?
Contact us and learn more about our multiaward winning franchise business model.
Membership: FCA
Year established: 1993
Number of franchise outlets: 150+ (au & nZ)
Initial franchise fee: $80,000 ex GST
Investment required:
Capital starting from $150,000
Training & support: 4 week induction training ongoing training and support
Locations available: various locations & territories available in au & nZ.
PmA GlOBAl 1 Grady Crescent erskine Park nsW 2759
Phone: 02 9629 0800
POSTNET
suite 8, 283 Little alfred street north Sydney NSW 2060
Phone: 1300 977 988
POwERFRONT
Level 1, 285 Lennox Street Richmond vIC 3121
PRECISION BADGES Po Box 670
Morningside, QLD, 4170
Phone: 1300 223 437
RECRuITmENT vISION 117c Tapleys hill Rd, hendon, sa 5104
Phone: 1300 782 585
REGuS
Levels 20. Tower 2 Darling Park Sydney NSW 2000
RIGHT CHOICE CONvEYANCING
4001 a, nepean highway, Chelsea vic 3196
Phone: 03 9772 8000
SmAll FISH BuSINESS COACHING
24 Carnarvon Street
Brunswick vIC 3056
Phone: 02 5612 9836
SNAP
ground Floor, Bldg D 12 -24 Talavera Road north Ryde nsW 2113
79-83 stephen Terrace St Peters SA 5069 Phone: 08 8363 5669
READY STEADY GO kIDS
suite 6, Level 1 210 Lower heidelberg Road east Ivanhoe, vIC australia 3079 Phone: 1300 766 894
SANDPIT PHOTOS
28/6 Jubilee Ave
Warriewood NSW 2102
Phone: 02 9979 9334
SmAllPRINT AuS & NZ
unit 4, 2-4 Williams grove
Bonbeach vIC 3196
Phone: 1800 762 557
SOCCAJOEYS
PO Box 4119
Kogarah Bay nsW 2217 Phone: 1300 781 735
SOCCER TImE kIDS
1 Lennox Street
Moorabbin vIC 3189
Phone: 1300 476 223
SPlASH SwIm SCHOOl
Phone: 1800 775 274
SPORTS STAR ACADEmY
1 Lennox Street
Moorabbin vIC 3189
Phone: 1300 372 300
12th Floor, export house, 5 henry Plaza, victoria Way, Woking, surrey, gu21 6Qx
Phone: +44 (0) 1483 247 400
Email: franchiserecruitment@stagecoach.global
Website: australia.stagecoachfranchise.com
Business description:
With over 35 years of proven success, Stagecoach Performing Arts stands as a renowned name internationally, with over 300 successful franchisees worldwide. Stagecoach is the ultimate ticket to entrepreneurship. As a franchisee, you’re not just running a performing arts school; you’re shaping a future for your students, creating your own legacy, and building a thriving business. At Stagecoach, you have the independence of business ownership with the support of an established brand and head office.
Year established: founded in 1988
Number of franchise outlets: 350
Initial franchise fee: $20,000
Investment required: $17,000
Training & support: extensive training and ongoing support is provided
unit 1, 524 abernethy Road Kewdale WA 6105 Phone: 1800 255 336
“Shopping centres definitely have higher attraction power for the customers as the volume of traffic is normally higher (and therefore the rent). In Australia we can gather the basic statistics on shopping centres from the Property Council of Australia, who produce on line data giving a page of details for nearly every shopping centre in Australia, unless the owner is not a member of the Property Council of Australia and does not wish to be included.”
Peter Buckingham
104 auburn Rd, hawthorn, vIC 3122
Contact: Martin Coyle
Phone: 0455 589 448
Email: franchising@myhomeclean.com.au
Website: https://myhomefranchise.com.au/
Business description:
Myhome is probably the most exciting business opportunity in Australia today.
With world leading systems and an incredible operations and management app, Myhome is ideal for someone who is looking for the opportunity to turn their professional background, people and management skills into a great business they’ll be proud to own and run.
Specialising in premium residential cleaning across Melbourne, sydney and Brisbane, this turn-key management franchise offers a healthy six-figure income and true lifestyle flexibility.
Membership: Franchise Council of Australia
Year established: 2021
Number of franchise outlets: 10
Initial franchise fee: $75,000
Total Investment required: $110,000
Training & support: Our comprehensive training and support includes initial onboarding to help you get your business set up, our 90 Day Fast Track launch programme to build your team and customer base and on-going support from our experienced head office team for the lifetime of your business. as a Myhome franchise owner you benefit from training and support in all the essential areas for running a successful business.
Locations available:
Multiple premium locations across Melbourne, Sydney and Brisbane
lCl FuN lANGuAGES PO Box 690 Freshwater NSW 2096 Phone: 1300 707 288
lYNN’S lEARNING Phone: 03 97968779
mINDCHAmPS
suite 1, ground Floor, 92-94 norton street
LeIChhaRDT nsW 2040 Ph: 1300 646 324
NumBERwORkS’NwORDS AuSTRAlIA Phone: 1300 386 266
RED DAY COACHING
Locked Bag 5010
Caloundra DC QLD 4551
Phone: 07 5413 9293
SHAPlAND SwIm SCHOOlS Po Box 368
Paddington QLD 4064
Phone: 1300 To sWIM (1300 86 7946)
TRENT DRIvING SCHOOl
201/32 Delhi Road north Ryde nsW 2113
Phone: 02 8748 4500
TuTOR DOCTOR AuSTRAlIA 20a voyager Court south Toronto on M9W 5M7
Phone: aus 1800 776 238
wENDY’S muSIC 7 Miriam street
Rosanna vIC 3084
Phone: 0418 394 556
wORlD OF mATHS PO Box 29
Arundel QLD 4214
Phone: 1800 634 218
APPlIANCE TAGGING SERvICES 80 Patterson Road
Bentleigh, vIC. 3204 1 300 287 669
Checkmate Safety 1300 002 468
JIm’S TEST AND TAG Phone: 131 546
mOBIlE TEST ‘n’ CAl 9-11 River Road Dinmore QLD 4302 Phone: 1300 662 119
“Due diligence is often thought of as getting professional advisors to review the legal documents, the financials and the business model but often the people doing this due diligence have little or no experience of that particular franchise, and in some cases in franchising at all.”
GuAvA BEAN ESPRESSO BAR 3 Freshwater Place southbank vIC 3006 Phone: 03 9465 7035
HAN’S CAFE Phone: 08 9307 7998
HARRY’S CAFÉ DE wHEElS 562 harris street ultimo nsW 2007 Phone: 02 8346 4100
HuDSONS COFFEE
Level 2, 187 Todd Road
Port Melbourne vIC 3207 Phone: 03 8631 7700
fOOd – COffee & CAfés
The entertainment Quarter, Building 208/1M Lang Road, Moore Park nsW 2021
Phone: 02 9302 2200
Contact: Kristine Tan
Email: franchising@foodco.com.au
Website: http://jamaicabluefranchise.com.au
Business description:
Go From Dream - to Bean!
Discover Franchising Opportunities with Jamaica Blue today. Owned by one of Australia’s top franchise groups, Foodco, every part of our brand is of the highest standard.
Award-Winning Coffee
Our name comes from the famous Jamaica Blue Mountains, home to the world’s best coffee. We use only the finest beans, roasted skillfully and crafted to perfection by our trained baristas. our signature Coffee Blend is gold! Jamaica Blue won the prized gold medal and five bronze medals at the 2024 Golden Bean Awards, the Jamaica Blue Signature Blend took out the top prize in the Large Chain/Franchise Milk Based award.
Fresh Ingredients. Stylish Stores. each Jamaica Blue store is designed to be an oasis of refreshing quality. our classic menus have seasonal twists, all made from the freshest local ingredients available.
exceptional Franchisee support
From our in-depth initial training to our ongoing business mentoring and clever marketing campaigns, we’ll have your back all the way.
Awaken Your Café Dream!
Join a brand that defines quality, with a proven franchise formula.
Awards
• 2024 golden Bean award gold Medal Jamaica Blue Signature Blend Large Chain/ Franchise Milk Based award
• 2024 FCa Winner established Franchisor of the year
• 2023 Frandata 5-star Rating
Membership: FCA Year established: 1992
Number of franchise outlets: 104
Initial franchise fee:
Included in investment level
Total Investment required: From $250,000 Training & support: unique to Jamaica Blue, their comprehensive training program takes place for two weeks, at their Centre of Retail excellence (CoRe) facility in sydney and the Jamaica Blue Training Café. you’ll learn:
• essential Business Training • Rostering and practical financial management skills • Customer service • Culinary skills & Food Preparation
• Barista Training • Leadership and human Resource Management • Marketing and Menu Design
Locations available: Numerous locations available across Australia and New Zealand.
JONNEE COFFEE
78 Merola Way
Campbellfield vIC 3061
Phone: 1800 566 633
lATTE CARTEllE
5a hartnett Close
Mulgrave vIC 3170
Phone: 1300 783 342
lAvA COFFEE PO Box 442
Dee Why NSW 2099
Phone: 0404 755 759
mICHEl’S PATISSERIE
PO Box 1549
Southport QLD 4215
Phone: 1800 067 619
The entertainment Quarter, Building 208/1M Lang Road, Moore Park nsW 2021
Phone: 02 9302 2200
Contact: Kristine Tan
Email: franchising@foodco.com.au
Website: http://muffinbreakfranchise.com.au
Business description:
An Australian Favourite over the past three decades, Muffin Break has earned a special place in the country’s heart. One of Australia’s top franchises, our iconic bakery café is widely loved for its freshly-baked muffins, award-winning coffee and authentic customer service. Franchising with us means becoming part of a family that will support you - all the way.
ALWAYS BE FRESH
our extensive range of muffins are famously freshly-baked. With regular new recipes, glutenfree and deluxe options, there’s something for everyone at Muffin Break. The perfect complement to our delicious coffee.
ALWAYS BE EVOLVING
Our lunch menus feature delicious options made from high-quality ingredients, with rotating menus devised by our national chefs. Our marketing team also cooks up fresh campaigns, so that everyone knows what’s happening at Muffin Break.
ALWAYS BE SUPPORTED
Our comprehensive training and support gives you a proven recipe for success. Be part of a brand that has weathered different market conditions for more than 30 years - and come out stronger than ever.
Awards
• 2023 Roy MoRgan CoFFee shoP oF The yeaR, for the 5th time!
• 2023 Frandata 5-star rating
Membership: FCA
Year established: 1989
Number of franchise outlets: 139
Initial franchise fee:
Included in investment level
Total Investment required: From $250,000
Training & support: Training is delivered in the purpose-built Foodco Centre of Retail excellence (CoRe) in sydney for two weeks; in the field by experienced trainers and through online training modules
Expert Training: Comprehensive initial and ongoing training is provided for owners of franchised and licensed businesses in relevant areas of business and operations.
Ongoing Training: In addition to Muffin Break’s accredited initial training programs, ongoing training is provided through: • in-field visitations
• annual operations training program and competitions
• e-learning training modules
• regional group meetings.
Locations available: Numerous locations available across Australia and New Zealand.
muZZ BuZZ unit 1, 30 Wheeler street
Belmont WA 6104
Phone: 08 92778666
PAlEO CAFÉ
Po Box 1933
Cairns QLD 4870
PIE FACE 7 grand avenue
Camellia NSW 2142
Phone: 02 9898 5888
PRESSE CAFÉ
Phone: 0404089289
RAw ENERGY CAFÉ
Po Box 1217
Mooloolaba QLD 4557
Phone: 1300 201 202
Phone: (02) 8565 5400
Website: https://www.soulorigin.com.au
Business description:
soul origin is not just a brand; it is a friend to Aussie food lovers. Back 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? They are just getting started.
Soul Origin has set its sights on further expansion and innovation. Their commitment to providing healthy, 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 soul origin!
xpresso Delight is a simple business concept that virtually anyone can run and operate successfully.
specifically, we transplant the cafe experience into the workplace. you own a number of fully automatic gourmet espresso coffee systems that provide a coffee experience equal to any café, but are located right in the workplace. These coffee systems are provided FRee to businesses who want our unique 5 star Concierge Coffee service. our clients simply pay for the coffee they consume on a per-cup basis.
We also provide a forever warranty on our machines which means the customer never has to pay for any repairs or replacement costs. They also appreciate that we do not charge upfront costs such as leasing or rental fees but most of all they just love our coffee. staff can finally enjoy the convenience of fantastic tasting coffee anytime they want with no long walks to the café anymore and improving productivity for their employer as an added bonus.
Membership: FCA and FANZ
Year established: 2003
Number of franchise outlets: 40+
Initial franchise fee: $20,000
Total Investment required: from $49,500
Training & support: from $9,500
Locations available: Throughout NZ and Australia.
YOu CAN BAkE IT
Phone: 08 9331 8931
ZARRAFFA’S COFFEE
124 Distillery Road
eagleby QLD 4207
Phone: 07 5500 0800
“As an employer, your employees are at the heart of your business.”
Robert Toth
fOOd – restAurAnts & dining rOOms
BEACH HOuSE BAR & GRIll
PO Box 6128
upper Mt gravatt QLD 4122
Phone: 07 3420 0711
BROTZEIT INTERNATIONAl
564 Pagoda Street
Singapore 059215
Phone: 0411 265 441
BuRRITO BAR
Rosalie village 2/11 nash street
Rosalie QLD 4064
Phone: 07 3367 0256
CHICkEN TREAT
71 Walters Drive osborne Park Wa 6017
Phone: 08 9240 9777
COCO CuBANO
Phone: 02 9816 4777
DOmE COFFEES AuSTRAlIA
219-221 Railway Parade
Marylands Wa 6051
Phone: 08 9386 3099
Po Box 3126, norwood sa 5067
Phone: 1300 172 782
Email: franchise@fastapasta.com.au
Website: https://www.fastapasta.com.au/
Business description:
Proudly Australian owned, with an authentic Italian background and a 40 year success story, Fasta Pasta is Australia’s largest independently owned Italian casual dining restaurant franchise. our menu is consistently evolving, offering a range of customers’ favourite classics and healthy options through dine in and takeaway. at Fasta Pasta, we are loved for our affordable and fresh family meals provided in an enjoyable and relaxing environment. Our commitment to customers is our top priority, which was recognised when Fasta Pasta was voted Roy Morgan’s Quick service Restaurant of the year in 2018. A Fasta Pasta franchise is a great opportunity to be part of our award-winning national organisation.
Membership: FCA
Year established: 1990
Number of franchise outlets: 18
Initial franchise fee: $50,000
Investment required: $650,000-$950,000
FRuIZBERRY
Phone: 08 8294 0949
GRIll’D – HEAlTHY BuRGERS
Level 2, 4-10 amsterdam street
Richmond vIC 3121
Phone: 03 9426 1200
HEllO HARRY
12-20 ocean street
Maroochydore QLD 4558
Phone: 07 5443 6615
HOG’S AuSTRAlIA
Level 1, 152 Shore Street, Cleveland QLD 4613
Phone 0434 111985
lA PORCHETTA
192 Mahoneys Road
Thomastown vIC 3074
Phone 03 9460 6700
mAD mEX FRESH mEX GRIll
Level 1 117 Clarence street
Sydney NSW 2000
02 8115 9550
NANDO’S AuSTRAlIA
40 Mollison street
abbotsford vIC 3067
Phone: 03 9385 0777
NENE CHICkEN AuSTRAlIA
120 turner street Port Melbourne vIC 3207
Phone: +61 3 8526 4488
OPORTO
12 help street Chatswood nsW 2067
Phone: 02 8905 8400
OuTBACk JACkS BAR & GRIll
suite 31104, sPC 3, 9 Lawson street
Southport QLD 4215
Phone: 07 5532 7071
PANAROTTI’S unit 4 / 37-47 Borec Road
Penrith nsW 2750 Phone: 02 4732 5399
PAPPA RICH
120 Turner street, Port Melbourne, victoria Phone 03 9645 4667
RASHAYS CAFÉ & RESTAuRANT unit 1/9 Ferngrove Place
Chesterhill NSW 2162 Phone: 13000 13000
RED ROOSTER 12 help street Chatswood nsW 2067 Phone: 08 9240 9777
ROll’D
Rear of First Floor, 376 glenhuntly Road elsternwick vIC 3185 Phone: 03 9532 9810
“Due diligence is often thought of as getting professional advisors to review the legal documents, the financials and the business model but often the people doing this due diligence have little or no experience of that particular franchise, and in some cases in franchising at all.”
BuRGER uRGE FRANCHISING Level 1 4/15 Lamington Street New Farm QLD 4005 Phone: 0438 791 984
CHARCOAl CHICkEN EXPRESS Cnr alexander Drive & grand Promenade Dianella Stirling Perth WA Phone: 08 9276 9122
CHICkEN EXPRESS SYSTEm PO Box 912 Fairfield nsW 2165 Phone: 0415 500 500
COAST TO COAST THE GOlDEN ROAST PO Box 952
Belconnen ACT 2616 Phone: 02 6242 9700
“As an employer, you report payroll information through STP enabled software.”
Emma Rosenzweig
CoffEETREAT
64 Liebig street, Warrnambool, vIC
Contact: Chelsea hayward
Phone: 0421 786 008
Email: enquiries@coffeetreat.com.au
Website: www.coffeetreat.com.au
Business description:
CoFFeeTReaT is a unique hole In Wall Takeaway Cafe and is owned and operated by the Proprietor, Chelsea hayward. The business commenced trading in January 2016 in Country seaside Warrnambool victoria.
It is a family owned business providing it‟s customers “a hole In Wall Coffee experience”. We specialize in the sales of Coffee, Iced Beverages, Toasties, Melts, Cakes & Pastries. “at CoFFeeTReaT our mission is to deliver an exceptional takeaway coffee experience to our customers, one cup at a time”.
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. Our 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.
SPORTS STAR ACADEmY 1 Lennox Street Moorabbin vIC 3189 Phone: 1300 372 300
SPORTZING COuRT CARE SERvICES Phone: 1800 818 894
STEPZ FITNESS Phone: 1300 783 792
TERRY wHITE CHEmISTS Phone: 07 3238 0222
uNIvERSAl FITNESS
4 Paramatta square 1/12 Darcy street
Parramatta NSW 2150
Phone: 02 9633 1271
vISION PERSONAl TRAINING
3/30 endeavour Road
Caringbah NSW 2229
Phone: 1300 181 786
hOme bAsed businesses
All STRIPPED
7 Campwell street
yarravillle vIC 3013
Phone: 03 8677 7722
BATHROOm wERX
3 harrow street Preston vIC 3072
Phone: 1800 644 171
CRAZY CANDlES
44 nerang Broadbeach Rd, Carrara QLD 4211
Phone: 0402 508 658
ECOmIST
25 hargraves Place
Wetherill park, NSW 2164
Phone: 1800 243 500
ENSuITES ON TOw unit 2/ 141 Lindum Road
hemmant QLD 4171
Phone: 0477 799 033
JIm’S BATH SuRFACING
Phone: 131 546
JIm’S COmPuTER SERvICES
Phone: 131 546
JIm’S ElECTRICAl
Phone: 131 546
“Franchising makes a significant contribution to the Australian economy with more than 94,000 franchise outlets across Australia and a workforce supporting almost 600,000 jobs. The franchise sector is a major employer and economic contributor.”
Jay Westbury
hOme serviCes
1800-GOT-JuNk?
Phone: 1800 468 586
AIRCOAT AuSTRAlIA 1 griffith avenue
Bentleigh east vIC
Phone: 1800 247 262
AmAlGAmATED PEST CONTROl Po Box 74 archerfield QLD 4108
Phone: 07 3277 4444
AuSSIE OuTDOOR AlFRESCO CAFÉ BlINDS
unit 2, 8 villanova street
Wanneroo WA 6065
Phone: 1300 131 289
AuSTRAlIAN CARPET DYING Po Box 1039
niddrie vIC 3042
Phone: 03 9325 4111
BATHROOmwERX
Phone: (03) 9046 1555
BlACk AND wHITE HOmE SERvICES
Po Box 1131
Morayfield QLD 4506
Phone: 1300 133 811
CIRIllO lIGHTING & CERAmICS
173 gladstone street
Fyshwick ACT 2609
Phone: 02 6280 4377
COlONIAl PlANTATION SHuTTERS
201 Riverview Road
Clareville nsW 2107
Phone: 02 9973 1718
COmPlETE PROPERTY REJuvENATION
33 Theresa avenue
Melbourne vIC 3149
Phone: 1300 136 706
DECkSEAl
Po Box 4093
BuRWooD easT vIC 3151
DIAl-AN-ANGEl
Po Box 543
edgecliff nsW 2027
Phone: 1300 721 111
ECO PEST CONTROl
9 Milla Court
Kilburn SA 5084
Phone: 13 14 40
FIBRENEw, lEATHER, PlASTIC & vINYl RESTORATION
Po Box 117
Diamond valley, aB
T0L0h0 Canada
Phone: 403 278 7818
FIX ‘N’ CHIPS
PO Box 1051
Barwon heads vIC 3227
Phone: 1300 349 624
FOuR SEASONS GuTTER PROTECTION
unit 23/63-71 Bayfield Road
Bayswater vIC 3153
Phone: 1300 302 523
GREENBIZCHECk
Phone: 1300 552 335
GRAYSONS GuTTER GuARD
2/4 Glen Street
hawthorn vIC 3122
Phone: 1800 gutter
GREY ARmY mANAGEmENT
1 / 56 harley Crescent
Condell Park NSW 2200
Phone: 0408 544 854
GuTTER-vAC
PO Box 108
Albion Business Centre
Albion QLD 4010
Phone: 07 3357 6270
HANNAFORD - SEED PROTECTION SPECIAlIST
Level 3, 70 hindmarsh square
Adelaide SA 5000
Phone: 08 8112 0900
HIRE A HuBBY
suite 9B/9-11 Commercial Road
Kingsgrove NSW 2208
Phone: 1800 803 339
HOmE SERvICE PROFESSIONAlS
Po Box 38
holden hill sa 5088
Phone: 08 8297 4744
HOmE SORTED!
Po Box 197
Keilor east vIC 3033
Phone: 1300 30 11 77
HOuSEwORk HEROES
Phone: 1300 722 622
JIm’S BATH RE-SuRFACING
Phone: 131 546
“In a recent Australian survey, about 4 out of every 10 people asked said they would love to own their own business, and 1 in every 10 already did! Across all people surveyed, a desire for certainty and security was often cited as a reason why they either hadn’t taken the plunge yet, or why they preferred working for somebody else..”
Phil Chapman
JIm’S PEST CONTROl
Phone: 131 546
JIm’S POOl CARE
Phone: 131 546
kITSET ASSEmBlY SERvICES
Level 15, Corporate One, 2 Corporate Court
Bundall, QLD. 4217
Phone: 1 300 352 872
mAGNETITE wINDOw COvERS
36 garema Circuit
Kingsgrove, NSW 2208
Phone: 02 9565 4070
mANNINGS Av
suite 343/80 The Pines shopping Centre elanora QLD 4221 Phone: 1300 137 891
mARRS CuRTAINS, BlINDS & SHuTTERS PO Box 129
Kellyville NSW 2155 Phone: 1300 306 751
mATTRESS DOCTOR AuSTRAlIA 13 aberdour avenue Rouse hill nsW 2155 Phone: 1300 387 864
mY HOmE 104 auburn Road hawthorne, victoria, 3122 Phone: 0438 162 135
PARADISE SHADE umBREllA’S
Level 3, 16 Queensland avenue
Broadbeach QLD 4218 Phone: 1800 258 250
“Prospective franchisees who are looking at buying into a franchise must tread carefully and do their homework. New Zealand is an exciting and fast developing market which contains at least 546 franchise systems.”
Poolwerx is Australasia’s largest pool and spa care brand, with 33+ years of success. start with a mobile franchise, grow into retail stores, multiple vans, and new territories, or buy an established business. enjoy diverse income streams servicing residential and commercial clients in a thriving industry. as a multi-awardwinning, people-focused industry leader, Poolwerx provides the support you need to grow your own business. Contact us today to discover if Poolwerx is right for you!
Training & support: no pool experience? no problem! Poolwerx provides 4-weeks of training at our state-of-the-art Brisbane Pool school, plus ongoing support and upskilling. With 55+ experts in marketing, hR, IT, legal, supply chain, and technical fields, along with in-field mentoring and an active peer network, we give you everything you need to grow and succeed in your business..
Marketing Support: Poolwerx kick-starts any new franchise with marketing support valued at $10K.
Our experienced marketing team is here to help you grow, with support customising local marketing solutions alongside powerful national and regional campaigns. These strategies strengthen the brand, attract more clients, grow your business, and boost your profits—because your success is our success!
Locations available: australia, new Zealand, and us
PuREPROTECT
Po Box 576
Woollahra nsW 1350
Phone: 1800 664 602
REFACEIT
161 Cooroy Belli Creek Road
Cooroy QLD 4563
Phone: 0413 802 226
RYCO
19 Whitehall Street
Footscray vIC 3011
Phone: 03 9680 8000
SPRAY PAvE
GPO Box 501
Greenacres SA 5086
Phone: 1 800 688 888
SuPER SHOwER SEAl
Phone: 0433 150 273
TAPS’N TOIlETS
Po Box 380
Strathpine QLD 4500
Phone: 1800 801 617
TERmICAm Po Box 369
glen Waverley vIC 3150
Phone: 1300 837 642
THE mINDERS
6/585 Blackburn Road notting hill vIC 3168
Phone: 03 9561 0244
uNITED HOmE SERvICES unit 10/195 Prospect highway seven hills nsW 2147
Phone: 02 9838 0444
v.I.P. HOmE SERvICES Phone: 13 26 13
v.I.P. HOmE SERvICES FENCING & HOmE mAINTENANCE national office - unit 9/35 Progress street Mornington vIC 3931
Phone: 03 5975 7379
wHEElIE HOT wOOD 19 Cumbalum Road, Cumbalum, nsW 2578
TESTEl PO Box 291 unley sa 5061 Phone: 1300 881 116
THE DRuG DETECTION AGENCY Phone: 1300 4DeTeCTIon
ACCOunting & finAnCiAl serviCes
BuSY BOOkkEEPING PO Box 851
Robina QLD 4226 aus Phone: +61 7 5553 8200
CAl SYSTEmS PO Box 221 Waikanae Phone: 04 293 6899
CFO ON-CAll PO Box 9415
Wyoming nsW 2250 aus Phone: 0800 180 400
ENABlEmE lTD PO Box 498
Shortland Street, Auckland Phone: 021 760 046
FIFO CAPITAl PO Box 851
Robina QLD 4226 aus Phone: 0800 333 436
FIRST ClASS ACCOuNTS PO Box 851
Robina DC QLD 4226 aus Phone: 0800 777 552
HumPHRIES ASSOCIATES Po Box 13 676
Auckland NZ Phone: 09 634 3150
JuST lOANS PO Box 2560
Dunedin 9044 Phone: 0800 333 455
mIkE PERO mORTGAGES PO Box 2060 Christchurch 8015 Phone: 03 377 7440
NEw ZEAlAND HOmE lOANS PO Box 161 hamilton 3240 Phone: 07 839 0998
NEw ZEAlAND POST & kIwIBANk Level 12, new Zealand Post house 7 Waterloo Quay Wellington 6011 Phone: 09 336 8284
SmAll BuSINESS ACCOuNTING Po Box 47 818
Ponsonby, Auckland Phone: 0800 114 722
THE INTERFACE FINANCIAl GROuP Phone: 09 302 7704
GIGGlE Tv Phone: 06 355 3480
REDwORX national Franchise support office
Lower hutt Phone: 0800 ReDWoRx (7339679)
“The simplest method of sales prediction is what we call the ANALOGUE model. This means find like stores, see what they are selling, and then make your judgment from that.”
Peter Buckingham
0800 2 FIX IT
Phone: 0800 234 948
AA AuTO SERvICE & REPAIR
PO Box 5, Auckland Phone: 09 966 8800
AuTO ONE Po Box 3342, napier Phone: 06 843 5949
COlORGlO INTERNATIONAl Phone: 09 524 6214
DRI wASH ‘N GuARD Po Box 3410 narrellan DC nsW 2567 aus Phone: +61 2 4648 6100
ENZED
Private Bag 14906, Panmure, Mount Wellington
Auckland Phone: 09 574 1744
EXTREmE AuTOmOTIvE PARTS DISTRIBuTORS
PO Box 1518
hamilton Phone: 0800 498 7363
FINAl TOuCH Po Box 1083
Cambridge 3450 Phone: 09 358 1141
ImPORT4lESS Phone: 03 528 1003
HONDA Po Box 97-340 south auckland Mail Centre
Manukau City Phone: 09 262 7304
mAG & TuRBO wAREHOuSE Po Box 97528
Manakua Phone: 0800 Mags 4 u
mARSHAll BATTERIES Po Box 36026
Lower hutt, Wellington Phone: 04 568 4269
mAZDA NEw ZEAlAND Po Box 132057
Sylvia Park Auckland 1644 Phone: 0800 800 626
mIDAS NEw ZEAlAND Po Box 305521
Triton Plaza, north shore auckland 0757 Phone: 09 415 0232
mINI TANkERS FuElS & OIlS unit 3, 110 Mays Road
Onehunga, Auckland Phone: 09 622 2671
mOTIvITY FRANCHISING
suite 170, 15 albert avenue
Broadbeach QLD 4218 aus Phone: +61 425 239 863
NOvuS Phone: 03 366 0870
OIl CHANGERS NEw ZEAlAND unit 12 / 14 acheron Drive Christchurch Phone: 03 343 6080
PIRTEk
10 Ross Reid Place east Tamaki auckland Phone: 09 274 6925
“The success of any franchise group depends on a good system controlling the way everything is done to maintain brand consistency. So, use this system.”
Brian Keen
A BuYER’S CHOICE HOmE INSPECTIONS Phone: 0800 863 636
ACCESSmAN 2 Alloy Street Sockburn Christchurch Phone: 03 341 3566
ADEN FRANCHISE GROuP 10 Boston Road Mt eden auckland Phone: 09 377 6311
Shed 5, Level 1, Lever Street, Ahuriri, Napier 4112
Email: recruitment.nz@aramex.com
Website: www.aramex.co.nz
Business description:
Put yourself in the driver’s seat of success when you join Aramex, a leading global provider of transport, logistics and courier services.
In new Zealand, more than 300 courier franchisees and 18 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, support, and technology they need to run their own rewarding franchise business in their local communities. No prior business experience is needed. Find out more and apply to join the network that delivers.
Year established: 1984
Number of franchise outlets:
18 Regional Franchises
Initial franchise fee: Available upon application Investment required: Dependent on territory. Please visit our website to view the current opportunities
Training & support: extensive training and ongoing support is provided – no previous business experience required
Locations available: Territories available across New Zealand and Australia
ARmSTRONG SmARTER SECuRITY
Phone: 029 474 9007
BBX mANAGEmENT
Po Box 803
L4 106 Gloucester Street
Christchurch Phone: 03 372 1562
BEvINCO PO Box 12 195
Beckenham
Christchurch Phone: 03 332 6560
BIG PADDlE COmPANY
Phone: 09 630 7710
CAD PARTNERS
Po Box 65 313
Mairangi Bay auckland Phone: 0800 180 400
COmPlETE FIRST AID SuPPlIES Po Box 69-123
Glendene Auckland 0645 Phone: 09 827 7726
CRESTClEAN Po Box 740
Dunedin 9054 Phone: 03 477 1126
CuTSHOP unit 7 135 Pilkington Road
Panmure NZ Phone: +64 9 666 0632
DESIGN ImPORTANCE
420 Mt alexander Road
ascot vale vIC australia Phone: +61 4 1430 3080
DISTRIBuTION INTERNATIONAl Po Box 36611
Merivale
Christchurch 8146 Phone: 0800 366 116
ECOmIST
eastgate Business Park
800 Te Ngae
Rotorua Phone: 0800 75 75 78
EmBROIDmE PO Box 51890
Pakuranga
Auckland 2140 Phone: 09 577 4223
EXPENSE REDuCTION ANAlYSTS
Phone: 04 566 6615
FlO2CASH Po Box 301 199
Albany auckland 0752 Phone: 0800 356 222
GRAFFITI DOCTOR Phone: 0800 482 437
HElIum wORk SEARCH PO Box 1594
Wellington 6140 Phone: 04 916 2180
HumITECH Phone: 0800 486 434
kIwIHOST
3/93 Main south Road upper Riccarton Christchurch 8442 Phone: 03 343 5007
lEADERSHIP mANAGEmENT
1400 Malvern Road
glen Iris vIC 3146 aus Phone: 0800 333 270
lINk BuSINESS SERvICES Po Box 12-324
Penrose Auckland Phone: 09 555 6007
mANDEvIllE mARkETING Po Box 36743
Merivale Christchurch 8146 Phone: 0508 776 668
mEGA SERvICES Po Box 3061
Christchurch Phone: 03 384 4885
mONEY CONCEPTS NEw ZEAlAND 2nd Floor, 111 Molesworth street Wellington 6001 Phone: 02 7255 5951
NEw ZEAlAND POST
Customer Service Centre Po Box 39100
Wellington Mail Centre Lower hutt 5045 Phone: 0800 501 501
OFFICE PRODuCTS DEPOT Phone: 09 915 4544
PACk&SEND unit 1, 213 Blenheim Road Riccarton, south Island Christchurch Phone: 021 799 783
BuSINESS INTERNATIONAl suite 110, 358 Clarendon street south Melbourne vIC 3205 Phone: 0400 017 882
CARIBluE
Po Box 3187
Robina Town Centre QLD 4230 Phone: 0412 618 723
CEO CONSulTING
Level 1 99 Queen Street
Melbourne vIC 3000 Phone: 1300 764484
CIvIC mANAGED SERvICES
1100 Bourke Road (Locked Bag 5001)
Alexandra NSW 2015 Phone: 02 9206 8877
CRECER CONSulTING
222 st Kilda Rd
st Kilda vIC 3182
Phone: 0406 592 233
DC STRATEGY
Level 23/223 Liverpool street, Sydney, NSW. Phone: 1300 682 657
DEmOGRAPHICS ONlINE
PO Box 52
Clifton hill vIC 3068 Phone: 0411 098 691
DCG DONAlDSON CONSulTING GROuP
Level 20 aMP Place
Brisbane QLD 4000 Phone: 0419 704 982
ENTERPRISE 21
2/22 Montana Road
Miami QLD 4220 Phone: 1300 786 332
FRANCHISE 4 u Phone: 1300 549 200
FRANCHISE ADvISORY CENTRE
Po Box 15304
Brisbane City east QLD 4002 Phone: 07 3716 0400
FRANCHISE CENTRAl
Level 1, 459 Toorak Road
Toorak vIC 3142 Phone: 1300 558 278
FRANCHISE DEvElOPmENT
Div of Wollerman offices, vIC - nsW - QLD
1 300 249 276
“If the numbers don’t work, after doing your own cash flow projections then you are better to walk away!”
Robert Toth
fRAnCHisE REAdy
unit 11a 80 Kitchener Parade, Bankstown, NSW 2200
Phone: +612 8999 1120
Contact: Doug Downer
Email: doug@franchiseready.com.au
Web: www.franchiseready.com.au
Business description:
FRanChIse ReaDy helps business owners scale and grow their business into a more valuable asset through franchising.
We have launched some of Australia’s fastest growing brands into the franchise sector, we have launched and supported more than 200 brands grow by becoming franchisors.
We assist our clients in developing a complete, successful franchise system, We:
• Create the strategic Plan
• Develop all the collateral required - operations & Training manuals, soP’s, Launch programs
• Complete franchise feasibility reports that include
• Territory mapping
• Competitor analysis
• Financial modelling for franchisees and the franchisor
• Coordinate Marketing collateral - style & Fit out guides, advertising, Brochures, Prospectus
• support through the documentation process with lawyers and Accountants
• Recruit Franchisees and Key executives for the franchisor
• Complete site identification and lease negotiation of new locations
• We coach, mentor, and support emerging franchise brands and their key executives
• We have a business broking division that assist all business owners with sale of their business
Franchise Ready is The one stop shop for everything franchising, over 200 brands with 100% success rate.
Year established: 2012
FRANCHISE RElATIONSHIPS INSTITuTE
Po Box 8487
armadale vIC 3143
Phone: 07 3510 9000
FRANCHISE SImPlY
101 John Lund Drive hope Island QLD 4212
Phone: 1300 960 136
FRANCHISE SYSTEmS GROuP
PO Box 496
Cammy NSW 2062
Phone: 1300 658 311
FRANCHISE wORkS
suite 321, 8 Point street
Pyrmont NSW 2009
Phone: 0417 811 522
FRANCHISEE SuCCESS
Phone: 1300 159 117
FRANCHISING INTERNATIONAl
Po Box 757
Sanctuary Cove QLD 4212
Phone: 1300 295 898
GRANT GARRAwAY - FRANCHISE CONSulTANT
8/96 Caloundra Road, Little Mountain, QLD 4551
Phone: 0408 129 035
GROuP SEvEN FRANCHISING
39 Charles street norwood sa 5067
Phone: 08 8333 7777
HIll ROGERS
Level 5, 1 Chifley square
Sydney NSW 2000 Phone: 02 9232 5111
mACQuARIE FRANCHISE SYSTEmS
PO Box 424
hornsby nsW 1630 Phone: 02 9415 4655
mARkET mINDS
PO Box 15
Golden Beach QLD 4511
Phone: 0407 627 243
ORDIum PO Box 1029
Toowong DC QLD 4066
Phone: 0413 871 828
PRICE wATERHOuSE COOPERS
2 Southbank Boulevard southbank vIC 3006
Phone: 03 8603 1000
REmARkABlE FRANCHISES
Po Box 383 Maylands Wa 6931
Phone: 08 6555 7780
RESuRG GROuP PO Box 196
Alexandria NSW 2015 Phone: 1300 132 138
RETAIl DOCTOR GROuP
PO Box 209 Milsons Point nsW 2061 Phone: 02 9460 2882
RETAIl E-vIRONmENT 624 st Kilda Towers, 1 Queens Road
Melbourne vIC 3121 Phone: 03 9863 7313
SHERPA GROuP
3 May Terrace
Brooklyn Park sa 5032 Phone: 08 8354 4887
SmART FRANCHISE Phone: 0466 376 386
THE FRANCHISE INSTITuTE Po Box 667 vaucluse nsW 2030 Phone: 1300 855 435
suite 28a, 82 Keilor Road essendon north vIC 3040 Phone: steve +61 433 288373 Karen+61 419 155758
vISION AllIANCE Po Box 7429
Baulkham hills BC nsW 2153 Phone: 1300 764 920
“In addition to paying SG payments by the due dates, don’t forget the minimum SG you must pay for your employees is 11.5% of their ordinary time earnings (OTE). This will increase to 12% from 1 July 2025.”
Emma Rosenzweig
wfd ConsuLTing gRouP
Head Office: 415 Canterbury Rd, surrey hills vic 3127
Licensed: vIC, nsW, QLD, Wa sa nT, Tas
Contact: Colin Crawford
Phone: 1 300 249 276
H/O: + 61 3 9999 5488
Email: info@franchisedevelopments.com.au
Website: www.franchisedevelopments.com.au
Business description:
Why do some franchise groups succeed, and others fail? The answer is simple. The more strategic planning you do at the beginning, the more franchise success you will have in the future.
WFD has assisted hundreds of local, national and overseas companies to expand their networks in Australia and internationally. In doing so, our clients start their franchise expansion fully ready for the journey ahead.
With 27 years in the franchise industry, we know what works. Our proven system for expanding a business is straightforward.
• We develop an expansion strategy Plan
• We prepare the Legal Documentation
• We review and/or prepare operation Manuals
• We market the franchise opportunity, anD
• We recruit the RIghT franchisees, selected after personality profiling.
We are ‘the original one-stop shop’ for business owners planning to grow their company locally, nationally, internationally.
For a confidential discussion give Colin Crawford, our Ceo, a call on 1300 249 276 Year established: 1994
lENDING
Bonnet Avenue Como NSW 2226 Phone: 0419 242 546
Level 3, 5 Cribb street, Milton, QLD 4064
Phone: 1 300 659 676
Email: hello@cfifinance.com.au
Website: www.cfifinance.com.au
Business description:
CFI Finance is an sMe lender and specialist funder to the franchise sector. CFI has deep relationships with franchise networks across Australia and New Zealand, and unrivalled expertise and experience when it comes to franchise finance.
CFI has helped thousands of entrepreneurs to achieve their new business goals with funding to start, buy, or grow their business.
Year established: 2014
CITY PACIFIC FINANCE
2 Main street
greensborough vIC 3088
Phone: 03 9432 3344
GOGETTA
Park Tower, 20 Pidgeon Close
West end QLD 4101
Phone: 1300 512 591
SIlvER CHEF
Park Tower 20 Pidgeon Close
West end QLD 4101
Phone: 1300 846 976
TRAXION TRAINING
suite 2D, 91 upton street
Bundall QLD 217
Phone: 1300 286 694
AON FRANCHISE INSuRANCE
Phone: 03 9211 3184
ARRIvIS
suite 3, 85 Curzon street
north Melbourne vIC 3051
Phone: 03 9329 1255
BARkER mEIER INSuRANCE BROkERS
Po Box 7053
hutt street
Adelaide SA 5000
Phone: 1800 066 900
BROOklYN uNDERwRITING SERvICE
PO Box 101
Grosvenor Place NSW 1220
Phone: 02 8274 8177
CAPITAl muTuAl INSuRANCE BROkERS
Level 1, 1140 Burke Road
Balwyn north vIC 3104
Phone: 03 9819 7344
INSuRANCE mADE EASY
upwey vIC 3158
Toll Free: 1800 641 260
kING INSuRANCE BROkERS
Level 2,104 Burwood Road
hawthorn vIC 3122
Phone: 03 9818 8026
sHoPinsuRAnCE Com.Au
suite 13, 317 Whitehorse Road, nunawading vIC 3131
Contact: Fred Nadde
Phone: 1300 123 300
Email: fred@steadfasteastern.com.au
Website: www.shopinsurance.com.au
Business description:
Shopinsurance has been looking after the needs of franchisees and franchisors for over 15 years.
We offer via our website automated business insurance solutions backed by “one on one” personal advice, to ensure all our customers receive a personal level of care.
We look after the needs of franchisees such as Just cuts, hairhouse Warehouse, gloria Jeans, aFL stores, Michel’s patisserie, subway and schnitz.
All it takes is one phone call or email and we take the worry out of what insurance coverage you need, how much it costs and best way to structure your insurance for one shop or for a franchisor insurance facility for all. give our Director a call on 1300 123 300 Australia wide.
167 st georges Terrace, Perth Wa 6000 Phone: 08 9420 1564
FCB GROuP
Level 18, 607 Bourke street
Melbourne vIC 3000 Phone: 03 9098 9400
FEINAuER
Level 9, 231 adelaide Terrace
Perth WA 6000 Phone: 08 9420 8100
FERGuSON CANNON
PO Box 5851
Maroochydore QLD 4558
Phone: 1800 640 509
FlOwER AND HART
GPO Box 219
Brisbane QLD 4001 Phone: 07 3233 1233
FRANCHISE lEGAl
suite 601, 321 Pitt street
Sydney NSW 2000
Phone: 1300 798 501
GABlE lAwYERS
st Kilda Rd Towers
Level 1, 1 Queens Road
Melbourne vIC 3004
Phone: 03 9863 9544
GADENS lAwYERS
Level 25, Bourke Place
600 Bourke Street
Melbourne vIC 3000
Phone: 03 9252 2555
GSm lAwYERS
228 Smith Street
Collingwood vIC 3066
Phone: 03 9419 2077
HAARSmA lAwYERS
116 Wright Street
Adelaide SA 5000
Phone: 1300 830 830
HAll & wIlCOX
Level 11, Rialto south Tower
525 Collins Street
Melbourne vIC 3000
Phone: 03 9603 3555
HIllHOuSE BuRROuGH mCkEOwN
gPo Box 1709
Brisbane QLD 4000
Phone: 07 3220 1144
HOlDING REDlICH
GPO Box 2154
Melbourne vIC 3001
Phone: 03 9321 9999
HOlmAN wEBB lAwYERS
Level 17, angel Place, 123 Pitt street
Sydney NSW 2000
Phone: 02 9390 8000
HuNT & HuNT
Level 5, 114 William Street
Melbourne vIC 3000
Phone: 03 8602 9200
Hwl EBSwORTH
Level 14, 264-278 george street
Sydney NSW 2000
Phone: 02 9334 8555
iP PARTnERsHiP
Po Box 10857, southport QLD 4215
Phone: 07 5591 2522
Email: sr@ippartnership.com.au
Website: https://www.ippartnership.com.au/ Business description:
A specialist business, franchising, and Intellectual Property legal firm. The firm acts for Franchisors, Franchisees, and business owners Australia wide. IP Partnership value long term relationships with its clients and provide prompt, professional and expert legal services within its specialised field of business law, franchising, and IP. Businesses looking to become a franchise, franchisors looking for a law firm to engage as outsourced inhouse counsel, individuals looking to buy or sell a franchised business or parties to a franchise dispute are encouraged to contact IP Partnership.
Call IP Partnership Lawyers if you are an Australian or New Zealand based business looking to:
• Turn your business into a Franchise (to operate in both australia and new Zealand);
• Buy or sell a Franchise;
• expand offshore and require protection of Trade Marks internationally;
• Prepare or review your businesses’ contracts and terms & conditions;
• Lease commercial premises;
• engage a legal team as your business’ external inhouse commercial legal team.
Colony Jactin house, 24 hood street ancoats M4 6Wx, united Kingdom
LONDON 18 soho square
London W1D 3QL, united Kingdom
Contact: Legalvision
Phone: 1300 544 755
Email: info@legalvision.com.au
Website: https://legalvision.com.au
Business description:
Legalvision has a dedicated franchising team with extensive experience advising clients on franchise network setups and growth strategies.
We advise dozens of franchise networks across a range of industries, including food, retail, wellness, professional services, support services, cleaning, education and events. Our clients include some of Australia and New Zealand’s largest franchise networks as well as small franchise systems.
our lawyers have significant expertise in developing franchise systems, including drafting and updating franchise documentation, business structuring, brand management, dispute resolution and regulatory compliance.
Our focus is on providing technically excellent and commercially pragmatic advice, that allows our clients to meet their commercial objectives in a timely and cost-effective manner.
Our franchising team regularly works with our other specialist legal teams including intellectual property and trade marks, employment, corporate and commercial, leasing, regulatory and dispute resolution. This ensures our franchise clients have expert assistance for all their legal needs.
Year established: 2012
lEIGH ADAmS
Level 3, 171 Clarence street
Sydney NSW 2000 Phone: 02 9964 0022
lEwIS HOlDwAY
Po Box 138, Collins street West
Melbourne vIC 8007
Phone: 03 9629 9629
lODHIA lAwYERS
Po Box h97
australia square nsW 1215
Phone: 02 9233 7000
lYNCH ANDREwS
Suite 12, Level 10 The Christie Centre
320 adelaide street
Brisbane QLD 4000
Phone: 07 3221 2775
mACPHERSON kEllEY (ENHANCED)
Waterfront Place, Level 30, 1 eagle street
Brisbane QLD 4000 Phone (07) 3235 0400
mAdgwiCks LAwyERs
Level 6, 140 William Street
Melbourne vIC 3000
Contact: Chris verebes
Phone: 03 9242 4744
Fax: 03 9242 4777
Email: Chris.verebes@madgwicks.com.au
Website: www.madgwicks.com.au
Business description:
Madgwicks Lawyers provide expert franchising advice and service both franchisors and franchisees australia-wide. We can assist with:
• Reviewing and advising on Franchise Agreements
• sale/purchase of franchise businesses
• Preparation of Franchise agreements and Disclosure Documents
• Code Compliance
• Consumer Law advice
• Leasing
• IP and branding
• Litigation and dispute resolution
Membership: FCa. LIv, MeRITas Year established: 1973
often people fall in love with the idea of being a business owner or with a concept, my mantra is to fall in love with the business model and in order to understand the business model you need to get advice from the people that know. These resources include the professional advisors but should also include the franchisor and franchisees.”
Doug Downer
msT LAwyERs
Level 3, 545 Blackburn Road, Mount Waverley vIC 3149
Contact: Raynia Theodore Louise Wolf esther gutnick
Phone: 03 8540 0200
Fax: 03 8540 0202
Email: franchise@mst.com.au
Business description:
With 40+ years’ experience in the franchising sector, MsT Lawyers is one of australia’s leading franchising law firms. our specialist lawyers have extensive knowledge of franchise laws and business models. Our clients, local and international, rely on us to provide current and relevant advice to ensure they are compliant with all applicable laws. We act for a range of clients from franchisors establishing, buying, selling or restructuring franchise networks to franchisees who are buying or selling their franchise. We provide the full suite of legal services to franchise networks, including advice relating to the Franchising Code and consumer law compliance, leasing, employment law, intellectual property, privacy, insolvency, and dispute resolution. Most of the work we perform is on a fixed fee basis based on an agreed scope of works which gives our clients certainty as to their legal spend. MsT Lawyers received the supplier of the year award at the 2017 MyoB FCa excellence in Franchising awards. Membership: Franchise Council of Australia, and Law Institute of victoria.
Year established: 1959
moRgAn mAC LAwyERs
suite 27, Level 6 The astor Center, 445 upper edward street, spring hill, QLD, 4000
Phone: (07) 3221 2221
Email: info@morganmac.com.au
Website: www.morganmac.com.au
Business description:
We have worked with the franchising sector for over 25 years.
The franchise related legal services we provide include:
• Court work and dispute resolution for franchisors and franchisees
• Franchise mediation
• Franchise dispute solutions and strategies
• Purchase or sale of franchise businesses
• advising on franchise documents
• advising on franchise renewal or exit
• Preparing franchise documents
• Risk and compliance advice
• Commercial and retail leasing
• Privacy and privacy policy advice
We work with our clients to implement their commercial objectives. Our aim is to achieve the best possible outcome for our clients.
Year established: 2016
muRFETT lEGAl Po Box 6314 east Perth Wa 6892 Phone: 08 9388 3100
NICOlE lEGGAT AND ASSOCIATES
Suite 1, Level 1 1 Transvaal Avenue
Double Bay NSW 2028 Phone: 02 9328 6917
NORTON ROSE FulBRIGHT GPO Box 4592SS
Melbourne vIC 3001 Phone: 03 8686 6000
NRG lEGAl 20 hunter street
Sydney NSW 2000 Phone: 02 9233 2511
PACE lAwYERS 192 Gilbert Street
Adelaide SA 5000 Phone: 08 8410 9294
PCl lAwYERS
Level 8, 446 Collins Street
Melbourne vIC 3000 Phone: 1300 907 335
PIPER AlDERmAN
Level 16, 70 Franklin street
Adelaide SA 5000 Phone: 08 8205 3333
REDCHIP lAwYERS
Locked Bag 2 Fortitude valley BC QLD 4006 Phone: 07 3223 6100
RIBA BuSINESS lAwYERS 34 Duporth avenue
Maroochydore QLD 4558 Phone: 07 5479 1488
RisE LEgAL
Offices: Gold Coast | Perth | Sydney servicing clients Australia wide Phone: 1300 064 707
Email: info@riselegal.com.au
Website: www.riselegal.com.au
Business description:
We’re not your average law firm; we’re Rise Legal, your trusted sidekick in the exciting world of franchising! since our launch in 2012, we’ve been helping business owners across Australia, sprinkling our unique blend of legal expertise and zest into every project we tackle.
Our Power Pack of Services:
Franchise Document Crafters: Transforming legal jargon into sparkling, clear documents for franchisors.
Agreement Sleuths: Diving deep into agreements and disclosure docs for franchisees – no fine print escapes our super-vision!
Business Deal Gladiators: Buying or selling a business? We’re in your corner, fighting for your success.
Legal Guardians: your business’s safety is our super mission. We’re here to shield you!
Structure Strategists: Let’s build the strongest foundation for your business empire.
Why Rise Legal?
Think of us as the cape-wearing, problemsolving, legal dynamos who actually care. Boring law firm? not us! We’re all about creating tailor-made solutions with a sprinkle of excitement. our Fixed Fee Packages? They’re like superpowers for your budget – no surprises, just pure value.
Call to Action!
Don’t navigate your franchise journey alone! Grab your phone or shoot us an email. Let’s chat about how our Fixed Fee Packages can power-up your business.
Year established: 2012
ROBBINS wATSON
PO Box 2505
Burleigh BC QLD 4220
Phone: 07 5576 9999
ROBERT JAmES lAwYERS
gPo Box 761
Melbourne vIC 3001
Phone: 03 8628 2000
ROBERTS lEGAl
274 Brunker Road
Adamstown NSW 2289
Phone: 02 4952 3901
RuSSEll kENNEDY SOlICITORS
Level 12, 469 La Trobe Street
Melbourne vIC 3000
Phone: 03 9609 1555
“Without a clearly defined target market you might waste thousands of dollars getting your message in front of people that will simply never buy what you do, no matter how well you do it.”
Business description: Sanicki Lawyers is a commercial franchising licensing and intellectual property practice and a member of the (IFLA) International Franchise lawyers Association and (FCA ) Franchise Council of australia with over 35 years expertise in the Franchise sector.
Year established: 2009
SlATER & GORDON
44 Market street
Sydney NSW 2000
Phone: 1800 555 777
SlF lAwYERS
Level 8, 160 Queen Street
Melbourne vIC 3001
Phone: 03 9600 2450
STEPHENS lAwYERS & CONSulTANTS
PO Box 16010
Collins street West vIC 8007
Melbourne vIC 3000 Phone: 03 8636 9100
SwAAB ATTORNEYS
Level 1, 20 hunter street
Sydney NSW 2000 Phone: 02 9233 5544
TAlBOT OlIvIER
Level 8, Wesfarmers house, 40 The esplanade
Perth WA 6000 Phone: 08 9420 7100
THOmSON GEER gPo Box 3909
Sydney NSW 2001
Phone: 02 8248 5800
THYNNE & mACARTNEY
GPO Box 245
Brisbane QLD 4001
Phone: 07 3231 8888
TRESSCOX lAwYERS
Level 9, 469 La Trobe Street
Melbourne vIC 3000
Phone: 03 9602 9444
wISEwOulD mAHONY
Level 8, 419 Collins Street
Melbourne vIC 3000 Phone: 03 9629 8333
YOuR lAw FIRm
7 Techno Park Drive
Williamstown vIC 3016
Phone: 1300 896 500
“The discovery day is a face-toface meeting, usually at the head office of the franchise company, which takes place between one or more prospective buyers and the franchise company.”
Doug Downer
Head Office: 415 Canterbury Rd, surrey hills vic 3127
Licensed: vIC, nsW, QLD, Wa, sa, nT, Tas
Contact: Colin Crawford
Phone: 1 300 249 276
H/O: + 61 3 9999 5488
Email: info@franchisedevelopments.com.au
Website: www.franchisedevelopments.com.au
Business description:
At WFD, we develop franchise systems and recruit franchisees. Being actively in the game, we are up-to-date with the latest Franchise Code requirements for franchisors and franchisees.
We have our own in-house lawyers, or work with our client’s legal team to draft, prepare and review all franchise agreement documentation. our legal services include:
• Protecting franchisor intellectual property
• Franchise documentation legal brief preparation
• Prepare and review Franchise agreements
• Prepare and review Disclosure Documentation
• Conducting Franchise Compliance audits
• International Franchising
With 27 years in the franchise industry, WFD Legal is The specialist in the australian franchising and licensing industry.
WFD is ‘the original one-stop shop’ for business owners planning to grow their brand locally, nationally, internationally. For a confidential discussion give Colin Crawford our Ceo a call on 1300 249 276
Year established: 1994
ADvANTAGE SOluTIONS
2 Greenwood Street abbotsford vIC 3067 Phone: 03 8417 9888
CuSTOm HOSPITAlITY SYSTEmS unit 15 / 538 gardeners Road
Selecting the right franchisees is one of the most important factors in franchising success.
We recruit franchisees australia-wide. We have a successful track record of handling the recruitment process for both high profile national brands and for new franchise groups.
We’ve been recruiting franchisees for over 27 years, so our experience in selecting the ‘right franchisee’ is second to none in the Australian franchise industry.
our Recruitment services include:
• handling the selection process from the initial enquiry through to the signing of the Franchise Agreement.
• Preparing recruitment marketing material that specifically targets ‘interested parties’ based on curated databases.
• Personality profiling of candidates.
• Recruiting Franchisees, Master Franchisees and Licensees.
• selling australian Franchisor’s I.P. Rights internationally.
note: In australia, you need to be a Licensed Business Broker to sell an existing franchise business unless you are the owner of the business, or their accountant or lawyer.
To recruit franchisees for your network, give Colin Crawford, our Ceo, a call on 1300 249 276 for a confidential discussion.
Year established: 1994
site seleCtiOn & leAsing
BluEmARQ COmmERCIAl
PO Box 95
Padstow NSW 2211
Phone: 0401 138 814
BuSINESS GEOGRAPHICS
Po Box 838
Paddington QLD 4064
Phone: 07 3118 5036
CARRIGAN RETAIl CONSulTING
101 Rockbourne Terrace
Paddington QLD 4064
Phone: 0419 653 555
CBRE GlOBAl CORPORATES SERvICES
Level 1, 12 Creek Street
Brisbane QLD 4001
Phone: 07 3234 9100
DAlY INTERNATIONAl
Level 1 Solitaire
12 help street
Chatswood nsW 2067
Phone: 02 8241 9800
INSITE DATA SOluTIONS
suite 39, 278 Church street
Richmond vIC 3121
Phone: 1300 336 647
lEASEEAGlE
Phone: 1300 887 609
PITNEY BOwES SOFTwARE
Suite 1, Level 1
68 Waterloo Road
Macquarie Park nsW 2113
Phone: 02 9437 6255
SPECTRum ANAlYSIS
suite 6, 407 Canterbury Rd
surrey hills vIC 3127
Phone: 03 9830 0077
vERImARk
62/23 narabang Way
Belrose NSW 2085
Phone: 02 9450 0099
trAining, mentOring & develOpment
APm TRAINING INSTITuTE
ground Floor, 213 Miller street
North Sydney NSW 2060
Phone: 02 9954 7377
AuSTRAlIAN COllEGE QED
Level 1, 410 Oxford Street
Bondi Junction NSW 2022 Phone: 02 9386 2500
AuSTRAlIAN BuSINESS CONSulTING & SOluTIONS
Level 4, 140 Arthur Street North Sydney NSW 2060
Phone: 1800 505 529
AuSTRAlIAN mENTORING & FINANCE CENTRE
Po Box 368
hervey Bay QLD 4655
Phone: 0417 199 800
AuSTRAlIAN SAlESmASTERS TRAINING
Po Box 638
Rosebery nsW 1445
Phone: 02 9700 9333
BuDGET ONE
700 Bourke street
Docklands vIC 3008
Phone: 03 9583 7925
CENGAGE EDuCATION
1 Waltham Street
Artarmon NSW 2064
Phone: 1300 853 033
FRANCHISE COuNCIl OF AuSTRAlIA
suite 6, 307-313 Wattletree Road
Malvern east vIC 3145
Phone: 1300 669 030
FRANklYN SCHOlAR
Phone: 1300 918 872
GRIFFITH BuSINESS SCHOOl
asia-Pacific Centre for Franchising excellence
Building (s07), Room 4.06, south Bank Campus griffith university, 226 grey street
South Bank QLD 4101
Phone: 07 3382 1401
INTERNATIONAl COllEGE OF HOTEl
mANAGEmENT PO Box 125
Kilkenny SA 5009 Phone: 08 8348 4438
mETA mANAGEmENT SOluTIONS 103/125 Fitzroy st st Kilda vIC 3182 Phone: 03 9016 3827
mIND ATlAS
suite 208, 63 stead street south Melbourne vIC 3205 Phone: 03 9696 6469
NATIONAl SAlES ACADEmY
Level 14, Lumley house 309 Kent street Sydney NSW 2000 Phone: 02 9994 8033
OPTIvANCE 360 Po Box 943
Bondi Junction nsW 1355 Phone: 0414 577 714
POSITIvE TRAINING SOluTIONS PO Box 42
Mitcham vIC 3132 Phone: 0419 354 949
PEOPlOGICA
Level 2, 42 Atchison Street St Leonards NSW 2065 Phone: 02 9936 9000
PROvEN BuSINESS CONSulTANTS AuSTRAlIA
Level 19 & 20, 644 Chapel street south yarra vIC 3141 Phone: 1300 467 222
SHAREmARkET COllEGE 46 Wharf Street Kangaroo Point QLD 4169 Phone: 1300 309 040
SuPERIOR SERvICE
suite 24, upper Deck 19-21 Jones Bay Wharf, Pirrama Road Pyrmont NSW 2009 Phone: 02 8004 3105
TARGET TRAINING Phone: 1300 736 005
THE AlTERNATIvE BOARD
Suite 45, 8 Avenue of Americas newington nsW 2127 Phone: 02 9037 2849
THE REAl lEARNING EXPERIENCE 15 Amethyst Drive Blackmans Bay TAS Phone: 03 6229 8302
THE STARTuP FACTORY Po Box 319 Turramurra nsW 2074 Phone: 1300 998 553
TRAXION TRAINING
suite 2D, 91 upton street
Bundall QLD 217 Phone: 1300 286 694
vElPIC Phone: 1300 835 742
wIllIAm ANGlISS INSTITuTE 555 La Trobe Street
Melbourne vIC 3000 Phone: 03 9606 2330
wOrkplACe COmpliAnCe, heAlth And sAfety
CERTICA
3/457 upper edward street
spring hill QLD 4000
Phone: 0412 002 052
COOEE
Level 10, 17 Castlereagh street
Sydney NSW 2000
Phone: 1300 138 012
EmPlOYSuRE
Level 6/180 Thomas Street
Sydney NSW 2000
Phone: 1300 651 415
ENvIRO CHASING SERvICES
38 hensbrook Loop
Forrestdale WA 6112
Phone: 08 9399 1644
PARASOl EmT
unit 17, Molonglo Mall Fyshwick ACT 2609
Phone: 1300 366 818
RISk STRATEGIES
suite 1201, 1 Queens Road
Melbourne vIC 3004
Phone: 03 9863 8408
SAFETY NAvIGATOR
Po Box 780 Potts Point NSW 2011 Phone: 1300 858 818
XXX SECuRITY SERvICES
13 export Park
Adelaide Airport SA 5950 Phone: 0433 827 947
ACCOunting & finAnCiAl serviCes
APOllO ACCOuNTING
PO Box 94
albany village, albany 0755 Phone: 09 451 9020
BDO
BDo house
116 harris Road east Tamaki, Manukau Phone: 09 274 9340
BDS CHARTERED ACCOuNTANTS
Po Box 7277, Wellesley street
Auckland 1141 Phone: 09 366 1822
BlACkER SmITH & CO Phone: 0 4 555 9090
BNZ Phone: 0800 asK BnZ
CAD PARTNERS Po Box 65 313 Mairangi Bay, auckland Phone: 09 277 8278
CHESTER GRAY CHARTERED ACCOuNTANTS
19 Tarndale grove Rosedale north shore 0632 Phone: 09 307 1180
CROwE HORwATH Phone: 0800 494 569
DANIEl HuNT & ASSOCIATES
Level one, 2 heather street
Parnell Auckland 1052 Phone: 09 817 5553
EC CREDIT CONTROl Po Box 368 Napier 4140 Phone: 0800 324 768
FRANCHISE ACCOuNTANTS
Po Box 230-153
Botany auckland 2163 Phone: 0800 555 8020
GRANT THORNTON NEw ZEAlAND
PO Box 1961
Auckland 1140 Phone: 09 308 2570
HAYES kNIGHT NORTH
1, 5 William Laurie Place albany auckland 0632 Phone: 09 414 5444
HEwITT SCAlETTI wATERS Po Box 76-270
Manukau City, auckland Phone: 09 262 0874
HumPHRIES ASSOCIATES Po Box 13 676
Auckland Phone: 09 634 3150
INSPIRED ACCOuNTANTS Po Box 202,235
Southgate, Auckland 2246 Phone: 09 309 2561
kEITH GOODAll & ASSOCIATES
Po Box 37223
Parnell, Auckland 1151 Phone: 09 921 4630
kGA lImITED Po Box 37 223
Parnell, Auckland Phone: 09 921 4630
lENNIE & ASSOCIATES
Level 2, 90 Symonds S Auckland Central 1010 Phone: 09 368 1212
mARkHAmS ClARkE CRAw
PO Box 919
Dunedin 9054
Phone: 03 477 0032
mONTGOmERY CONSulTANTS
Po Box 87424
auckland 1072 Phone: 09 578 2317
SIlvER CHEF
Po Box 91379, victoria street
West Auckland
Auckland Phone: 0800 443 334
STAPlES RODwAY CHRISTCHuRCH Po Box 8039
Christchurch 8440
Phone: 03 343 0599
RIGHT wAY Phone: 0800 555 024
THE NATIONAl BANk OF NEw ZEAlAND Phone: 0800 251 858
wHk Po Box 30568
Lower hutt Wellington Phone: 04 569 9069
YOuNG READ wOuDBERG 13 McLean street Tauranga 3140 Phone: 07 578 0069
ZEBRA ACCOuNTING Phone: 0800 110 160
ANZ BANk PO Box 91966
Auckland Phone: 1800 801 485
ASB BuSINESS BANkING
Level 17, asB Bank Centre 135 albert street
Auckland 1140 Phone: 0800 803 804
BANk OF NEw ZEAlAND 80 Queen Street
Auckland, New Zealand Phone: 0800 275 269
wESTPAC Po Box 934
Auckland 1140 Phone: 09 367 3530
ABC BuSINESS BROkERS
suite 1-4, 72 Dominion Road
Mt eden auckland Phone: 09 630 1600
BETTER BuSINESS INSTITuTE
Building 2, unit i 3 Ceres Court
Mairangi Bay 0632 Phone: 09 477 0490
BuSINESS NETwORk INTERNATIONAl PO Box 60 521
Titirangi, Auckland Phone: 09 817 1185
CDQ COmmuNICATION DESIGN PO Box 89 209 Torbay, north shore City 0742 Phone: 021 644 545
COllIERS INTERNATIONAl
saP Tower, Level 27 151 Queen Street
Auckland 1010
Phone: 09 358 1888
CREATv PO Box 90849
victoria street West
Auckland 1142
Phone: 021 905 302
CumulO9 Po Box 105 638
Auckland Phone: 09 889 3458
DElOITTE Phone: 09 303 0716
DIGITAl FISHBOwl
Auckland Phone: 09 915 3474
EXPRO
77 James Cook Drive
Welcome Bay, Tauranga 3112 Phone: 07 544 5058
FRANCHISE INFINITY
Phone: 0800 555 8020
FuSION5
Level 16, 34 shortland street
Auckland 1010 Phone: +64 9 379 0525
GEO OP Po Box 37340
Parnell Auckland 1151
Phone: 0800 go geooP (464 3667)
HElIum wORk SEARCH PO Box 1594
Wellington Phone: 04 916 2180
JONES lANG lASAllE PO Box 165
Auckland Phone: 09 366 1666
mYHR 43 honan Place
Avondale, Auckland Phone: 027 382 8390
PARAllEl DIRECTIONS PO Box 895
Shortland Street
Auckland 1140 Phone: 09 550 8501
REACH mEDIA NEw ZEAlAND Po Box 132 065
Sylvia Park, Auckland Phone: 09 574 4436
REDBACk CONFERENCING
Level 21, 320 Pitt street
Sydney NSW 2000 Phone: 0800 231 717
RETAIl EXPRESS
Level 14, vodafone on the Quay 157 Lambton Quay
Wellington 6011
Phone: 03 5208 008
SANDFIElD INFORmATION SYSTEmS PO Box 46 040
herne Bay auckland 1147
Phone: 09 303 0579
SwIFTPOS Phone: 09 358 0165
SwITCH BuSINESS PO Box 4442
Shortland Street
Auckland Central 1010
Phone: 09 377 7735
THE BuSINESS ENGINE Po Box 31583
Milford auckland 0742
Phone: 0800 100 059
THE mEDIATOR Phone: 0800 02 6334
bAnks
uPPER HuTT CITY COuNCIl Phone: 04 527 2123
vEND HQ
Level 1, 2-36 nuffield street
newmarket, auckland 1023 Phone: 09 889 0189
wAIPuNA HOTEl & CONFERENCE CENTRE Phone: 09 526 3024
w GARTSHORE
Po Box 2117
Tauranga Bay of Plenty Phone: 07 578 5862
ZEAlD wEBSITE DESIGN
Level 2, Building e, 42 Tawa Drive
albany auckland 0632 Phone: 0508 932 748
frAnChise COnsulting & develOpment
AFFIlIATED BuSINESS CONSulTANTS
Po Box 9087
Newmarket Phone: 09 630 1600
CHARTIS
Po Box 1745
Auckland 1140 Phone: 09 355 3100
EvEREST GROuP
Po Box 12700
hamilton 3248
Phone: 0800 eveResT
FRANCHISE COACH
Phone: 0800 4FRanChIse
FRANCHISE RElATIONSHIPS INSTITuTE Phone: 0800 4FRanChIse
Business description: Stewart Germann is acknowledged as New Zealand’s leading franchising lawyer and has over 40 years’ experience in this area. Stewart germann Law office (sgL) is new Zealand’s longest established specialist franchising law firm and has won multiple awards in franchise law both nationally and internationally. The firm is passionate about franchising and business law. The firm has acted for many australian franchisors who have brought their systems successfully into New Zealand. Year established: 1993
wAlkER & CO PO Box 5605
Wellington Phone: 04 499 7809
uRlICH mCNAB kIlPATRICk Po Box 633
Whangarei 0140 Phone: 04 9470 2400
ImAGE CENTRE
Po Box 78070
Grey Lynn Auckland Phone: 09 360 5700
THE RADIO NETwORk 54 Cook Street
Auckland CBD Auckland Phone: 09 367 4646
ONlINE RESulTS unit 10/ 6 omega street
Rosedale albany
Auckland Phone: 0800 333 510
SPYGlASS GROuP 17 nixon street
Grey Lynn Auckland Phone: 09 915 0086
GLOBAL expansion
GLOBAL E xp ANSION
We can help to put your franchise system in an operational position to attract successful franchisees.
We are members of the IFA and other respected organisations.
The transition process can be daunting, but we know the trusted business and legal players who can take you through the first minefield.
Constant changes within the codes of conduct can create a massive challenge to franchise systems wanting to move outside of their established markets.
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