BF Magazine_19#3_FA

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Nicole Ramos, Owner –MyHome

Malvern East

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and NEW ZEALAND

voLUMe 19, IssUe 3, 2025

on the cover: sOuL OriGin

pres I dent: colin bradbury. colin@cgbpublishing.com

pU b LI sher: Vikki bradbury. vikki@cgbpublishing.com.au

ed I tor I a L depart M ent: editor@cgbpublishing.com.au

sa L es & M arket I ng M anager: annie bradbury. annie@cgbpublishing.com.au

prod U ct I on: production@cgbpublishing.com.au

acco U nts: accounts@cgbpublishing.com.au

desIgn: Michelle Quinn. michelle@cgbpublishing.com

cgb pUbLIshIng PO bOX 17 Pomona, QueensL anD 4568 TeL: (07) 5485 2704 www.businessfranchiseaustralia.com.au www.businessfranchisemagazine.co.nz

to sUbscrIbe: www.businessfranchiseaustralia.com.au or www.isubscribe.com.au

“ In today’s fast-paced world, time is a luxury. Recognising this, Soul Origin has introduced the drive-thru model to ensure that even the busiest customers can enjoy fresh, nutritious and delicious food without compromising on quality.”

Welcome to our latest issue of Business Franchise Australia and New Zealand Magazine!

Here we are in March already, time is certainly flying. We have some great articles in this latest issue starting with our Front Cover and Cover story, for over a decade, Soul Origin has been serving up fresh, nutritious meals and specialty-grade coffee to Australians who value quality and convenience. Now, the brand is taking that commitment to the next level with its first-ever drive-thru location, redefining the fast-casual dining experience. You can read more about this on page 10.

from our experts to keep you updated and informed. Darryl Mc c arthy is the aTO’s a ssistant commissioner for the Gs T Program and in his article, look’s at Gs T and bas essentials for your franchise, s eva surmei is a Principal in DMaW Lawyers’ transactions team, specialising in franchise law and property law, and she discusses the key changes to australia’s franchising code of conduct. s onia shwabsky from Kwik Kopy covers the topic of spotting red flags in opening and running a franchise. navigating the business world is tough. There are numerous rewarding experiences that come with being a franchise owner, however, there are also many challenges that appear along the way. This is just a sample so turn to the contents page to find more expert advice and also some great articles on franchise updates in the industry.

Our Main feature this issue is On the r oad/Mobile franchising and on the feature cover we have snap on Tools, in their article we meet Mitch hind who shares the Tools n eeded to build a Thriving business, he is also the national snap-on franchisee of the Year. Tony Meredith one of our regular experts’ states, The question for prospective franchise owners is not, “ should i buy a franchise?” but rather, “ should i take my business on the road or establish a permanent location?”, r obert Toth from s anicki Lawyers also suggests some topics to think about when looking at a mobile franchise.

finally, don’t forget to check out our a-Z franchise listing directory with all the best franchise opportunities available right now.

The information and contents in this publication are believed by the publisher to be true, correct and accurate but no independent investigation has been undertaken. accordingly the publisher does not represent or warrant that the information and contents are true, correct or accurate and recommends that each reader seek appropriate professional advice, guidance and direction before acting or relying on all information contained herein. Opinions expressed in the articles contained in this publication are not necessarily those of the publisher. The publication is sold subject to the terms and conditions that it shall not be copied in whole or part, resold, hired out, without the express permission of the publisher.

until next time, enjoy the read.

Vikki Bradbury Publisher

Cover Story

12 Soul Origin: rolls Out it’s first Drive-Thru: a Game changer in fast fresh casual Dining

In every issue

8 What’s New! Announcements from the Industry

14 Franchise Council of Australia (FCA): A Stronger Future for Franchisees

33 Feature Supplement: Franchises on The Road

64 Behind the Headlines 66 Professional Services Listings

Franchise Listings 71 A-Z Franchise & Services Directory

Spotlight On Service

26 WFD Consulting Group Pty Ltd: Don’t risk Your chances of franchising success

30 FranConnect: unveils a suite of ai agents for the australian Market

Franchisor in Depth

22 St Louis: from Local sweet spot to Global expansion

50 Jamica Blue: styling the future: Leads with sustainable store Design

Franchisee In Action

18 The Cheesecake Shop: free cheesecake to celebrate hill Park’s sweet new Dessert e xperts

60 My Home: George beddoes Owner My home black rock

Have Your Say

28 Andy Knight: can You Master the challenge: What it Takes to succeed as a Master franchisee

54 Elise Balsillie: streamlining franchise Operations with saas solutions 18 16 14

48 Seva Sermei:

52 Darryl McCarthy:

Sonia Shwabsky:

c arl’s Jr looks to expAN d i N Austr AliA

United States-based fast-food chain, Carl’s Jr. plans to expand in Australia by opening five new franchised restaurants over the next 12 to 18 months after the collapse of their master franchisee last year.

“The headlines suggested the c arl’s Jr. brand was leaving australia, which was incorrect,” Gaven n eedham, General Manager a sia Pacific at c arl’s Jr.’s parent company, cK e r estaurant h oldings, inc., said “ it was one franchise group who encountered difficulties, and we stepped in to maintain operations in as many restaurants as possible.”

c arl’s Jr. engaged suppliers, landlords, and franchisees to ensure continued business operations and minimise disruptions. s ome existing and a few new franchisees acquired several of the affected restaurants, bringing the total operational outlets to 29, with more location openings planned throughout 2025.

“We have restaurants that closed as part of the voluntary administration, but then quickly reopened under new ownership,”

he said. “We had staff jumping at the opportunity to come back and work at our restaurants and local customers excited for c arl’s Jr. to be a key part of their local communities again. This has reinforced our confidence in the brand and our commitment to the australian market.”

n eedham believes c arl’s Jr. has a unique value proposition. “, We offer a quality product that’s not like every other chain and we remain committed to delivering our differentiated experience of quality, innovation and flavour,” he said.

“We’ve learned that the brand is loved in australia, and we’re dedicated to supporting our franchisees, expanding our footprint, and continuing to offer the c arl’s Jr. experience to our loyal customers,” n eedham said.

choice h otels a sia-Pac Pro Perties shine with Gold Awards

Leading hotel franchise group Choice Hotels Asia-Pac has announced its 2024 Gold Award winners, celebrating exceptional performance and steadfast dedication to the guest experience throughout 2024 at properties across Australia and New Zealand.

“The Gold awards recognise those hotels that have gone above and beyond in 2024,” explains choice h otels a sia-Pac ceO Trent fraser. “This includes exceeding business targets and achieving the highest likelihood to recommend (LT r) scores, calculated using customer feedback, active engagement in initiatives such as the choice Privileges rewards program, corporate social responsibility and sustainability initiatives, and embodying the broader values of choice h otels.”

“We take pride in acknowledging and celebrating the teams behind the delivery of exceptional hotel experiences that allow our guests to experience more, from citycentre stays to regional destinations,” says fraser. “We hope the 2024 Gold awards will inspire australians and n ew Zealanders to travel to new and exciting locations they perhaps haven’t been to before, and

experience excellent customer service and value for money across our network”.

The 20 hotels recognised with Gold awards will now advance to compete for choice h otels a sia-Pac’s h otel of the Year awards, set to be announced in March. These awards also include accolades for b est n ew h otel, General Manager and rising star, with the nominees evaluated by a panel from the choice h otels a sia-Pac executive team.

choice h otels a sia-Pac has more than 300 hotels across the a sia-Pacific region, representing more than 25,000 rooms and making it the region’s largest hotel franchise group. brands under the choice h otels banner include the a scend h otel collection, clarion, Quality, comfort and econo Lodge.

www.choicehotels.com.

Ja X t yres & auto leads the Way in Customer experience with dual Nominations for 2025 retailer and Cx Awards

In addition to JAX Tyres & Auto’s recent nominations at the 2025 CX Awards, it has just been announced that Nicola Rose, Executive Manager - Customer Experience at JAX Tyres & Auto, has been nominated as a finalist for CX Leader of the Year at Inside Retail’s Retailer Awards 2025.

under nicola’s leadership, Ja X Tyres & auto has implemented innovative initiatives such as the ‘Voice of the customer’ program and the ‘You s aid, We Did’ page, making a significant impact on customer satisfaction and business outcomes.

nicola says, “ initiatives like our ‘You s aid, We Did’ program highlight the power of truly listening to our customers and responding to their needs.

“ it is an honour to be nominated, and i look forward to seeing the final results in february.”

steve Grossrieder, ceO, Ja X Tyres & auto, says, “ nicola is a pragmatic leader who genuinely cares about the growth of the business. she doesn’t just implement programmes - she empowers every individual to take ownership of c X.

Ja X Tyres & auto has been selected as a

finalist in the following categories at the c X awards:

• Best CX Initiative: Turning the Tide: From Passives to Promoters at Ja X Tyres & auto

• CX Team of the Year: JAX Tyres & Auto: uniting 92 franchisees to Drive customer e xcellence

A NeW erA For su BWay®

HAs ArriVed: siMpler, FAster, ANd pACked WitH FlAVour

subway® is redefining convenience and crave-worthy flavour with the launch of its new signature Menu across australia and n ew Zealand – executing the biggest shake-up to their menu in the brand’s history.

This game-changing upgrade is a bold step in subway’s mission to provide more aussies and Kiwis with better choices in quick service food options.

Designed for today’s busy lifestyle, the signature Menu offers everyone’s beloved subway® flavours, now with expertly crafted ingredient combinations that deliver the ultimate taste experience - without the hassle of customers having to select every ingredient. it’s all about making ordering simpler, faster, and more satisfying than ever.

subway® australia & n ew Zealand Director of Marketing, r odica Titeica, said the move reflects consumer preferences for quick, easy, and delicious meals that fit seamlessly into their increasingly busy lives. “We know that aussies love our food, but we also recognise the increasing pressures on everyone’s time and mental load.

• CX Leader of the Year: Nicola Rose, e xecutive Manager - customer e xperience, Ja X Tyres & auto

The r etailer awards 2025 winners will be announced in Melbourne on 20 february 2025, while the c X awards ceremony will take place on 6 March 2025.

While the new signature Menu offers a simpler ordering experience, subway® remains the home of personalisation, with customers able to make changes to ingredients as they like. subway® loyalists who like to create their own will still be able to select each ingredient, sauce, and toppings just as they always have.

“We’re confident customers will find loads of flavours they will love on the new signature Menu, while others may discover a new go-to they’ve never tried before,” Ms Titeica said. “ innovation is a core focus for subway, and we already have a line-up of exciting new flavours which will be introduced as the menu continues to evolve.”

retail Food Group has confirmed it

will shut down the 19 Michel’s franchises it operates in NsW, Queensland and Victoria

The Gold Coast-based group, which also owns Donut King, Gloria Jean’s, Brumby’s Bakery and Crust Gourmet Pizza, will work with existing franchisees to ensure the transition goes smoothly.

“This process (converting from the Michel’s brand) will take place in collaboration with our franchise partners, with the timing of any conversions based on the individual circumstances of each partner to ensure the best outcome for them and their customers,” a rfG spokeswoman said.

“We continue to support those franchise partners consistent with

glo Bal franchise aWar Ds 2025 Best FrANCHise lAW FirM

In November 2024 Stewart Germann Law Office of Auckland New Zealand submitted an entry for the Global Franchise Awards 2025 and just before Christmas we found out that we were a Finalist.

The entry had to cover a number of criteria/ questions including the size of the practice and how many countries it operates within, how do we support franchise clients to help them to determine the most effective global expansion strategies, specialities you offer your clients and why do you believe these are of value, how we have helped to franchise business models, and the cause of ethical international franchising, and we also had to give examples.

We said that in the promotion of franchise best practice, the partners regularly attend

the terms of their existing Michel’s Patisserie franchise agreements.

“We are working with all Michel’s franchisees in connection with the conversion opportunity.

“That includes an offer of financial and other support.”

The spokeswoman said the chosen brands to take over the stores will be Gloria Jean’s and Donut King.

“ in light of this assessment, we are engaging with all Michel’s Patisserie franchise partners to explore the opportunity for them to convert their business to the Gloria Jean’s brand, or where that outcome is not feasible, the Donut King brand,” she said.

“We believe that each of the Gloria Jean’s and Donut King brands provide exciting opportunities and a compelling option for Michel’s Patisserie franchise partners considering their immediate or longerterm business futures.

“We’d like to take this opportunity to thank all of our Michel’s Patisserie franchise partners for their ongoing passion for the brand and look forward to working with each of them in a collaborative and transparent way, to achieve a positive outcome that is best suited for individual circumstances.”

webinars and seminars on franchising and we are also pro-active in writing to our clients to update their franchise agreements.

We always strive to promote the cause of franchising and we also secure three

testimonials from franchisor clients which were powerful and complementary about the firm.

The results will be announced at the ifa convention at Las Vegas in february 2025.

Stewart Germann

KWi K Ko Py australia lAuNCHes $25,000 FACeliFt

GiVeAWAY to Boost sMAll BusiNesses

A leader in print, design and large-format marketing solutions, is giving away a transformative opportunity for small businesses to elevate their branding. Starting 3rd February, five lucky small businesses will each win a $5,000-worth branding facelift as part of Kwik Kopy’s Australia-wide giveaway. As a way of showing their support for local businesses, Kwik Kopy will also provide $500 vouchers as weekly prizes.

The promotion will run for eight weeks, and small businesses are encouraged to submit their entries at WeMakePossible.com.au.

To qualify, entrants must share why they believe their business deserves a signage facelift. e ach of the five lucky major prize winners will receive an updated branding package that includes large-format materials, such as custom signage, event displays, window decals, office wallpaper and more. The major prize winners will be announced at the end of March.

Making first impressions last

installing a visually appealing storefront can go a long way by establishing the legitimacy and credibility of a business.

“a strong first impression makes all the difference for small businesses. it can give them that distinct edge compared to their competitors,” shares Panteha Jadidi, national Marketing Director of Kwik Kopy australia.

Importance of effective branding businesses can win a combination of small and large-format marketing collateral that go beyond storefront aesthetic appeal. Kwik Kopy will bring its expertise in ensuring the new branding provided establishes a renewed connection with the winners’ customers.

Opportunities to win

a side from the major prizes, Kwik Kopy’s promotion will also provide smaller prizes with a total worth of $12,000. Winners will be revealed on Kwik Kopy’s social media channels weekly, so entrants should consistently monitor.

www.wemakepossible.com.au.

BWh h otels signs Best Western port lincoln, expanding Best Western legacy Brand in south Australia

BWH Hotels Australasia is proud to announce the signing of Best Western Port Lincoln, formerly the Hilton Beachfront Motel, bringing its iconic Best Western brand to the coastal gem of Port Lincoln. Known for its stunning coastline, pristine beaches, and world-renowned seafood, Port Lincoln is a premier leisure destination on the Eyre Peninsula. This rebranded property will provide travellers with exceptional accommodation and access to one of Australia’s most scenic regions.

“We are excited to continue our expansion in s outh australia with the addition of b est Western Port Lincoln,” says r od Munro, Managing Director of bW h h otels australasia. “This property represents our commitment to bringing the trusted and global reputation of b est Western to key leisure destinations. Port Lincoln’s unique blend of natural beauty and local culture makes it the ideal location for our iconic brand.”

after the success of launching b est Western adelaide airport with bW h h otels, andrew chapman, Director of across australia Parks and r esorts Pty Ltd. (aaPr), expressed enthusiasm about signing an additional hotel with the brand, commenting: “The incredible success of b est Western adelaide airport encouraged us to partner with bW h h otels once again. Their focus on success and the strength of the b est Western brand makes this an exciting opportunity for us to bring high-quality accommodation to Port Lincoln, a standout leisure destination.

The property also features a dedicated conference room for business events and group bookings, making it ideal for corporate retreats, in addition to families and leisure guests.

b est Western Port Lincoln is scheduled to welcome guests in Q1 2025.

Soul o rigin

r oll S o ut it S

Fir S t Drive-t hru: a game- changer in Fast Fresh casual dining

For over a decade, Soul Origin has been serving up fresh, nutritious meals and specialty-grade coffee to Australians who value quality and convenience. Now, the brand is taking that commitment to the next level with its first-ever drive-thru location, redefining the fast-casual dining experience.

Why drive-thru? a Fresh approach to convenience

In today’s fast-paced world, time is a luxury. Recognising this, Soul Origin has introduced the drive-thru model to ensure that even the busiest customers can enjoy fresh, nutritious and delicious food without compromising on quality. Whether it’s a daily fresh salad or sandwich, or an exceptional brewed barista coffee, the drive-thru will offer the same premium experience—only faster.

The move aligns seamlessly with Soul Origin’s ethos: to provide Australians with food they feel good about eating. As Managing Director Hao Quach explains, “It proudly showcases our delicious food and exceptional coffee. We use only the best ingredients to create fresh, healthy, delicious food and barista-crafted coffee. Food that you feel good about eating.”

Innovation at the heart of Fastcasual dining

Bringing a fresh food philosophy to the drivethru space required innovation. Operational strategies have been developed to maintain the speed of service without compromising the quality Soul Origin is known for. Menu items have been carefully adapted for a drivethru setting, ensuring they travel well while still delivering the signature Soul Origin taste—expect to see some new menu items specifically designed for drive-thru.

Technology plays a key role in this transformation. From streamlined ordering systems to enhanced kitchen workflows, the latest advancements are being harnessed to deliver exceptional service.

our First drive-thru: a Milestone Moment

Located in Epping, Melbourne Victoria, the first drive-thru site was strategically chosen to serve a growing community of time-poor yet

health-conscious individuals. This expansion isn’t just about convenience; it’s about making nutritious, satisfying food more accessible.

This landmark achievement wouldn’t be possible without the dedication of the first drive-thru franchise partners, Phong and Christy. From opening their first Soul Origin store in 2014 in Penrith, Sydney to pioneering Soul Origins first Drive Thru in 2025, Phong and Christy’s journey is truly inspiring. Their passion for the Soul Origin brand and commitment to excellence make them the perfect partners for this new chapter. “We’re thrilled to have Phong and Christy on board as we pioneer this exciting new chapter,” Quach adds. “Their commitment to excellence and excitement for this milestone reflect everything Soul Origin stands for.”

a bold new Look for a bold new chapter

The drive-thru concept also showcases Soul Origin’s refreshed branding—a modern, bold, and welcoming design. This update

“ Bringing a fresh food philosophy to the drive-thru space required innovation. Operational strategies have been developed to maintain the speed of service without compromising the quality Soul Origin is known for.”

reflects the brand’s evolution while staying true to its ethos to provide fresh, nutritious, and delicious food made with the highest quality ingredients.

“Soul Origin was built on the belief that Australians deserved better—better food, better coffee, and a better experience, no matter what time of day,” Hao explains. It’s about honouring our origins while embracing the future. We’ve always been committed to fresh, delicious and nutritious food and expertly crafted coffee, and now we’re delivering it in a way that meets the needs of even more customers.”

This fresh, customer-focused design extends from the storefront to signage and even packaging, ensuring that every touchpoint reflects Soul Origin’s passion for quality and convenience.

scaling Up: the Future of soul origin drive-thru

The launch of the first drive-thru is just the beginning. There are ambitious plans to roll out this model across Australia and New Zealand, bringing the Soul Origin experience to even more customers. The goal? To expand accessibility while maintaining the quality and care that define the brand.

experience It for yourself

The countdown is on! Customers are invited to experience Soul Origin’s first-ever drivethru location and enjoy their favourite meals with even more convenience. As expansion continues, future franchise opportunities will become available across Australia and New Zealand.

Want to be part of the Soul Origin drivethru revolution? Visit the website to learn more about franchising opportunities and stay updated on upcoming locations. The future of fresh, fast food is here—and it’s SO exciting. v

Policy Progress and i ndustry

ecognition

Running a franchise business is not easy, and in today’s environment, franchisees face challenges on multiple fronts— from rising costs and regulatory complexity to staffing shortages and economic uncertainty. While the recent interest cut helps including in boosting consumer confidence, we all know there’s a lot still to be done.

At the Franchise Council of Australia (FCA), our mission is to ensure that franchise businesses get the support you need to thrive, grow, and contribute to the economy.

Two critical developments are shaping our focus this year:

1. The release of the National Small Business Strategy by the Federal Government, which the FCA welcomes as a step in the right direction for small businesses, including franchisees.

2. The launch of the Franchise Industry Awards (FIA), a landmark initiative recognising excellence in franchising and providing franchisees with an opportunity to showcase their achievements.

Both of these initiatives matter for franchisees and your businesses. That’s why the FCA is working hard to ensure we deliver real value to the people who operate Australia’s franchise businesses every day.

the national small business strategy: Why It Matters for Franchisees

The FCA has long called for greater recognition of small businesses in government decision-making, and the National Small Business Strategy is an important first step towards that goal.

With 2.6 million small businesses contributing $590 billion to the economy and employing over 5.4 million Australians, franchising plays a crucial role in Australia’s small business landscape.

The FCA supports the National Small Business Strategy because it recognises the vital role small businesses play and aims to improve coordination across governments to create a better operating environment. A strong, national approach to small business policy can provide franchisees with:

• Better government support: A clear

framework that ensures small businesses are considered in decision-making.

• Stronger collaboration across levels of government: Simplified regulations and policies that don’t change dramatically from state to state.

• Recognition of the challenges franchisees face: From compliance burdens to financial pressures, small business policies must address the realities of running a franchise.

This strategy is a foundation to build upon which is why the FCA is also calling for continued bipartisan support. Franchisees need stability and certainty, not policies that shift with political changes. Whoever wins the next election must commit to supporting and enhancing this strategy, not starting over. We will continue to work closely with Government, the Opposition and the cross bench to ensure this strategy delivers real benefits for franchisees, ensuring that small business policy isn’t just well-intentioned words but practical action that helps franchisees succeed and grow.

celebrating Franchise excellence: the Franchise Industry

awards (FIa)

Franchisees work incredibly hard to build your businesses, serve your customers, and support your local communities. All too often though these contributions go unseen.

That’s why industry recognition matters, and the FCA is proud to have launched the Franchise Industry Awards (FIA) as the signature event to celebrate excellence in franchising.

The FIA Gala Awards Night, taking place on 25 June 2025 at the Fullerton Hotel Grand Ballroom in Sydney, will be the premier event for recognising outstanding achievements across the franchise sector.

For franchisees, the FIAs offer several key benefits:

1. Industry Recognition – Being named a finalist or winner highlights the hard work and success of your franchise. The FIA awards are designed to celebrate franchisees, franchisors, and suppliers who are leading the way in franchising.

2. Business Credibility – Award-winning franchisees gain valuable recognition that can enhance their brand reputation, attract new customers, and strengthen relationships with suppliers and partners.

3. Networking and Growth Opportunities – The black-tie gala event and afterparty provide franchisees with the chance to connect with key industry figures, share insights, and build relationships that can help their business grow.

4. Marketing and Promotion – Finalists and winners will receive exclusive FIA logos to promote their achievements, giving them a competitive edge in the market.

Importantly, the FIAs are open to all franchisees, not just FCA members. We want this to be an event that truly represents the entire industry, and by including nonmembers, we are ensuring that the best and brightest in franchising are recognised.

We have already seen strong early interest from sponsors, demonstrating the high level of excitement and support for this event. There are still opportunities for businesses to sponsor and align your brands with the awards. With limited tables available, we encourage you to secure your place early and be part of this milestone celebration of franchising excellence.

What’s next?

At the FCA, we are focused on ensuring that franchisees receive the recognition, support, and policy backing you deserve.

Now is the time to engage, participate, and take advantage of these opportunities. Whether it’s leveraging new government support, nominating for the FIA awards, or simply staying informed on key issues affecting franchising, your involvement makes a difference.

The FCA is here to ensure that franchisees are front and centre in Australia’s small business landscape—both in policy and in industry recognition.

Let’s continue working together to build a stronger, more successful future for franchising.

For more information on the National Small Business Strategy, the Franchise Industry Awards, or how the FCA is advocating for franchisees, visit www.franchise.org.au.

Maxi M ising r evenue for your franchise Business

A little while ago I wrote an article about Managing Costs to Maximise Profitability, but in all honesty, a cost-cutting manager is often a short-lived manager. Don’t get me wrong, a watchful eye on costs is always a good idea, but it’s not even half the battle. The driving force behind any business is of course revenue.

Now, some might think that when it comes to franchising and revenue, it’s the Field of Dream method; “Build it and they will come”. Of course, in any business that just isn’t so. Owning a franchise does offer a unique blend of independence and support, but maximising revenue often requires creative thinking and strategic action within the boundaries of your franchisor’s framework.

So, whether you’re about to embark on your franchising journey, or you’re already on the road, it’s worth looking at some strategies that can help you get the most out of your franchise and take your business to the next level.

Lay the Foundation with a strong pre-sales strategy

If you’re just starting your franchise journey, your pre-launch phase is critical for generating excitement and building momentum. A strong pre-sales strategy can set the tone for your franchise’s future success, especially in industries like fitness,

food, and hospitality. Here’s some things you can do before you’ve even opened your doors:

• Build a customer database: Use social media, landing pages, and events to collect contact information for potential customers. Offer early-bird discounts or VIP access to incentivise sign-ups.

• Engage local influencers: Collaborate with influencers or community leaders to amplify your marketing efforts and reach your target audience.

• Offer exclusive pre-launch benefits: Consider memberships, trial periods, or limited time offers that encourage customers to commit before opening day.

• Plan a memorable launch event: Combine entertainment, giveaways, and product demonstrations to create a buzz that lasts beyond opening day.

Hopefully your franchisor has templates and tools to help you make your pre-launch period as successful as possible, but make sure you ask for them. Also remember that there’s no substitute for putting in the hard yards, get your kids branded t-shirts and have them help hand out flyers. Talk to other business owners in your area, you’ll be surprised how much you’ll learn and how valuable those connections will be. Hitting your pre-sales targets early is a sure-fire way to set yourself up for success!

collaborate with your Franchisor

Your franchisor’s experience and resources are invaluable assets. By actively engaging with them, you can access tools, insights,

and support that can directly enhance your revenue-generating potential.

• Analyse network-wide performance data: Almost every franchisor will already be tracking metrics across their franchisees (and if they’re not, ask why not!). You can use this data to identify areas for improvement. Look at the best performing franchises in the network and ask ‘why?’ and ‘how?’, the more you know, the better you’ll go.

• Leverage network marketing collateral: Tailored campaigns, professionally designed assets, and seasonal promotions provided by the franchisor save time and ensure brand consistency. Talk to your franchisor about how they support things like social media, Google reviews.

• Don’t stop at stuff: Collateral is useful, but many franchisors also offer access to marketing experts, operational consultants, or training programmes to help you refine your approach. Don’t be afraid to ask for help, you’re paying for these people with your royalties and franchise fees.

• Collaborate on local initiatives: Find out if your franchisor runs regional or national campaigns and ensure your business is leveraging these for maximum exposure. Sometimes you’ll need to find the way to best adapt a campaign for your business.

keep a close eye on competitors

Even if you’re operating within a tightly regulated franchise framework, you can often still ‘borrow’ and adapt strategies from your competitors. You might require the approval or support of your franchisor (if you don’t know, ask!), or you might be able to agree some ‘tram-tracks’ for how you can do your own thing (within reason of course). Here’s some ideas:

• See how they price their products: Are competitors offering tiered pricing, discounts, or package deals? Consider whether similar strategies could work for your franchise.

• Try out their customer experience: Visit your competition and check out their products, their customer service, store layout, etc. If you think you might be recognised, you can always send a trusted relative or friend. And don’t forget to check out their online experience!

• Track competitors’ promotions: Whether through social media, direct mail, or other advertising channels, keeping tabs on their offers can inspire ideas for your own marketing efforts. Sometimes your competitors might run to a particular calendar, so you might be able to time your promotions to compete, conflict, or avoid

their promotions depending on what you’re trying to achieve.

• Differentiate yourself: If you see an area of difference or weakness, don’t be afraid to exploit it! Do they close too early? Not serve breakfast? Not offer personal training? Make their loss your gain!

Make data-driven Improvements

A famous American business advisor is credited with saying “In God we trust. All others must bring data.” Boring as it might sound, data is one of your most valuable assets, and knowing how to read it and act upon it is your most powerful tool. By continuously tracking and analysing performance metrics, you can make informed decisions that directly impact revenue.

• Track key performance indicators (KPIs): Monitor metrics like customer retention rates, revenue per transaction, and conversion rates to pinpoint areas for improvement.

• Conduct customer feedback surveys: Regularly collect insights from your customers about their experiences and use their suggestions to refine your services or products.

• Experiment with small changes: For example, test different types of upselling techniques to increase average spend.

• Invest in technology: Many franchisors provide tools to track and analyse data. If not, explore third-party platforms to manage your inventory, customer insights, and sales performance.

build strong customer relationships

Customer loyalty is a reliable revenue booster. Happy customers return more frequently, spend more, and recommend your business to others.

• Push your loyalty program: Whether it’s a points system, discounts for repeat visits, or exclusive rewards for members, a well-designed loyalty programme can encourage repeat business. Just make sure your customers know about it, understand the benefits, and get them signed up!

• Engage personally: Use email marketing, personalised follow-ups, or birthday discounts to build a connection with your customers.

• Host customer appreciation events: Strengthen relationships with your existing customer base by organising events like VIP nights, workshops, or special sales.

Focus on Local Marketing and community engagement

Even though you might be part of a big business, make sure you leverage your local edge to become an integral part of your local community. Localised marketing can help you build goodwill and attract a loyal customer base.

• Participate in community events: Sponsor local sports teams, join charity drives, or host workshops to create a positive local presence.

• Use hyper-local advertising: Consider ads on local radio stations, newspapers, and social media platforms that target specific areas.

• Collaborate with other local businesses: Partner with complementary businesses to cross-promote services or products. For instance, a fitness franchise could team up with a health food café for joint promotions.

And there you have it! The beginnings of your roadmap to increased revenue and profitability. To round out these ideas and to keep yourself on track, remember to:

• Review and revise your business plan: Periodically revisit your goals and strategies to ensure they align with current market conditions and trends. Don’t keep that document in a drawer to look back on. Revise it often and assess every assumption against what you know today.

• More of / Differently / Better: Time and again I return to these words. What do we need to do more of, what do we need to do differently, what do we need to do better? Be brutally honest with yourself and then act!

• Engage, engage, engage: Attend industry events and participate in franchisor-led initiatives to keep up with developments. Connect with other franchisees to share experiences, learn from their successes, and troubleshoot common challenges.

Remember, maximising revenue as a franchisee requires a balance of creativity, diligence, and collaboration. By tapping into franchisor resources, staying connected with your local community, and continuously seeking opportunities to improve, you can unlock your franchise’s full potential. Hitting it out of the park isn’t just about following the franchise playbook—it’s about knowing when and how to go above and beyond within the boundaries of your franchise system! v

Free

C hee S e C aK e

to C ele B rate hill

Par K’S S weet new D e SS ert ex Pert S

Dessert-loving locals were in for a treat when The Cheesecake Shop celebrated the grand opening of its new store at Hill Park, Auckland on Saturday 18 January 2025 with free cake and family activities.

The brand-new Hill Park store, which started trading in December 2024, reflects the exponential growth of the famous cake shop franchise as it expands its footprint across the country and responds to customer demand.

The Cheesecake Shop Hill Park gave away 500 free cheesecake cups, hosted free face painting and ran a ‘Spin The Wheel’ game where customers could win prizes including free slices, cake pops, quarters, midis and vouchers!

The opening is a new beginning for Franchise

Partner Parveen Saheel who swapped her 23year career in banking for desserts after her husband unexpectedly passed away in 2022.

This left her a single mum to three kids and in need of a career that allowed her to care for her family and reconnect with her community.

“Baking has always been a fantasy of mine and my late husband and I both absolutely loved cheesecake and desserts, so after doing my homework, partnering with The Cheesecake Shop seemed like the perfect opportunity,” Ms Saheel says.

“Getting to work within my community and create incredible cakes and desserts for my family and friends is truly a ‘wow’ experience and has helped me to find my feet and remind me of my entrepreneurial spirit.

“From Punjabi celebrations, halal products and wedding cakes to everyday favourites, we create delicious cakes that are incredible

quality every time and keep my customers coming back again and again,” she said.

Ms Saheel and her daughter Sahib work full-time in the Hill Park shop but due to the huge demand, have employed seven staff, including an experienced baker and three full-time decorators; one of whom is a professional cake-maker whose show-stopping custom cakes account for more than 10 per cent of the store’s income.

The Cheesecake Shop Hill Park is the first New Zealand store to open with the company’s newly baked rebrand and reimagined shop layout.

The refresh serves up a new look and feel with the brand’s iconic bold green signature colour now complemented with a fresh sage, a modernised storefront and fit-out, and an open kitchen so customers can see their favourite sweet treats and special occasion cakes come to life.

aBout the cheesecaK e sho P:

The Cheesecake Shop brand started in Australia in 1991 and New Zealand in 1995 and has grown to be an international success with over 240 cake bakeries and more than 2,000 workers. Independently owned and operated by skilled Franchise

The Cheesecake Shop CEO Scott Bush says Auckland is a rapidly growing market and its Hill Park opening is an exciting next step in its expansion plans.

“FY24 has seen growth in both sales performance and transactions across The Cheesecake Shop’s Australian and New Zealand stores, which is an amazing result given the tough economic conditions across the world,” Mr Bush says.

“The Cheesecake Shop has been operating in New Zealand for 30 years and we now have 37 stores across the country with 21 in Auckland alone, and that’s just the start of our growth plans!

Partners to trade on its enviable brand recall and sets them up for success with baked-in national logistical, operational and marketing support.

“We are excited to welcome Parveen Saheel to The Cheesecake Shop family as our newest Franchise Partner whose entrepreneurial spirit and passion for community align perfectly with our brand values.”

The Cheesecake Shop empowers Franchise

Underlining the company’s commitment to franchise development, Mr Bush highlights the strong connection between small businesses and local communities and the importance of supporting Franchise Partners who in turn hire and inspire locals. The local community can’t get enough of Parveen’s sweet creations with The Rainbow

Cake, Wild Strawberry Cheesecake and The Cheesecake Shop’s famous tortes top of the best-seller list.

The Cheesecake Shop Hill Park is open from 8am – 8pm daily and specialises in cakes, desserts, sweet treats, everyday indulgences and special occasions.

For more information, visit thecheesecakeshop.co.nz or follow thecheesecakeshophillpark on Instagram to check out its custom cakes.

franchise fa M e:

In the 1989 film Field Of Dreams, Kevin Coster famously hears a whispered voice tell him…”If you build it, he will come”. Well, in business that’s simply not true. Gone are the days when you could simply open your doors, slap a familiar logo on the storefront, and watch the customers flock in.

Today’s franchise owners face a far more challenging landscape. Consumers are bombarded with choices, online shopping is king, and price wars are rampant. If you’re content to blend into the background and rely solely on the franchise brand to do the heavy lifting, you’ll quickly find yourself lost in the crowd.

Think of it this way: you’re not just running a franchise; you’re running a business in a hyper-competitive market. And in this market, visibility is key. You need to stand out, not just as a representative of the brand, but as a leader, an expert, and a personality that customers connect with.

Why personal branding Matters More than ever

Imagine two franchisees operating similar services in the same town. One keeps their head down, focuses on operations, and rarely interacts with customers. The other is actively involved in the community, shares their passion for what they do on social media, and builds relationships with local businesses, building a referral network and a name for themself.

Who do you think will be more successful?

The answer is clear - it’s not about being the best that wins, it’s about being the best known!

Why you Can’t Be a WallfloW er in today’s

Market

Customers crave connection. They want to know the people behind the businesses they support. They want to feel like they’re part of a community. And that’s where your personal brand comes in.

Think of your personal brand as your unique fingerprint or voice in the marketplace. It’s what differentiates you from the sea of other franchises, even those within your own sector. It’s about showcasing your personality, your values, and your passion. Sharing your story and the reason why you care so much.

When you actively cultivate your personal brand, you’re not just building a business; you’re building a community of support around your business.

This sense of community fosters trust and loyalty. Customers are far more likely to stick with a business when they feel a personal connection to the owner. They’ll see you not just as a vendor, but as a trusted advisor, a friendly face, and a valued member of their community. This translates to repeat business, positive word-of-mouth referrals, and ultimately, a stronger bottom line. Instead of customers, you now have a bunch of raving fans.

But it’s not just about keeping existing customers; a strong personal brand acts as a magnet for new ones. When you actively share your expertise and engage with your audience, you attract people who resonate with your values and personality. They’re drawn to your authenticity and your passion, and they’re more likely to choose your business over a competitor who remains faceless and impersonal.

Establishing yourself as a leader in your field also allows you to command higher prices or offer premium levels of products and services. When customers perceive you as a credible expert who cares deeply and holds valuable insights or knowledge they can benefit from, they’re willing to pay more. They understand that they’re not just

buying a commodity; they’re buying your knowledge, your experience, and your unique approach.

Finally, and perhaps most importantly, building a personal brand injects a sense of purpose and fulfilment into your work. It allows you to infuse your passion and personality into your business, making it an extension of who you are. This not only makes your work more enjoyable but also creates a more authentic and engaging experience for your customers.

From Wallflower to Leading Light

Take these simple steps to build your brand:

1. Define Your Brand: Get crystal clear on what you want to be known for, what makes you unique and how you want to be recognised and referred for.

2. Share Your Vision: Communicate your brand values and goals with your team - once they understand your unique position and share your passion, they will be more likely to implement the culture and client experience you want to develop.

3. Engage Your Community: Participate in local events and initiatives that align with your brand - let your personal brand values align with sponsorships, events and networking that makes sense - for example, DHL sponsoring surf lifesaving is a no-brainer (it’s all about speed of delivery).

4. Pursuing Awards: Identify and enter awards that reinforce your brand positioning - not just your own franchise brand awards, but local, national and international awards that you can leverage for credibility and visibility.

5. Leverage Online Platforms: Encourage positive reviews and actively engage with your audience on social media - don’t get into bun-fights, and don’t hold off sharing insights, news, team updates etc - it’s your job as the owner to promote!

6. Tell Your Story: Share your experiences and insights to connect with your audience - the good, bad and the ugly - people want real, they like honesty and they will connect and engage with those who resonate.

Unlike in the movie, where the hero risks everything on a whisper in a cornfield, a thriving business requires more than just hoping and praying that you can open the doors and wait for the crowds to arrive. With a proactive approach, a clear vision, and a commitment to cultivating a personal brand that resonates with customers, you can nurture your brand, and your team, as well as grow loyal customer relationships. It doesn’t take long or cost much to define your unique value proposition and start engaging with your community. Simply

sharing your passion with the world can be the start of establishing yourself as a leader, so step out of the comfort of the cornfield, embrace your personal brand, and build a business that truly reflects your vision and values.

Want some help finding direction for your personal brand? Get hold of the award-winning, best-selling guidebook Finding Your Brand True North - Available as an audiobook, ebook or paperback.

o rder your copy h ere: https://yourbrandtruenorth.com/ finding-your-brand-true-north-book/

st. LoUIs:

From lo C al Sweet S P ot to g lo Bal e x Pan S ion

In 2012, south australia welcomed a newcomer to its dessert scene: st. Louis house of Fine Ice cream and desserts. Founded by george and Mesha karamalis, the business opened its doors on gouger street, adelaide, with a vision to offer authentic european-style gelato and desserts crafted with artisan methods.

Fast forward to today, St. Louis has grown into a household name with 15 locations, including two international stores in the Philippines, and a reputation that precedes itself.

Here’s how this beloved dessert brand started, where it stands now, and where it’s heading next.

how It all began

For George Karamalis, ice cream runs in the family. His father, Arthur, owned a successful chain of ice cream stores in the 1990s, where George got his first taste of the industry—literally and figuratively. Inspired by these roots, George took the family legacy to new heights, traveling to Italy to perfect his gelato-making craft and bringing his expertise back to Adelaide. His passion for creating an authentic dessert experience led to the opening of St. Louis, with wife Mesha by his side, managing the business operations.

From day one, George and Mesha committed to excellence. Rather than following fleeting food trends, St. Louis stayed true to traditional artisan methods, handcrafting desserts in small batches using high-quality, locally sourced ingredients. Even today, Kangaroo Island honey, Adelaide Central Market fruits, and South Australian dairy are staples in their recipes.

a growing empire

St. Louis is no longer just a local favourite. With 13 South Australian locations and two international stores in the Philippines, the brand has become synonymous with premium gelato and desserts. Its success has been bolstered by a robust franchising model. George secured the first franchise partner in 2012, and now, all but two of the stores are owned and operated by franchisees.

Despite the challenges of operating in a highly competitive market, St. Louis has thrived by staying authentic to its roots.

George credits the brand’s success to a combination of constant innovation and unwavering commitment to quality. “We are always evolving and improving our offerings while staying true to the traditional art of gelato-making,” George explains. The brand’s efforts have not gone unnoticed, with accolades such as the Top Gold Trophy for Fior di Latte and Pistachio gelato at the 2024 SA Dairy Awards and a Gold Award for Hazelnut gelato.

In addition to their handcrafted desserts, St. Louis offers customers a complete European dessert experience. Each store’s interior is designed to reflect the premium artisan nature of the brand, with spaces crafted by acclaimed designers like Hecker Guthrie and Studiohead.

Looking ahead

The future is bright for St. Louis. George and Mesha plan to expand their presence nationally with international expansion also on the horizon. Building on their success in the Philippines, St. Louis plans to explore additional locations in Southeast Asia, where warm weather and a love for desserts create the perfect market conditions. “Our international ventures have not only grown our customer base but have also elevated our brand recognition, showcasing our cultural diversity through new, locally inspired flavours,” George shares.

Meet george and Mesha

At the heart of St. Louis are its founders, George and Mesha Karamalis. The couple has not only built a thriving business but also created a legacy deeply rooted in family and tradition. Mesha’s operational expertise and George’s passion for gelato and desserts have proven to be the perfect recipe for success. Recently the pair opened a new Gelateria in a beachside location in South Australia. The Glenelg store was a poignant moment as it was on the site of George’s late father’s original ice cream business, and also where he met his wife Mesha who worked in the store as a teenager. “It’s where my father’s journey began, and where I first learned the ropes of the industry,” George says. “To open a store here on what would have been his birthday was incredibly meaningful.”

Lessons for aspiring Franchise owners

For those considering entering the franchising world, George offers valuable insights:

1. Quality Is Non-Negotiable: “Always prioritise the quality of your product. Customers will come back for something they can’t find anywhere else.”

2. Support Your Franchisees: “We provide ongoing training, marketing support, and round-the-clock guidance to ensure our partners succeed.”

3. Stay True to Your Vision: “Build a brand that stands for something and stays authentic.”

4. Evolve, Don’t Stagnate: “In the hospitality industry, constant improvement is key. Never stop innovating.”

With these principles, St. Louis continues to grow and inspire aspiring franchisees and dessert lovers alike. George and Mesha’s journey proves that with passion, authenticity, and a commitment to excellence, success is within reach—whether it’s scooping gelato in South Australia or serving desserts in Southeast Asia. v

george and Mesha Karamalis, founders

h ow to c ultivate c usto M er loyalty w ith your franchise

Are customers loyal to your company or the person that represents it? It’s an important question to ask ourselves, yet it remains one that many companies don’t ask until they lose a salesperson or a key person and the customers who loved them. With most retail customers, we see that their loyalty is more to a brand than a particular salesperson or company representative.

In a time when customers and the sales they bring to our companies mean more than

ever, it makes sense for us to reimagine how we do this. Creating a consistent experience for anyone in and out of an organisation whenever there is engagement can be done. I know. I lived that reality. And I now help my clients to create their own.

Let’s return for a moment to those businesses who are worried about the personal relationship with either the business owner, manager or salesperson in case they leave and the customer decides to leave with them. Some companies approach this challenge by not training their people – justifying that decision because they know they will leave them anyway. They chalk it up to that inevitability telling themselves it’s part of the cost of doing business. But as they say: what if you don’t train them and they stay??

If your company only has one person who actively cares about your customers then you might be in trouble – maybe not today, but some day. The truth is that our customers need to have the same “feeling” at any point in the value chain of interacting with your brand and company. The question is how.

develop a culture of customer

Before I share with you the 2 aspects that create a Culture of Customer, let me show you some examples of how customers interact with your brand before and after they form their primary relationship with a franchise owner, manager or salesperson.

Let’s say your company has done a great job marketing to, connecting with and converting a new customer. Now they

need to set up an account with finance, and the experience is completely different: they’re treated like a number, the process is cumbersome or complicated or time consuming (or all three)! Already the seed for disengagement by the customer has already been planted – before they even start trading with you!

Here’s another example once they’ve been a customer of yours for a while. After a good couple of years, you’ve changed freight companies and your customer starts to have a lose deliveries, deliveries are arriving late, it’s costing them more, and sometimes stock is damaged. Even when you know it’s actually not you but a 3rd party supplier who’s to blame, the customer thinks about you. And when it comes to deliveries, these people are the last impression many customers will have of your brand. The truth is, we need to establish and then deepen a way of being that is uniquely yours. Making it so strong that regardless of who and where anyone engages in the company, that “feeling” is consistent. It doesn’t just “happen”. While there are no silver bullets, I’m going to share with you the elements of: “A Culture of Customer” in your company that changes the way everyone approaches their role. When companies do this, they become magnetic: attracting and retaining the right customers and staff.

1start building customer consciousness

Most employees mistakenly believe that only salespeople have customers when in fact, everyone who delivers value to another person by doing their role has at least one customer – even if it’s the business itself. We start by becoming aware of all of the people we serve in our roles: who are they? Customer Consciousness is the awareness

ngrid Maynard, author of The Sales Revolution (Publish Central $34.95), is the founder of The Sales Doctor and host of The Sales Revolution Podcast, with over 25 years of experience helping businesses transform their sales performance. She has worked with iconic Australian and New Zealand brands, equipping their teams with the tools and strategies needed to excel in competitive markets. Her approach focuses on driving customer-centric, commercially savvy cultures that create lasting success for businesses. ind out more at https://thesalesdr.com.au/

and acceptance by everyone in the company that they have a customer, and they are a customer. It’s not just that they understand their role in relation to the “end customer”.

What does each customer expect of me? What is the value I deliver to my customers? We’re delivering value every time we do our jobs. The question we begin to ask ourselves as we are aware of Customer Consciousness is that the customer knows if it’s positive or negative value. Is it costing me or benefiting me?

2Layer in commercial competence

When we say value, I truly mean it. Without it, Customer Consciousness remains a “fluffy” idea. Knowing the measure of value, we deliver each customer is transformative for an organisation. Put simply, Value = Benefits – costs. Let’s take a Franchise owner and their franchisee. The franchisee is delivering value back to the franchise owner by generating a profit, through franchise fees and by purchasing marketing/products from the franchise owner. This is an easy measure as it’s financial. We can tally it up and calculate that dollar amount. But what about functional value and emotional value? Do they take initiative? Do they come to the

franchisor with solutions and ideas or just complaints? If the time and effort (functional value) costs more than the financial value created through fees and revenue, the franchisor may decide they no longer want to engage with the franchisee. The cost is greater than the benefit.

What if about the flipside? If a franchisor has a great operating system that makes it easy to trade, generate customers, order products, and support them with business enquiries, the upside of having bought a franchise (financial value) is greater than the significant upfront and ongoing outlay. But if the franchisee has bought a franchise that does none of these things and makes it difficult for them to change their situation to earn what they know is possible and build a saleable business, the cost is significantly greater. Cost is real. So too is benefit.

Building a culture of customer makes profitable growth inevitable. To make it stick, build the model into your induction program so everyone who starts in your company understands that they have customers who carry the value equation in their heads. Show them how to deliver more benefit than cost and watch your company soar. v

Don’t riSK your ChanCeS oF FranChiSing SuCCeSS

engage a fran C hise Consultant at the s tart

Written by r oger d ickeson WFd consulting g roup

Tasha is one of Australia’s bright young entrepreneurs. She quit her job five years ago and started up her own business producing healthy food lines using only local ingredients. She opened a shop in a suburban high street, set up a kitchen at the rear and sold takeout lunches and dinners using her own recipes.

Word spread quickly and she had a thriving daily trade. She employed kitchen and frontof-house staff, leaving her time to work on her business. She made good use of social media and soon had an online ordering system which boosted sales even further. One day one of her key staff members said, “Why don’t you open a second shop in a nearby suburb, and how about you let me manage it?”

What a great idea, she thought. I’ll be expanding my business, and I’ll have a trusted manager in place to operate it for me. Quickly the second shop took off and people started asking, “Is this a franchise?”

This got Tasha thinking. I know my business is successful and I’ve shown I can teach others to operate and manage it. I think franchising will be a great way to expand my business further. So where do I start? I’ll go see a franchising lawyer and have them draw up a franchise agreement and then I’ll start advertising my new franchise.

A week later, Tasha was ushered in the lawyer’s office for an initial chat. “Sure, we can draw up a franchise agreement for you”, the lawyer said. “Let me start by asking you a few questions.

Do you have good accounting records? What is your franchise fee to be?

Will you be charging a royalty? And how are you going to calculate that?

Will your franchisees be buying all their ingredients from you? And at what prices and margins?

You have store operating systems, right? Have you documented them into a set of manuals?

How are you going to train your new franchisees? And for how long?

Will you be charging your new franchisees a training fee? And how will you calculate that?

Your second shop manager is someone known and trusted by you, how will you select and screen people who are not known to you, when they apply to be a franchisee of yours?

What support systems will you have in place to make sure your franchisees will be successful?

And what about territories? How many and what size …?”

“Whoa ….!” says Tasha. I hadn’t thought of any of this. I just assumed that because my business was successful and growing, that I could just advertise for franchisees, give them a franchise agreement and we’d be away. I don’t have answers for any of these. And even the questions I do know about, I have no way of presenting and communicating my franchise offer and opportunity to new prospective franchisees.

Her lawyer then suggested that before she started spending money on legal documents she pause and seek some professional advice from a specialist franchise consultant. A franchise consultant will start by suggesting she prepare a business plan specifically to grow her business using franchising as the means of expansion. A consultant will work out the financial viability of each new outlet when it is under franchisee ownership, making sure the key financial parameters are known and achievable. Then they will develop an expansion model that shows how many franchises it will take before Tasha’s business starts to become financially viable. Remember that by franchising the business, Tasha is passing each outlet’s profits to the franchisee, and she, as the franchisor, is only making money from franchise fees and royalties, plus whatever she supplies them at wholesale prices. And so on…

Next, a franchise consultant will prepare a suitable franchise opportunity package. Tasha is never going to attract and sign up a franchisee just in a verbal conversation. A prospective franchisee will want to see that Tasha’s business looks professional and stands up to some rigorous scrutiny. After all, they will be making a considerable financial commitment when buying the franchise and will want to see that it all stacks up.

Finally, how is Tasha going to find and recruit franchisees? Franchise recruitment is a highly specialised field of business broking and marketing. How much does she know about the Franchise Code and the regulations that must be followed when offering and selling a franchise? Not much! And certainly not enough to avoid making potentially serious mistakes. Such mistakes can be choosing the wrong type of person as a franchisee. Or not understanding the regulations around selling franchises. Or taking on a new

“ A franchise consultant will start by suggesting she prepare a business plan specifically to grow her business using franchising as the means of expansion. A consultant will work out the financial viability of each new outlet when it is under franchisee ownership, making sure the key financial parameters are known and achievable.”

franchisee and then falling short of inducting and supporting them so they are successful. Remember, Tasha’s franchised expansion will only succeed when she picks the best people, sets each one up correctly at the beginning, ensuring each new outlet location is carefully selected. Then supporting each franchisee with launch marketing, ongoing support systems that include training, technology, buying at competitive prices and, just as importantly, using ‘soft’ skills to build a harmonious, happy and prosperous network of owner-operator franchisees – all of whom collectively enhance and build the reputation and customer appeal of the core business.

Yes, franchise lawyers are essential at the early stage. The legal documentation must be correct and tailored to the business being franchised. But the groundwork comes first. And this is where the franchise consultant comes in. Selecting a franchise consultant with real-world experience of building franchise networks will save Tasha, and every other aspiring franchisor, huge amounts of money, energy, trial and error, and time. Plus, a franchise consultant who also recruits franchisees ensures that the new franchise starts off on the right foot and actually achieves the long-term desired outcomes for the newly emerging franchise business.

Don’t be put off, Tasha. Just don’t rush into it thinking all you need to become a franchise brand is a franchise agreement. There’s much more to it than that. Do it right from the beginning and you’ll definitely be the winner.

To find out more about how a full service, one-stop franchise consultant can dramatically enhance your chances of success as a franchise company, call Colin Crawford at WFD Consulting Group Pty Ltd on 0425 838 800, or email ccrawford@franchisedevelopments.com.au

c an you M aster the challenge?

w hat it takes to succeed as a Master franchisee

Taking on a Master Franchisee agreement is no small feat. It is a chance to move from running a single franchise to overseeing an expansive region – or an entire country – shaping its growth and mentoring others to achieve their own success. It is a bold step, but for those who embrace it, the rewards are immense – both personally and professionally.

At its core, being a Master Franchisee is about leadership. It is about recognising potential, nurturing talent and driving the success of a network. While the role comes with its challenges, it also offers the unique opportunity to leave a lasting legacy and play a significant part in a brand’s growth story.

Here, Andy Knights, CEO of Stagecoach Performing Arts, explores what it takes to succeed as a Master Franchisee, the support you can expect and the value of embracing the challenge.

What makes a great Master Franchisee?

If you are considering opportunities as a Master Franchisee, you are probably asking yourself, “Do I have what it takes?”

The answer lies in your ability to think strategically, inspire others and stay committed to the brand’s values.

Successful Masters are leaders at heart. They know how to bring out the best in people, provide guidance and create a shared vision for success. But it is not just about being a great motivator – it is about staying connected to the bigger picture. A Master Franchisee must be able to step back, assess

the market and ensure the network is moving in the right direction.

Experience is also key. Many Master Franchisees start as single-unit operators, proving their ability to run a successful franchise before taking on the challenge of leading a network. This hands-on experience is invaluable when stepping into a role that requires both operational know-how and strategic foresight.

the support behind the scenes

Stepping into the role of a Master Franchisee might feel daunting, but it is important to remember that you are not doing it alone. Franchisors like Stagecoach are there every step of the way, offering the resources, training and support you need to succeed.

From onboarding to ongoing guidance, the partnership between a franchisor and a Master Franchisee is built on trust and collaboration. Whether it is navigating local market challenges, fine-tuning operations or helping your network thrive, franchisors are there to share their expertise and ensure you are set up for long-term success.

At Stagecoach, we are proud to equip our franchisees with the tools they need to excel. Our Masters have access to marketing strategies, operational systems and a team dedicated to supporting their growth. The role might be challenging but, with the right support, it is also deeply rewarding.

growing organically before making the leap

Many franchisees consider becoming a Master after years of steady growth. It is a natural progression – first mastering your own business, then applying what you have learned to help others succeed.

Take the story of Alison Tasker, one of our

Australian franchisees. While not a Master Franchisee, her journey demonstrates how organic growth can set the stage for bigger opportunities. After running six successful Stagecoach schools in Perth, Alison expanded into Sydney and Melbourne, driven by her passion for the brand and her confidence in her team.

“I’ve been keen to grow the brand for some time, and I had a couple of trusted teachers who were moving back over east,” Alison explained. “It seemed like the perfect opportunity to open schools under the management of people who were familiar with Stagecoach and who would be wonderful ambassadors for the brand.”

Her success in Perth gave her the confidence to branch out further. “Running six successful schools in Perth has given me the confidence to branch out into other Australian cities. I have seen the difference Stagecoach makes to children’s lives, and that is ultimately what drives me.”

Why the challenge is worth it

Being a Master Franchisee is a balancing act. You are managing day-to-day operations while also planning for long-term growth. You are building relationships, supporting franchisees and ensuring the brand’s values are upheld at every level. It is not always easy, but it is a role that allows you to make a real difference – not just in the business, but in the lives of the people you work with.

The key to success lies in trust. A strong, dependable team is essential when you cannot be everywhere at once. For Alison, the key to successful expansion has been surrounding herself with the right people. “Choose a team who you can trust to deliver a service to the high standards that you set. Work really hard to build those strong relationships so you are always aware of what’s going on in the schools you’re not attending every week.”

Taking on a Master Franchisee agreement is a bold and exciting step that requires careful consideration. Do you have the leadership skills, strategic vision and resilience to succeed in this role? Are you ready to embrace the challenge of representing a brand at a higher level and supporting a network of franchisees?

Master Franchisees do not just grow their businesses – they create legacies. For those willing to rise to the challenge, the journey is as rewarding as the destination.

To find out more about franchise opportunities with Stagecoach Performing Arts, visit www.stagecoachfranchise.com

fran connect unveils a suite of ai agents for the australian M arket

empowering franchises & multi-location businesses in Australia with gen Ai bots that automate critical business outcomes

FranConnect, a leading provider of sales, operations, and marketing solutions for franchise and multi-location businesses, announces the launch of Frannie AI™ into the Australian market, a suite of AI-powered agents embedded within FranConnect's platform. These agents leverage multiple generative large language models to provide contextually specific insights, content and automation trained on FranConnect's deep understanding of multi-location businesses.

Frannie AI acts as a smart, reliable partner for teams in sales, operations, finance, and training, including three types of agents:

• Analyser surfaces personalised insights by user roles and recommends additional prompts for the user to explore what will drive more actionable insights across the business.

• Builder autonomously generates content, such as tailored emails, targeted campaigns and workflows, and more salient visit summaries to be shared and distributed cross-functionally; and,

• Automator identifies prescriptive actions that brands can take to optimise performance outcomes, such as suggesting the optimal engagement method to close a new franchisee, recommending locations to be visited, and custom coaching plans for owners, among many other actions.

"Franchises and multi-location businesses manage hundreds of variables across development, operations, and complex ownership structures, that have consequential outcomes. Generative AI comes at a critical time for our customers who must navigate ever-changing markets and competing constraints while delivering growth to shareholders and exceptional products to consumers," said Gabby Wong, CEO of FranConnect.

"We have spent the better part of the last two years thinking through how we can leverage AI to help our customers fundamentally transform their businesses. Frannie AI simplifies the complexity of running a multilocation business by surfacing what truly matters—whether it's pinpointing your next high-performing location or identifying unitlevel challenges before they impact revenue and autonomously recommending actions that will improve business results."

"We are lucky to have some of the best minds in the industry focused on AI. Last year, we carved out a team of analysts, engineers and AI specialists to focus on innovating with AI, both for our internal operations and for our end-market. Frannie AI is one of the successful projects arising out of this initiative and we are thrilled to announce its launch," said Wong.

"General purpose generative AI models by themselves cannot replicate what FranConnect delivers," said Jaffrey Ali, CPO and Head of Innovation at FranConnect.

"Frannie AI is architected on a proprietary franchise data model refined through years of deep domain training and based on the breadth of our reach in the market. This enables a level of system-wide intelligence that we are uniquely positioned to provide."

In the future, Frannie AI will have the capability to be a completely autonomous set of agents that can analyse, build and execute key business actions to drive improved productivity and scale for multi-location businesses.

The launch of Frannie AI into the Australian market comes off the back of the largest global sales booking achievement in the company's history, forming expanded partnerships with over 150 brands and welcoming 105 new customers.

Trusted by nearly 1,500 brands and over 1.3 million locations worldwide, FranConnect continues to be the industry's "gold standard" and only platform for driving success across franchises and multi-location businesses, from managing suppliers to supporting brand owners and frontline employees.

“Over the past year, we made a concerted effort to advance our products in the areas of operations, analytics, and AI to solve the hardest problems faced by franchise and

multi-location businesses," said Gabby Wong, CEO of FranConnect. "As the leading and pioneering technology provider supporting franchise and multi-location businesses, we are doubling down on innovation to cement our market leadership position further. Our multi-year product roadmap and M&A activities over this past year demonstrate our dedication to serving this market now and for many years to come."

"We are excited about the market opportunities ahead and are dedicated to continuously investing in our market, products, and people. Our commitment to innovation will further propel growth and operational excellence for years to come."

Frannie AI is now available as a subscription for any Australian FranConnect customer.

aBout aBout franconnect:

FranConnect is the leading enterprise software provider for franchise and multi-location businesses. For over 20 years, the FranConnect platform has served as the backbone for sales, operations, and marketing for over 1,500 brands and one million locations worldwide. Iconic brands such as SPARC/Authentic Brands (Forever 21), Tropical Smoothie Café, Authority Brands, and Papa John’s rely on FranConnect to expand locations, streamline unit operations, enhance collaboration, and improve profitability.

Backed by private equity investor Serent Capital, FranConnect is headquartered in Herndon, Virginia, with global offices in Australia, India, Colombia, and Canada. for more information, visit www.franconnect.com.

gabby Wong, ceo of franconnect

Jaffrey ali, cpo and head of innovation at franconnect

From e m P loyee to e ntre Preneur: Sna P -on Fran C hi S ee m itC h h in D late S t newS franchises on the road

mo B ile F ran C hi S e S are exC iting o n the r oa D to Su CC e SS: u n D er S tan D ing your m o B ile Fran C hi S e oPP ortunity

36 Snap On Tools: from employee to entrepreneur snap On franchisee Mitch hind

40 Nic Brill: shaping the future of franchising

38 Tony Meredith: On The road to success: understanding your Mobile franchise Opportunity

42 Robert Toth: On The road again: Mobile Vs fixed site

44 Brian & Prue Keen: Dealing With uncertainty - again

46 Stewart Germann: ranchises are exciting

From e m Ployee to e ntre Preneur

national snap-on Franchisee of the year

Arguably one of the most successful franchise business models in the world, Snap-on is a leading innovator and manufacturer of tool, diagnostic and equipment solutions for professional tool users (mechanics and technicians). A global brand that has been operating in Australia since 1988, Snap-on is one of the longest running and successful franchises in Australia and New Zealand. In Australia alone, there are over 180 Snap-on

franchisees, with signs of significant future growth for the brand.

Success in franchising requires dedication, resilience, and a commitment to growth. Few embody these qualities as strongly as Hind, who was recently named Snap-on’s National Franchisee of the Year for 2024—a title he also won in 2022. His journey from employee to a thriving franchise owner is a testament to the power of persistence and strategic business expansion. Mitch has had a remarkable growth trajectory in the two years since we spoke with him last. Supported by his wife

Amanda, who he credits for his success, the franchise business has expanded from one franchise to include three routes and three employees, significantly increasing both the reach and customer base of the business.

Mitch’s relationship with Snap-on began before he even owned a franchise. As an employee, where he was a Sales Development Manager, he gained an in-depth understanding of the brand’s world-class tools, exceptional customer service model and franchise system. Mitch always had an entrepreneurial spirit. The idea of running his own business appealed to him. Inspired by the success of other franchisees, he made the decision in 2018, alongside his wife Amanda, to take the leap and invest in his own Snapon franchise in the Central Coast region. In just 7 years, the business has increased three-fold.

From the outset, Mitch approached his business with a clear vision: to build a thriving and sustainable franchise that not only met sales targets but also created

s

meaningful relationships with customers and build a community brand, one where he could also give back. His strategy focused on consistency, customer service, and adaptability, principles that have guided him throughout his journey to expand and grow his footprint in the Central Coast, Lake Macquarie, Lower Hunter Valley, Newcastle and Port Stephens.

From apprentice to entrepreneur

Mitch started in the automotive industry when he left school, however, his journey wasn’t linear. Building a successful franchise is never without challenges and Mitch’s path was no exception. As an apprentice mechanic his early days were spent honing his skills, learning the intricacies of engines, and developing a deep appreciation for the tools of the trade. It was during these early years that Mitch first encountered Snap-on, a brand he instantly equated with quality and reliability. However, his ability to pivot and adapt to

the demands of running a mobile business was crucial. Mitch believes that being able to cultivate strong customer relationships has played a significant role in this growth. His background as a mechanic gave him a unique advantage—he understood his customers’ needs but it’s how he utilises the infrastructure in the Snap-on network to his advantage that has really propelled the growth of his business forward.

One of the key factors behind Mitch’s success has been his willingness to innovate and adapt. Mitch embraces technology to enhance his operations. From leveraging social media to connect with customers to implementing efficient inventory management systems.

building the business

By fostering trust and providing an outstanding service experience, he ensured that customers remained loyal to the Snap-on brand. It also helps that he has an unwavering belief in the quality of the product. “I remember the first time I held a Snap-on ratchet. It just felt different—solid, precise and built to last,” Mitch recalls.

When asked about his advice for aspiring franchisees, Mitch keeps it simple yet powerful:

“Commit to and believe in the franchise model, use the tools and guidance provided and with the right work ethic, success will follow.” His unwavering dedication to the Snap-on system has proven that with the right mindset and work ethic, the franchise model can be a pathway to long-term success. This has led him to hire employees, of which he now has three, along with investing in an additional two franchise routes, marking a major milestone in his expansion plans. Mitch is far from slowing down. His goal is to continue scaling his business while maintaining the customer-first approach.

commitment to community & giving back

Mitch’s success is not just about numbers and year on year growth —it’s also about impact. He has actively engaged in community initiatives supported by the broader brand, reinforcing Snap-on’s commitment to making a difference. Most recently, is his involvement in the “Socket to Breast Cancer” campaign, a partnership between Snap-on and the McGrath Foundation. As part of this initiative, Mitch (with his Snap-on team) raised over $20,000 to support breast cancer awareness (overall, as a group, Snap-on raised over $214,000).

Supporting this initiative was important for Mitch, as it allowed him to leverage his business to drive awareness and contribute to a cause bigger than himself.

“Awards are great, but the real reward is knowing you’ve made a difference in your customers’ and employee’s lives. Now I also get a lot of fulfilment coaching and watching my staff developing and growing the skill sets required to run the businesses they operate. That’s what drives me every day” Mitch says.

“There’s no greater satisfaction than building something of your own and seeing it thrive and then supporting others to do the same. We have an incredible network of Snapon franchisees in the territory in which we operate, so the award is also a reflection of the success of the overall network” says Hind.

In the world of franchising, Mitch Hind stands out as a shining example of what’s possible. His journey with Snap-on is not just a success story—it’s a roadmap for others looking to drive their own success.

If you are interested in learning more about the Snap-on franchise model, please contact Franchise Manager Andrew Li0408 071 044.

Main image: ajit Ponnambalam, russell hafey, Mitch Chin, Mitch hind, s am l alor, Paul lynch, ella Beere, riley fitzsimmons.

econd image: s am l alor, Mitch hind, Mitch Chin

o n the r oad to s uccess: u nderstanding your Mo Bile franchise oPP ortunity

The franchise industry is evolving rapidly and offers diverse opportunities for aspiring business owners. In Australia and New Zealand, mobile franchising is not only growing, but also reshaping how businesses operate and serve customers. The question for prospective franchise owners is not, "Should I buy a franchise?" but rather, "Should I take my business on the road or establish a permanent location?"

Both models have distinct advantages, and the right choice depends on your goals, lifestyle, and long-term vision. Let’s explore

the benefits and challenges of mobile versus static-site franchising to help you determine which path aligns best with your ambitions.

Why Mobile Franchises are thriving

Imagine a business that doesn’t wait for customers to come to it, instead it goes to the customers. Mobile franchises are an increasingly popular model across Australia and New Zealand, offering flexibility, cost efficiency, and unique customer engagement opportunities. Here’s why they’re gaining traction:

1Lower startup and operating costs

One of the biggest advantages of mobile franchising is affordability. Unlike static locations, you’re not paying for expensive

retail space or long-term lease agreements. Instead, your investment goes into a vehicle equipped to deliver your services, whether that’s a coffee van, mobile pest control service, or food truck. This makes mobile franchises an accessible entry point for aspiring business owners.

2access to Untapped Markets

A fixed location limits your reach. Conversely, with a mobile franchise, you can go where the demand is. Regional and suburban areas often lack access to specialty services, presenting huge opportunities for mobile franchises. Your ability to relocate and adapt gives you a competitive edge when you target business districts, local events, or hightraffic community areas.

3Flexibility and seasonal adaptability

Unlike traditional storefronts, mobile franchises aren’t tied to a single location. This allows you to shift strategies based on seasonality, market trends, and customer demand. You can take your business to festivals, markets, corporate offices, or schools to maximise revenue opportunities.

4direct customer engagement

A mobile franchise fosters stronger personal connections with customers. Being present in multiple locations means more face-to-face interactions, which leads to increased loyalty and trust.

potential challenges to consider

While mobile franchising offers exciting opportunities, it also comes with unique challenges, including:

• Vehicle maintenance and fuel costs: Operating on the road means ongoing expenses for upkeep.

• Weather-dependent operations: Rain or extreme heat can impact outdoor franchises.

• Limited branding and visibility: Unlike a static site, a mobile unit doesn’t have a permanent presence in one location.

If agility, variety, and market expansion excite you, then a mobile franchise may be the right fit. Alternatively, if you prefer a stable, location-based business, a static site might be a better option.

the stability of static site Franchises

A physical storefront offers security, consistency, and brand recognition. While mobile franchises thrive on adaptability, static sites focus on community presence and longterm growth.

1built-In Foot traffic

A prime retail location ensures a steady flow of potential customers. Being in a shopping centre, high street, or business district means your target market is constantly exposed to your brand. This can create a predictable revenue stream over time.

2space For growth and expansion

A physical location allows more room for scaling, whether through additional

tony Meredith Coaching focuses on helping business owners Grow Sales, Increase Profits, and Regain Time. Tony Meredith Coaching started in 2018 and works with hundreds of small-medium businesses across Australia, in the areas of Franchising, Retail, Services, Manufacturing, and Trades.

Tony has over 25 years’ experience working for some of the world’s largest corporations in a variety of senior sales and leadership roles. Contact Tony and his team if you want to grow an outstanding franchise business. info@tonymeredithcoaching.com.au https://tonymeredithcoaching.com.au/ https://www.linkedin.com/in/tony-meredith-coach/ https://www.facebook.com/tonymeredithcoaching

products, services, or seating capacity. This is particularly beneficial in hospitality, retail, or fitness industries, where ambience and customer experience play a crucial role.

3strong community presence

Having a fixed location makes it easier to establish local credibility and brand awareness. Customers know where to find you, and a well-located franchise can become a trusted fixture in the community.

4simplified operations Management

Unlike a mobile franchise, where you’re constantly on the move, a static site follows structured routines.

• No daily equipment relocation

• No variable operating conditions

• Easier inventory and staffing management

For franchisees who value consistency, stability, and a long-term customer base, a static franchise offers a solid foundation.

key considerations For choosing your Franchise Model

The decision between a mobile or static franchise is not about which is better, instead it’s about what suits you best. Consider the following factors before making your choice:

• Lifestyle Preference: Do you enjoy being on the move, or do you prefer a fixed work environment?

• Audience Reach: Do your customers have to frequent a specific location, or are they spread across different areas?

• Financial Goals: Mobile franchises have lower upfront costs, while static sites may offer steadier long-term revenue.

• Scalability: Mobile franchises expand by adding vehicles, while static sites grow through additional locations or space.

The key is choosing the franchise model that aligns with your vision, as both models require hard work, planning, and business acumen.

sUccess stor Ies: Mobile Franchises thriving in australia

Some of Australia’s most successful franchises have leveraged mobility to build powerful brands:

• Jim’s Pool Care: With almost 150 franchisees across Australia, offering comprehensive pool maintenance and equipment services directly to customers' homes.

• Mr. Whippy: A household name in mobile food franchising, capitalising on eventdriven sales and strategic location shifts.

• Mobile Tyre Shop: On-site tyre replacement services, providing convenience for customers by servicing their vehicles at home or work.

These franchises thrive on flexibility, direct customer engagement, and demand-driven operations, highlighting the strong potential of mobile franchising.

Final thoughts

Success in franchising isn’t about mobile vs. static, it’s about alignment. Alignment with your goals, lifestyle, and long-term vision.

A mobile franchise offers freedom, flexibility, and direct customer engagement, allowing you to take your business where demand is strongest. Meanwhile, a static-site franchise provides stability, community presence, and a predictable revenue stream.

Neither model is inherently better than the other, hence the best choice is the one that fits your ambitions. Whether you’re drawn to the agility of the open road or the security of a fixed location, success ultimately depends on your ability to plan, adapt, and execute your vision effectively.

The real question isn’t, “Should I go mobile or static?”. The real question is, “Where do I want this journey to take me?”

Whichever road you take, commit to it, embrace the challenges, and make it happen. v

Sha Ping the Future o F Fran C hi S ing

key takeaways

• 2025 presents an opportunity to reset after a tough few years

• Continuous innovation in both mindset and product is critical to future success

• Rise of multi-unit franchising reflects a shift to enterprise building vs ‘buying a job’

• Demand for sustainable product merges cost-efficiency with value alignment

The economic headwinds over the past few years have eroded confidence and margins for many businesses - but few models are better positioned to weather the storm than franchises. Adversity often breeds opportunity and as we step into 2025, there’s

a sense of renewed possibility for franchising. For forward-thinking businesses, this year presents an inflection point - an opportunity to innovate from the inside out, maximising talent and technology to deliver newlydefined value to clients.

Innovation

The business world is moving faster than ever before, and with that comes the need to continuously innovate. Despite economic growth expected to improve, there remains an air of vulnerability and uncertainty amid ongoing cost pressures and the flow-on impact on consumer behaviour. The pressure is on businesses to learn quickly about their client’s wants versus their needs,

and adapt quickly to remain ahead of the competition. For the past 18 months, we have seen an increase in the ‘repair-first’ mindset as consumers seek to maintain rather than replace their assets - such as robotic cleaners, filters and equipment. But as financial strain eases, we expect consumer priorities to shift from repairing to replacing. It’s vital for franchisors to remain agile to the changing needs of their client and continuously redefine how to deliver value.

Technology and artificial intelligence (AI) continue to reshape the workforce, but ultimately, franchisors can’t afford to ignore their value in modern business operations.

Poolwerx has leaned into automation to maximise efficiencies, allowing our team to focus more on high-value client services to enhance the overall client experience. Staying ahead of the curve with the opportunities AI offers will be both a challenge and an opportunity to remain committed to finding a better way. We are already exploring ways to leverage AI’s capabilities for team upskilling, training and development.

However, with this increased digitisation comes a renewed perception of the traditional workforce. It’s estimated Generation Z accounts for 27 per cent of the workforce, and we can continue to expect their influence to reshape workplace expectations. Franchisors need to adapt to these new dynamics, or risk being left behind for more evolved working models.

Poolwerx’ ‘hub and spoke’ operation model uniquely positions us to deliver strong commercial outcomes while fostering adaptable work structures for our retail and service operators. By balancing structured operations with innovative flexibility, our Franchise Partners are redefining work arrangements to meet the evolving expectations of today’s workforce. Early results highlight significant improvements in staff wellbeing, paired with enhanced business performance - a win-win for both employees and franchise partners.

the changing face of franchising

For Poolwerx, innovation isn’t just about tools; it’s about mindset. Our alignment with growth-minded talent who consistently lean into new ways of doing business and incorporate cutting-edge technologies enables us to move faster and remain competitive.

Franchising has always been about creating opportunities, but the profile of those opportunities is evolving. The rise of

multi-unit franchising reflects a shift in mindset - from ‘buying a job’ to building an enterprise. Today’s franchise partners aren’t just operators; they’re business professionals with growth mindsets, looking to increase enterprise value and achieve greater returns than their traditional roles might offer.

In the last year, 95% of our prospective franchise partners were seeking multi-unit operations, compared to just 70% five years ago. This is largely being driven by former C-Suite Executives. In the last four years, Poolwerx has observed a significant increase (90%) in tertiary-qualified candidates looking to buy a franchise, and almost half are departing high-level corporate roles.

These buyers are investing up to 17 times more capital to buy an existing operation rather than invest in a brand-new franchise territory. It’s a direct reflection of franchising's capacity to offer a proven and accelerated pathway to wealth creation compared to traditional employment. Franchising provides the proven business models and proven brands that these business-savvy individuals know they can back with peace of mind that their investment is sound.

Leading the green agenda

Sustainability has been progressively rising to the forefront of the consumer agenda, but the cost-of-living has accelerated the desire for energy-saving tools. Today, clients are looking for solutions that save money and align with their values.

The pool care industry has evolved rapidly in response to these demands. Poolwerx was the first to market with a 7-star energy-rated pump that maximised energy savings and reduced operating costs for pool owners.

Today, the underlying basis of our products is focused on helping our clients preserve the health of their aquatic environments for year-round enjoyment. We’re also responding to the growing demand for natural, lowchemical pools that promote wellness and create a sanctuary for families. These innovations not only meet today’s needs but also position us as leaders in the sustainable future of pool and spa care.

Franchising beyond 2025

The evolving landscape of franchising - marked by innovation, a shift toward enterprise-building, and a growing green

aBout n ic Brill:

For almost 20 years, Nic has served in key leadership roles for global and national brands including Donut King, Gloria Jeans, King Island Dairy, Nescafé and Vitasoy. His demonstrated history as a business leader in the franchising and retail industries has equipped Nic with critical insights into understanding the core values of the Australian small business owner.

Nic has developed a breadth of knowledge at a strategic and operational level and his international experience drew him to Poolwerx as the company continues to bolster its reputation as the world’s largest global franchise pool service brand across Australia, New Zealand and the United States.

agenda - presents immense potential for those ready to embrace it.

Franchises have proven their resilience by navigating economic challenges and reemerging stronger. For aspiring franchise partners, this presents an opportunity to step into a well-supported, future-focused model as it gears up for a new chapter of innovation. For those well-established in the space, it’s a chance to sharpen strategies, challenge outdated schools of thought, and lead the way in creating sustainable, meaningful value for clients and communities. v

on the roaD again - mo B ile

v

F ixe D S ite

F ran C hi S e S

Ahh mobile franchises, that feeling of freedom not tied to an office or retail store, off to the next appointment, wind in your hair, dog in tow, no need to pay exorbitant rent and staff costs.

Mobile franchises are a great option and mean you can work as hard or as little as you like.

They are a low-cost option compared to a full retail franchise and can still deliver a reasonable return on your effort and hours worked due to the lower overheads.

They may not suit everyone and there is an emergence of mobile franchises on the market to choose from, but you still need to choose wisely.

I can get my lawns cut, my hedge trimmed, my car repaired, house cleaned, and dinner and groceries delivered to the door.

For any business taking your business to the consumer is a great way to generate work without carrying the huge overheads of a fixed site and provides convenience to overworked families and people working from home under work pressure.

the benefits of mobile franchises

Mobile franchises require much smaller up front capital investment and are generally more affordable.

They also offer greater lifestyle and work life flexibility than a traditional site-based franchise.

They are generally owner operated so you do not have staff costs and having to manage staff and of the add on costs of employees. The franchise fee for a mobile franchise is usually the biggest cost apart from the need to lease a vehicle, branding and equipment

costs whereas for a fixed site franchise the franchise fee is usually the lowest cost and the investment in stock and shop fit out, lease costs, staff costs and insurance can be considerable. On top of that you need more working capital.

The ongoing operational costs are also generally much lower with a mobile franchise depending on the nature of the business.

Mobile work may not however suit everyone as not everyone likes to be “on the road” travelling around from one suburb to another.

Even though a mobile franchise has less up front cost (which means less risk) that may also mean a smaller income or return.

A typical fixed site franchise may require investment of anything between $350,000 to $800,000, of which the franchise fee may be $40,000 to $60,000 whereas a mobile franchise investment all up may be around the $60,000 to $100,000 mark.

robert toth is Special Counsel and Franchise Specialist at Sanicki Lawyers with over 35 years of experience in franchise, licensing and distribution law.

Robert is also an Accredited Commercial Law Specialist and regularly publishes articles on franchising in Australia and overseas journals and acts for a number of overseas, local and master franchisors and acts in dispute resolution and mediations.

contact robert@sanickilawyers.com.au or even call him on mobile 0412 67 37 57 www.sanickilawyers.com.au

“ For any business taking your business to the consumer is a great way to generate work without carrying the huge overheads of a fixed site and provides convenience to overworked families and people working from home under work pressure.”

opposed to a fixed site franchise. The stock has to be funded up front and the working capital for a fixed site franchise over the first six or twelve months of operation will be much greater.

What to consider when looking at a mobile franchise

Here are some key things to consider:

a. Will you get an exclusive territory or can the franchisor or other franchisees compete in your territory.

b. What is the franchisors “on line” policy as far as directing leads to you, in your territory?

up a mobile franchise you will be doing nothing more than taking a salary and there may be no or very little goodwill at the end.

training and support

You should ensure that the franchisor provides adequate training up front and ongoing training and support and they have the latest booking and CRM software for ease of bookings and payment.

There is really no excuse these days for outdated systems and software.

Some mobile franchises elect to charge a fixed monthly royalty rather than a royalty based on the gross turnover of the business, which can be positive if the business is successful and growing but a fixed monthly royalty can become just a debt owed to the franchisor if the business is not successful.

Fixed site franchises generally charge a royalty based on the turnover of the business of between 4% to 10% of gross turnover (revenue) and a marketing fund contribution of around 2% to 5% per cent and with a mobile franchise it may be a higher royalty on the gross revenue with just obligations to do some local area marketing.

A mobile franchise may still charge an up front franchise fee of $20,000 to $30,000, plus the cost of the vehicle and equipment. The vehicle and equipment can usually be leased, thus reducing the capital outlay.

The other key issue is that generally a mobile franchise will have limited stock holding as

c. Is the territory allocated close to or where you live ? You may not want to be travelling across town to service your area?

d. Do you have to travel long distances within your territory to service clients for a small fee in which there may be little profit?

e. Can you still take time off and have a break without impacting on the business if you are a sole trader?

do the numbers

Even though it may be a lower entry cost you should still talk to other franchisees in the system to gain feedback and do your own financial due diligence and cash flows with the assistance of your accountant and financial advisor to see if the business is sufficiently viable to at least pay you a reasonable salary.

If the numbers don’t work, then don’t commit, as mobile franchises can be di fficult to sell.

You may also need to accept that by taking

Does the franchisor have a social media presence and are they on Instagram and other social media promoting the business and brand compared to the competition?

your exit plan

One thing with all franchises is that they have a “life span” after which you will want to sell and exit.

Most mobile franchises have a limited life span of maybe 3 to 5 years so you need to look at the transfer or assignment costs when you sell, restrictions on selling the franchise and the non-compete clauses that may restrict you from setting up in competition.

If things don’t go to plan it can be di fficult to get out and sell a mobile franchise and you may still crystallize a loss if you walk away during the franchise term.

So, before you “get on the road again” like Willie Nelson did back in the 60’s, do your analysis and get advice from your Specialist Franchise Lawyer and financial advisor to limit your risk and you can make an informed decision before you commit. v

d ealing with uncertainty –again?

As every year starts, we move into it with hope and excitement feeding plans for the great things we are going to do this year. But again, since COVID hit our shores, business is facing the future with no certain parameters to guide a suite of decisions.

As I was thinking about this, an email dropped into my inbox from Ideagen – a large UK-based organisation supplying software to over 11,400 corporates –outlining the trends they see clouding our future. This is the list of issues they see we face adding to the confusion:

A different world with increasing political and economic uncertainty, Trump being the least of it.

A different consumer with shifting demands for service and delivery.

Different technology moving at warp speed fed by AI making business management harder.

Different ways of working with new work models and a workforce with changing demands.

different crime with evolving cyber threats.

Different climate , changing faster than we thought possible bringing increased hardship and a need to change in response.

It’s the list we’ve been facing for some time, and I’ve touched on the topic before, only this year the pressure’s increasing. exacerbated because it’s impossible to see where or how it’s all going to pan out and what’s needed to cope.

For some of us, this means opportunity whilst others will find business life tougher – especially where we are unable to make the changes needed to cope.

As Franchisors, responsible not only for our business but the businesses of our franchise partners, life is going to have to be flexible - ready to make the changes as we get to know exactly how things are going to move forwards – not something franchise groups are necessarily set up to be.

Here are some of the things we think are essential in any business going forward today if they are going to deal with continued change and the current uncertainty. 2025 may not be the year that business must change but it certainly is the year it needs to prepare for difference, modification,

transformation even which will be needed in the not-too-distant future.

Here are some areas we believe need to be considered.

World view

Unfortunately, we are going to have to keep an eye on Trump, our impending election, climate, social change and all things materialising which make keeping up with the news so depressing today. What is the impact going to be on economy, trade, supply lines, production breaks and losses, business regulation – both opportunities and challenges. Knowing gives us the power to be in front.

digital literacy and management

It’s no accident this trends report came out from Ideagen, they are a software company after all, helping corporates and governments internationally manage the tricky environment of change in so many areas which is demanding business, all business, big or small, becomes more digital.

digital is now king…

What this means is, no longer can franchisors and their managers plead digital ignorance and rely entirely on their experts. That is a recipe for disaster. Management must at least understand what is needed and how software can be adopted so it is flexible enough to accommodate future change, integrated enough so one system deals with as many needs as possible (security, accounting, operations, logistics, POS, rosters, CRM… the list goes on) and simple enough for everyone to use as required. So hard when the digital responses are changing and developing accordingly, resulting in a bewildering array of software and apps available to help. And to add to the list of woes, as Ideagen note, there is a severe shortage of a skilled software workforce across the board which is a shame because management need experts to help put these systems in and manage them. Look after your IT staff and upskill the rest.

the human interface

I don’t have to tell you society has changed beyond measure even in the past five years or so and our societal changes are not slowing down. While digital business is king, never ever forget it is people who work these systems, and our customers are people too. Digital systems are put in to help and serve the people we interact with every day.

Brian and prue Keen

Brian Keen has been involved in the franchise industry for more than 30 years and prue has been involved with systems and business for as long. Together they founded Franchise Simply, Systems2Grow and Microloan Foundation Australia. Brian’s on-the-ground business experience as a multi-unit franchisee, franchisor and consultant helping many of the big names create their own franchise systems and growth over the years combined with Prue’s structured approach has been fed into Franchise Simply, helping today’s SMEs and Franchisors grow their business by franchising.

www.franchisesimply.com.au | www.systems2grow.com

Our workers are demanding different working conditions, and we are imposing changes too in that we are offering more and more part-time work rather than traditional 9-5 in the office. What this means our employees are demanding the ability to manage more than one job and needing to manage their family and other responsibilities and wants as well.

Our customers are buying differently too, budgets are not going so far these days, but this doesn’t mean price is the only determining factor – value and great service are things our millennial and gen Z customers cherish more. What this means is they’ll abandon us very fast if we don’t get the balance right – yes, they want a fast streamlined digital platform but one suited to them personally with human interaction where its important. It enhances the human service and their experience – not replaces it.

everything else

Climate, sustainability, equality in people management and opportunity, purpose which recognises a giving culture, are all becoming more important, but the playing field is shifting. Some aspects are regulated and expected to become more so (climate in particular) but what is going to happen with changing politics at home and internationally. Franchisors in particular cannot ignore their HR responsibilities, and these are only going to increase.

So, to conclude, 2025 is a year to plan for growth but prepare for change because it’s going to come and sooner than most of us expect. v

M o Bile franchises are exciting

The number of mobile franchises in Australia and New Zealand has expanded considerably over recent years. By mobile I mean where the business is conducted from a van.

There are franchises that are mobile because they have to be. For example, there are pool valet services, electrical or plumbing services, couriers, and cleaning. There is Laser Electrical, Laser Plumbing, Aramex and Poolwerx. There are also mobile businesses which can deliver products and services to customers. For example, carpet retailing, carpet cleaning, car tuning and coffee.

Some of the most popular franchises in recent years have been those which take their products or services out to their customers. They come in two forms being those that are mobile because they have to be and those that are mobile businesses which take a traditional product or service such as coffee, car tuning or carpet retailing to new customers in their homes.

Both offer the benefits of getting out and about rather than waiting for customers to come to you. Expensive premises are eliminated but you will need to purchase a properly equipped vehicle.

If you are looking to invest in a mobile franchise then you must do your due diligence. Apart from talking to the franchisor and asking a lot of questions, it is essential to talk to mobile franchisees who are already running their own businesses to see if they like it, what pitfalls they have discovered, and the operating costs. In addition to the normal expenses to operate a business you will have petrol or diesel costs, maintenance costs for the vehicle, annual registration fee, and insurance.

The franchise agreement between the franchisor or owner of the intellectual property for the business system and the franchisee will contain some unique clauses including the use of the trade marks and colour schemes, specifications of the type of motor vehicle and territorial restrictions. Can the mobile van drive anywhere? If the answer is no then the franchisor must think carefully about the division of territories, the population base, and how to distribute a territory fairly among franchisees. A courier

stewart g ermann founded Stewart Germann Law Office (SGL) in 1993 as a boutique law firm at Auckland, New Zealand, specialising in franchising, licensing and business law.

Stewart has over 40 years’ experience in franchising law and acts for franchisors in New Zealand, Australia, USA and the UK. SGL also acts for franchisees and provides legal advice. Stewart has spoken at franchising conferences in New Zealand, Australia, Italy, South Korea and USA and he was on the Board of the Supplier Forum of the International Franchise Association (“IFA”) for 6 years until March 2007. email: stewart@germann.co.nz | Web: www.germann.co.nz

van is an interesting case study. We all see couriers driving everywhere but even the courier/franchisee should have a specified area or territory. For example, Auckland is such a large city in land area so it would be hopeless to allow a courier to drive from West Auckland to East Auckland delivering parcels. The same would apply to Sydney or Melbourne so careful thought and research must be undertaken in relation to territories.

A mobile franchisor must assess its existing systems which are required to run smoothly. You must consider what software you will use as it needs to manage customers, inventory, and accounting and invoicing. A franchisor must have a robust training plan, a good communications system and geographical boundaries must be considered to be fair to all franchisees.

It is also important for mobile franchisees to comply with all relevant legislation and regulations. In New Zealand, if you drive a diesel or another type of non-petrol fuelled vehicle, you need to pay Road User Charges (RUC). These charges go towards maintaining and improving the roading network. Petrol vehicles contribute towards these costs through an excise tax on petrol. There is no tax on diesel which is why these vehicles need to pay RUC instead. RUC is charged according to how many kilometres a vehicle travels, and its type and weight.

Finally, it is important for a potential mobile franchisee to do careful due diligence, to read the franchise agreement in full and to take independent advice from a franchising lawyer and accountant. The number of mobile franchises is certain to increase so watch out for new brands appearing from time to time. v

that

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Keep It Moovin – Your Trusted Freight Solutions Partner!

is

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The business guarantees dependable, on-demand transportation with complete public liability insurance through its expanding network

Our Services Include:

Same-Day Delivery Service: Keep It Moovin provides a QR code-based system for same-day deliveries. Customers can scan the QR code in-store or online to book a delivery, ensuring fast and reliable service.

Same-Day Delivery Service: Keep It Moovin provides a QR code-based system for same-day deliveries. Customers can scan the QR code in-store or online to book a delivery, ensuring fast and reliable service.

Small Retail Removals: Moving big items can be a hassle, but we make it simple. Whether itʼs a sofa, bed, or that fridge that just wonʼt fit in a standard car, weʼll pick it up and deliver it to where you need it. Our small retail removals service ensures that your goods get to their new home

Small Retail Removals: Moving big items can be a hassle, but we make it simple. Whether itʼs a sofa, bed, or that fridge that just wonʼt fit in a standard car, weʼll pick it up and deliver it to where you need it. Our small retail removals service ensures that your goods get to their new home

Renovation Assistance: Tackling a home renovation?

Weʼve got you covered! From transporting floorboards to carrying tiles, gardening supplies, and more, we help make your renovation journey easier. Instead of worrying about renting a truck, just call us, and we'll provide an affordable, hassle-free transport solution.

Renovation Assistance: Tackling a home renovation? Weʼve got you covered! From transporting floorboards to carrying tiles, gardening supplies, and more, we help make your renovation journey easier. Instead of worrying about renting a truck, just call us, and we'll provide an affordable, hassle-free transport solution.

Key C hange S to au S tralia’S Fran C hi S ing Co D e o F Con D u C t

Franchisees and franchisors are set to experience further changes to Australia’s Franchising Code of Conduct (Code) following an independent review last year

Following recommendations from former Deputy Chair of the ACCC Dr Michael Schaper, the new Code includes broad changes including a slightly simplified preentry disclosure process, a new requirement for franchisees to be provided with compensation for early termination in specific circumstances and the need for franchisors to ensure there is a reasonable opportunity for franchisees to make a return on investment.

Most of the provisions of the new Code will apply from 1 April 2025 which is when the existing Code will expire. A further review of the Code is due in 2030.

The new Code brings important changes to Australia’s franchise law and all stakeholders, including new and existing franchisees and franchisors, should be aware of the changes.

What yoU shoULd knoW

Changes to pre-entry disclosure

The key facts sheet will be consolidated into the disclosure document.

While the key facts sheet was intended to help prospective franchisees navigate what

are often lengthy disclosure documents, removing the requirement for two separate documents is a step in simplifying this preliminary process.

Existing franchisees will also have the right to opt-out of receiving a disclosure document for a new franchise agreement if they recently signed the same or substantially the same franchise agreement with the franchisor. Franchisees that meet that criteria can also opt-out of the 14-day cooling off period that would usually apply after signing the franchise agreement.

These provisions will simplify the process for existing franchisees to sign up to further franchise agreements with a franchisor. Franchisors will also have peace of mind that

agreements will be set in stone upon signing if the franchisee opts-out of the cooling off period.

Compensation for early termination

Franchise agreements must provide compensation for franchisees if a franchise agreement is terminated early because the franchisor:

• withdraws from the Australian market;

• reduces its network of stores in Australia; or

• changes its distribution model in Australia.

The franchise agreement must specify how this compensation will be calculated, including the following:

• lost profits from direct and indirect revenue;

• any large expenses incurred by the franchisee at the franchisor’s request that are yet to be recovered;

• loss of opportunity in selling established goodwill; or

• costs associated with winding up the franchised business.

The franchise agreement will also need to provide for the franchisor to accept the return of, and buy back or compensate the franchisee, for certain items such as stock, specialty equipment and branded products or merchandise that cannot be repurposed.

Reasonable opportunity for return on franchisee’s investment

Franchise agreements must provide franchisees with a reasonable opportunity to make a return on any investment required by the franchisor under the franchise agreement.

When

a franchisee can lodge a dispute notice

There are changes to the termination process in respect of key events.

A franchisee cannot dispute a termination if a franchisor terminates a franchise agreement with seven days’ notice on the following grounds (some of which are new additions to the Code):

• the franchisee no longer holds any required licence to operate the franchised business;

• the franchisee becomes bankrupt, insolvent under administration or a Chapter 5 body corporate;

• the franchisee is a company deregistered by

is a Principal in DMAW Lawyers’ transactions team, specialising in franchise law and property law. She is also a committee member of the Franchise Council of Australia (South Australian chapter) and a Women in Franchising committee member. Seva was awarded “Lawyer of the Year” for Franchise Law in South Australia in 2022 and 2024 and named in the “Best Lawyers in Australia” list since 2021.

DMAW Lawyers is a leading South Australian based commercial law firm providing services throughout Australia. urmei – https://dmawlawyers.com.au/team/seva-surmei/ P: +61 421 931 777 | E: ssurmei@dmawlawyers.com.au | W: https://dmawlawyers.com.au/

the Australian Securities and Investments Commission;

• a court is satisfied that the franchisee has committed a serious contravention of a Fair Work civil remedy provision;

• a court is satisfied that the franchisee has contravened certain sections of the Migration Act 1958;

• the franchisee is convicted of an offence against certain sections of the Migration Act 1958; or

• the franchisee is convicted of a serious offence.

A franchisee can dispute a termination within seven days of receiving a franchisor’s notice of termination on the following grounds:

• the franchisee voluntarily abandons the franchised business;

• the franchisee operates the business in a manner that endangers public health and safety; or

• the franchisee acts fraudulently in connection with the franchised business.

These changes to the termination process recognise some termination events that should not be subject to a dispute by a franchisee, particularly those related to matters determined by a court or an authority and are not based on the franchisor’s discretion.

other obLIgatIons to note

Disclosure of former franchisee details

A franchisor will not be permitted to disclose a former franchisee’s personal information to a prospective franchisee unless the franchisor gives that former franchisee a notice in writing (at least 14 days before the intended disclosure) that the former franchisee may opt out of such disclosure.

Update documents

The new Code has been re-ordered, with different numbering for various sections compared to the previous Code.

Franchisors will need to update their template franchise agreement to ensure not only that the correct sections of the Code are referred to but to address other obligations of the Code that have changed. Franchisors will also need to make some minor amendments to their disclosure document to reflect the prescribed form set out in the new Code.

Deadlines

Most amendments to the Code will apply to franchise agreements entered into, transferred, renewed or extended from 1 April 2025.

However, some provisions of the new Code will only apply to franchise agreements entered into, transferred, renewed or extended from 1 November 2025 including the requirements for franchise agreements to provide for:

• compensation for early termination in specific circumstances; and

• a reasonable opportunity for a franchisee to make a return on investment.

The requirement for a disclosure document to comply with the new Code appears to apply from 1 April 2025 (although the drafting is unclear). This adds to the administrative burden for franchisors who will need to update their disclosure document outside of the usual update timeframe (which is ordinarily once per year within four months of the end of their financial year).

This article does not address all of the changes that come with the new Code. Therefore, it will be important for franchisors and franchisees to read the new Code, consider their obligations and seek legal advice.

With April right around the corner, now is the time for franchisors and franchisees to get their house in order before these regulatory changes take effect. Although it might still be business as usual, it’s important to be across the key changes and the transitional arrangements to ensure agreements, disclosure documents and processes are compliant with the Code. v

Styling the Future!

Jamaica Blue leads With sustainaB le store d esign

After 30 years in the business, café franchise powerhouse Jamaica Blue has begun rolling out an exciting stylish new store design concept across Australia. Fans of the brandand great coffee - can see it on display in the new Jamaica Blue store that’s just opened in the arrival hall of perth international Airport’s busy terminal 1.

Set to be rolled out across all new Jamaica Blue stores and refits, the design is thoughtfully curated with tech to balance great looks with operational efficiency and an enhanced customer journey, ensuring a seamless experience even in high-traffic areas like airports and hospitals.

designed for the conscious consumer

Founded in the early 90s, Jamaica Blue has become an Australian staple for great coffee and classic dishes with a delicious twist. While the coastal theme of the stores has always been attractive, it was time to update it for the next generation of Jamaica Blue lovers. The clean flow of the design allows for quick and easy service for both new and returning customers.

As Foodco’s Chief Development Officer Matthew Williams says “Store designs evolve with the brand. It was time for a vibrant new look and refresh.”

The striking new Jamaica Blue store design reflects their brand personality – vibrancy, fun and upbeat, celebrating Jamaican provenance by making coffee the hero, delivering a brand promise. A space which appeals to the wider customer base through a unique, contemporary and refreshing design. Mixing refreshing tones and accent colours, creating a warm, comfortable and inviting atmosphere through contrasting architectural elements and warm finishes and materials. It’s a look that’s contemporary and polished and one that will appeal to a diverse audience, cementing the brand’s reputation as a modern urban oasis.

Tonia Barnes Foodco’s Design Manager states “The design intent was to create a new store concept reflecting elements which make Jamaica Blue unique. One which speaks to our customer, highlighting core values, personality and the strategic direction of the brand.”

“Providing clear communication of the Jamaican provenance being authentic and celebrating coffee. Creating a place of respite offering a chance for our customers to relax and walk away feeling satisfied and looking forward to their next visit or take a piece of Jamaica blue home.

The store layout is designed to maximise customer flow and provide clear communication on where to order, wait and pick up. Dedicated zones for short, medium and long stay. Short stay standing area close to pick up and merchandising, a place for a quick chat and coffee. Medium stay sit down general dining. Long stay zone for extended dining and gatherings with banquette seating offering more privacy and comfort. Blue continues to be part of the colour scheme, with the addition of warmer tones in the finishes. Clear, bright signage and graphics reinforce the brand and coffee messaging.”

The new fit outs are also specifically designed for longevity with sustainability gestures, minimising waste. Materials are ordered in bulk, repeat specification in ongoing projects, standard material sizes are considered when designing joinery and modular joinery items all ensure minimal wastage. The Refurbishment evolution allows for the extended life span of a tenancy, by applying recycled materials, fittings which can be disassembled, retreated or repainted in refurbishment sites.

tech Innovation to Meet customer expectations

Today’s customers expect efficiency on demand, particularly in airports and high transit areas. In addition to the new look, improved customer experience with the ordering process through the implementation of clear self-service options and way finding. Jamaica Blue is integrating customer-focused technology to enhance convenience. Selfordering kiosks and optional dual POS are being introduced across select locations, offering a seamless takeaway service while still maintaining the option for personalised counter service.

Technology is also instrumental in the preparation of Jamaica Blue’s signature blend and seasonal single-origin coffees, which earned six medals at the 2024 Australasian Golden Bean Awards.

With this in mind, the franchise is also rolling out a premium equipment package, to ensure quality of product, consistency and efficiency, including top-of-the-range Ubermilk frothers providing steamed milk at the push of a button, PUQpress automatic tampers ensuring precision and consistency in every cup of coffee and high speed convection ovens.

Location, Location – and continual diversification

Adaptability has also been key. With Jamaica Blue cafés ranging from large dine-in spaces to kiosk sites and compact espresso bars, the new design system ensures a cohesive brand identity while allowing flexibility for different formats and locations, both in Australia and internationally.

“ Store designs evolve with the brand. It was time for a vibrant new look and refresh.”

Backed by Foodco, one of Australia’s most experienced food retailers, Jamaica Blue has made smart decisions when it comes to location, forging into high-traffic transport spaces and hospital sites.

For example, the latest store at Perth Airport serves travelers in a major international transit point which also connects travelers to marquee destinations like the Margaret River.

The high foot traffic and diverse customer base creates an ideal audience for Jamaica Blue’s award-winning coffee and freshly prepared contemporary dishes.

Future-proofing a beloved brand

The refreshing design reflects Jamaica Blue’s commitment to innovation and growth – future proofing the design with the integration of technology to optimise sales and offer convenience. Design with flexibility in mind so elements can easily be updated with the lifecycle of the store. The new look and tech are being rolled out across both new and refurbished Jamaica Blue sites, with a strong pipeline of store openings planned over the next 12 months.

As Jamaica Blue expands both domestically and internationally, it is committed to sustainability, quality, and in-depth franchisee support. This ensures that the brand is future proof, to continue its success in the competitive café market.

Limited-time offer for new Jamaica blue cafes

Foodco, the parent company behind beloved Australian café brands Jamaica Blue is excited to announce a limited time offer to potential franchisees. Starting December 1st, 2024, those who sign on to purchase a new franchise before March 31st 2025, will receive a generous $30,000 ex GST credit to help kick-start their business.

New franchisees will benefit from the $30,000 credit, which will be applied directly to their account, reducing royalty payments for the early stages of their franchise journey.

Terms and Conditions apply.

Jamaicabluefranchise.com.au

gst and Bas essentials for your franchise

set your franchise up for success

Are you starting a new franchise or busy being a boss running one? Check out our GST and BAS essentials (and extra tips) to help you stay on top of your tax obligations, including:

• using digital tools and software that can help you automate your business administration and streamline your operations (for example, some tools can separate the GST component when you make a sale and transfer it directly to the ATO)

• setting aside GST, pay as you go withholding and super from your cash flow, so you have the funds available when it’s time to pay

• managing your cash flow, so you know when you may expect money to come in and go out

• keeping complete and accurate records and updating them regularly.

A registered tax professional can also help you consider what may work for your business.

You can find more free resources to help you get it right at ato.gov.au/CashFlowTips.

When to register for gst

If you’re running your franchise and it’s doing well – or even booming, well done!

You’ll need to register for GST if your GST turnover from your franchise’s activities is $75,000 or more in a 12-month period.

TIP: Check each month to see if you're reaching the GST threshold of $75,000 or you’re likely to exceed it.

When working out your GST turnover to see if you meet the threshold, include both your taxable and GST-free sales. Don’t forget to also include the value of any non-monetary payments (such as products, services, and gifts) that you may receive.

Before you register for GST, you’ll need to have an Australian business number (ABN).

TIP: You can register for GST at the same time you register for an ABN.

If you already have an ABN, you can register for GST via Online services for business or through your registered tax or BAS agent.

You only need to register for GST once, even if you run multiple businesses.

When you’ve registered for GST, you must:

• include 10% GST in the price you charge for your goods and services sold in Australia – unless they’re GST-free or input taxed

• collect GST on your taxable sales and report and pay it to us by lodging your business activity statement (BAS).

Find out more at ato.gov.au/ registerforGST.

claiming gst credits

Once you’ve registered for GST, you can claim GST credits for GST included in the

price of purchases you make to use in your franchise when you lodge your BAS.

GST credits offset against the amount of GST you need to pay. This means you may be entitled to a refund if your GST credits are greater than the GST you owe.

You can claim GST credits if you:

• intend to use your purchase solely or partly for your franchise and it does not relate to making input-taxed supplies

• make a purchase and its price includes GST

• provide or are liable to provide payment for the item you purchased

• have a tax invoice from your supplier (for purchases more than A$82.50).

TIP: If the tax invoice doesn’t specify the amount of GST included in the price of your purchase, you can work out the GST amount by dividing the price by 11. This will give you the amount of GST credit you can claim.

Remember, if you make purchases that you use both for business and private purposes, you can only claim a GST credit for the business portion you use.

For example, if 60% of your use of the purchased item is for business purposes, you can claim a credit of 60% of the GST you paid.

TIP: Don’t forget to claim your GST credits within the 4-year time limit.

Find out more at ato.gov.au/ claimGSTcredits.

Lodging your bas

To report and pay your GST and other taxes, and claim GST credits, you’ll need to lodge your BAS. We'll automatically issue you a BAS when it’s time to lodge.

Lodging online is quick, easy and secure. Plus, you may receive an extra two weeks to lodge and pay. You may also get extra time if you lodge through a registered tax or BAS agent.

TIP: Even if you have nothing to report in your BAS (for example, you’ve paused your business), you still need to lodge your BAS as ‘nil’ by the due date.

If you've been making ‘nil’ BAS lodgments for a while, you may need to cancel your GST and other registrations. Read on to find out more about cancelling your GST registration.

If you already lodge your BAS online but still receive paper BAS, update your ATO communication preferences from ‘paper’

darryl Mccarthy is the ATO’s Assistant Commissioner for the GST Program. With over 30 years’ experience in the public service, he’s a versatile, connected and energetic executive. He leads governance and assurance for the GST product, working with all stakeholders to fulfil the ATO’s GST administrative performance commitments to states and territories. Darryl is committed to helping Australian businesses understand their GST obligations, so they can get it right from the start.

to ‘online’. This will allow you to receive correspondence more quickly from us, receive less paper and save the time it takes to file these documents.

Find out more at ato.gov.au/lodgeBAS.

Lodge and pay on time

It’s important to lodge and pay your BAS in full and on time to avoid penalties, interest charges and firmer actions.

If the due date is on a weekend or public holiday, you have until the next business day to lodge and pay.

TIP: You can set calendar reminders on your phone for BAS lodgment key dates by using the features in our ATO app.

If you lodge your own quarterly BAS, your BAS is due:

• 28 October (for the July, August and September quarter)

• 28 February (for the October, November and December quarter)

• 28 April (for the January, February and March quarter)

• 28 July (for the April, May and June quarter).

You may get an extra two weeks to lodge and pay if you lodge your quarterly BAS online.

If you lodge your BAS monthly, it is due on the 21st day of the following month.

Find out more at ato.gov.au/BASduedates.

how to pay

We offer different options to pay so you can find one that best suits your franchise. The quickest way to pay is with BPAY or through our online services.

Paying electronically is secure and saves you time and is processed on your account faster.

For a full list of payment options, visit ato. gov.au/howtopay.

If you can’t pay on time

Paying in full and on time can save you

money over time by helping you avoid unnecessary general interest charges.

If you can’t pay on time, reach out to us early, you may be able to set up a payment plan that can help you stay on top of your tax obligations.

You can also speak with your registered tax agent who can contact us on your behalf.

TIP: Set aside GST, pay as you go withholding and super from your cash flow, so you have the funds available to pay in full and on time.

Find out more at ato.gov.au/paymentplans.

When to cancel your gst registration

You must cancel your GST registration and other registrations (including your ABN) if you’re:

• selling or closing your franchise • changing your franchise business structure – this includes changing from a partnership to a company, unless the old business carries on another business.

TIP: Cancel your GST registration and other registrations all at the same time via Online services for business or through your registered tax or BAS agent.

You'll no longer receive BAS for GST after you cancel your GST registration.

Make sure you’ve met all your tax and super lodgment, reporting and payment obligations before you cancel your registrations.

Find out more at ato.gov.au/ cancelGSTregistration.

need more information

We have extra tips to help you prepare and lodge your BAS and get your GST obligations right, visit ato.gov.au/BAStips.

Streamlining

F ran C hi S e

o Peration S with S aaS S olution S

What’s the secret to running a thriving franchise network?

It’s mastering the delicate balance between consistency and innovation. The tools you choose to manage this balance can determine your network’s success. For franchise networks, the answer lies in Software-as-aService (SaaS) solutions. These platforms are revolutionising franchise management by centralising processes, enabling scalability and driving innovation.

centralising the chaos

Managing operations across diverse franchise locations is no small feat. From scheduling and billing to customer communications, the challenges of maintaining a consistent brand identity can feel overwhelming. Franchisees often face inefficiencies when relying on disconnected tools or manual processes, which can lead to miscommunication, operational delays and inconsistent customer experiences. This is where SaaS platforms simplify the complexity by centralising operations into one intuitive system. With real-time access to data and management tools, franchisees can oversee appointments, invoices and customer interactions while staying aligned with brand standards. For example, SaaS platforms provide an all-in-one dashboard where franchisees can track key metrics such as sales performance, customer feedback and operational efficiency. This transparency ensures that each franchisee has the resources they need to excel, while enabling franchisors to identify areas of improvement across the network.

Automation tools embedded in SaaS platforms further enhance customer communication by managing follow-ups, appointment reminders and marketing campaigns. This ensures a uniform tone of voice across all locations, fostering trust and strengthening the brand’s identity. By reducing administrative burdens, franchisees can focus more on delivering exceptional customer experiences.

harnessing emerging technologies

The integration of cutting-edge technologies such as AI and automation is transforming franchise operations. AI-driven analytics tools enable franchisees to make data-backed decisions, from identifying sales trends to understanding customer behaviour. For instance, AI can predict seasonal trends, allowing franchisees to adjust inventory levels

“ The ability to centralise, automate and scale processes empowers franchise networks to focus on what truly matters - growth and customer satisfaction. Franchises that embrace these tools position themselves as leaders in innovation, capable of navigating the complexities of modern markets with confidence and agility.”

or tailor promotional campaigns to maximise revenue.

Additionally, AI-powered chatbots are reshaping customer service, providing instant query responses, booking appointments and upselling products 24/7. These advancements save time, boost efficiency and enhance the customer experience, giving franchises a distinct competitive edge.

Another exciting development is the use of machine learning algorithms to optimise supply chain operations. These tools can forecast demand, recommend reorder points and streamline logistics, helping franchises reduce waste and minimise costs. By adopting these advanced technologies, franchise networks can remain agile and competitive in an ever-evolving market.

scaling with the cloud

Scalability is crucial for franchise networks aiming to grow. Cloud-based SaaS solutions provide effortless scalability, allowing new locations to integrate seamlessly without requiring costly infrastructure. Franchisees can access the same resources and tools as their peers with just a login, ensuring consistency across the network.

Also, cloud platforms facilitate collaboration by centralising resources such as marketing assets, training modules and operational guides. For franchisors, this connectivity fosters a sense of unity across the network, ensuring that all franchisees feel supported and empowered. It also enables rapid deployment of updates, ensuring every location benefits from the latest tools and features without delay.

The ability to scale operations effortlessly is particularly valuable for emerging franchise networks. As they grow, smaller franchises often face resource constraints. SaaS solutions offer an affordable way to expand without compromising on efficiency or quality.

standardising and elevating customer experience

Consistency builds trust. Whether your customers visit a franchise in Sydney or regional Victoria, they expect the same high standards. SaaS tools help franchises

maintain this consistency while also enabling personalisation, which is key to building customer loyalty.

For instance, a SaaS marketing platform can launch national campaigns with locally tailored messages, striking the perfect balance between standardisation and individuality. Franchisees can adapt promotions to reflect local preferences while maintaining the overarching brand identity. This localisation enhances customer engagement and ensures the marketing efforts resonate with diverse audiences.

Customer experience (CX) also sees a significant boost with SaaS tools. Online booking systems, automated loyalty programs and personalised communication features simplify the customer journey, making it seamless and enjoyable. Additionally, these platforms provide analytics to measure the effectiveness of CX initiatives, enabling continuous improvement. Franchisees can use these insights to refine their strategies and deliver memorable customer interactions that drive repeat business.

transitioning to saas and tips for success

Transitioning to a cloud-based SaaS system may feel daunting, especially for franchisees unfamiliar with these tools. However, proper planning can ensure a smooth transition. Begin by identifying your business’s specific needs and selecting a SaaS platform that aligns with your goals. It’s essential to involve franchisees in the decision-making process to ensure buy-in and address any concerns early on.

Training is another critical component of a successful transition. Provide comprehensive onboarding sessions, access to user guides, and ongoing support to help franchisees understand and leverage the new tools effectively. Monitoring usage and gathering feedback during the initial implementation phase can help refine processes and ensure maximum adoption.

Future-proofing franchise networks

As franchisors, you must always look ahead.

aBout e lise Balsillie:

As Head of Thryv Australia and New Zealand, Elise Balsillie is a leader with a deep passion for empowering small businesses to grow and adapt in the dynamic digital environment.

With more than 25 years of experience across media, education, and technology, she has spent two decades at Thryv, driving its success. Elise leads teams across customer channels, focusing on transforming how small businesses embrace digital solutions.

Elise’s greatest reward comes from helping businesses streamline operations, enabling them to grow, hire and focus on what they love. Under her leadership, Thryv has earned the “Employer of Choice” recognition for two consecutive years, reflecting her commitment to people and culture. An engaging public speaker, Elise regularly shares her expertise at industry conferences and podcasts, offering insights on digital transformation, organisational growth and employee engagement.

Balancing her professional role with her personal life as a mother and wife, Elise advocates for work-life balance and continuous learning. She fosters innovation within her team, encouraging collaboration and new ideas. When not at work, Elise enjoys time outdoors in country Victoria and supporting her boys at their sports events.

SaaS solutions future-proof franchise networks by centralising, automating and scaling operations, empowering franchises to focus on growth and customer satisfaction. By investing in SaaS tools, franchisors can also stay ahead of regulatory and industry changes. For example, automated compliance reporting features ensure that all locations adhere to legal requirements, reducing the risk of penalties or reputational damage. Additionally, SaaS platforms offer robust security features to protect sensitive customer and business data.

The ability to centralise, automate and scale processes empowers franchise networks to focus on what truly matters - growth and customer satisfaction. Franchises that embrace these tools position themselves as leaders in innovation, capable of navigating the complexities of modern markets with confidence and agility. v

s P otting red flags in o Pening and running a franchise

Navigating the business world is tough. There are numerous rewarding experiences that come with being a franchise owner, however, there are also many challenges that appear along the way. Spotting red flags early on can save potential financial loss and wasted time.

For franchisees entering the Kwik Kopy network, we encourage innovation. Success in business is not just about avoiding the

red flags, but also embracing a community spirit. We make their business our purpose, ensuring they have the proper tools and support - aligned with our “We Make Possible” ethos. This same mindset applies to any entrepreneur navigating the franchise industry. When they are equipped with the right knowledge, they too can make it possible.

As someone deeply involved in the business world, I’ve seen it all - from businesses that have promising ventures to problematic ones. Here are the red flags every entrepreneur and franchise owner should recognise and address.

Lack of transparency

Transparency is key when it comes to cultivating trust in business relationships.

If a franchisor is avoiding sharing critical details, such as financial reports or costs of service, consider this as a significant warning sign. Successful businesses are proud to share their achievements as well as the challenges they are facing. A lack of openness at the beginning can indicate deeper issues.

If requests for detailed reports or operational breakdowns are met with a dismissive response or deflection, it’s a definite red flag. Transparency is more than just numbers – a franchisor must provide clarity on the business background, such as challenges and expectations from franchisees. Without this, individuals are walking into this blindfolded.

Misaligned values

Shared values are essential for a harmonious and productive business relationship. If a potential partner or franchisor’s ethos doesn’t align with your own, conflicts are likely to arise. For example, sustainability that prioritises short-term profits over environmental responsibility may lead to dissatisfaction between stakeholders, franchisees and employees.

Misaligned values can manifest in subtle ways, such as differing priorities around customer service, employee treatment or longterm goals. It is important to have candid conversations with franchisors or partners to ensure your principles align. This alignment fosters a stronger partnership and helps avoid misunderstandings further down the track.

sonia shwabsky with over 20 years of experience in corporate leadership and cutting-edge technology environments, brings a unique blend of corporate education, adaptability, and entrepreneurial flair. Her career spans diverse industries, encompassing large corporations, entrepreneurship, and franchise ownership. As CEO of Kwik Kopy Australia, she is spearheading the company’s strategic vision and transformation, delivering growth opportunities for franchisees, clients, and shareholders.

Lack of support from the franchisor

For franchisees, a supportive franchisor is invaluable. Before signing any agreements, access the training, marketing and operational support the franchisor offers. A lack of robust support systems could leave you floundering in the competitive market.

Ask detailed questions about the onboarding process, ongoing training opportunities and the availability of marketing resources. Speak with existing franchisees to gauge their experiences. A franchisor that provides inadequate support may be more focused on selling franchises than ensuring their success. This could leave you isolated and struggling to navigate challenges on your own.

Unrealistic promises

Another red flag to be aware of is the unrealistic expectations and promises which are often the most prominent and attractive within the franchise world. Oftentimes, if the promises seem too good to be true, chances are they are!

However, deciphering whether these promises are achievable and manageable is a key indicator when approaching franchisors or business partners.

When looking at these types of promises, it is key to look for clear and verifiable evidence that backs up these claims. This includes going through performance data, case studies or testimonials from current franchisees. Gather key insights and valuable information before taking the leap of starting the business venture.

Without a clear and actionable plan behind vague or overly ambitious goals, it is crucial to ask details and dig deeper to understand the crux of these unrealistic promises.

high staff turnover

High staff turnover can be a key indicator that can point to deeper issues within a business.

Presented as more of a warning sign, high staff turnover can indicate issues such as poor management, lack of

professional development opportunities, and misalignments between employees and company values.

High staff turnover can also point towards a lack of efficient training systems and onboarding processes. Enquire about retention rates, as it may point towards an accurate telling of the overall health and wellbeing of the franchise.

outdated business models

In today’s fast-paced modern world, industries are constantly evolving and companies must adapt to these changes, or they will be left behind to become “extinct.” An outdated business model can significantly hinder your ability to compete effectively and limit longevity.

Signs of an outdated business model stem from a resistance to change or innovation for relevancy. Without the willingness to invest in new technologies, new marketing strategies or implementing different customer engagement techniques, a stagnant structure can quickly lead to a decline in a competitive edge and market share. To address this, ask questions about innovation and how franchisors incorporate new trends or technologies into the business.

poor reputation

A poor image and reputation can be the most damaging red flag to watch for, as this fundamental aspect has so much influence on the business’ success. A company’s reputation is easily accessible by researching reviews, feedback and issues to reveal potential problems with quality, service or management. Negative feedback can hinder and tarnish the brand’s image, limiting customer retention and affecting the overall employee morale and culture.

Researching and understanding what is being said about the company, along with how the franchisor is addressing these issues, are crucial to gain a better understanding of a business’ image. If these aspects are not actively being worked on to resolve issues, it could indicate the problem is deeper and could significantly affect a successful franchise journey. v

Kee o ut, Col Brew au 2025 Co

t ren

The continued rise of alternative milks and cold brew, and the demise of the keep cup are among Australia’s 2025 coffee trends, according to the head of a leading coffee franchise company.

It’s well known Australia has a strong coffee culture, with the average person consuming around 3.84kg of coffee in 2023.

However, Muzz Buzz Executive Chairman Warren Reynolds says the Australian coffee market will have some challenges in the coming year, with recent weather events in key coffee growing areas such as Brazil and Vietnam having an impact on availability of beans, and overall price.

Warren Reynolds is the major shareholder and Executive Chairman of Muzz Buzz, a WA owned and operated business, specialising in Great Coffee on the Go. There are currently more than 30 stores across metropolitan and regional WA. Mr Reynolds has more than three decades business experience, including in the US and Melbourne. He’s also an accomplished aerobatic pilot and enjoys

“The price of green beans has risen significantly in recent months, and I would expect it to rise again before mid-year.”

“Cafes and coffee-related businesses used to be able to make plans well in advance according to the price of coffee beans, but the fluctuations of late are more reflective of a speculative financial market.”

“It’s also not being helped by the current value of the Australian dollar.”

Despite the challenges, Mr Reynolds expects the overall coffee culture to remain strong, and says there are several trends to keep an eye on;

• Alternative Milks: Almond milk remains the most popular of the alternative milks, (almond, oat, soy and lactose free) although oat milk consumption is continuing to increase year on year.

• Cold Coffee: Customer demand for cold coffee products has risen in recent years, and Mr Reynolds believes Australia is only just scratching the surface in adopting the trend. “Cold coffee is hugely popular in places like Vietnam, South Korea and Thailand, and I think that’s slowly being reflected here. We’ve already started making changes to our product offerings to reflect the increased interest, including the introduction of our canned cold brew options.”

• Keep Cups: Around 2% of Muzz Buzz customers currently opt to use their keep cups, a figure that has remained fairly stable in recent years. Mr Reynolds says while reusable cups are welcomed,

they’re easily forgotten or it might be an inconvenience for people to have to clean the cup throughout the day, especially if they’re having multiple coffees.

• Coffee Beans: As the average price of a cup of coffee continues to rise, consumers are likely to shift their habits and opt to make at least some of their regular coffees themselves. “We’re continuing to see an increase in sales of our take-home coffee beans as people strike the balance between buying a takeaway coffee and making one at home.”

• Quality Trumps Price: Also related to price, Mr Reynolds says he expects quality will become more important than ever. “Australia has such a strong coffee culture and I don’t think rising prices will hurt that. But what we will see is an extra emphasis on quality coffee, and value for money. If customers are willing to pay higher prices, they expect the best coffee.”

“ i ’m really Prou D o F the B u S ine SS i ’m B uilD ing – the math S really S taCKS u P; i ’m well on my way to aC hieving my goal o F running a multimillion- D ollar B u S ine SS .”

“ i wish i ’d done this years ago!”

After 20 years working in some of Australia’s largest corporations across the tech, finance, and advertising sectors, helping those companies (as well as countless team members and customers!) achieve their goals, George was ready to pursue some goals of his own.

“I’ve always had a desire and intention to build and lead my own business – I’m drawn to owning my own destiny, determining priorities and implementing plans, and all my previous experience gave me the evidence and confidence that I had the right attributes to succeed as a business owner.”

While exploring a number of different business and franchise opportunities, George saw an article about MyHome, which prompted him into deeper discovery about the MyHome opportunity and business model, the home services segment, and the local market. But it was when he read MyHome’s online reviews and ratings that his interest was well and truly piqued!

success is in the system

What most impressed George was MyHome’s systematic approach to EVERYTHING – the services delivered, recruitment, training and coaching of team members, marketing and lead management, and MyHome’s MyOP TM app for managing the whole business.

“I’m really passionate about systems and processes that are scalable and sustainable, and it was clear that MyHome had not only built a successful business, but had built all the frameworks to help franchise partners replicate that success. The MyOP TM app in particular makes it really easy to manage my business, from scheduling and team management, to tracking my KPIs.”

predictable money-making machine

But it wasn’t just the systems that drew George in.

“The maths really stacked up. With the business model being based on reoccurring revenue it’s quite predictable, and because MyHome delivers a quality product, not only are win rates high but so is customer retention. Plus it’s a low-cost entry business, with no need to secure expensive premises

or equipment, so it’s a business where I can predictably scale the team as the customer base increased, rather than having staff expenses and fixed overheads disproportionate to revenue. And it’s all supported with a solid evidence-based business plan informed by the success of other franchisees already in the MyHome family.”

Unrivalled support

The systems are only part of the winning formula – George gives a lot of credit for his success to the high level of support MyHome offer their franchisees.

“The team at MyHome’s head office are fantastic both individually and collectively –they’ve all got incredibly valuable experience, buckets of optimism, and practical guidance and solutions for every scenario. And the support team there handle marketing, deal with calls and schedule appointments with new customers for me, which frees me up to focus on building relationships.”

a business to be proud of

Thanks to MyHome’s tried and tested systematic approach and the support he received, George was able to get his business off to a flying start and has seen incredible growth in a short period of time.

“I’m really proud of the business I’m building – I’m already well on my way to achieving my goal of running a multi-million-dollar business.”

But it’s not just knowing that he’s building a valuable asset for himself and his family. George takes great pleasure in knowing that the service he and his teams provide is truly valued by his customers.

“It’s intrinsically rewarding to receive texts or calls from customers thanking my team for their work, and referring their neighbours, friends and family to us as well. Living in the territory, I really enjoy developing relationships with people in my community and it’s always a joy to hear how my customers are enjoying the extra leisure

time using our services gives them. It’s totally different to what I’d previously experienced working in the corporate world.”

a successful business and a great work life balance

A typical day for George starts with a quick meeting with his teams in a local café to run through the schedule for the day ahead. Once his teams are on their way, George performs quality checks and meets with new customers. In between visits, he can get on to any admin and check in with head office for insights and ideas. He loves that thanks to the digital systems like the MyHome MyOP TM app he can work from anywhere between visiting customers, often working in a café, in a park, or by the beach!

But better still, by having a business that operates close to his home, he’s enjoying being able to be more accessible to family and friends.

“It feels really good to be in a position to show up for people rather than heading into the city everyday or stuck in planes, hotels and offices. And because I’m closer to home, I can invest more time in my own health and wellbeing, knowing I can make gym classes, get out for a run, or coach sports.”

“I wish I’d done this years ago!!”

So to anyone dreaming of their own business like George?

“So many people who have successful careers but crave to own their own businesses, either don’t know where to start or they’re worried about having the right resources or support. MyHome really does provide a fantastic foundation and ongoing support which gave me confidence to change my career path, and

Key features of a Myhome Management franchise

• r egular recurring income – with 95% repeat and referral so you can focus on delivering great service, not constantly searching for new clients

• Low overheads and great margins – so you can provide great value and make a very healthy six figure income

• Positive cashflow – all payments are taken automatically, no chasing money

• Low start-up capital requirements – enabling you to invest in a business of your own

• Predictable money-making machine – proven Australian business model

• High income without the stress – executive earnings without the hours, commute and pressure

• A digital first business – the MyOP TM app eliminates much of the day-to-day hassle out of running your business

• Sociable and flexible working hours – giving you time for life, family and friends

• Build a valuable asset – building a business you own is an investment in your future

• Industry leading support and training – comprehensive support from day one and for every step of your business building journey

my way of living. I wish I’d done this years ago!!”

dreaming of running your own $1m+ management franchise from your mobile phone? Myhome could be the opportunity you’ve been looking for

With its revolutionary approach to developing world-class systems, like MyOP TM, their bespoke operations management app that means MyHome owners can literally run their business from their phone, and the continuous support offered, MyHome is designed to be a business that delivers a high income AND the time to enjoy it.

find out more and request a franchise i nformation Pack now by visiting www.myhomefranchise.com.au/BfM- g eorge or scan the Q r code for instant access

discover the future of franchising at the 2025 franchising exPo

Are you looking to take control of your future and invest in a franchise? Whether you’re an aspiring business owner or an experienced entrepreneur looking to expand, the Franchising Expo is the mustattend event of the year.

Returning to Sydney (24–25 May), Brisbane (26–27 July) and Melbourne (30–31 August), this dynamic event brings together a diverse mix of franchise brands, business services and expert advisors—all under one roof.

Meet the brands defining the Future of Franchising

This year’s Sydney Expo will showcase an incredible mix of franchise opportunities, catering to a range of industries, interests and investment levels. Expect to see leading names like The Cheesecake Shop, Red Rooster, InXpress, Cocoon, Jamaica Blue & Muffin Break, Kumon and Poolwerx, alongside exciting new exhibitors such as Churros1500, SolBowl, The Cooking School and POP Business. “We’re seeing incredible growth in the franchise sector, with both established and new brands thriving,” says Fiona Stacey, Exhibition Manager. “Attending the expo gives potential franchisees a chance to compare opportunities, meet franchisors in person and take the next step with confidence.”

a

Must-attend event for aspiring entrepreneurs

In addition to meeting exhibitors, visitors will gain access to a comprehensive seminar program, featuring expert-led discussions on business growth, franchising success stories and industry insights. For those considering business ownership beyond franchising, the Start Your Own Business Expo will run alongside the Franchising Expo in each city. This exciting new addition caters to the growing number of Australians exploring side hustles, start-ups and independent business ventures. “The expo is about more than just franchise sales—it’s about education, networking and empowerment,” Fiona explains. “We aim to provide a space where people can discover business opportunities that align with their skills, interests and financial goals.”

secure your place in the Future of Franchising

If you’re a franchisor, industry supplier or business looking to expand, the Franchising Expo is the perfect place to connect with serious investors and potential franchisees. Stand bookings are now open for all three events, with prime locations filling fast. For visitors, the expo provides a rare opportunity to explore a diverse range of business models, access expert advice and gain insights into the latest trends shaping the future of franchising.

Don’t miss this opportunity to step into the world of franchising and business ownership. Put the dates in your diary now!

For more information on visiting or exhibiting, please email Fiona at fiona@specialisedevents.com.au or visit www.franchisingexpo.com.au.

> Bigger floorplans

> Expanded visitor promotion

> New theatres on show floor

> Stand bookings now open

Sydney 24-25 May 2025

Brisbane 26-27 July 2025

Melbourne 30-31 August 2025

d tH e heaD line S

Jason g ehrke is the Director of the Franchise Advisory Centre and has been involved in franchising for more than 30 years at franchisee, franchisor and advisor level. He advises both existing and potential franchisors and franchisees, and conducts regular education courses for franchisors in Australia and overseas.

He has been awarded for his franchise achievements, and publishes Franchise News, Australia’s only fortnightly electronic news bulletin on franchising issues. www.franchiseadvice.com.au

Franchisee banned from employing trainees

A multi-unit franchisee of pizza chain Domino’s has been declared a prohibited employer and restricted from employing trainees or apprentices in South Australia, according to a government statement.

An investigation by the South Australian Skills Commission found the franchisee, who operates 12 stores in the state, breached its obligations to educate and/or train junior staff as per the South Australian Skills Act 2008. Breaches under the Act include paying trainee wages without meeting training obligations and not releasing employees from their workplaces to undertake accredited food handling safety training.

Government subsidised traineeships are designed to provide workers with real skills with meaningful benefit to the workers undertaking them. Since 2021 the franchisee registered 269 training contracts of which 145 were terminated by the Commission due to limited or no off-job training being undertaken, 72 were withdrawn, and only 48 were successfully completed.

Franchisor's $1.5m fine for contempt upheld following appeal

A $1.5 million fine imposed on automotive repair franchise Ultra Tune has been upheld by a Full Federal Court which dismissed the company’s appeal on two grounds, according to an Australian Competition and Consumer Commission (ACCC) statement.

In 2019 Ultra Tune was fined $2.6 million in the Federal Court for breaching both

the Franchising Code of Conduct and the Australian Consumer Law (ACL) by providing false or misleading representations and failing to prepare and supply marketing fund statements. It was further found that Ultra Tune attempted to mislead the Court by claiming it had sent disclosure documents to prospective franchisees when it had not. On appeal the fine was reduced to $2.1 million, however Ultra Tune was still under orders to implement a compliance program and prepare and provide a number of documents within a specified time period which it did not do, resulting in it being fined an additional $1.5 million for four separate instances of contempt of court in 2024.

In their appeal of the contempt of court breaches, Ultra Tune claimed the Court did not have the power to impose a punishment for contempt where no endorsement was included on the relevant orders as to the consequences of non-compliance with those orders. They further challenged how the fines were calculated. The Full Federal Court dismissed the appeal, establishing that there was no error in the initial judgement based on the relevant Federal Court rules relating to the endorsement, and that Ultra Tune was unable to present any overt errors related to the determination of the fines which, themselves, were not excessive, individually or as a total penalty.

Franchised bank to close 16 more branches

Listed retail bank Bank of Queensland (BOQ) has announced it will close 16 branches across the country in February, according to a media report.

In a move described by the Finance Sector Union as despicable, BOQ will close branches in Queensland (7), Victoria (5), NSW (3), and Western Australia (1). BOQ has justified the closures as a simplification of operations and the development of digital banking. While most BOQ employees impacted by the closures have been transitioned to new roles within the bank’s network, in August 2024 BOQ told shareholders that up to 400 jobs across retail operations, marketing and human resources would be cut to simplify and digitise operations, while simultaneously exiting from more than 100 franchise agreements. Read more

Meanwhile, the Banking Code Compliance Committee (BCCC) has sanctioned BOQ for serious and systemic breaches of the Banking Code of Practice related to a failure to stop or refund fees and interest that were incorrectly charged to the estates of deceased customers between 2019 and 2023, according to a BCCC media statement.

Food franchise to pay damages to breastfeeding worker

An Australian multi-unit franchisee of fast food chain KFC has been ordered to pay $80,000 in general damages after it was found to have discriminated against a female worker by requiring her to remain on the premises during her unpaid breaks, according to court documents.

The franchisee, Southern Restaurants (VIC) Pty Ltd, own and operate a number of KFC restaurants in Victoria and the Australian Capital Territory. The full-time worker was employed as a store manager at the Tuggeranong outlet and was initially told

when planning to return from maternity leave that the store could not provide a suitable chair or privacy to express milk in the store.

Subsequent arrangements made by the store, including requiring the worker to erect a portable tent in the outlet’s storeroom each time she needed to express milk were unsuitable and deeply stressing for the worker, who was then denied the freedom to use her unpaid breaks to leave the store and go to the parent’s room in a local shopping mall instead, which had the required privacy and chair.

The company was also ordered to pay up to $10,000 for treatment of a psychiatric condition developed by the worker as a result of the discrimination, and to develop policies and procedures to allow breasfeeding employees access to adequate facilities for expressing milk.

Mortgage broking brand tailspin worsens

Mortgage broking brand RAMS has reported an $18.6 million loss for the 12 months to September 2024 as its parent company, banking giant Westpac, continues to fight allegations of fraud and misconduct within the franchise network, according to a media report.

In the first half of 2024, Westpac failed to find a buyer for RAMS which, by August, led to it mothballing the mortgage broker and its small lending arm, albeit while still servicing existing customers. RAMS’ $31.8 billion loan book was moved to Westpac’s own balance sheet and the brokers were cut off from acquiring new borrowers, resulting in franchisees launching legal action against

the bank claiming their agreements were improperly terminated.

Meanwhile, Westpac is also facing a lawsuit from the former head of mortgages, business controls, and monitoring at RAMS who alleges she was bullied, ignored, and deemed a troublemaker after raising concerns about suspected fraud and other criminal activities. The Australian Securities and Investments Commission (ASIC) and Australian Prudential Regulation Authority are also continuing their investigation into allegations of conducting business with an unlicenced person and giving misleading information.

Food outlet ram-raided in cash protest

An outlet of chicken chain Nando’s was rammed by a stolen car in what appears to be a protest against the brand’s cashless payment policy, according to a media report.

A stolen Volkswagen with the words “we don’t accept cash here” spray-painted on its side was abandoned at the scene after it was used to ram into the Nando’s in Melbourne, Victoria. In May 2024, Nando’s announced it would only accept card payments in Australia, justifying their decision as a timesaving move that would allow them “more time to perfect your chicken”.

pe buyer drops purchase of australian fast food chain

Pan-Asian private equity firm Affinity Equity Partners has walked away from an $800 million deal to purchase multi-brand fastfood franchisor Craveable Brands following due diligence, according to a media report.

Currently owned by another Asian private equity firm, PAG Asia Capital, Craveable Brands owns and franchises fast-food brands Oporto, Red Rooster, and Chargrill Charlies, and has the rights to West Australian chain Chicken Treat. Four hundred businesses operate under the Craveable umbrella, employing more than 12,500 workers and serving nearly 1 million customers each week. Craveable Brands remains for sale and talks have reportedly been revived with other prospective buyers.

vacuum brand relaunches one year after demise

Vacuum and cleaning retailer Godfreys will relaunch its business 12 months after filing for voluntary administration on January 30, 2024, according to a media report.

All 169 stores that were operating in January 2024 were closed by May 31 the same year after administrators declared no viable offers had been received for the business. Of those 169 stores, 28 were franchised stores which also faced closure once the brand was wound up and its central ordering and supply functions ceased. Many of the franchised stores have since joined vacuum and cleaning brand About Clean, launched last year by former Godfreys franchisees.

In June 2024, Future Innovation Holdings acquired Godfreys’ brands and assets and reestablished the business’ online and wholesale business model.

Fast food and other businesses targeted over migrant workers

Officers from the Fair Work Ombudsman (FWO) and Australian Border Force made surprise inspections on about 40 Melbourne businesses recently to check that vulnerable migrant workers were being paid their correct wages and entitlements, according to a FWO statement.

The focus of the joint inspections was on fast food outlets, restaurants and cafés, but inspections also extended to businesses in the retail, hair and beauty, wholesaling and manufacturing sectors.

The on-the-ground inspections, which began on Monday, targeted those employing sponsored visa holders under the Temporary Skills Shortage (subclass 482) visa program. In Australia, ‘chef’ is one of the top occupations for sponsored visa holders. A particular focus for Border Forces officers was ensuring that sponsored visa holders were not subject to exploitation, were working in nominated positions and were not abused by excessive hours or unsafe work practices. v

Impressu are Trusted Printers in the Franchise and Network industry.

When you work with Impressu you know you’re working with Australia’s most knowledgeable team of printing experts for retail, franchise and branch network printing. Impressu partners with many of the country’s leading franchise networks including Domino’s, michael Hill Jeweller, Highgrove Bathrooms, TJm, eyecare Plus, Fitstop and more.

We deliver a complete range of print, kitting, storage and distribution services for these brands in Australia, New Zealand, and as far away as Canada. every week Impressu prints more than 2.5 million posters, brochures, letterbox leaflets, point of sale items just for these brands.

For franchise and network businesses aiming to attract customers, our point-of-sale printing solutions are the perfect choice. At Impressu, we collaborate with you as a strategic partner to ensure your brand is accurately represented and your store presence is impactful.

P 07 3817 6200 Contact Sheena Davis E marketing@impressu.com.au W www.impressu.com.au

Franchise Lawyers in Australia, New Zealand and the united Kingdom

P 1300 544 755 Contact Corinne Whelan E info@legalvision.com.au W legalvision.com.au

LegalVision has a dedicated franchising team with extensive experience advising clients on franchise network setups and growth strategies.

We advise over 100 franchise networks across a range of industries, particularly 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.

your external inhouse legal team specialising in commercial, Franchi se and Intellectual property Law since 1995.

• australian & international Trade Marks

• intellectual Property Licence & Transfer agreements

• creation of franchise systems

• r eview and advice on franchise Documentation

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sr@ippartnership.com.au

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Are you looking to make a meaningful life change for the better?

Secure your family’s future with Right at Home Australia and make a difference in your community, whilst building a business in the thriving and dynamic home care industry. You’ll enjoy the freedom to grow your own business, with the full support of a quality, national home care brand delivering domestic support, personal care, skilled nursing, and allied health services.

The foundation of becoming a successful Right at Home business owner is a deep passion for looking after people and a commitment to providing high-quality care. You do not have to have previous home or health care experience. We provide you with the necessary training to ensure your services are delivered at the highest standard.

The home care market is guaranteed to grow for the next 20 years. The entry costs and overheads are very low compared with most businesses.

With 53 established offices and counting, Right at Home has available territories in regional New South Wales including the New South Wales north coast, regional Victoria, Melbourne, Adelaide, regional South Australia, Northern Territory, and Tasmania.

Call us on 1300 363 802 or email franchise@rightathome.com.au to discuss your home care franchise opportunity today.

aMBer

2 aristida close Kemps creek, nsW 2178 Ph: 1300 139 868 email: franchising@ambertiles.com.au Website: ambertiles.com.au

araMeX

Level 9, 491 Kent street, sydney, nsW 2000 email: (au) recruitment.au@aramex.com (nZ) recruitment.nz@aramex.com Website: www.aramex.com.au www.aramex.co.nz

coffeetreat

64 Liebig street, Warrnambool, Vic Ph: 0421 786 008 email: enquiries@coffeetreat.com.au Website: www.coffeetreat.com.au

KeeP it MooVin’

9 bay street southport QLD 4215 Ph: 1800 854 080 email: sales@keepitmoovin.com.au Website:https://keepitmoovin.com.au/

KuMon eDucation

PO box 5363, West chatswood, nsW 1515 Ph: 02 9467 2200 email: info-au@kumon.com.au Website: kumoninstructors.com.au/franchise

K WiK KoPy australia Pty ltD

Level 9, 50 berry street, north sydney nsW 2060 Ph: (02) 9967 5500 email: franchise@kwikkopy.com.au Website: www.kwikkopy.com.au/franchise-opportunities

MinDchaMPs early learning australia Pty ltD

suite 1, Ground floor 92-94 norton street, Leichhardt, new south Wales 2040 Ph: 1300 646 324 email: tinat@mindchamps.org Website: au.mindchamps.org

MoBile aPP city, Pty. ltD

Level 1, 162 Grand boulevard, Joondalup, Wa 6027 Ph: +61 8 9468 8905 Website: Mobileappcity.com

MyhoMe

104 auburn rd, hawthorn, Victoria, 3122 Ph: 0455 589 448 email: franchising@myhomeclean.com.au Website: https://myhomefranchise.com.au/business-franchise/

PacK & senD

unit 3c Mfive business Park, 1 Moorebank ave, Moorebank, nsW 2170 Phone: 0447 711 353 email: francise@packsend.co.nz & franchise@packsend.com.au Website: www.packsend.co.nz & www.packsend.com.au

PetBarn MoBile DogWash (formerly city farmers Dogwash)

Quarter One, Level 2, 1 epping road, north ryde, nsW 2113 Ph: 0402 902 620 email: scott.mcintosh@cityfarmers.com.au Website: www.petbarn.com.au/mobiledogwash

PoolWerX

10 camford st, Milton QLD 4064 Ph: +61 7 3173 7300

free call au 1800 245 447 free call nZ: 0800 543 419 email: Joinourteam@poolwerx.com.au Website: www.poolwerx.com.au/franchising

right at hoMe

unit 4, 16-36 nile street, Woollongabba QLD 4102 Phone: 07 3177 9906 email: daryl.s@rightathome.com.au Website: https://rightathomefranchise.com.au

snaP- on tools

PO box 6077, blacktown nsW 2148 Ph: aus: 1800 762 766 nZ: 0800 762 766 email: sota.franchise@snapon.com Website: www.snapontools.com.au

soul origin

580 Parramatta rd, Petersham, 2049 Ph: 0439 611 962 email: Karlas@soulorigin.com.au Website: https://www.soulorigin.com.au/

stagecoach PerforMing arts

12th floor, export house, Wolsey Walk, Woking, surrey Gu21 6QX Ph: +44 (0)1483 247 400 email: franchiserecruitment@stagecoach.global Website: australia.stagecoachfranchise.com

b Us I ness Franch I se aUstra LI a and ne W Z ea L and

a-Z Listings are a great way to promote your business, giving you a presence within our publication and also the business franchise website.

for more information call 03 9787 8077 (or +61 3 9787 8077 from outside of australia) and speak to one of our sales e xecutives or go to www.businessfranchiseaustralia.com.au or www.businessfranchisenz.co.nz

aM ber

amber provides home renovation product solutions to retail and trade customers, with a core business in floor tiles, wall tiles, natural stone, pavers, wall cladding, bathroomware, retaining walls, synthetic grass and more. With over 50 years’ experience, amber has established a strong marketing presence, with successful franchisees in nsW, ac T and QLD. amber currently has 27 retail stores supported by e-commerce online. currently, both prime

ara M ex

Put yourself in the driver’s seat of success when you join aramex, a leading global provider of transport, logistics and courier services. in australia and n ew Zealand, more than 1,000 courier franchisees and 46 regional franchisees benefit from the award-winning aramex franchise system that has been honed by more than 40 years of success.

aramex offers courier franchisees the training,

co FFeetreat

cO ffee T reaT is a unique h ole in Wall Takeaway c afe and is owned and operated by the Proprietor, chelsea h ayward. The business commenced trading in January 2016 in country s easide Warrnambool Victoria.

i t is a family owned business providing it’s customers “a h ole in Wall coffee e xperience”.

We specialize in the sales of coffee, i ced b everages, Toasties, Melts, c akes & Pastries.

“at cO ffee T reaT our mission is to deliver an exceptional takeaway coffee experience to our customers, one cup at a time”.

keep It M oov I n’

Keep i t MOOV in is a small removals and same-day delivery service based in australia that specializes in workplace relocations, white goods transportation, and furniture transportation. The business guarantees dependable, on-demand transportation with complete public liability insurance through its expanding network of owner-operator drivers.

customers may easily scan, schedule, and receive their deliveries using their special Q r code same-day delivery system. additionally, Keep i t MOOV in offers

existing locations and exciting new territories are available. franchisees operate their own businesses. We provide comprehensive training and ongoing support to maximise opportunities and ensure success.

Lay the foundations for your own success with amber today.

c all 1300 139 868, email franchising@ambertiles.com.au or visit ambertiles.com.au/franchise-opportunities.

support and technology they need to run their own rewarding franchise business in their local communities. n o prior experience is needed. find out more and apply to join the network that delivers.

for more information contact: aus: recruitment.au@aramex.com www.aramex.com.au

nZ: r ecruitment.nz@aramex.com www.aramex.co.nz

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.

for more info contact chelsea h ayward at: Phone: 0421 786 008 email: enquiries@coffeetreat.com.au Web: www.coffeetreat.com.au

licensed area opportunities for those looking to join australia’s fastest-growing small removalist network, backed by 24/7 call center support and Google advertising.

Throughout australia, Keep i t MOOV in offers effective and reasonably priced solutions for everything from a single item pickup to a complete office transfer.

for more informarion: Phone: 1800 854 080 email: sales@keepitmoovin.com.au Website: https://keepitmoovin.com.au/

kWI k kopy aUstraLIa p ty Ltd

start your franchising journey with Kwik Kopy, the leading provider of Design, Print, and signage throughout australia.

Kwik Kopy offers a flexible franchise model, where each centre is fully equipped to create high-quality services on-site. Owning a b2b franchise means operating business hours Monday to friday so you’ll enjoy a work-life balance, be your own boss and be part of a supportive community committed to success.

k UM on edUcatI on

Owning and operating a Kumon franchise is the perfect opportunity for people who would love working with children, their community, and who want to make a difference.

Kumon is the world’s largest after-school education programme with more than 4 million students in over 60 countries. a s a franchisee you will become part of a connected team, with strong local support and a worldwide network of associates all working to develop ‘life skills’ in children through education.

Kumon provides an individualised programme that

MI ndcha M ps

b e part of a brand that is transforming the early education space globally.

h ailed as T he education movement of the 21st century by n ew York Times & Wall st Journal n o. 1 bestselling author Dr Joseph a . Michelli, Mind champs has over 80 e arly Learning and Preschool centres across australia, singapore, the Philippines, Myanmar, Malaysia, indonesia and the usa

Mind champs e arly Learning and Preschool is the only early learning organisation worldwide to develop its own unique research based curriculum. b acked by the work of award-winning, world-leading experts in the 4 Domains of education, Psychology, n euroscience and Theatre, our 3-Mind model of education nurtures children with the skills, flexibility, and champion Mindset to flourish and thrive in a unpredictable future.

Mob ILe app cIty, p ty. Ltd.

Mobile app city (M ac ) is an mobile app and digital marketing agency that operates with a Partner License model (like a franchise but without the downside of a franchise).

This enables us to empower entrepreneurs (just like you) to establish your own mobile app and digital marketing agency business - so that you can provide a whole range of high-

b Us I ness Franch I se aUstra LI a and ne W Z ea L and

a-Z Listings are a great way to promote your business, giving you a presence within our publication and also the business franchise website.

You’ll also receive all the training you require, so no prior print or design experience is necessary.

a Kwik Kopy franchisee is young at heart with business experience, entrepreneurial flair, and most of all – an absolute passion for customer service. We have both existing and new locations for sale throughout australia. at Kwik Kopy, your business is our purpose.

for more information plese contact Peter fiasco at: Phone: (02) 9967 5500

email: franchise@kwikkopy.com.au

Web: www.kwikkopy.com.au/franchise-opportunities

develops students’ self-learning ability through the study of mathematics and english worksheets. students progress at their own pace, developing fundamental reading comprehension and calculation skills for confidence in the classroom and everyday life.

We invite you to attend our next information meeting to learn about our extensive training and support, generous subsidies, low start-up costs, and potential earnings.

Join us to make a difference for children in your local community!

for details and to register, visit https://www.kumoninstructors.com.au/ franchise.

Or, contact our recruitment team at: info-au@kumon.com.au.

We are also the only early learning organisation to have the world renowned neuroscientist emeritus Professor a llan snyder, fellow of the r oyal s ociety and founder of the centre for the Mind at the university of sydney and the australian n ational university, as our chancellor and chair of r esearch.

a s a multi-award-winning early learning franchisor, Mind champs is committed to your success. Our extensive list of international awards speaks volumes about the quality of our educational approach and its popularity with australian families. The strength of our brand name is synonymous with solid scientific research, quality early learning strategiesand a caring, child-centred environment.

To discover why owning a Mind champs e arly Learning & Preschool centre is your dream business, visit: au.mindchamps.org or call 1300 646 324.

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 and continual, ongoing support, no royalty fees.

for more info contact r ichard Giannini at:

Phone: +61 8 9468 8905

Web: Mobileappcity.com

for more information call 03 9787 8077 (or +61 3 9787 8077 from outside of australia) and speak to one of our sales e xecutives or go to www.businessfranchiseaustralia.com.au or www.businessfranchisenz.co.nz

MyhoM e

for over 15 years, My h ome has stood alone as the premium home cleaning business in the australian market, revolutionising the industry with its highly systemized and digitally-led management franchise.

This is an exceptional management franchise opportunity, a turn-key business with huge potential. My h ome offers its owners an unprecedented work life balance and more time for the things they value most.

With a low-cost entry, extensive centralised support, including central call centres, and digital innovations, empowering owners to manage much of their business from a mobile or tablet.

pack & send

PacK & senD is n ew Zealand’s and australia’s Leading ‘ n o limits’ freight r eseller b usiness, tapping into the e commerce parcel market. We are a network of entrepreneurial franchise partners providing award-winning services to the high-growth parcel, freight, logistics, and e commerce fulfillment markets. Our franchise system is a high-Profit return business model that is scalable to a ‘multi-store’, multi-million sales revenue enterprise.

What sets us apart

You don’t need any freight, logistics, or parcel industry experience with our franchise system. Our comprehensive training program has been designed for you. a ll you need is to be a go-getter who loves providing 5-star service to your customers!

• Exceptional award-winning customer service

• Innovation and adaptability

b Us I ness Franch I se aUstra LI a and ne W Z ea L and

a-Z Listings are a great way to promote your business, giving you a presence within our publication and also the business franchise website.

My h ome owners are not cleaners, they come from various backgrounds and are skilled individuals who efficiently manage and cultivate thriving residential cleaning enterprises.

They aspire to run their own businesses while benefiting from the experience and proven framework offered by My h ome’s established model.

My h ome are now awarding a limited number of management franchises covering Melbourne’s finest suburbs. i f you aspire to a work life balance with great financial rewards, take the first step by visiting https://myhomefranchise. com.au/business-franchise/.

for more information call 03 9787 8077 (or +61 3 9787 8077 from outside of australia) and speak to one of our sales e xecutives or go to www.businessfranchiseaustralia.com.au or www.businessfranchisenz.co.nz

petbarn M ob ILe dog Wash

b e part of the Petbarn Mobile Dogwash franchise system with

Work

Initial & ongoing training & support. Be part of a team of like-minded franchisees. We also have back-up equipment should you have a breakdown you can use to keep you working, including a spare van!

Take a holiday knowing your fellow franchisees can help look after your customers when your away and they are still yours on your return

• Group buying power for equipment and consumables saving you $ that no independent operator could ever receive.

We use a van, not a cumbersome trailer. The hydrobath comes out of the van so the dog is washed in its yard and is more relaxed. The van is much easier to drive and reverse than a trailer too! for more information call s cott Mcintosh on 0402 902 620 or visit www.petbarn.com.au/mobiledogwash.

poo LWerx

Join Poolwerx to build your business dream.

b enefit from our 30+ years of experience, including comprehensive training, marketing, technology and robust business systems; no prior experience is needed. The pool industry is resilient and in demand, with Poolwerx australasia sales reaching $170.1

their business and join the Poolwerx family. Partner with an award-winning business – Poolwerx is australasia’s largest and most trusted pool and spa maintenance network. We put people first! for more information go to: www.poolwerx.com.au/franchising or call au 1800 245 447 or nZ 0800 543 419

*Leasing or financing options are available for an LDV Van G10 from $35K + G s T.

r I ght at hoM e

right at home is australia’s leading provider of quality support at home and in-home care. Our mission is to improve the quality of life for those we serve™ ensuring the right care, right at home™.

right at home was one of the first companies to enter in-home aged care and is now a global industry leader. We support people living with complex and post-operative care needs, dementia and cognitive decline, older australians, and adults living with a disability including nDis participants.

With 53 established offices and counting, right at home has available territories in regional new south Wales including the

snap

on too L s

-

snap-on Tools australia & n ew Zealand leads the way in innovation to providing technicians, engineers and other professional tool users the gold standard in tools, tool storage, equipment, diagnostics, repairs information and management systems.

snap-on Tools continues to grow and perform with a network of over 180 franchisees across australia and n ew Zealand.

so UL or I g I n

s oul Origin is not just a brand; it is a friend to aussie food lovers. b ack in 2011, they set out on a mission, to shake up the fast-food industry and create a space where people could grab food that is not just quick but also fresh, wholesome, and delicious. n ow, with 150 stores across the country, they have become the go-to spot for foodies looking for quality food on the go. a nd guess what? They are just getting started.

s oul Origin has set its sights on further expansion and innovation. Their commitment to providing healthy,

s tagecoach per For MI ng arts at stagecoach Performing a rts we are all about performance – on stage, in life and in business.

We are here to inspire children and provide them with the confidence to be themselves.

The demand for extra-curricular performing arts opportunities for children continues to increase. stagecoach’s unique model of running three disciplines (singing, dancing and acting) simultaneously, means its franchisees are well placed to capitalise on this demand. stagecoach developed educational framework which

b Us I ness Franch I se aUstra LI a and ne W Z ea L and

a-Z Listings are a great way to promote your business, giving you a presence within our publication and also the business franchise website.

new south Wales north coast, regional Victoria, Melbourne, adelaide, regional south australia, northern Territory, and Tasmania.

if you are passionate about supporting the most vulnerable members of your community, our caregiving management franchise system is an incredible opportunity to own your own business. right at home’s quality systems and processes provide a framework to launch your business in the highly regulated home care industry.

We are the right People, providing the right care, the right Way, for the right reasons.

We are a complete retail mobile showroom that brings high quality tools and equipment to customers at their place of work. Our highly targeted marketing techniques promotes our snap-on Tools brand so it reaches your customers. e ach month, we develop specials to give customers a reason to buy immediately. With extensive training and ongoing support, Join the world’s largest tool franchise and drive your own success www.snapontools.com.au

fresh food will continue to inspire changes in the fast-food industry. a s they grow, they bring with them a promise that nutritious food should be accessible to all.

Take the next step and join a food and coffee franchise with s oul Origin! for more information contact: Karla shand 0439 611 962 Karlas @soulorigin.com.au https://www.soulorigin.com.au/

is pinned around skills development for each stage of learning. stagecoach enriches the lives of 60,000 students worldwide, each week.

a s a stagecoach franchisee, you are responsible for driving and growing your business and managing a team of talented teachers. You will not be required to teach any classes yourself, but our model actively encourages you to put your own stamp on the creative process. from marketing to recruiting and retaining teachers, stagecoach will provide you with the guidance and support you need, when you need it. australia.stagecoachfranchise.com

for more information call 03 9787 8077 (or +61 3 9787 8077 from outside of australia) and speak to one of our sales e xecutives or go to www.businessfranchiseaustralia.com.au or www.businessfranchisenz.co.nz

Make Performance Your Business

With potential profits of up to and above $54,000* Investing in a Stagecoach franchise gives you the opportunity to combine a love of the arts and children’s services with a business that truly performs.

Single Unit and Master Opportunities

Initial Fee from $20,000 Start Up Cost from $17,000