Business Franchise Australia & New Zealand 19#2

EXEMPLARY EDUCATOR

Being an ex can be a good thing. The “ex” in ex-service people stands for exemplary employees; extremely skilled communicators who excel at problem-solving and have an excellent work ethic. Like Michelle Lafferty who, after a career in the Australian Army, now works as a School Officer and Teacher’s Aid. Ex-service people just like Michelle are extraordinary assets for any workforce and could be exactly what your organisation needs.

“Becoming a

MyHome Owner

was the best decision I ever made.”

Josie Kelly, Owner –MyHome Albert Park

Josie owns a business she loves AND has time for the things that matter most!

After using MyHome’s services, Josie was impressed and got in touch to see if she could become involved. She was really attracted to the brand and turnkey digital operations systems that MyHome could offer, meaning she could hit the ground running.

Josie loves the freedom and flexibility she now has – owning and managing her own six figure income business and being able to arrange her daily tasks around her schedule to fit in with the lifestyle she wants.

ENQUIRE NOW To find out more about the MyHome management franchise and how it can offer you the income and the work life balance you’ve been dreaming of visit www.myhomefranchise.com.au/BFM-jan

Or scan the QR code for instant access

Request your information pack now to discover what sets MyHome apart, and how becoming a MyHome Owner Manager gives you executive earnings without the stress, long hours and commute. Visit www.myhomefranchise.com.au/BFM-jan Or scan the QR code for instant access

and NEW ZEALAND

voLUMe 19, IssUe 2, 2025

on the cover: The chesecake shop

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

“ We predict (and hope) that companies continue to invest in their Franchise Partners, just as we will, because our business owners – alongside our dedicated bakers – are the backbone of our thriving business model.”

- Scott Bush, CEO of The Cheesecake Shop.

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

It’s the start of another year and I am looking forward to covering all there is on Franchising for 2025. To start us off we are featuring a number of great franchises in this issue such as Poolwerx, MyHome, The Cheesecake Shop, Kwik Kopy and much more.

from our experts to keep you updated and informed. Phil chaplin has an insightful article on “ breaking out of a downward spiral” and uses the metaphor of flying. The franchise council of australia (fca ) announce the launch of the franchise industry awards (fia), a groundbreaking celebration of excellence within the australian franchise sector. aTO a ssistant commissioner emma Tobias offers some top tips for businesses looking to get the most out of tax time in 2025. This is just a sample so turn to the contents page to find more expert advice.

Our Main feature this issue is “ franchises in your Price r ange”. There are so many franchises on offer these days and our experts offer some great advice and tips on what to consider, not only the initial franchise investment but the ongoing costs of franchise fees, marketing, set up etc. Our key experts r obert Toth, brian and Pru Keen and Tony Meredith all offer some great advice on what to consider when researcing a franchise cost.

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

until next time, enjoy the read.

Vikki Bradbury Publisher

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.

Cover

Story

10 The Cheesecake Shop: 5 sweet Predictions for the franchise industry in 2025

In every issue

8 What’s New! Announcements from the Industry

14 Franchise Council of Australia (FCA): Celebrating Excellence in Franchising

35 Feature Supplement: Franchises in Your Price Range

64 Behind the Headlines

66 Professional Services Listings

68 Franchise Listings

71 A-Z Franchise & Services Directory

Women in Franchising

22 Rachel Hockaday: 2025 trends: The rise of Local area Marketing

Spotlight On Service

62 Thryv: championing franchise growth with technology to empower local brands to scale

Franchisee In Action

28 Gus Gilkeson: how to avoid the bridging Loan Gap

58 Sonia Shwabsky: regional areas The next big Thing for aussie franchises

16 Phil Chaplin: breaking Out of a Downward spiral

20 Lauren Clement: franchise foresight: Planning Your Marketing calendar Like a

Helen Kay:

30 Doug Downer: Validation: What Questions should i be asking

54 Tania Allen: strategy and Growth: The Yin and Yang of franchise success

56 Emma Tobias: Top Tips for the new Year

60 Peter Buckingham: how do we engage a consultant

Big Bowl Kitchen Celebrates a Grand Opening in Pacific Werribee

On November 30, 2024, Big Bowl Kitchen, Franchise Simply’s exciting customer, marked a major milestone with the opening of its 6th store in Pacific Werribee. The Grand Opening was a true celebration of everything that makes Big Bowl Kitchen special: exceptional food, a welcoming community, and a passion for sharing the joy of great meals.

The day’s festivities were brimming with energy and excitement. Guests of all ages enjoyed free face painting, delicious sampling, and exclusive discounts. adding to the lively atmosphere was the appearance of big b owl Kitchen’s mascot, charming both children and adults alike.

highlighting the day was the overwhelming response to the food itself. Over 500 free samples of the signature h oney chicken were served, with an additional 300 h oney chicken b oxes sold—clear proof of the irresistible flavors big b owl Kitchen is known for.

“This event was a reflection of our dedication to sharing not just food, but the joy and connection it brings,” said a big b owl Kitchen representative. “ s eeing our guests’ glowing smiles and reading their enthusiastic feedback inspires us to keep striving for excellence.”

The Grand Opening’s success is a testament to the hard work of big b owl Kitchen’s team and the tremendous support from the Pacific Werribee community.

a s big b owl Kitchen continues to expand, its mission remains unwavering: crafting flavourful, high-quality meals with care and dedication. The new location in Pacific Werribee promises to deliver the same beloved experience that has made big b owl Kitchen a favourite.

h ere’s to celebrating more milestones together— big b owl, big Joy!

Pharmacy 777 named WA Large Business of the Year

The awards recognise organisations with long and sustained growth, who embrace opportunities to stand apart from the rest in today’s evolving landscape and create impact in the community.

With a record number of entries of 163 nominations across the state, this year’s judging panel faced the challenging task of selecting the exceptional finalists and award winners and were immensely proud of the outstanding calibre of this year’s nominees.

Pharmacy 777 was honoured with the Large business of the Year award on the night, sponsored by ecu ’s s chool of business and Law.

ceO Jason brotherson accepted the award on behalf of the wider team, and thanked them for their support saying:

“Thank you to all our people within our entire network, our members and our support team at 777 Group administration for your commitment in serving the health of our community. This honour is in celebration of you all!”

e stablished on c anning highway in applecross, Wa in 1962, Pharmacy 777 has grown to have over 85 locations across australia with continuing commitment to serving the health care needs of their local communities, working together with the wider health care network.

“777 franchising supports independent Pharmacy Owners through complex

industry headwinds and navigating the ever-changing scope of practice developments,” said Jason.

“We’re passionate about community Pharmacy and support our owners to make an impact in the local communities they serve, building health services in line with their business growth plan as well as patient needs.

Plus fitness EXPANDS INTO UK WITH KEY MASTER FRANCHISE AGREEMENT

Plus Fitness is pleased to announce the execution of a Master Franchise Agreement for the United Kingdom, marking a significant step in the expansion of the brand.

Master franchise agreement for the united Kingdom

The agreement with the uK Master franchisee spans 10 years, with the option for two additional 10-year terms. The first

Plus fitness location is set to open in 2025, with the sale of franchises expected to commence in the new year, enabling rapid growth across the region.

Market Opportunity in the united Kingdom

The uK fitness market offers substantial growth potential, with 15% of the population currently holding a gym membership. a s demand for affordable, flexible fitness solutions rises, Plus fitness

is well-positioned to leverage its proven business model and scale advantages to capture market share in this dynamic market.

Plus fitness is now operating, or has agreements to operate, in six key regions globally, including:

1. australia

2. n ew Zealand

3. india (West r egion)

4. singapore

5. Philippines

6. united Kingdom

harry Konstantinou, ceO of Viva Leisure, commented:

“We’re excited to enter the UK market, which presents significant growth opportunities. Our low-cost, high-reward franchise model will allow Plus Fitness to scale quickly and meet the growing demand for affordable fitness solutions.

In addition to expanding the Plus Fitness brand, this opportunity will also provide for the future rollout of Viva’s cutting-edge Hub technology and Viva Pay payment systems, further driving the growth of our technology and payments division. We look forward to seeing Plus Fitness thrive in the UK and the positive impact this will have on our broader strategy.”

Hong Kong’s no.1 rice noodle brand tamjai m ixian heats up Melbourne central with second location just weeks after first

After a phenomenal response to its first Australian restaurant on Swanston Street, Hong Kong’s No.1 rice noodle brand TamJai Mixian [T-Ahm-J-eye Mee-shee-en] is excited to announce the opening of its second Melbourne location at Melbourne Central which opened on the 19th December! The overwhelming response to its first store has fuelled excitement to bring the authentic TamJai experience to an even bigger audience with a second store – and this is just the beginning!

Located in the heart of the city, the new Melbourne central restaurant offers ultimate convenience for shoppers, city workers and visitors alike. its vibrant, h ong Kong-inspired interior, adorned with unique cultural touches, creates a truly immersive dining experience. The restaurant also features TamJai’s signature soup tasting counter, where new guests can sample different spice levels of the iconic broth — the ‘soul of the bowl’ — and find their perfect match for TamJai’s signature Mixian rice noodles. More to come…

This is just the beginning for TamJai Mixian in Melbourne. TamJai Mixian is committed to bringing the authentic taste of h ong Kong to even more locations across the city. stay tuned for exciting new openings in 2025 at Glen Waverly and b ox hill!

Leveraging a robust foundation in h ong Kong, the Group has rapidly expanded its network to over 240 stores across various markets, including Mainland china, singapore, Japan and australia, with plans to enter the Philippines and Malaysia. apart from selfoperating restaurants, the Group also adopts alternative models such as joint ventures, franchises and strategic partnerships for overseas markets.

jax t yres & auto Recognised for Customer Excellence with Three Nominations at the 2025 CX Awards

Being the sole automotive business listed, this recognition highlights the company’s ongoing commitment to providing exceptional customer experiences and continues to solidify JAX Tyres & Auto as a leader in the automotive service industry.

JAX Tyres & Auto has been selected as a finalist in the following categories:

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

• CX Team of the Year: Ja X Tyres & auto: uniting 92 franchisees to Drive customer e xcellence

• CX Leader of the Year: nicola r ose, e xecutive Manager - customer e xperience, Ja X Tyres & auto

With 92 franchises across australia, and having previously won awards in 2020, 2022, and 2023, this year’s nominations reinforce Ja X Tyres & auto’s strong reputation for delivering high-quality automotive services while maintaining a customer-centric culture.

The c X awards are one of australia’s most prestigious customer service awards, recognising excellence in this space across all industries, with Ja X Tyres & auto up against some of australia’s most iconic and respected brands, including McDonald’s australia, Optus, feros c are, and many others.

nicola r ose, e xecutive Manager customer e xperience of Ja X Tyres & auto says, “ b eing

the only automotive business shortlisted alongside renowned consumer brands highlights the dedication of our exceptional team.

“ initiatives like our ‘You s aid, We Did’ program highlight the power of truly listening to our customers and responding to their needs. b eing shortlisted for the c X awards is a significant milestone for Ja X Tyres & auto and we’re hopeful of following up our wins in recent years.

soul o rigin to launch 35 coffee-focused rebranded restaurants by 2025

The new design was the result of two years of research and customer feedback.

after debuting its newly redesigned restaurant in Parramatta, s oul Origin has plans to launch 35 more by 2025.

adam n eil, chief Operating Officer of s oul Origin said their refurbishment plans include updating 15 of its more than 150 restaurants whilst 20 new ones will be built in 2025.

n eil explained that the new look is the result of two years of thorough research, which revealed that customers were seeking a refresh. s oul Origin used this feedback to further differentiate itself within the market.

What sets this design apart is s oul Origin’s decision to make its coffee offering the focal point of the restaurant refresh. The updated layout includes dedicated coffee zones which n eil said aims to showcase the chain’s passion for barista-made beverages.

This focus is complemented by the use of natural textures and warm tones, creating a local and welcoming atmosphere. The enhanced design includes digital menu boards strategically positioned to tell the brand’s story whilst highlighting menu items with visually engaging content.

“We display throughout the new redesign natural and light textures and natural finishes to ensure it has a local feel,” n eil adds. These touches align with s oul Origin’s broader mission of delivering freshness and quality every day.

The Parramatta flagship is just the beginning. s oul Origin has outlined an ambitious plan to roll out the new design across its network, including 15 existing stores and 20 new ones by 2025. Two of these will feature the brand’s first drive-through stores, marking another milestone in its growth.

Nicola Rose

Quest aPartment h otels sets a new standard in inclusive travel

With 4.4 million australians living with a disability, Quest apartment h otels is leading the way in accessible accommodation.

This commitment has seen Quest honoured with the innovative collaboration award at the prestigious 2024 hM awards. The accolade recognises Quest’s partnership with accessible accommodation, a collaboration that is paving the way for inclusive travel across australia.

With 86 Quest properties across australia now accredited, this initiative empowers travellers with disabilities to book with confidence, knowing they have access to accurate and transparent accessibility information.

business Owner of Quest springfield central, Luke frederick, believes his business has only benefitted from taking the property beyond mere compliance and making it truly inclusive for guests at every point of their stay, with accessible room occupancy increasing by nearly 50% this year.

“ it’s important to us because we believe everyone should be welcomed equally. having the benefits to be able to offer accessible accommodation and provide options for guests to suit their needs

Business

Image L-R: Accessible Accommodation Founder

Kerry Williams & Quest Springfield Central Owner Luke Frederick

when they visit our area is fantastic for our property, while creating an effortless stay is at the heart of what we’re about at Quest springfield central.”

in Victoria, Quest burwood e ast is the very first non-boutique operator in the country to receive a Tier-3 rating, providing the highest level of accessibility, which indicates

B

the room has amenities to support a person who is unable to lift themselves, like a hi-Lo electric b ed and a hoist.

accessible accommodation founder Kerry Williams says Quest recognises the need for a collaborative approach in meeting the growing community’s need for accessible rooms.

ro K ers su PPort new exPo for entre Preneurs

The Australian Institute of Business Brokers (AIBB) have given their support to the new ‘Start Your Own Business Expo’ running in Sydney, Brisbane and Melbourne.

President andrew Morris said they were excited about the opportunity to meet entrepreneurs and highlight the role of brokers in managing business sales.

“ running your own business is incredibly rewarding. it allows you to take control of your destiny, generate an income and build a valuable asset. When it comes time to sell it is important to get the right advice and maximise the return. and you want to be thinking about this right from the start”.

event Director Kate r adcliffe said the show would provide visitors with access to accountants, lawyers, web designers, trainers, recruiters, marketing agencies, online services, business advisors, government services and many more.

“We want to provide a one-stop shop for anyone wanting to start or grow a small business. There will be free workshops, free advice and a range of exhibitors who can help entrepreneurs turn ambition into action.

“and we are delighted to be working with the aibb to showcase the importance of business brokers as part of the small business journey.

To provide maximum value for visitors the show will be running alongside the popular franchising e xpo. This gives attendees the chance to learn about the franchising model and talk to leading brands.

The Franchising Expo and Start Your Own Business Expo will run together in Sydney from 24-25 May, Brisbane from 26-27 July and Melbourne from 30-31 August.

Stand bookings are now open. For information call 03 9999 5460 or visit www.startyourownbusinessexpo.com.au

5 S WEET PREDICTIONS FOR THE F RANCHISE I NDUSTRY IN 2025

Cost of living pressures, supply chain upheaval, rapid digital transformation, and a love affair with delivery services. Quick service restaurants (QSR) in the franchise sector experience tremendous and undeniable change year to year.

It begs the question: what can we expect to see across the franchise sector in 2025?

The Cheesecake Shop Chief Executive Officer, Scott Bush, shares his top five predictions for the year ahead.

#1 Innovation

It’s no secret that new offerings create excitement for existing and potential customers in every industry across the globe. We predict that franchise companies will continue to invest heavily in innovation across products, in-store experiences, digital enhancements and more.

In the QSR sector, we expect a huge lift in digital enhancements and innovation with loyalty programs and rewards for customers, particularly as we see increasing consumer interest in convenient ‘deals’, accessible at the click of a button. Innovation in these areas will ensure brands maintain a growth mindset in 2025 and beyond.

The Cheesecake Shop prioritises product innovation, constantly striving to exceed customer expectations and desires. Last year alone, we launched our ‘Daily Treats’ range that saw exciting new products hit our shelves, including our loaded cookies, red velvet and passionfruit cheesecakelamingtons. These innovative products serve as a testament to our commitment to innovation and willingness to trial new ideas to meet customer demands, and to deliver fresh, exciting options that bring something new to the table.

Our customers told us they wanted bite-sized, single-serve items, and we delivered.

#2 Leveraging Market trends

It’s imperative for businesses to understand that customers view value as more than financial, and factor in time, convenience and innovation in their purchasing decisions. In today’s climate, operators must work harder than ever to meet customer expectations in a ‘viral-obsessed’ society, where leveraging a trend can significantly impact revenue.

We continue to see large corporations reap the rewards when jumping on market trends, backed by consumer research, and we predict more franchise companies will capitalise on these opportunities in 2025.

The Cheesecake Shop recently harnessed the popular loaded cookie trend, welcoming loaded cookies to our brand-new ‘Daily Treats’ range, which itself was introduced to align with the industry’s growing demand for snackable products. In November, we introduced our Cookie of the Month initiative, bringing customers the excitement of a new, loaded cookie flavour to indulge in – available for only one month. We unveil a fresh, irresistible flavour each month, keeping our customers on their toes and eagerly anticipating what’s next, while bringing something new to our stores. We saw, and continue to see, great success with these treats – we anticipate this will continue well into 2025.

#3 Investing In the reliable

Customers love participating in the latest craze, but we’ve seen how businesses born from a societal fad or timely trend struggle to maintain momentum and business growth. Investing in an established brand (like The Cheesecake Shop) allows entrepreneurs to join a known entity with an existing customer base, recognised brand, established products and support network to remove layers of uncertainty from their investment decision.

Alongside this, investing in a recognisable company with products that are tried-andtested, perform well in periods of economic downturn, and attract generations of loyal customers can offer an early advantage.

As we continue to navigate the cost-of-living crisis, we anticipate this will be a crucial consideration for franchisee investors.

Delivering classic, well-made and dependable desserts allows us to provide a sustainable business model to new Franchise Partners.

With this in mind, we also predict prospective partners will seek out franchise models with a comprehensive and seamless onboarding process. At The Cheesecake Shop, we reworked our induction program to ensure it was comprehensive and covered both the fundamentals and finer details, while helping our Franchise Partners to feel supported by others in the same stage of their entrepreneurial journey.

#4 strength In numbers

Australia continues to see a population increase of 2.3 per cent annually, fuelled mainly by overseas migration. With this major uplift, we predict that franchise companies will push extensive recruitment drives in 2025, investing in new talent to open new franchise stores in regional and metropolitan areas.

We predict franchise companies will dedicate extensive resources to drive franchisee recruitment in 2025 and beyond. Franchise Partners are the heart of our business and having a solid pipeline of talent is a key ingredient to success.

Similarly, The Cheesecake Shop is poised for strategic growth in 2025 with existing bakery enhancements and more than 10 new bakeries opening across Australia and New Zealand in the 2025 Financial Year. With the growing demand we continue to see, our purposeful expansion will result in a nationwide hunt for entrepreneurial talent to join the dessert-loving team.

#5 Franchisee empowerment

Managing a business can be tough but we know that franchise owners are resilient, hard-working and determined to succeed. It takes an entrepreneurial mindset, one that embraces challenges, seeks growth, and stays focused on long-term success. This mindset, combined with the support of a wellestablished brand, empowers franchisees to thrive even in changing markets.

Franchise companies offer a vast support

“ In today’s climate, operators must work harder than ever to meet customer expectations in a ‘viralobsessed’ society, where leveraging a trend can significantly impact revenue.”

network, including head office teams, and it is beneficial for franchisees to tap into these networks for valuable insights or business expertise.

Moving into 2025, we will continue investing heavily in Franchise Partners and empower them to meet any challenges they face, as well as our shared responsibilities from bakery to head office. Having recently implemented a brand refresh, The Cheesecake Shop worked closely with Franchise Partners to roll out the elements in-store and digitally and incorporate their feedback to make it successful. While the brand refresh was external, we knew how important it was to review internal systems and ensure we communicated with our stores effectively and efficiently.

We predict (and hope) that companies continue to invest in their Franchise Partners, just as we will, because our business owners – alongside our dedicated bakers – are the backbone of our thriving business model.

aBout scott Bush:

Scott Bush was appointed CEO of The Cheesecake Shop in Australia in 2022, eager to reignite passion for the nostalgic brand as he and his team pursue ambitious expansion plans for the business across Australia and New Zealand.

The versatile and dynamic business leader joined The Cheesecake Shop after two decades with Domino’s, where he oversaw operations inside the brand, most recently as CEO of Domino’s in Ireland.

Scott brings his appetite for the franchise industry to his role as CEO, alongside an innate ability to build connections, innovate and lead franchise teams to success. With exceptional leadership skills and business acumen, Scott is focused on growing The Cheesecake Shop’s sales and improving company and franchisee profits.

CE l EBRATIng ExCE ll E nCE In F RAnChISIng:

Franchise industry awards 2025 Launches s oon

The Franchise Council of Australia (FCA) is thrilled to announce the launch of the Franchise Industry Awards (FIA), a groundbreaking celebration of excellence within the Australian franchise sector.

Designed to honour the achievements of franchisees, franchisors, suppliers, and service providers, the FIA promises to become the signature event for the entire franchising industry.

Expected to be a signature event for the industry, the Awards will not only showcase excellence but also highlight the broader impact of franchising to industry stakeholders, government, media, and consumers.

entry and recognition Free for members and non-members of Fca

Entry will be free via an online portal and open to both FCA members and nonmembers. Award nominees, finalists, and winners will receive unique FIA logos to

their achievements, providing a

their

The inaugural Gala Black-Tie Awards Night will be held on Wednesday, 25th June 2025, at the Fullerton Hotel Grand Ballroom in Sydney.

sponsorship opportunities now open for Franchise Industry awards 2025

“The Franchise Industry Awards mark a new era of recognition and celebration for the Australian franchise community. This is more than an awards night. It’s a moment for us to come together, reflect on our collective successes, and look to the future with optimism and ambition.” states FCA CEO Jay Westbury.

“I’m delighted to share that we’ve already had great interest from potential sponsors, and we encourage everyone in the sector to join us in making the FIAs the ‘night of nights’ for franchising.”

Sponsorship opportunities are now available, to secure your sponsorship, contact Helen Alfa at helen. alfa@franchise.org.au.

award categories and Judging process for Franchise Industry awards

For this inaugural year, a huge twenty-five award categories have been set across the entire industry including categories for business and people working within franchising. Self-nomination will be available in all categories along with nominations by others in categories which require this within the process.

The nomination process will be via a secure portal with information provided contained in confidence and with only the chief judge and judging panel being able to access info.

Be sure to save the date and nominate for the Franchise Industry Awards 2025. Entry is free and available for all in the franchise industry. Nominations open 24th February and close 28th March 2025.

Find out more via the FCA website https:// franchise.org.au/events/fia.html.

Breaking out o F a d ownward spiraL and other FLying re L ated

Business metaphors

a downward spiral is described as ‘a series of negative events that reinforce each other, leading to a situation that worsens and becomes difficult to control.’

Let me paint you a picture. You’re at the controls of your very own aeroplane. The sky is blue, the winds are calm, and you’re flying along enjoying the scenery. A flight instructor might refer to this as ‘fat, dumb, and happy’, a state in which we’re blissfully unaware of what we’re about to encounter. In our untroubled frame of mind we’ve taken our eyes off all those complicated gauges, and we’ve failed to notice that the engine has developed a problem, it has been producing less and less power and we’ve been losing airspeed. We’re now flying dangerously close to a stall, but as yet no alarms have gone off. Almost without thinking you begin a routine turn, something you’ve done countless times before, but as you do so the wing closest to the inside of the turn slows below its stall speed and, with little warning, stops creating lift. Your turn suddenly becomes fast and steep as the stalled wing quickly drops, the nose of your aircraft dips towards the ground, and forces you weren’t ready for are now making things fly around the cabin. Your plane is rapidly losing altitude, you’ve gone from pilot to passenger in an instant, the ground is rushing to meet you, and there’s a fleeting moment of panic…

I’m sure some of you have already drawn the business parallels (and maybe broken out in a bit of a cold sweat). It can be all too easy to forget to keep an eye on all those important gauges, like weekly or monthly financial reports, and to fail to see that our income is no longer keeping up with our expenses.

We try to keep our plane stable with a little borrowing, or delaying our tax payments, but we’re slowing down, and getting close to the stall, that point at which we’re no longer flying but instead, often unexpectedly, falling. Small changes to our business course, perhaps just avoiding bad weather, are no longer routine, and try as we might to avoid it, we’ve got ourselves into a spin. So, buckle up captain, there’s work to be done. Those passengers aren’t going to save themselves!

the four steps of spin recovery step 1 – slow down. Assuming we’ve recognised that we’re in a spin, the first thing we must do is regain control. In an aircraft we’d reduce power to help us stabilise things. In business of course I’m not going to say, ‘stop selling’, but what I will say is don’t just push blindly ahead without a plan. If every sale is coming at a loss, then the answer to our problems may not be as simple as making more sales. Now is the time to work on your business, rather than just in it. Take the time to talk to your accountant, or business advisor. Reach out to your franchisor for support, and delegate some of the day-to-day if you can whilst you get a handle on your situation.

step 2 – Level those wings. We need to take steps to bring our expenses in-line with our income. Review any short-term borrowings and see if they’re still your best option. Short-term cashflow loans have their place, and that place is generally when you can pay them back in 12-months or less. If your budget isn’t going to allow for that then consider whether you can consolidate debts and obtain longer term secured finance. Talk to your financier or a reputable finance broker but watch out for those that just recommend a quick-fix with more expensive debt. Another cash loan might push that approaching ground a little further away, but it will also hasten your descent!

step 3 – turn against the spin, the right way. In our aircraft we’d apply rudder firmly against the spin until the world stops going round-and-round beneath us. For our business we’re going to look hard at all our fundamentals. Go through each cost and revenue line in detail. Seek better deals with suppliers if possible. Talk to your franchisor about every control point and compare your business with other similar franchisees to see if there are any areas that stand out as different. If we have a tax problem we’re going to tackle it head-on, holding hands with our

accountant and seeking an arrangement with the ATO or IRD. If none of these things stop the spin you might need to get drastic and talk to a restructuring practitioner, and whilst this may almost be a last resort, it is still a much better option than closing our eyes and letting whatever happens happen.

step 4 – get flying again. To round out our analogy, in our aircraft we’d push the yoke forward to gain airspeed, bring our controls back to neutral and start adding some power, and just like that we’re flying again! OK, so maybe it’s not so easy in business, but we’ll get there. Start by preparing an updated forecast for the next twelve months (both P&L and cashflow) to make sure your trajectory is a stable and sustainable one. You can prepare a budget too, but remember the difference; a budget is what we want to happen, a forecast is what we think will happen.

Phew! You saved it captain. Well done! You’re wide awake now, the adrenaline is starting to subside and you’re assessing just how close you came to being a short story on the evening news. Remember however, as

“ Level those wings. We need to take steps to bring our expenses in-line with our income. Review any shortterm borrowings and see if they’re still your best option.”

you settle back down and climb away from trouble, now is the time for vigilance. We might still have some way to go before we’re out of the woods. In all that excitement we’ve come a lot closer to the ground than we might have liked, and obstacles (such as unexpected expenses) that we may have sailed over previously with mild interest may now pose much greater risks. If capital is our altitude then we need to work hard to regain what we had, to put a buffer between ourselves and all those hazards that come from flying at low level.

So, we’ll check everything once more to make sure we’re still on course and that no more problems are rising to meet us, and we’ll keep monitoring things closely, we don’t need any more nasty surprises. I don’t need to tell you that of course, you’ll be checking those gauges religiously from now on, pouring over your sales reports of an evening, checking those KPI’s daily, and making sure those expenses are always under control. You’ve stopped being a passenger and you’re back to being a pilot. Wishing you blue-skies and tailwinds captain. v

phil chaplin the Chief Executive Officer of the CFI Finance group, a specialist finance company servicing the franchise, accommodation, and fitness sectors as well as small businesses more broadly across Australia and new Zealand.

“MyHo M e offers li M itless potential to H elp you ac H ieve your drea M s”

nicole ramos, owner – Myhome Malvern east

Nicole Ramos, and her husband Miguel, own and manage MyHome Malvern East.

We caught up with Nicole to find out why a MyHome management franchise was the perfect solution for her when she was looking to change careers in pursuit of a better work life balance.

What were you doing before you joined Myhome?

“Before starting my business, I had the privilege of working with an international luxury hotel and resort chain, where I gained invaluable experience in customer service. After taking a break to pursue my MBA, I shifted gears into IT consulting and project management, focusing on process improvement, automation, and website development.

Looking back, those diverse experiences were the perfect foundation for what I do today –combining the best of both industries to own a business that truly blends my passion and expertise. It’s been an exciting journey, and I’m enjoying what I do every day.”

Why did you want to change from your previous career?

“My husband and I had always dreamed of starting our own business, but, like many, we weren’t sure where to begin. I wanted to build a business that reflected my passion but also gave me the freedom to spend more quality time with my family – not just on weekends, but every day. For me, it wasn’t just about changing careers; it was about creating a lifestyle that balanced personal fulfilment with professional success.

The idea of building something from the ground up, while maintaining the flexibility to be there for my loved ones, became a powerful motivator.”

how did you find out about the Myhome franchise opportunity?

“While actively exploring business opportunities, I came across MyHome and was immediately intrigued. Eager to learn more, I met with them for an initial discussion the following week.

As I explored the innovative Tri-colour Cleaning System, the MyOP TM operations management platform, and got to know the incredible team behind the brand, it quickly became clear to me that this was a business with immense growth potential. It felt like the perfect fit – not just for my goals, but my values as well.

The combination of a proven system, a

supportive team, and the opportunity for scalability made it an opportunity I couldn’t pass up.”

What initially attracted you to Myhome?

“MyHome was the perfect combination of incredible people and a solid, proven system. Having been operating for over 15 years, MyHome has grown into a trusted name for premium cleaning services in Melbourne, and its reputation speaks for itself. What really sets the brand apart is its unwavering focus on quality, consistency, and exceptional customer service. It was immediately clear that every element of the business has been carefully thought through, with a strong emphasis on continuous improvement and growth across all areas.

Coming from a background in hospitality and IT, I saw how perfectly MyHome aligned with my skills and values. It’s a unique opportunity to be part of a company that not only has a strong foundation but is also driven by innovation and a passion for excellence.”

What do you love about your Myhome territory?

“I absolutely love the opportunity to connect with each of my customers and hear their unique stories. Meeting new people is one of the most rewarding aspects of this business. I truly value the trust and relationships I build, not only with my customers but with their families – dogs and cats included, of course! Malvern East, and the surrounding suburbs, is a beautiful, vibrant area with residents who truly value their time and understand the

importance of having a reliable, high-quality premium cleaning service to care for their homes.

It’s incredibly fulfilling to know that by taking care of their home cleaning, I’m helping them reclaim precious time to focus on what matters most to them. It’s these connections and the positive impact we have on their lives that make this work so special to me.”

What does your average day look like as a Myhome owner?

“Every morning at 8 AM, I meet with my teams at a local café to discuss the day ahead over coffee. We go over our spring cleans and regular cleans for the day, debrief on jobs from the day before, and review any customer feedback I’ve received. Afterwards, I dispatch the teams, ensuring they’re fully equipped with the necessary cleaning supplies, cloths, and products, and handle key sign-outs before sending them off to their first jobs.

With my background in hospitality, providing exceptional customer service is a top priority. That’s why I personally visit the day’s jobs to thoroughly inspect the work and ensure it meets our standards.”

What has most impressed you about Myhome since you joined?

“The most impressive thing about MyHome since I joined is how everything we discussed and envisioned before starting the business has truly come to life.

The MyOP TM platform has been a gamechanger, offering seamless communication between myself and head office to manage customer appointments and track our business performance. It makes it so easy to stay on top of my business, giving me a clear,

single-view snapshot on my phone, wherever I am.

And the level of support and guidance I’ve received has not only been exceptional but, more importantly, consistent. It’s clear that MyHome is committed to setting its partners up for long-term success.”

how has Myhome changed your day-to-day life?

“I now have so much more freedom to design my day in a way that works best for me. I genuinely love showing up for my customers and teams every day, and I cherish the balance I’ve found.

Whether it’s taking my son to childcare and picking him up, enjoying morning walks with our dog or spending quality time with my family and friends, every part of my day is fulfilling.”

What are your ambitions for your Myhome business?

“My ambition for my MyHome business is to achieve sustainable growth while consistently delivering the premium quality of service our customers know and trust.

Maintaining excellence as we expand is my top priority, ensuring every customer continues to receive the exceptional experience they deserve.”

Why should someone like you get in touch with Myhome?

“MyHome is the perfect opportunity for someone who’s motivated to succeed and open to learning. Whether you’re eager to start a business but unsure where to begin, or seeking greater freedom and flexibility to pursue what you love while enjoying steady, recurring income, MyHome offers limitless potential to help you achieve your dreams.”

could Myhome be yoUr ideal business?

to find out more about the my h ome management franchise opportunity and how it can offer you the income and the work life balance you’ve been dreaming of visit www.myhomefranchise.com.au/B fm - n icole or scan the Q r code for instant access.

Franchise Foresight: Planning Your Marketing Calendar l ike a r etail Pro

As a franchise owner it's easy to get caught up in the day-to-day operations and let marketing fall by the wayside. But just like the savvy retailers who start stocking hot cross buns the day after Christmas, successful franchisees who understand the power of planning ahead definitely get ahead.

When you adopt a proactive approach and map out your marketing activities in advance, you can avoid last-minute scrambles that put pressure on your team as well as maximising your customer reach, and ultimately drive greater success for your business.

Retailers are masters of pre-planning and seasonal marketing and they understand the importance of capitalising on key events and holidays throughout the year.

Think about the promotional campaigns that dominate the retail landscape: back-to-school sales in January, Valentine's Day displays in February, Mother's Day promotions in May, EOFY sales in June, and the Christmas frenzy that kicks off in October (or even earlier!). These campaigns aren't haphazard; they are carefully planned and executed months in advance.

Why planning Matters for Franchisees

When you proactively plan your marketing calendar, you can:

• Give yourself and your team time to get creative and dream up interactive events or experiences for customers, ensuring your marketing efforts have the greatest impact.

• Be proactive rather than reactive, ensuring you're always one step ahead of the competition and your team knows what’s happening well ahead of your promotional activities.

• Create consistent messaging. A well-planned marketing calendar ensures consistent customer communication throughout the year.

• Reduce stress and save time. Planning your marketing eliminates last-minute panic and allows you to allocate your time and resources effectively.

creating your Franchise Marketing calendar

So, how can you create a marketing calendar that delivers results? Here are some key steps:

1. Identify key dates and events: Start by marking down important dates relevant to your franchise, location, offering and target audience. Consider national holidays, local events, school terms, and industry-specific events. Remember to factor in the seasons and Australian-specific dates that your customers will be most engaged with.

2. Brainstorm themed campaigns: Develop creative marketing campaigns around these key dates with your team. For example, a fitness franchise could launch a "New Year, New You" campaign in January, a beauty salon could offer Valentine's Day pamper packages, and a tutoring service could promote "Back to School" specials. Food franchises can easily tap into Mothers Day, Australia Day and BBQ season with special offers and promotions. You can even tap into the more unusual days, like Chocolate Day, Left-handers Day, or wellness focused Are You Ok Day and also charitable days such as Yellow Ribbon Day. You can find these on goole and websites such as https://www.daysoftheyear.com.

3. Plan your content: Outline the types of content you'll create to support your campaigns. This could include social media posts, blog articles, email newsletters, local partnerships, or in-store promotions. You can introduce seasonal based loyalty or ‘friendget-friend’ campaigns such s bring a mate BBQ evenings or school holiday events.

4. Allocate resources: Determine the budget and resources you'll need to execute your campaigns. This includes staff time, marketing materials, and advertising spend.

5. Schedule and implement: Use a calendar or scheduling tool to map out your marketing activities and assign deadlines. This ensures that everything stays on track and nothing falls through the cracks and can be as simple as a whiteboard or cardboard planner on the wall in the staff room.

Monthly Marketing Inspiration

to get you started, here are some potential themes and ideas for each month:

january: New Year, New You; Back to School/Work; Summer Sales

february: Valentine’s Day; Health & Wellbeing;

march: End of Summer Sales; Local Community Events

april: Easter Promotions; School Holiday Activities; Autumn Offers

may: Mother’s Day; Small Business Month

june: EOFY Sales; Winter Warmers

july: School Holidays; Tax Time Promotions

august: New Product Launches; Wellness Focus

september: Father’s Day; Spring Sales

october: Halloween; Pre-Christmas Promotions

november: Black Friday Sales; Christmas Shopping

December: Christmas & New Year; Holiday Season Offers.

Of course, you should always check with head office to see what they have planned for the company marketing efforts, but there’s nothing stopping you offering your ideas to them, and maybe they can even help you roll out your plan!

By taking a leaf out of the retailer's playbook and embracing proactive planning, you can elevate your marketing efforts and drive greater success to make customers more aware of you and your offerings.

A well-planned marketing calendar is your roadmap to consistent customer engagement, increased brand awareness, and ultimately, a thriving franchise business.

you can download a m arketing action Planner to help you h ere: https:// yourbrandtruenorth.com/map

2025 trends: tH e rise of local a rea Marketing

Local is important. It’s where you live, often where you work. Most Australians do their eating, shopping and socialising within 10km of their house. There are nuances in one area, which will not have any impact in another. Which is why your marketing to different local areas needs to align. And for nationwide franchises, that means at scale.

Marketing is not just about strategies that deliver business outcomes. It’s about maximising your assets. Harnessing the power of technology to reach more people. For franchisors, it’s growing your brand. Reaching the right people, at the right time. All the while, measuring the impact your communications are having. Ultimately it’s about ensuring any budget spent is optimised

to deliver the biggest return on investment.

In a word, it’s about ‘effectiveness’ - which is where Local Area Marketing (LAM) comes in. It’s an area which senior leaders need to give more importance to as part of their planning and strategies. Too often it feels like an afterthought, which is why its impact within certain businesses remains limited. The potential though is huge.

Why LaM works

For those who conduct local searches there’s a higher level of intent. Almost 90% of smartphone users who conduct a local search, visit a related store within a week. The consideration level at this stage of the customer journey is very high. The need has been established, and it’s likely just a matter of ‘which’ business they’ll go with.

LAM is effective in terms of where marketing budgets go because of the greater level of

intention. Indeed 18% of local searches on smartphones lead to a purchase within a day, which is amazing, especially when you know that this figure is 2.5x higher compared with non-local searches.

Spend in this area can deliver some of the most effective advertising, given the demand for a product or service is often already there.

good for you, better for me

The power of a brand is in its ability to connect with its customers. There’s an expectation around what a particular brand will deliver. How it will act. Brand guidelines are in place to help maintain high levels of experience for customers.

Dynamic marketing is important at a local level as it takes the ‘brand’ message, but leaves enough room for franchises to put their own local spin on things. Whether this is across price which is set to suit your local clientele, or even specials which may work better given your environment.

This helps increase customer loyalty, when brands connect in the community. Standardisation can enhance the perceived brand value by your customers. And it can help with the effectiveness of your marketing as well, through improved levels of trust and seeing the same message delivered in the same way, repeatedly, helping with memorability.

Consistency and perceived brand value, will be one of the reasons franchisees chose to buy into a given brand to begin with.

LaM

= financial reward

Locally area marketing isn’t just about ensuring a high level of branding nationwide. That standardisation can be satisfying for those in head office, but its greater offering is felt at the local level.

Local area marketing platforms allow brand managers to share assets with franchisees, while also tracking the operational efficiency of each store in one dashboard.

Generally we’ll see 50-66% of franchisees engage with the LAM platform, and we understand from brands that there’s a strong correlation with active franchise managers on the LAM platform, and the top financially performing stores. For some, the top 30% of performing stores are also the ones that are most active on these platforms. They’re the ones that engage their customers with customised special local area initiatives, at the grass roots level, whilst adhering to brand guidelines. After all 73% of Australians want to see brands demonstrate they are connected to local communities.

Marketing assets seems an easy win for most franchises

Any planned activity needs to align with local business needs, while also laddering back up to the brand’s objectives and business goals, to ensure impactful results. Haeday supports a number of its clients in this way, while also working on marketing plans of local stores for these activities.

One element of support we offer, is to produce a set of ‘Marketing Tips’ for franchisees through our local area marketing portal, MyLAMP™. This allows all franchisees, no matter their background/

experience/seniority to be equally informed about how to best perform marketing in their area. It’s not about dictating to franchisees, it’s rather about empowering those keen to engage more by giving them the tools to ensure success.

N.B. Marketing in the local area is only one aspect of running a franchise business; something I should acknowledge at this juncture.

how to take advantage

The success of LAM is rooted within the richness of the data used to inform any insight. Simply put, the more you understand your audience, the more relevant your message can be, and the more effective results you’ll get.

better data = improved revenue

Franchises need to think about their customer journey. Where are the pain points? What barriers still exist? And how can we reduce friction?

The path to purchase is dictated by the user experience. Improve the customer experience and you’ll be rewarded.

Knowledge over local audiences, their demographic, psychographics and behavioral tendencies will offer insights. It’s always important to understand the areas in the business that need attention. Sometimes it will be those small 2% gains across categories that can have a big impact. Optimisation isn’t a destination but a mindset shift. Small improvements across every step of the customer journey will deliver big results.

A nationwide franchise client was experiencing multiple years of declining sales for a product category. One simple restructure in promotional approach made a huge difference. It may sound simple, and sometimes the most effective changes can be,

but it has flipped the fortunes of that category to see sales increase by 9% over the most recent quarter.

Unearthing the right insight can improve your franchise into 2025.

enabling your team

Technology platforms allow everyone within an organisation to have access to information and numbers which impact the business.

Empowering your team with knowledge and assets to do their job better and to the same high standard will result in improved outcomes across the board.

Having the right tech platform in place, can also remove manual tasks from your own team. Which can often be a bottleneck in a franchise. Anecdotally, when one client started using MyLAMP™ it freed up resources within the marketing team that had previously been responsible for creating marketing assets for each franchise location.

Sharing this information and performance metrics with operations teams and wider departments within an organisation can highlight the important role of LAM, but also contribute to greasing conversations to increase media budgets for brand campaigns.

taking into 2025

The demand for localised marketing is not new. What matters, is what matters to the people that matter. In this case, relevant messaging is what matters to your customers, who matter most to your franchisee. Over 80% of consumers want ads that are customised to their city, postcode or immediate surroundings.

So make your focus for 2025 matter, and prioritise giving your customers what they’re after, and unlocking new potential within your business through local area marketing. v

Bu Y ing a Fran Chise: E XPER T T IPS TO A VOID COMMON PITFALLS

When buying a franchise, understanding the intricacies and avoiding pitfalls is crucial. With extensive experience in assisting clients with the purchase and sale of franchised businesses, and in franchising businesses themselves, I’ve observed over the years the key areas where potential franchisees stumble. This article is designed to help you navigate these common mistakes.

MIstake #1: skipping due diligence

One of the biggest mistakes prospective franchisees make is failing to conduct thorough due diligence before committing. It’s essential to evaluate the franchisor’s dedication to supporting their network’s success. This includes speaking with both current and former franchisees, as their firsthand experiences offer valuable insight into the franchise’s operations and long-term prospects. These conversations can shed light on the level of support provided by the franchisor, the business model’s effectiveness, and the franchise’s financial stability. Read

the disclosure document carefully as his has valuable insights. Tools like the Franchise Disclosure Register can also be extremely useful for comparing options and making an informed decision.

While your lawyer will take care of the legal aspects, your role in researching the franchise’s history, performance, and reputation is equally critical.

Don’t r ush Due Diligence

Take your time to research the franchise. Speak to current and former franchisees and review the Franchise Disclosure Register thoroughly for hidden insights.

MIstake #2: not asking critical Questions early on

As part of your due diligence, you have to ask the right questions of the franchisor before you make any decisions or promises. Many franchisees come to regret not asking more probing questions before signing any agreements. It’s vital to have a clear understanding of your commitments and expectations by asking questions such as the following:

Details on Performance Criteria:

• What are the specific performance criteria I need to meet as a franchisee?

• Can you explain the consequences or support measures in place if these performance criteria are not met?

Understanding the Support System:

• Could you elaborate on the support and training you provide to franchisees?

• What ongoing resources and assistance will be available to me once the initial training is complete?

Additional Financial Commitments:

• Beyond the initial investment, what additional financial obligations should I expect?

• Are there any recurring fees, such as marketing or technology fees, that I should be aware of?

Terms for Exiting the Franchise:

• What are the terms and conditions if I decide to sell or exit the franchise?

• Are there any fees or specific processes I need to be aware of for transferring or terminating the franchise agreement?

These questions are designed to provide a comprehensive understanding of what it means to be a franchisee, not just financially, but in terms of day-to-day operations, long-term commitments, and potential exit strategies. It’s important for franchisees to get clear and detailed answers to these questions to ensure they have a realistic and complete picture of the franchise opportunity.

Take your time to research the franchise. Speak to current and former franchisees and review the Franchise Disclosure Register thoroughly for hidden insights.

is an accomplished business and franchise lawyer with over two decades of legal expertise. As the founder of Rise legal, helen specialises in delivering strategic and practical commercial and franchise legal solutions. her exciting career has seen her in pivotal roles at prestigious law firms, consistently offering exceptional legal counsel. her unique combination of hands-on experience and visionary leadership positions her as an invaluable asset in the realm of commercial law and franchise expertise, assisting franchisors and franchisees in safeguarding their business through comprehensive commercial legal support.

managing d irector | rise legal Business l awyers | old coast | perth | sydney : 1300 064 707 | e: info@riselegal.com.au | https://riselegal.com. au

MIstake #3: Ignoring the Importance of business structure

Selecting the right business structure for your franchise is more than just a formality — it has a significant impact on your financial and legal liability. Many prospective franchisees underestimate the advantages of a corporate structure, which can help protect personal assets from business-related risks. It’s crucial to understand the legal and financial implications of operating as a sole trader versus establishing a corporate entity. Each option has its benefits and drawbacks, so your choice should align with your long-term goals and your tolerance for risk.

Your lawyer and accountant can provide valuable guidance to ensure you make the best decision for your circumstances.

MIstake #4: Underestimating Legal documents

The complexity of legal documents in franchising is often underestimated. Key aspects such as the term of the agreement, renewal rights, exit strategies, and noncompete clauses require experienced eyes and careful analysis. Understanding these documents is not just about reading the fine print but also about foreseeing potential future scenarios. How does the agreement protect you if the franchisor changes management or policy? What are your options if the business doesn’t perform as expected? These are critical considerations that need to be thoroughly evaluated with your legal adviser.

MIstake

#5: not seeking expert advice

A common and critical error is not seeking advice from specialists in franchising. Professionals such as accountants, lawyers, and business advisors with a focus on franchising bring invaluable expertise. They can article you through financial projections, legal implications, and strategic planning. Their insights can help you identify potential red flags, evaluate the franchise’s financial health, and understand your rights and obligations under the franchise agreement.

M

Istake

#6: Ignoring personal compatibility and Lifestyle Impact

Another oversight is failing to consider how the franchise will fit into your personal life and whether it aligns with your values and lifestyle. Running a franchise can be demanding, and it’s important to assess if the business model suits your personal goals, work-life balance preferences, and long-term aspirations.

Often franchisees are required to nominate a manager (the ‘Nominated Manager’) and this person is required to dedicate their whole time and attention to running the franchise. This is something that needs to be considered carefully especially if you were simply buying as an investment and not a job.

In conclusion, buying a franchise is a significant decision that requires careful consideration and planning. Avoiding these common mistakes can pave the way for a successful and fulfilling business venture. As a commercial lawyer, I advocate the importance of being well-informed and prepared for the complexities of franchising, ensuring a smoother journey towards achieving your entrepreneurial goals.

Franchise agreements can be complex. Pay attention to clauses around renewal rights, exit strategies, and non-compete terms. A legal expert can help you avoid surprises.

Disclaimer: This article is intended for informational purposes only and should not be considered legal advice. Consult with a qualified commercial lawyer for personalised advice related to your specific circumstances. Individual liability limited by a scheme approved under Professional Standards Legislation.

WFD CONSULTING G ROUP M AKES F RANCHISE E XPANSION ACHIEVABLE

Many potential franchisors think that franchising their business will be easy. But in 2025 that’s not the case. Why? For two main reasons:

The Australian Government has openly said that if businesses are to use the public’s money to grow and expand their business, they must be regulated by the Franchise Code, overseen by the Australian Competition and Consumer Commission (ACCC).

Secondly, potential franchisees are becoming more and more discerning about the type of business career and vocation that will be suitable for them and their family. That’s why it is now best practice to conduct a franchisee personality profile when appointing a new franchisee to a franchise network.

WFD Consulting Group understands that while most company management teams are extremely capable at running their actual business, franchise expansion planning and recruiting franchisees often takes them into unchartered waters and away from the familiarity of their core business skills.

For this reason, WFD Consulting Group has brought all the elements of franchise expansion into one in-house consulting and recruitment service. With 25 years of franchise development and recruitment

experience, WFD clients are not left with gaps in their expansion plans nor do they have to find multiple service providers in order to get the job done.

In our franchise planning research, we find that many initial franchisor companies underestimate the cost required to service a group of franchisees and subsequently struggle financially after they have appointed the first few candidates.

WFD Consulting Group has worked with hundreds of new and established franchise companies both locally and internationally. They know the potential pitfalls of franchised expansion and recruitment, but more importantly, know how to navigate the maze of strategy options available.

In practice, what WFD Consulting Group offers potential franchise companies is a genuine one-stop service that delivers a complete expansion package to clients, leaving the franchisor to focus on their core business.

Specifically, this integrated, one-stop service for new and existing franchisors includes:

• Franchise System Development – WFD builds a workable franchise system following a review of the existing business.

• Recruitment – WFD Recruitment

professionally finds, profiles, selects and signs up the best people for each client’s franchise network. WFD is licensed to sell existing businesses in each Australian state.

• Research and Surveys – WFD Research finds the right answers at the start through mystery shopping and competitor research.

• Legal Documentation – WFD Legal’s in-house team of franchising lawyers makes sure the franchise offering is Franchise Code compliant and easily understood by a potential franchisee.

• Operating Systems – WFD Consulting ensures franchisee training and network control systems are easily trainable through practical Operations Manuals.

• Marketing – WFD Marketing promotes the client’s franchise system to target potential candidates through specific e-commerce marketing and recruitment advertising.

To discuss your franchise system expansion potential, call the experts at WFD Consulting Group – Australia’s most experienced franchise development and recruitment consultancy.

T: 1300 249 276

M: 0425 838 800

E: info@franchisedevelopments.com.au

W: www.franchisedevelopments.com.au

Franchise your business!

Franchising businesses… locally, nationally and internationally.

Our team at WFD Consulting Group knows how to make franchising work. Our consultants having recruited franchisees and assisted hundreds of service, professional and retail companies to become franchisors over 25 years.

The key is our one-stop-service for business expansion. It’s all here under one roof and ready to turn your expansion plans into a national or even international network.

Call Colin Crawford, our Managing Director, on 1300 249 276 or mobile 0425 838 800 for a FREE consultation on expanding your business.

h ow to avoid the Bridging Loan trap

With more than 90% of SMEs seeking new capital, it’s vital that businesses consider whether the credit they’re seeking is a short term bridging loan or part of a longer term strategy, to avoid being caught in the bridging cycle.

Short-term credit can and does have a place in business and can assist in achieving longer terms goals. Buying an asset for example might require cash flow in the short term which then generates a long-term return. However, if your business is constantly requiring short term funding to bridge cash flow gaps or address planning shortfalls, then it might be time to reassess the overall business plan and determine whether there is a broader, underlying issue that needs to be resolved.

A bridging loan should be exactly that – a bridge to get to the other side. But you need to have that pontoon on the other side in the first place.

It’s also important to keep in mind that applying for bridging loans too often, or having multiple credit inquiries in a short space of time can have a detrimental impact on your commercial credit score and affect future lending opportunities.

Similarly, in the same way that someone who frequently uses pay-day lenders might be refused for a home loan by a major lender down the track, if your business is entering into a lending deal with a high-interestrate short term funder, there’s potential for mainstream funders to view that negatively and refuse you credit in future.

However, there are steps to take to break the bridging loan cycle;

• Know Where Your Business is Currently at: There are five stages of growth that businesses go through, including Existence (Startup), Survival (Viability), Success (Stabilise or Grow), Scale (Expansion) and Maturity. Consider where your business is sitting currently and where you’re planning to be in the short, medium and long term, and what you will need from a funding or cash flow perspective to achieve those goals.

• Expect the Unexpected: What is the business contingency in case of personal or family illness, weather and seasonal events, or supply chain issues, for example. While all these potential scenarios are outside your control, you can control your contingency planning and have strategies in place for if and when those scenarios come to pass.

• Regulatory Change: Ignorance is never an excuse, and it’s vital to stay up to date with industry developments and changes so your business can be as prepared as possible, and not be caught on the hop.

• Build Buffers: Whether it be a time or monetary buffer, give yourself and your business some wiggle room. It’s better to over-estimate how much time or money a project will require and end up pleasantly surprised, as opposed to finding yourself running out of either and requiring that short-term bridging loan simply to get through to the end.

With January well underway, businesses should also have a strong idea of how 2025 if going to play out.

In fact, I would expect that most business owners are currently considering the end of

aBout gus g ilK eson an D g row c aPital:

Gus Gilkeson is the CEO of Grow Capital. His mission is to bridge the information gap between funders and those seeking finance, ensuring that the needs of both parties are clearly understood and met.

Working for many years in Strategic Business Development for major banks and lenders, Gus saw the difficulties SMEs had in getting business finance and wanted to change that.

Now, he’s taking his business financing expertise to the business owner to help them gain funding from what’s out there.

In his spare time, he likes to spend time outdoors with his family, friends and menagerie of animals, is an avid martial arts practitioner and volunteers with the NSW Rural Fire Service.

the 24-25 financial year, and planning for the new financial year.

Those that have a solid business plan are looking even further ahead – at least one to two years. This is particularly important when you consider that a potential long-term lender is going to want to see your projections for that far in advance, if not further.

If you’re serious about securing long term finance, then you also need a long-term strategy.

https://grow-capital.com.au/

Validation: W HAT Q UESTIONS SHOULD I BE ASKING?

T HE M OST I MPORTANT S TEP IN THE PROCESS

Buying a franchise isn’t buying a business, you’re buying into someone else’s business. You’re actually buying a system on how to run a business and here’s the thing, you’re often not the first person to do so, so there’s a lot you can learn from others and the best way to do this is to complete your due diligence.

Due diligence is often thought of as getting professional advisors to review the legal documents, the financials and the business model but often the people doing this due diligence have little or no experience of that particular franchise, and in some cases in franchising at all.

I’m not suggesting that you don’t get professional advisors, it’s actually mandatory

for franchisors to advise potential franchisees to get that professional advice and for these advisors to review the documents and summarise their findings for their clients and to sign the certificates of advice. There are some excellent advisors out there, you just need to find the right ones, just like finding a franchise to enter, you need to do your research.

Too often people fall in love with the idea of being a business owner or with a concept, my mantra is to fall in love with the business model and in order to understand the business model you need to get advice from the people that know. These resources include the professional advisors but should also include the franchisor and franchisees.

Often our family and friends have opinions about business ownership and franchising and they’re usually not qualified to make informed commentary on either, if someone hasn’t run a business, a franchise or the

specific franchise that you’re interested in their commentary will be an opinion often not backed up by facts and evidence and if they’re employees they’re probably risk averse and comfortable in paid employment and people considering business ownership and franchising are often cut from a different cloth, interestingly only 18% of the population ever goes into business ownership and they’re the ones that you should speak to, having said that it is important to have the support of your family as going into business will require understanding and support of the ones you love.

There are only three groups of people you should listen to.

1the professional advisor

The professional advisors will be cautious which is what you want because a majority of people entering business ownership are optimistic and underestimate

what is involved in going into to business. The advisors have to sign the certificates of advice so they will be cautious and they can temper your enthusiasm, which you need. The right professional advisors will also have the experience you need to properly evaluate the business aspects of the franchise that you are considering.

2the Franchisor

Responsible franchising assumes the franchisor will not be too salesy in their process but the franchisor should love their brand and believes in their business and business model so they will talk passionately about their opportunity, you actually want them to be enthusiastic and believe in their business opportunity for a franchisee.

The best franchisors never sell a franchise, I know, It sounds counter intuitive because we are all selling something but in Franchising the best franchisors grant a franchise to the right prospect. They’re assessing whether the franchisee should be allowed to become a franchisee and use the Intellectual property and business model that the franchisor has created. The best franchisors want the right people to enter their network, they want people that share their values, drive and standards because individual franchisees are a reflection of the whole network, when we work with emerging franchisors their number one concern is what if the franchisee doesn’t run the system or maintain the standards the way we do?

d owner an experienced Franchising expert with an impressive 30+ year senior management history in developing and leading businesses within the Franchising sector. he has been recognised in the Top 30 Franchise Executives in Australia on four occasions and in the Top 100 g lobal Influencers in Franchising on three occasions.

Doug owns three franchises as a franchisee and has owned 8 franchises as a franchisee, he has been responsible for the establishment of three of his own start-up franchise systems including all aspects from strategy through to market entry. Doug has operated at CEO and Director level in eight franchise systems. he also started and currently owns and operates five successful SME Businesses of his own, so he is well versed in all aspects of franchising.

ontact d oug at: doug@franchiseready.com.au | website: www.franchiseready.com.au

The best franchisors have the best standards and only accept the best applicants for their network. The reason I write about this here is that if you ever feel like you’re being sold to, it could be a red flag that the franchisor is desperate to get people on board, they should be putting some rigor into their recruitment process and assessing whether the franchisee is the right fit for the brand and that the business opportunity can meet the potential franchisees personal and business objectives. In order to know if the franchisor is the right person for you to partner with or join a business with, you really need to get to know them and their business intimately, and there are several ways to do this — searching online reviews of the franchisor, reviewing how your application has been managed by the key executives in the business and the overall professionalism of the process they use to recruit franchisees. These initiatives are important, but attending a discovery day will give you the final verification if this business may be the right business for you, and for

that purpose, you should visit the franchisor’s head office.

The discovery day is a face-to-face meeting, usually at the head office of the franchise company, which takes place between one or more prospective buyers and the franchise company. It’s called this because it used to be the way that prospective buyers discovered who ran the company and learned about the company and ownership opportunity. Today, the Internet allows prospective buyers to research much of the information they would have learned at discovery day, but it doesn’t allow prospects to have a face-to-face meeting with the executive team. This is one of the biggest benefits of discovery day. Meeting the executive team allows prospective buyers to get a true feeling for what the company is about, what their beliefs are and what they believe is the key to being successful.

During the pandemic, many discovery days and interviews took place online. Although this can expedite the process and you can see the people that you are dealing with, nothing can substitute seeing the franchisor and their support team in their offices.

The discovery day is so called because it is a day of discovery. For the franchisor and for you, the prospective franchisee. It’s your chance to discover what it’s like at the head office and who the team that is going to support you are, who they are as people and as franchise executives, what their values are, what the culture, their vison and mission for their business and their franchisees are.

Whilst you’re evaluating them, they’re evaluating you and determining if you’re the right fit for their business. Usually, the owner, founder, CEO and key executive team will be in attendance so they can determine if you’re the right fit. The best franchisors never sell a franchise, they grant the rights to the ‘right’ franchisee. For this reason, they need to interview you, spend time with you and understand why you are going to be the right fit for them and uphold the standards and the brand that they have created, they’re putting a lot of trust in you to use and represent their brand.

You must be officially ‘invited’ to a discovery day. You will be invited as long as you’ve been doing what’s been asked of you — if you’ve been participating in the franchisors’ sales process and you’re financially qualified to purchase the franchise.

Make sure the franchisor isn’t selling, make sure they’re assessing you and granting you the right to be a franchisee and join their brand.

3the Franchisees

Talking to franchisees of the network is the best way to really know what the franchise system and opportunity is like, and you have the opportunity to do so by speaking directly with that network’s franchisees.

Under the franchise Code of Conduct, franchisors make available to potential franchisees a suite of legal documents which includes the Franchise Disclosure Document, this document shares important information that the government requires the franchisor to share with prospective franchisees so they

have full disclosure of the business they are considering and shares with the prospect the key information that they need to know to make an informed decision. You can ask for the franchise disclosure document as part of your discovery process, but some franchisees will only release this at the appropriate time in their recruitment process.

Most disclosure documents will include a list of both present and past franchisees and their contact details. The latter may be a reason why the franchisor is unwilling to provide you with the disclosure document as this contains these details. These exited franchisees are not in themselves a red flag, but if the franchisor discourages you from talking to franchisees or specifying who you should talk to, that could be a red flag. Franchisors shouldn’t have anything to hide and should be open to your talking to anyone you wish within the business.

I am a strong believer that not everyone is right for business, for franchising and for particular franchises, so people leaving a franchise system or even potentially being

bitter is just part of life and business. Ultimately, every franchise system has some disgruntled franchisees. Asking the right questions of them and other franchisees will give you an accurate read on the franchisor and the franchise system. You should speak to both current and past franchisees and ask them questions about the franchisor and their personal experience with the franchise. Remember you may hear some less than favorable responses and if you do, you should explore that with the franchisee to understand if it is a system related issue or an issue for that particular franchisee.

There are a lot of questions you can find online or in my book ‘Invested’ How to be successful as a franchisee available on Amazon or you can simply google what questions to ask, and you will find thousands of responses.

Either way, do your homework, get the right professional advisors, don’t let the franchisor sell to you and most importantly speak to franchisees of the network that you’re considering. v

Australia’s Premier Home Care Franchise Network

Have you reached a crossroads in your life and looking to make a change for the better?

Secure your family’s future and make a difference in your community, whilst building a business in the thriving and dynamic home care industry with Right at Home

You’ll enjoy the freedom to grow your own business, with the full support of a top quality, national, home care brand delivering domestic support, personal care, skilled nursing, and allied health services. You do not have to have previous home care or health care experience. You will employ the care and office staff that you need to deliver and organise services to the community. You will be provided with the necessary training to ensure your service is delivered at the highest standard.

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

Following rapid growth in Perth, Sydney, Canberra and all of Queensland, Right at Home is expanding in Victoria, SA, Regional NSW, TAS and the NT with prime territories up for grabs.

Make your dreams come true… talk to Right at Home about a home care franchise today.

GREAT FRANCHISE LOCATIONS:

• Coffs Harbour

• Caringbah

• Wollongong

• Bateman’s Bay

• Melbourne

• Adelaide

F ROM DREAM TO REALITY: SELECTING THE RIGHT FRANCHISE

AFFORDABLE FRANCHISES IN YOUR PRICE RANGE FRANCHISE

SUCCESS IN 2025: NAVIGATING NEW FRONTIERS

DO YOU KNOW WHAT YOU ARE GETTING AND THE COSTS INVOLVED?

Poolwerx: With Gary, Grace & James howden from Poolwerx

50 Foodco: Kick-start Your café Dream with Jamica blue & Muffin break

40 Tony Meredith: from Dream To reality: selecting the right franchise

44 Robert Toth: affordable franchises in Your Price range

48 Brian & Prue Keen: franchise success in 2025

52 Stewart Germann: Do You Know What You are Getting and The costs involved ?

Building a Legacy: m eet aussie h urstville’s New Franchisee

Alya Manji is stepping into an inspiring role as the new franchisee of Aussie Hurstville, continuing a family legacy that spans nearly three decades. For Alya, this milestone isn’t just about running a business—it’s about building on a foundation her father, Mehboob Manji, laid as Aussie’s longest-tenured broker.

Mehboob, who will celebrate 30 years with aussie in 2025, has dedicated his career to helping families achieve their property dreams. n ow, he’s passing the torch to alya, who has spent the past decade immersed in the business. a s a high-performing broker with strong community ties, alya is ready to scale the business, having already added a new broker to her team with plans for future growth.

This transition exemplifies what makes aussie unique: the opportunity to not only build a thriving business but also create a legacy. a s an iconic australian brand, aussie champions families— both those searching for homes and those building businesses.

With Mehboob remaining as a store broker to support a smooth transition, aussie hurstville is poised for continued success under

alya’s leadership. This story is proof that with aussie, you’re not just joining a business—you’re building something meaningful for generations to come.

https://www.aussiecom.au/join-us/broker-opportunities/

Make a difference with Kumon in 2025

Every day in Australia and New Zealand, our franchisees help children in their local communities to help children develop fundamental skills in mathematics and English.

“The skills i learnt in Kumon, such as reading comprehension and basic mathematics concepts, will help me apply my knowledge wherever i go,” explains harry, 11 years old, a Kumon english programme completer and currently studying Kumon Mathematics more than five years of his school grade.

“Kumon has taught me self-discipline as i have to practise every day, which will be helpful later in life when i enter university and the workforce.”

a s our franchisees instruct and nurture students like harry, they have the autonomy to be their own boss within the Kumon franchise model, benefiting from intensive office support to ensure business success.

Our franchisees come from a diverse range of professional and personal backgrounds. and in 2025, all new franchisees will have

the opportunity to offer KuMO n cO nnec T. Through allowing students to study our world-class mathematics and english worksheets on a tablet device, KuMO n cO nnec T blends tradition and innovation.

if you are considering a career change in

2025, why not become a Kumon franchisee? For details and to register, visit https://www.kumoninstructors.com.au/ Franchise.

Or, contact our recruitment team at: info-au@kumon.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

From d ream t o r eaLity: seleC ting t he r ight

Fran C hise

Was one of your New Year’s resolutions to start your own business? If so, the opportunity to turn that dream into reality could be closer than you think with franchising.

Franchising allows you to step into the entrepreneurial world with the backing of a trusted brand, proven systems, and ongoing support. Whether you’re working with a modest budget or ready to make a significant investment, there’s a franchise to suit nearly every financial situation.

That said, success in franchising isn’t just about picking a business within your price range. It’s about aligning the franchise with your goals, understanding the total costs, and preparing for the challenges ahead.

In this article, I’ll share five key considerations for starting a franchise that fits your budget while setting you up for longterm success.

1Understanding your Financial capacity

Franchises come in all shapes, sizes, and price ranges, which is why clarity on your financial capacity is the first step. There’s no point teasing yourself with the thoughts of owning a major fast-food restaurant initially, when a mobile services business may be more within your reach.

• Low-Cost Franchises: Investments between $10,000 and $50,000, often for mobile services or home-based businesses with minimal overheads.

• Mid-Tier Franchises: Ranging from $50,000 to $250,000, typically covering sectors like boutique fitness, food trucks, or retail.

• High-Investment Franchises: $250,000 and above, including major fast-food chains and premium retail stores.

Remember, the initial franchise investment is only part of the financial picture. Factor in setup costs, ongoing royalties, marketing contributions, and working capital. Align these costs with your financial goals. Are you looking to supplement your income, become your own boss, or create a thriving, scalable enterprise? Clarity here can make or break your decision.

2selecting the right Franchise for you

Once you’ve set your budget, narrow down your options to franchises that align with your interests and goals. Just because you can

afford a type of franchise, doesn’t make it the right choice. The right choice is the franchise that aligns with your passions, values, and has market demand.

• Food & Beverage: From coffee carts to gourmet restaurants, food franchises cater to a range of budgets and tastes (pardon the pun).

• Education: Learning centres and tutoring businesses are booming, often falling within the mid-tier range.

• Service-Based Businesses: Pest control, cleaning, or repair services are often lowcost, high-demand opportunities.

Buying a franchise is a big decision, therefore select a franchise that you can bound out of bed for, even on those (inevitable) challenging days. Research thoroughly and ask, “Can I see myself growing this franchise over the long term?”

3Leverage the power of support and training

One of the greatest advantages of franchising is the built-in support. When evaluating opportunities, consider the quality of the franchisor’s systems:

• Comprehensive Training: Does the franchisor equip you with the knowledge to be technically proficient and run your franchise effectively? Running a successful franchise is different to being skilled at a particular task.

• Marketing Support: How will they help you attract and retain customers? Generating demand is the biggest opportunity as most new franchises start with zero customers.

• Operational Guidance: Are there systems to streamline day-to-day management and operations?

Support doesn’t end with onboarding. Many franchisors offer ongoing development programs, which are invaluable as your franchise scales. By choosing a franchise model that invests in the growth of its franchisees, you will reap the rewards and benefits over time.

4assessing growth potential

Whilst a number of franchisees want to buy a lifestyle business, there are others who want more than a job, instead seeing a franchise as a springboard for growth. If you are one of the latter then it’s important that you evaluate the scalability of your chosen franchise:

• Multiple Revenue Streams: Can you diversify your offerings to increase income?

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

• Market Expansion: How easy is it to grow your customer base, hire staff, or open additional locations?

• Brand Strength: Does the franchise have a solid reputation that supports scalability?

Growth requires preparation. Many successful franchisees invest in business coaching or advanced training to develop their leadership, marketing, sales, and business acumen, enabling them to tackle challenges and seize new opportunities effectively.

5conducting due diligence

Finally, thorough research is nonnegotiable. Before signing on the dotted line, do your homework:

• Speak with existing franchisees to gain insights into their experiences, profitability, and challenges.

• Review the franchisor’s financial performance and the average earnings of franchisees.

• Identify red flags, such as high franchisee turnover (Not money. Franchisees leaving the group) or vague profitability claims.

• Seek independent advice. Create your

‘A’ team of professionals around you, i.e. lawyer, accountant, commercial broker, financial planner.

Be patient! While the allure of owning your own franchise can be exciting, the costs of rushing into the wrong opportunity can be significant. This is where a comprehensive due diligence process is imperative.

summary

Franchising is a fantastic pathway to business ownership, offering the safety net of an established system while allowing you to build something of your own. By carefully considering your financial capacity, aligning with the right franchise, and leveraging available support, you can set yourself up for sustainable success. Remember, the franchisor provides the system, but your success ultimately hinges on your ability to follow this system and trust the process.

Whether you’re exploring your first franchise or looking to expand your portfolio, the journey is yours to shape. With the right tools and mindset, franchising can be more than just a business, it can be the foundation for a thriving future. v

Gary, you grew your Poolwerx Horsham store to $1 million in revenue within its first year— what do you attribute to this success?

It all comes down to hard work, building strong relationships, and delivering a consistent service that our clients can rely on. When we started the Horsham store, we knew we were filling a real need in the community for expert pool care. We focused on quality, building trust, and delivering on our promises every time. Being part of the Poolwerx network, with its industryleading support, also gave us the tools and confidence to hit the ground running.

You’ve described succession planning as an important part of your business journey. Why is this a priority for you?

For me, the best inheritance I can give my children isn’t just financial—it’s a blueprint for success. Building a strong business with Grace and James alongside me means I’m preparing them for the future. One day, they’ll take the reins of Poolwerx Horsham, and I want to ensure they have the skills, knowledge, and passion to keep the business

with G ARY, G RACE & JAMES H OWDEN fro M p oolwerx

thriving. It’s not just about today; it’s about creating long-term stability for our family.

Grace and James are key players in the business. How has it been working alongside your children?

It’s incredibly rewarding. Grace and James bring fresh perspectives, new ideas, and energy to the business while sharing the same values I’ve built it on. Grace’s recent recognition as the Retail Team Member of the Year at the Poolwerx Convention shows the dedication and talent she brings to her role. I’m proud of what they’ve both achieved and excited for what’s to come as they step up to lead the business one day.

What’s the secret to balancing family and business, especially when you’re working so closely together?

It’s all about communication and

boundaries. When we’re at work, we focus on the business, and when we’re at home, we make time to enjoy being a family. We respect each other’s roles and strengths, and we’re always open to feedback. I think that mutual respect, combined with our shared goal of success, helps us work well together without crossing those family-business lines.

What advice do you have for other business owners considering succession planning?

Start early and involve your family in the process. Succession planning isn’t something you can leave until the last minute— it’s about gradually building the skills, confidence, and leadership abilities of the next generation. Be transparent about your vision, set clear expectations, and provide opportunities for growth. For me, succession planning has been about future-proofing our family’s wellbeing, and that’s a gift I’m proud to pass on. v

A FFORDABLE F RANCHISES IN YOUR PRICE RANGE

There are so many low-cost franchises on offer in the sector these days that may be attractive to someone who has been made redundant or just tired of their existing career path.

You may want to be your own and have some flexibility in the hours you work.

Many of these franchises are home services or mobile franchises.

You may picture yourself in your own van, wind in your hair, dog in the back coffee in hand heading off to your next job rather than being tied to a retail shop or office.

Many of these franchise opportunities are also affordable and you don’t need to mortgage your home to get into one.

The full-fledged franchise with a retail footprint can set you back from $300,000 to $600,000 with all of the start-up costs. A big investment and a big risk!

An affordable franchise such as a mobile franchise in sectors such as lawn mowing, home maintenance, car repairs, house cleaning, roof cleaning, courier services or home care are generally lower cost and means you don’t have to mortgage the house to enter into it.

These franchises also avoid large, fixed overheads such as rent, and staff costs

as opposed to a owner operator mobile franchise.

A low cost or mobile franchises can be a great option for many people!

Recent events such as business closures redundancies and cost of living pressures have in fact boosted the interest in franchising and many fixed site franchisors realised that they can cut overheads and be more profitable without fixed premises!

We are seeing a “franchise frenzy” across the whole franchise sector particularly at the low-cost franchise model end, but there are still risks involved and franchisees need to do their research and choose wisely.

benefits of a low cost /mobile franchise

There are a great many benefits to taking up a low cost /mobile franchise as opposed to a fixed site franchise which includes:

• Avoiding the high up-front costs of a retail franchise such as occupancy costs and security deposits -rent and rates ;

• Usually only modest stock levels are needed as opposed to sock in a fixed site;

• Often there is no need to employ other staff;

• Flexible work hours;

• Operational costs are generally lower;

• Less working capital needed for the first 12 months of operation

• Social media marketing for leads.

Taking the business to the consumer’s home or office is also a great way to generate work and build the brand in the market and utilise marketing via social media and Instagram.

the size of the franchise market

The Franchise sector has over the last 5 years grown at 2.4% to around $169.5bn.

The mobile franchise sector accounts for a large share of this revenue which makes sense when you consider the huge array of mobile franchises on offer from Jim’s Mowing with over 1,500 franchisees, VIP Home Services over 1,000 in (AU + NZ), Cleantastic over 900, couriers such as Aramex (ex-Fastway) 900+, Couriers Please over 700 and Hire A Hubby with over 300 franchisees and the list goes on.

While many large format franchised business profits are down due to increased operational and supply costs the good news is those same cost pressures do not impact as greatly on the smaller franchises although with inflation and higher interest rates and cost of living pressures we are seeing an increase in business insolvencies.

Enough of this doom and gloom!!

With change comes opportunity and as some

businesses fail this can open up the same market to a successful brand or operator who can pick up greater market share !

Mobile and fixed site franchise costs

Let’s talk real dollars ! Ok here comes the song reference, which had to come there are no lack of songs about money here are my top 3 Jame Brown - I got Money, Pink FloydMoney and Abba- Money Money Money .… Abba liked to keep singing it and it seemed to work for them!

With a mobile franchise, the up-front franchise fee is usually the biggest cost (it could be as low as $8,000 up to $25,000.00 apart from the need to lease a vehicle, branding and equipment costs.

Franchise Fees

The Franchise Fee is the upfront Fee charged by the Franchisor for the grant of the rights. The trend has been for Franchisors to reduce this fee to make it more attractive to franchisees due to the competitive franchise market.

The Franchise Fee for a mobile franchise may be as low as $15,000 and up to $30,000 so the overall cost to set up and run a mobile franchise may be in the range of $60 to $100,000 (high end) to get moving. The vehicle and equipment can usually be leased, which reduces the up-front capital outlay.

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

Robert is also an Accredited Commercial l aw 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

“ We are seeing a “franchise frenzy” across the whole franchise sector particularly at the low-cost franchise model end, but there are still risks involved and franchisees need to do their research and choose wisely.”

The Franchise Fee for a fixed site franchise may be $30,000 to $80,000 plus fit out costs, stock and a myriad of other costs so the startup costs could be well over $200,000.00 up to $350,000.

Even though a smaller low cost or mobile franchise has less up-front cost (which means less risk) that may also mean a smaller income or return. You could be simply buying yourself a job and there is nothing wrong with that of course if that is your intention. It just may be that you do not then have a capital asset or much goodwill to sell when you want to exit.

ongoing Fees – royalties and marketing

Some mobile and small franchise systems charge a fixed weekly or monthly fee instead of a royalty based on gross turnover which for a fixed site franchise can range from 6% to10% plus a marketing fee of between 2% to 4% .

Therefore, the amount payable from a franchisee’s gross turnover (not their profit ) can range from 10% up to 14% all up.

A weekly fixed fee with a smaller franchise can be positive if the business is successful and growing but can otherwise be a fixed cost that becomes a debt to the franchisor if you are not actively working the franchise.

The working capital requirements for a mobile franchise are also more cash flow affordable than for a fixed site franchise over the first six or twelve months of operation .

all in all, a low cost or mobile franchise may be a great option but it won’t suit everyone

Things to look out for:

a. Will you get an allocated and exclusive territory, or will the franchisor or other franchisees be able to sell to customers in your territory?

b. What is the franchisors “on line” policy as far as directing leads to you, in your territory? Is it fair and clear how that works?

c. Is the territory near where you live? as travelling across town to service your territory may become tiring and costly.

d. Do you have to travel long distances within your territory to service clients for a small

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

fee in which there may be little profit in each job?

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

f. What is the franchisors policy if you want to go on leave?

do the numbers work?

Even though there may be lower entry costs you still need to 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.

As I said you may be buying yourself a job but you need to ensure you can take a reasonable salary for your effort along the way.

There is always a risk that at the end of your franchise term you have nothing to sell .

The new Franchise Code that kicks in in April 2025 will benefit franchisees as it further restricts the ability of a Franchisor to enforce any non compete or restraint of trade at the end of a franchise term.

training and support

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

There is really no excuse these days for franchisors having outdated software or a franchisee having to fax sales details at the end of each week!

We are living in a new digital age and if the franchisor is not up to speed with technology I would move on!

Does the franchisor have a social media presence, and do they charge a marketing fee which is spent on misplaced and expensive advertising, that’s not really that effective?

Talk to other franchisees in the system to get a gauge on their happiness level with the

franchise and its support. If the feedback is negative that’s a red flag.

your exit plan

Most mobile franchises have a limited life span of say 4 to 6 years after which you will likely want to move on, therefore, you need to look at what the transfer or assignment costs are and any restrictions on selling the franchise and any restraint clauses that may restrict you from carrying on a similar business when you sell or get to the end of your franchise term.

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.

There are lots of tricks and traps when looking to become a franchisee so before you get on the road again get advice from a Franchise Law Specialist who is a member of the FCA as we know the good, the bad and the ugly in franchising.

That way you will limit your risk and make an informed decision before you hit the road! v

Franchise s uccess in 2025: n avigating new Frontiers

Emerging trends and critical insights shaping the future of franchising in the year ahead.

It’s no secret that the business climate is changing today at a faster pace than ever before, and the franchise sector is not immune.

In fact, because franchising is a business structure within which the franchisor is responsible for setting up and helping franchisees do business better, it can be said franchise groups should be leaders in embracing the best in new business trends. The best and most successful franchise groups certainly do.

So, what are these trends and how will they impact on the everyday business of franchising in Australia.

embracing technology:

aI, automation, and digital transformation

This is probably top of the list. We have been chatting about the need for franchisors to embrace a digital way of doing business for several years now. Adopted intelligently, digitisation means the group and your franchisees in particular can more easily and consistently run their side of the business, giving them time to focus on what matters, serving your customers and bringing in the money.

“ Those who embrace these advancements early will gain a competitive edge, while those who lag may struggle to stay relevant in an increasingly digital marketplace.”

In 2025 this must include AI, and automation must work to make the job easier for customers and franchisees. From customer service chatbots to supply chain management, technology will continue to streamline processes, reduce costs, and enhance customer experience. AI-driven data analytics will also provide valuable insights, enabling franchise owners to make smarter decisions.

And yes, this means investment in cybersecurity will be crucial to protect sensitive data.

Those who embrace these advancements early will gain a competitive edge, while those who lag may struggle to stay relevant in an increasingly digital marketplace.

(We had a blunt reminder about security recently when Brian suffered Identify Theft engineered through a very clever MyGov interception. That smart that it fooled the ATO as well. A chance discovery stopped the fraud – but took nine, yes nine hours to attend to. So be warned.)

evolving customer expectations: personalization and convenience

Hand in hand with the increasingly digital business world, customer expectations are evolving rapidly, with personalization and convenience becoming top priorities. Don’t let the digital world mean you forget the human touch.

Face to face is still important so leave room for that to happen. But also recognise that within the digital world people must feel they are unique. Leverage data you have on each customer to offer a tailored experience, such as personalised promotions and localised products. Even Amazon, Subway and Maccas recognise that need by offering different services and products in different markets. Customers also look for improved service such as great speed of service, easy payment options, and omnichannel accessibility, which will become more critical.

And things such as loyalty programs need to feel personal and meaningful.

By focusing on customer-centric trends, franchisees can focus on developing deeper connections with their clientele, boosting retention and long-term loyalty in a competitive landscape.

sustainability as a core value

Sustainability is no longer optional—it’s a competitive necessity.

In 2025, franchises must prioritize ecofriendly practices, from sourcing sustainable materials to reducing waste and energy consumption. Consumers are increasingly supporting brands that align with their values, and franchisors must set clear environmental goals.

Implement green initiatives, such as packaging alternatives or carbon-neutral strategies, can also enhance brand image. It’s important though to be true to these values. Customers are sophisticated and can see through slick marketing without substance. Painting the service centre forecourt green will no longer count as having a green business.

So, don’t be shy or modest, shout about it by letting everyone know what you’re doing. Transparency in sustainability efforts will build trust and loyalty, attracting increasingly environmentally conscious consumers.

Workforce dynamics: retention, upskilling, and employee wellbeing

Franchise success in 2025 hinges on retaining and developing a skilled workforce. Both franchisees and staff (theirs and yours) need to be looked after. And if the digital environment is to work, franchisors must focus on upskilling everyone to meet the demands of a tech-driven environment as it sweeps forward at an alarming pace.

Employee well-being will also be a critical factor, with mental health support and a strong workplace culture enhancing retention. Investing in people is not just a moral imperative but a strategic advantage in maintaining operational excellence.

Offering flexible work options, competitive benefits, and robust training programs will continue to be essential.

There’s also a growing trend towards avoiding “heart sinkers”—the employees who drain energy and dampen morale. The US calls it a “No Jerks Policy,” the UK calls it “No Arseholes,” and in Australia... well, let’s just say we’ve come up with something a bit blunter.

regulatory shifts: staying compliant and agile

It is no secret that the franchise sector has been the subject of significant change over the past few years with Parliamentary Committees examining the way business is run and reflecting their deliberations in

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

changes to the Franchise Code of Conduct. Other business legislation has also changed, look at the Fair Work Act which puts more responsibility on franchisors to see their requirements are met.

Change at this level will not go away. Franchise businesses must stay vigilant as regulatory landscapes evolve.

In 2025, more changes in labour laws, tax policies, and data protection regulations could significantly impact operations. Franchisors and franchisees must stay informed and agile, adapting their practices to remain compliant. Engaging legal and compliance experts will help navigate complex regulations. Membership of a leading industry body such as the Franchise Council of Australia (FCA) can keep you well informed on this front. Building flexibility into franchise agreements and staying proactive in addressing policy changes will position franchises for sustainable growth amidst an ever-changing legal environment.

Conclusion: Setting the Course for Success

The future of franchising in 2025 is brimming with both challenge and opportunity. Franchisors that embrace digital transformation, personalise customer experiences, commit to sustainability, support their workforce, and stay ahead of regulatory change will be the ones to watch.

These trends aren’t just “nice ideas”—they’re essential for success. By staying agile, futurefocused, and people-centred, franchise groups can do what they do best - thrive in a rapidly evolving world. The most successful will be those who lead the way, not follow it. v

Brian and prue Keen

KICK-START YOUR CAFE DREAM with jamaica B lue & muffin B reaK!

Foodco offers franchisees $30k incentive to launch new Jamaica Blue or Muffin Break cafés

Foodco, the parent company behind beloved Australian café brands Jamaica Blue and Muffin Break, is excited to announce a limited time offer to prospective franchisees. Starting 1 December 2024, those who successfully sign on to purchase a new franchise in Australia before 31 March 2025, will receive a generous $30,000 excluding GST (Credit) to help kick-start their business.

This incredible opportunity applies to both Jamaica Blue, the renowned café known for its relaxed yet stylish atmosphere and expertly crafted coffee and Muffin Break, the popular bakery café offering fresh, delicious muffins and café fare. This incentive will be applied directly to their royalty account, reducing royalty payments for the early stages of their franchise journey.

key offer details:

• $30,000 excluding GST credit to be applied to new franchise royalty accounts

• This will be applied by way of Royalty Fee Credit which reduces royalty payments equivalent to $30,000

• This offer is available to new franchisees who sign a Franchise Offer and pay a deposit of $1,000 for a new location before 30 June 2025

• Full Store Development Investment must be covered by new franchisee prospects

This is a unique chance for aspiring entrepreneurs to step into the café industry with strong brand support and a proven business model. Whether you’re passionate about coffee, freshly baked goods, or both, Jamaica Blue and Muffin Break offer a compelling business opportunity with the support of Foodco’ s extensive franchise industry experience.

Terms and Conditions apply including but not limited to the requirement that franchisees cover the full Estimated Store Development Investment. The Credit will be applied to the franchisee’s account and will reduce their royalty payments until exhausted. Once the Credit is used, regular royalty payments will resume. The credit is non-transferable, non-redeemable for cash, and subject to the franchisee’s continued compliance with their franchise obligations.

Don’t miss out on this exciting opportunity to own a Jamaica Blue or Muffin Break café. Contact the Foodco Franchise Team today to learn more and take the first step toward turning your dream café into a reality.

E reception@foodco.com.au www.foodco.com.au

do you know what you are getting and the costs invo Lved?

Franchising is exciting and is a method of marketing goods and services. The franchisor owns the name, idea, secret process or piece of equipment together with the goodwill and know-how associated with it. The franchisor grants a licence or franchise to another person called the franchisee and that person can use the name, idea and process but a franchise agreement must be signed.

Franchises can involve transactions between manufacturers and wholesalers, manufacturers and retailers, wholesalers and retailers, and retailers and retailers.

What should you consider when buying a franchise? You must meet with the franchisor and find out the company’s financial health and history, whether training is an extra cost, the total cost of taking up the franchise, the long term viability of the product or service, whether there is an exclusive territory and what that means, types and amounts of advertising support, the need or otherwise to buy products from the franchisor, realistic profit and loss figures, open end restrictions, and royalty payments.

For a new or Greenfields franchise, you will have to pay upfront franchise fee. If you are buying a second-hand franchise from a franchisee who wishes to sell, then there would be a goodwill component payable to the seller as well as stock and equipment costs.

You must consider the ongoing costs. For example, you will have to pay a percentage of gross sales by way of royalty to the franchisor, a percentage of gross sales for marketing, local advertising and most likely purchase the products.

stewart g ermann founded Stewart g ermann l aw 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

franchisor, restrictions on the franchisee’s conduct of business, a level of franchisee’s personal participation, the number of existing franchisees and their success rates, the franchisor’s right to select or approve sites, training and support guaranteed to the franchisee, financial data on the franchisor, current number of franchisees, the value and appeal of the product or service, and the renewal/termination terms.

obligations to the franchisor, including buying supplies and services, the right to renew or extend the contract beyond the original term, terms and conditions under which you may terminate the contract, description of exact training and support the franchisor must provide, precise definition of price, commissions, rental fees, leases needed to own and operate the franchise, and the precise boundaries of the territory awarded to you.

You must request a copy of the franchise disclosure document which will provide key information including the business experience and personal background of the directors, the franchisor’s track record, description of the franchise, the initial investment required, any other payments due to the

You will be asked to sign a franchisee agreement. This will set out your rights to sell or transfer ownership of the franchise in the future, a description of your heirs’ rights in the event of your death, the geographical area and types of customers to whom you may sell, the nature and extent of your

In conclusion, franchise is exciting but you must be very careful to choose an appropriate system, ascertain all of the fees payable and, most importantly, talk to at least 5 or 6 existing franchisees about the support and professionalism of the franchisor. v

s trateg Y and growth:

T HE Y IN AND YANG OF F RANCHISE S UCCESS

As a franchisor or franchisee, you understand the pressures of running a business, balancing the demands of daily operations while striving for growth. It’s easy to get caught in today’s chaos and miss the bigger picture. However, if you want to take your business to the next level, strategy must lead the way.

Growth isn’t just about working harder or expanding—it’s about building the right foundations and leveraging them effectively.

Whether you’re attracting customers to your franchise location or recruiting potential franchisees to join your network, strategy is the driver that ensures sustainable, impactful growth.

Let’s break it down into three key engines that support growth: Attract, Convert, and Wow. Whether you are a franchisor or a franchisee, mastering these can help you create long-term success.

attract: drawing in the right people

Growth starts with attracting the right people to your business—customers for franchisees

and franchisees for franchisors.

For Franchisors: One core focus is on attracting franchisees who align with your brand’s vision. It starts with knowing exactly who your ideal franchisee is: What traits, skills, and values make someone a good fit? Once you’re clear on this, craft your marketing and sales strategy to speak directly to them.

Tell your story. Why does your brand exist? What’s the opportunity you’re offering? Use digital platforms like your website, social media, and paid advertising to share this message. Remember, potential franchisees are looking for clarity, confidence, and a

ania allen is the Founder and head Consultant of Vision Alliance, an integrated business growth and franchise consultancy, and digital marketing agency. With 34 years of experience as a business owner and franchise expert, she helps business owners, franchisors, and franchisees achieve sustainable growth through strategic consulting, marketing, and innovative solutions.

all tania and her team on 1300 76 49 20 or visit www.visionalliance.com.au

proven system—they need to see themselves succeeding within your model.

For Franchisees: Think about your ideal customer. What do they want? How do they decide to buy? Once defined, focus on visibility.

Local digital marketing, community events, and partnerships with nearby businesses can help you stand out. If you’re a retail location, ensure your signage, promotions, and physical presence are inviting. If you’re a service business, leverage marketing automation and paid advertising to build trust and bring people in.

convert: turning Interest into action

Attracting interest is only the first step—you then must convert that interest into a buying decision.

For Franchisors: Converting potential franchisees into valued partners requires a structured, strategic approach. From the first inquiry, guide prospects through a recruitment process that educates, excites, and builds trust.

Showcase your franchise’s unique value— what sets it apart and makes it a strong

investment. Provide educational resources that highlight the benefits and realistic expectations of joining your network. Ensure your value proposition is clear at every stage, demonstrating why prospects should choose your franchise and how they can succeed within your system.

Leverage automation tools like CRM platforms such as GetOptimo.io to nurture leads consistently and effectively. Prospective franchisees seek confidence in their decision, which comes from a clear understanding of the opportunities, challenges, and support you provide. By building trust and clarity, you’ll attract franchisees who are not only the right fit but also positioned for long-term success.

For Franchisees: Converting customers is about creating an experience they can’t resist. From the moment they walk in the door or visit your website, every touchpoint should reflect your brand’s value proposition. Are your employees trained to deliver exceptional service? Are your promotions clear and enticing? Do you make it easy for customers to take the next step, whether it’s making a purchase, booking a service, or signing up for a loyalty program?

Remember, conversion isn’t just about the initial sale—it’s about turning one-time customers into loyal repeat buyers.

Wow: delivering an

Unforgettable experience

Once you’ve attracted and converted, the next step is to Wow—creating experiences that keep customers and franchisees coming back for more.

For Franchisors: Your franchisees are your biggest advocates. Providing them with ongoing support, training, and development ensures their long-term success. A “wow” experience for your franchisees means creating a culture of collaboration and growth, helping them become multi-unit operators who thrive within your system.

For Franchisees: For customers, the “wow” factor is about delivering more than your customers expect. This could mean exceptional service, personalised experiences, or exclusive loyalty programs that make them feel valued. The goal is to create not just satisfied customers, but raving fans who return frequently and recommend your business to others.

balancing growth and daily operations

Here’s the reality: growth and operations often feel like they’re in competition. How do you manage the day-to-day while also driving strategic growth?

Set aside regular time to work on the business, not just in it. Whether it’s reviewing strategy, analysing performance data, or refining processes, these strategic moments are what create long-term success.

your next step

Whether you’re a franchisor aiming to grow your network or a franchisee looking to attract more customers, growth starts with strategy. Take a step back and ask yourself: Are my efforts aligned with a clear plan?

Am I focusing on the right areas to create sustainable success?

When strategy leads, growth follows. It’s not about doing more; it’s about doing the right things, in the right order, at the right time. So, what’s your next step?

The answer lies in mastering the Attract, Convert, and Wow engines of growth. And when you do, your business will thrive, leaving a lasting impression on customers, franchisees, and your entire network. v

top tips For the new year

With a new year comes a fresh start to get things right with your tax obligations. Here are some tips from ATO Assistant Commissioner Emma Tobias for businesses looking to get the most out of tax time.

small business focus areas

The ATO has released ‘Our focus areas for small business’ to provide visibility of the key risk areas that are of concern right now. The ATO knows most small businesses do the right thing, however some choose not to and gain an unfair advantage over those who do.

The ATO is detecting, treating and addressing concerning behaviours to support

all businesses to have an equal chance of success. Each quarter, the ATO will highlight specific focus areas to support you in meeting your tax, super and registry obligations. By being transparent about what they’re targeting, the ATO wants to help you get it right, from the start.

Find out more about the ATO’s current focus areas at ato.gov.au/sbfocusareas

business income is not personal income

Using business income or assets for personal use may have tax consequences. This applies when you fail to account for the transactions accurately. This could be a payment or reimbursement of private expenses. Or, it could be using business assets, like the company car, for private purposes. It’s important to report these transactions correctly and keep accurate records.

Regularly cross-check your records against their original copies. This will help you to track your business’s cashflow and assets and help catch mistakes early.

Find out more at ato.gov.au/businessincome and ato.gov.au/division7A

What to do with a noncommercial loss

Have you experienced a loss outside of your core business? A non-commercial business loss is a loss you incur, either as a sole trader or in partnership. It comes from a business activity not related to your main source of income.

For example, Logan is a sole trader who has a construction business, this is his main source of income. In his spare time, Logan refurbishes and sells antique furniture. In the 2023-24 income year, Logan’s antique furniture costs exceeded the income from selling the refurbished furniture. Logan made a non-commercial loss from this activity and will need to work out if he can claim the loss in the 2023-24 income year, or carry it forward.

The activity must have business-like characteristics and a significant commercial purpose. The losses from a non-commercial business activity can’t be offset against other assessable income in the year in which the loss is incurred unless an exception applies, the Commissioner’s discretion is exercised or there is a profit made.

Find out more at ato.gov.au/ noncommercialloss

do you qualify for capital gains tax concessions?

As a small business owner, there are 4 capital gains tax (CGT) concessions available to you. If you’re eligible, you can use these concessions to reduce the CGT on selling a qualifying business asset. The way you report the concession depends on your business structure. This means:

emma tobias is an Assistant Commissioner for the Australian Taxation Office in the Small Business line. her focus is to help support small businesses by leading and influencing their experience across the tax, super and registry systems. As part of her role, Emma collaborates with small businesses, industry partners and government agencies to drive an improved small business experience and digital services. her team also helps small businesses manage cash-flow and digital readiness, assisting them as they look to recover and get back on track after the challenges of the last few years.

• If you’re a sole trader or partnership, in the supplementary section for individuals in your tax return.

• If you’re a company or trust, in the CGT schedule for companies and trusts.

Find out more about the different CGT concessions and eligibility requirements at ato.gov.au/businesscgt

don’t forget to register for gst

If you’re carrying on a business, and your turnover is $75,000 or more in a 12-month period, you must register for GST. You should check each month to see if your turnover is reaching or if you’re likely to exceed, the $75,000 threshold.

Once you’ve registered, you report and pay GST and may claim GST credits by lodging a business activity statement (BAS) quarterly or monthly.

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

TIP: If you want more information, we’ll be covering GST and BAS essentials in the next issue.

Changing your GST reporting cycle from quarterly to monthly could be beneficial to your business. Monthly reporting means smaller, more manageable payments, so you can better track your cash flow and make more informed decisions and forecasts from month to month. It will also better align with your other regular business processes (such as invoicing, reconciling figures and paying suppliers) so you can do your admin around the same time. Find out more about reporting cycles at ato.gov.au/BASduedates

establish good business habits

The ATO knows most businesses try to report correctly but understand mistakes can happen. Establishing good habits will give your business its best chance of success.

If you want your business to operate well, it’s

important to get the basics right. Such as:

• Using digital tools and business software to help track and streamline processes to increase your business’s efficiency.

• Keeping accurate and complete records will help you meet your tax and super obligations and make lodging easier.

• Getting the right advice from trusted resources like your registered tax professional or the ATO’s website can help you navigate change and uncertainty, at any stage of the business lifecycle.

The ATO wants to help you get it right, the first time.

Find out more about good business habits at ato.gov.au/sbhabits

support and resources

The ATO has a range of tools and services on their website to make it easier for you to get your tax and super right.

Each year the ATO updates the Tax Time toolkit for small business. The Toolkit includes updated factsheets and has a directory of links to useful information, tools, calculators, learning resources and other support and services.

If you want to build up your business knowledge, you can take self-paced courses using Essentials to strengthen your small business. All the courses are free, easy to use and designed for all stages of business.

The Cash Flow Coaching Kit is another great resource. It will help you manage your cash flow better this income year.

You can also subscribe to the ATO’s small business newsletter. It has the latest tax and super info that could affect your business. Find out more at ato.gov.au/SBsupport

The ATO knows how hard you work and provides information to help you get your tax and super right. This article gives you the big picture. For detailed advice that’s relevant to you and your specific situation, visit ato. gov.au/tradies or speak with a registered tax professional. v

REGIONAL AREAS THE NEXT BIG THING FOR AUSSIE FRANCHISES

Regional Australia has always offered unique economic opportunities for business growth, and as we continue to see these areas change and thrive, these benefits are only set to increase.

According to Regional Capitals Australia (RCS), regional communities currently account for around 40% of the total national economic output. Ensuring these areas continue to succeed is not only vital to the maintenance of regional communities, but also has an ongoing stabilising effect on the wider Australian economy. Expansion into these areas, therefore not only benefits the businesses, but also benefits the region and wider economy.

Regional Australia is home to one third of Australia’s employment opportunities and many areas are growing at similar rates to capital cities (Regional Australia Institute), indicating there is an opportunity for investment and business expansion. This positive impact is only increased when it comes to businesses within the franchise industry. We have seen immense benefits from Kwik Kopy Australia expanding into regional areas for both the individual franchise owners and our network as whole. These benefits often include:

• Lower operating costs

• Higher profit margins from less competition

• Stronger community loyalty

These ongoing effects have acted as a major driver for Kwik Kopy’s ambitions to expand and grow in Australia’s regional areas.

Community involvement has always been a major factor for Kwik Kopy franchisees, and our ability to engage with locals has influenced the longevity of our business. The sense of community in regional areas is unmatched, only heightening this advantage. Often, our regional franchises are owned and operated by locals, meaning they already have a sense of trust from the community, which only increases as we provide a strong support system with a wealth of knowledge and experience.

This sense of community loyalty also expands to a business-to-business (B2B) aspect as well. The relationship built between our Kwik Kopy franchisees and the businesses in their surrounding local areas is essential to their success. This is something regional franchisees particularly benefit from - being able to gain and maintain the trust of surrounding businesses and thus create a loyal customer base.

Expansion into these regional areas however, does not come without its challenges, which is why it’s essential we have a thought out strategy that is malleable into every community. Within our regional strategy, we also look at existing businesses in the print industry within these communities that may be struggling or do not have an exit strategy, and gauge their interest in becoming a franchise. This includes providing the tools and systems needed to get their business back on track and be set up as a successful Kwik Kopy centre. We continue to support our franchisees throughout their entire business journey, ensuring they’re never left in isolation and

always have an experienced network to rely on.

In order to successfully operate in regional areas, it is vital to understand the consumer behaviour of those living and working in the areas. These can vastly differ from the patterns and trends of their city counterparts. Gone is the misconception that regional Australia consumers are two steps behind the cities, and instead there is a new demand for uniquely tailored businesses that specifically address the communities in these regional areas. One of the biggest changemakers for regional businesses is the importance of loyalty, according to recent news from AdNews. With fewer options to ‘shop around’ in these regional areas, customers are more likely to stay loyal to a shop once they find something they like. Growing this trust and loyalty within a region is vital for the long term success of your business.

Individualisation and personalisation is also vital to the success of franchisees, especially in regional areas. This not only allows each franchise to differentiate itself,

but also means they’re tailored specifically to accommodate the nearby area and thus attract their respective customer base. This individualisation for our regional franchisees also exemplifies our business anchor of “Your Business, Our Purpose.” This notion highlights the role Kwik Kopy plays in allowing their franchisees to become their own unique and successful business, whilst still simultaneously contributing toward the overall mission of Kwik Kopy Australia.

As we enter 2025, the new year can bring fresh career aspirations and a renewed desire to embark on a new professional journey. Franchising offers the perfect opportunity for entrepreneurs to explore diverse industries and fields, particularly in regional areas that provide their own unique and rewarding experiences. It is especially ideal for individuals just starting their entrepreneurial journey, offering a structured framework, stability and guidance from the larger parent company.

At Kwik Kopy Australia, we view the success of every franchise as essential to the overall success of the company. That’s why we provide robust foundations for building a thriving business, from training to operational support. Once the franchise is established, we don’t step away but instead remain a dependable support network, ensuring long-term growth and sustainability. Additionally, franchising with Kwik Kopy empowers entrepreneurs to leverage our wellestablished brand reputation, proven business model, and extensive resources, helping them navigate challenges confidently while building a prosperous future in a competitive market.

Whether you're looking for the first step in your entrepreneurial journey or looking to enter a different field, franchising within regional Australia holds endless opportunities for your business journey. v

h ow do we engage a consu Ltant?

Many of the big names of the franchise industry, in their semiretirement, hang out the shingle to offer their services to anyone who believes their story, and also become a “Consultant”.

Interesting how their views on Consultants can change!

Whether you are a franchisor or a franchisee, the offer of a “let me make it right for you” solution can be either an effective fix, or an expensive exercise for your business.

Consultants are seen as a strange breed by many in franchising… Experts, Boffins, Propeller Heads, Conmen, something in between all of the above, or someone who can really help your business. Most come with experience and ideas, and it is their responsibility to perform or else for you!

There are many different varieties of consultants in this industry including:

• Franchising Consultants

• Marketing Consultants

• Brand Consultants

• Demographic Consultants

• Management Consultants

• Security Consultants

And a heap of professions that are in my view consultants as well:

• Accountants

• Lawyers

• Banking advisors

How do you pick a consultant to assist you, and how do you work with them to achieve what you are looking for?

The first thing I say is that you are not hiring a consultant by the hour, but rather for the years of experience they bring to the issues you need assistance with. Most good consultants come with the necessary experience, and reasonable academic qualifications. On top of this there are

qualifications issued by groups such as the FCA (Franchise Council of Australia), the AIM (Australian Institute of Management) and the IMC (Institute of Management Consultants) to name a few.

When you go to a doctor, a lawyer, an accountant or a surgeon, you actually know they have achieved a professional level to be allowed to work in their profession. Unfortunately there is no such requirement of consultants across Australia, and the right to “hang out a shingle” is one anyone can do, whether they have experience, qualifications, or have just run a hot dog stand!

Good consultants, like lawyers, should be both qualified and keeping up to date with their area of expertise. The FCA runs programs aimed at Professional Development for the “Suppliers” to the industry, and offers qualifications to recognize this – including the CFE.

A qualification issued by the IMC (worldwide) is called the Certified Management Consultant (CMC), and held in

similar esteem to the CFE in franchising. It is only granted to experienced consultants who demonstrate correct process in the projects they undertake.

how do you choose a consultant?

In my view, you want to engage a person who has the qualification, expertise and experience to solve your issues. Value is the key to engaging a consultant, both in what they can deliver to you in terms of benefits, compared to the costs they incur to you. Think in terms of $ benefit compared to $ cost. If all you are concerned about is the cost side of the equation, then remember you get monkeys if you pay peanuts. If you wish to ask for a quote, just make sure you are comparing like to like. It is very easy for someone to hang up a shingle and claim they are a consultant (at a low cost) and can do everything!

I also suggest you think of your lawyers and accountants as consultants. It amazes me how we will be talking to a client, and when asked about their lawyers, we hear they are using their local suburban lawyer. This to me would be similar to asking a divorce lawyer to handle your commercial franchise agreement. In my past life in Caltex as a Property Manager, it always annoyed me when a lessor would use his suburban lawyer to try and “re write” the lease document that was the standard from the Law Institute.

Specialist Franchising Lawyers and Franchising Accountants are there to handle franchise issues. Would you have your local doctor undertake brain surgery for you, because he was entitled to be called Doctor?

Another area you may want to ask a Consultant about is do they have suitable Professional Indemnity Insurance and Public Liability Insurance? If there is a problem based on advice or actions you have taken following a Consultant’s recommendations that have cost you a large amount of money, you may want to take legal recourse.

how do you brief a consultant?

My suggestion is to have a list of what you wish to achieve. That may be broad things like:

• Find me suitable locations to open new stores

• New marketing image

• Develop our Strategic Plan

• Improve Revenue

• Improve our website

• Implement a process for site selection

peter Buckingham is the Managing Director of Spectrum Analysis Australia Pty ltd, a Melbourne based mapping, demographic and statistical consultancy. Peter is a CFE and Certified Management Consultant. Spectrum specializes in assisting clients with decisions relating to store location and territory planning, using various scientific and statistical techniques.

to contact peter email peterb@spectrumanalysis.com.au or call on (03) 98300077 or 0411 604921.

• Reduce risk from legal issues.

• Online Operations manual

These may come from your Business Plan, a SWOT analysis, or just areas that you see are causing problems in your business

Once you know the areas you need assistance in, construct a simple brief, possibly with some measurable achievements:

• Implement a local marketing campaign where we expect 5% coupon returns

• Improve revenue by 20% average within 12 months

• Achieve 10% improvement in Mystery Shopper score for my site.

This is often a process more about educating yourself on what you want to achieve, rather than just saying to a consultant “fix everything”.

how do you engage a consultant?

Once you have it clearly in your mind what you wish to achieve, then it is the consultants job to convince you that they can do it, and meet your expectations in a timely, and in a cost effective manor.

This may involve replying to your brief, forwarding a proposal which may include references and relevant experience in similar jobs, and who will be involved on your project, and their experience and qualifications.

Once you are satisfied that this will achieve your aims, then you engage the consultant to undertake the specified work that has been agreed on.

summary

Engaging a consultant is a balance between benefits they can achieve for your business, and cost or risk reduction for your business. Having a clear idea in what you want to achieve, you can brief the consultant, and measure their performance for your business. Don’t be mislead by low costs, under qualified and inexperienced consultants. The consultant you engage must be of value to your business, so select well, as they can make good money for your business, and in some cases turn your business completely around for the better.

Use a Consultant wisely and define what you aim to achieve! v

c hampioning Franchise growth with techno Logy to empower LocaL Brands to scaLe

Elise Balsillie

“ Franchising allows businesses to replicate their success in new markets, but the challenge is maintaining brand consistency and operational efficiency across all franchisees.” -

Championing small business success, Thryv® (NASDAQ: THRY), Australia’s leading small business software platform, is helping local brands seize the opportunity to expand through franchising.

With 97.2% of Australian businesses classified as small1, franchising presents an increasingly attractive option for entrepreneurs looking to scale their operations and extend their reach, all while retaining control over their brand. However, entering the franchise space brings challenges, from standardising processes to managing multiple locations. This is where technology becomes the great equaliser.

Elise Balsillie, Head of Thryv Australia and New Zealand, says, “The mandate for any successful franchise model is the effective use of technology. Whether it’s managing customer reviews, centralising digital marketing efforts or ensuring brand consistency across all locations, technology is the backbone of modern franchising. Thryv helps businesses streamline their operations, scale efficiently and maintain their identity as they grow.”

Home-grown Australian small business successes are proving that with the right strategy and support, local businesses can not only blossom but thrive on a national stage.

“Franchising allows businesses to replicate their success in new markets, but the challenge is maintaining brand consistency and operational efficiency across all franchisees.” Elise says.

“Thryv’s platform is designed to solve these challenges by offering businesses a way to manage reviews, automate their customer communications and grow their digital presence, all in one place.”

top tips for businesses considering franchising

1. Standardise your operations early Before launching into franchising, ensure that your business processes can be easily

replicated. This means having clear systems for everything from customer service to marketing.

2. Harness the power of customer reviews

Reviews are critical in this digital landscape and managing them can help you build trust with potential franchisees. Thryv’s platform integrates review management to keep businesses ahead of the game.

3. Invest in the right technology

To scale successfully, all franchise locations should operate using the same system.

A single, streamlined platform such as Thryv will help you centralise marketing, scheduling and customer interactions, ensuring consistency across the board.

4. Target the right market

Understand your target audience and where new franchises will perform best. Conduct thorough market research to identify areas where your business can fill a gap or meet unmet demand.

1 https://www.asbfeo.gov.au/small-business-data-portal/ number-small-businesses-australia

common mistakes to avoid

1. Overcomplicating processes

When scaling, simplicity is key. Don’t rely on multiple systems to manage different parts of your business. Thryv provides an all-encompassing solution that allows franchisees to operate efficiently under one system.

Thryv Holdings, Inc. (NASDAQ:THRY) is the provider of the leading sales and marketing platform designed to help small businesses attract new and repeat customers. Thryv software offers SMBs everything they need to manage day-to-day operations and grow efficiently. The platform’s AIsupported marketing and business automations help business owners save time, compete, and win. More than 100K businesses globally use Thryv software to connect with customers and run and grow their business.

For more information, visit www.thryv.com.

2. Ignoring the importance of brand consistency

Inconsistency can harm your business’s reputation. Standardise your branding across all locations to ensure that customers have the same experience no matter where they are.

3. Not investing in digital marketing

Local marketing is essential for franchise growth. Leverage digital marketing tools to boost your brand visibility in new markets, and don’t overlook the importance of SEO and social media.

Elise Balsillie says, “At Thryv, we’re there to help businesses grow and scale. Whether it’s bringing their operations under one system, driving customer engagement through digital marketing or streamlining communications, we give business owners the tools they need to succeed. Technology has become the great equaliser for small franchise owners by empowering them to step out of their comfort zone, safeguard their future and expand with confidence.”

“There is nothing like Thryv in Australia and New Zealand when it comes to being an all- encompassing solution for businesses looking to franchise and grow.” v

aboUt thryv:

BEHIND THE HEADLINES

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

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

Final version of new Franchising Code released; Silent on licensing

The Australian Government has released the final version of the new Franchising Code of Conduct along with an Explanatory Statement outlining changes to the Code which will take effect from April 1 next year. The new Code will replace the existing Code which was due to sunset at that time, and includes changes in response to recommendations arising from the 2023 Schaper Review.

A draft version of the Code was released on October 10 for public consultation, which closed on October 29. It is understood that the final version of the Code includes technical amendments compared to the draft, with the major changes remaining essentially the same.

The new Code received Royal Assent on December 5, and has been available on the Australian Government’s Federal Register of Legislation since Monday, December 9. Although the Government agreed in principle or in full with all 23 recommendations of the Schaper Review, approximately 13 recommendations are embodied in the new Code, with the remaining recommendations (such as possible licensing system for franchisors), still under consideration following a short public consultation which ended on December 8. This makes it highly unlikely that any future licensing system – if one is to be developed at all - will be launched in time for the commencement of the new Code on 1 April 2025.

Franchise outlook for 2025: February 5 free brunch

A free brunch event for franchise executives in Brisbane on February 5 will explore the top three franchise challenges for the year ahead in 2025, including the new Franchising Code of Conduct, franchise recruitment, and customer acquisition and retention.

The free morning event, which includes brunch and mimosas, will provide franchisors in south-east Queensland a final learning and networking opportunity for the year as well as critical insights to assist with franchise recruitment, marketing and network planning for 2025.

Speakers include Franchise Advisory Centre director and Franchise News publisher Jason Gehrke, and digital marketing expert and Constant Contact Asia-Pacific vice president Renee Chaplin.

The free 2025 Franchise Outlook Brunch and Learn will be held from 9am to 11am in Brisbane on Wednesday, February 5. For more details and register, https:// www.eventbrite.com.au/e/brunchlearn-franchising-outlook-for-2025tickets-1098276798469

Primary school kids oppose fast food location

Students of Hendra State School in suburban Brisbane recently protested against the proposed development of a 24-hour McDonald’s just 200 metres from their primary school, according to a media report.

The site, currently a Hertz car rental depot, is zoned non-residential use but is surrounded by residential housing on all three sides. Protestors claim the land should be used for housing. The developer claims the site is unique in terms of its proximity to industrial zoned land and that an extensive review supported an Economic Needs Assessment that the proposed food and drink outlet would serve a local community need.

More than 430 submissions were received in relation to the development application, the majority of which are oppose it on the grounds of increased traffic, light pollution, housing needs, noise, smell, and proximity to Hendra State School as main concerns.

Franchises spotlighted as unions target junior wages

Fast-food franchises are under the spotlight as the Shop Distributive and Allied Employees’ Association (SDA), backed by the Council of Trade Unions, has lodged an application with the Fair Work Commission to remove junior rates of pay for employees aged 18 and older, according to a media report.

Currently, employees younger than 21 are paid a percentage of the $24.10 hourly adult minimum wage. 18-year-olds earn $16.46

(68%), 19-year-olds earn $19.88 (82%), and 20-year-olds earn $23.55 (97%). Rates for 16-year-olds are 47% and 17-year-olds, 57%.

The unions’ application wants all employees aged 18 years and older to be paid the full adult wage of $24.10 per hour, and rates for 16 and 17 year-olds to be raised to $12.05 (50%) and $18.08 (75%), respectively.

Unions and advocates for the abolishment of junior rates for employees older than 18 years, also known as a training wage, claim workers are being exploited by companies, including franchise brands, legally using the government-subsidised traineeship system. Meanwhile, economic academics, and business advocates and commentators, claim raising the minimum rate will disincentivise companies from employing younger, lessexperienced staff, thereby increasing youth unemployment.

RFG to acquire and rebrand coffee chain

Listed multi-brand franchisor, Retail Food Group (RFG), has acquired South Australianbased boutique coffee franchise CIBO Espresso from multi-brand food business Retail Zoo for $2.7 million, according to a media report.

CIBO Espresso’s 22 outlets will be transitioned into Gloria Jean outlets as part of RFG’s plan to increase its footprint in the SA market with RFG reportedly allocating a further $1.3 million to “provide compelling incentives” for CIBO franchisees to make the transition. Incentives include capital expenditure for rebranding and new equipment.

Currently, Gloria Jean’s six SA stores generate $5 million a year while the CIBO network of 22 stores generates $22 million. The acquisition is being funded from existing cash reserves and is scheduled to settle in mid-FY25.

Shareholders sue fast food chain over portion sizes

Shareholders of United States-based Mexican restaurant chain have filed a class action lawsuit against the business claiming a lack of disclosure around customers’ discontent with portion sizes negatively impacted financial results and market value, according to a media report.

Chipotle reportedly incurred increased expenses for ingredients as it attempted to ensure “generous portions” for customers who were posting on social media that the chain

was serving inconsistent portion sizes. Class action claimants allege Chipotle concealed how many of their restaurants were skimping on portions and the impact of the social media complaints on the company’s second and third-quarter results. Chipotle’s market value lost USD$6.5 billion on announcement of those results. Claimants are seeking unspecified damages for purchasers of Chipotle stock and options from February 8 to October 29, 2024.

CEO retires after 40 years with brand

Don Meij, the CEO and Managing Director of publicly listed pizza chain Domino’s Pizza Enterprises (DPE), has announced his retirement after 37 years with the brand, according to a company statement.

Meij began his career with Domino’s as a delivery driver in suburban Queensland, becoming a multi-unit franchisee before eventually stewarding the corporation for 22 years as CEO. Under Meij’s leadership DPE’s market capitalisation has increased from $132 million at the time of listing in 2005 to a peak of $14 billion in 2021 with the business generating $4 billion in sales each year across the 12 countries in which it operates.

Meij has been succeeded by Mark van Dyck who has significant experience in the global food service sector with companies including Coca-Cola and Compass Group, one of the world’s leading providers of food services.

NZ franchise revenue increases on fewer brands and locations

Total franchise sector revenue turnover in New Zealand has increased despite a decrease in the number of franchise brands and locations operating in the country, according to data from National Franchise Surveys conducted and published by Massey University’s Business School.

The Franchising New Zealand 2024 Report found that franchised locations have declined by 9% since 2021, while franchised brands declined from 590 to 546 (approx. 8%) over the same period. Meanwhile, average turnover for 2024 respondents increased by 20.5% with the total estimated turnover for franchising in NZ increasing to $73.4 billion, up from $58.5 billion in 2021.

The survey is prepared and published by Massey University in partnership with the Franchise Association of New Zealand, Westpac, Stewart Germann Law Office, and Iridium Partners. The report provides a comparison of data from 2017, 2021, and 2024. 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

• business purchases and sales

• commercial Leases

• Distribution & supply agreements

• shareholders agreements

• business structuring

sr@ippartnership.com.au | (07)

Suite 13, 317 Whitehorse Road, Nunawading VIC 3131

P 1300 123 300 Contact Fred Nadde E fred@steadfasteastern.com.au W www.shopinsurance.com.au

Shopinsurance.com.au has been looking after the needs of Franchisors and Franchisees for over 20 years.

With a genuinely caring and professional team, we work with Franchisors to ensure minimum insurance standards across the business operation whilst ensuing Franchisees are provided with an efficient online quoting tool, super competitive pricing and back up service when a claim occurs.

We have looked after the interests of many franchisees over the years such as Just Cuts, Hairhouse warehouse, Gloria Jeans, michel’s patisserie, Subway, Donut King, Schnitz and more. Whether you are in Brisbane or melbourne, one simple phone call to our office and we can take the worry out of your insurance requirements by ensuring a structured insurance program that provides automation, competitive pricing, quality insurance products that is backed by a supportive insurance service team. Give our Shopinsurance.com.au team a call on 1300 123 300 or drop us an email at insure@steadfasteastern.com.au.

Shopinsurance.com.au is a part of the Steadfast Group Limited, Australia’s largest insurance network.

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

Boost juice

Level 8, M-city building and business District, 2107-2125 Dandenong road, clayton, Vic 3168

Ph: (03) 9508 4409 | option 2 email: boostinfo@retailzoo.com.au Website: https://www.boostjuice.com.au/franchising/

BriDgestone australia

210 Greenhill road, eastwood, south australia 5065

email: franchiseerecruitment@bridgestone.com.au

Website: www.bridgestone.com.au/stores/franchise-recruitment

city cave

Ph: 0401 058 607 email: franchise@citycave.com.au Website: https://www.citycave.com.au/franchise

coffeetreat

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

gelatissimo

Ph: 02 8845 0100 email: franchise@gelatissimo.com.au Website: www.gelatissimo.com.au

hyDraulinK Pty ltD

123 Long street, smithfield, nsW, 2164 Ph: 02 8785 4600 email: franchise@hydraulink.com.au Website: www.hydraulink.com.au

jamaica Blue

The entertainment Quarter, building 208/1M, 122 Lang road, Moore Park nsW 2021 Ph: 0411 056 649 email: ktan@foodco.com.au Website: jamaicabluefranchise.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

KwiK 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

muffin BreaK

The entertainment Quarter, building 208/1M, 122 Lang road, Moore Park nsW 2021 Ph: 0411 056 649 email: ktan@foodco.com.au Website: muffinbreakfranchise.com.au

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: www.rightathome.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

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,

boost J UI ce

b oost Juice is a globally recognised juice and smoothie brand, established in 2000, with over 500 stores worldwide. r enowned for its commitment to health and wellness, b oost Juice offers entrepreneurs a robust franchise model backed by extensive training, ongoing support, and a strong brand presence.

Our vibrant outlets are known for excellent customer service and high-quality products made from fresh, natural ingredients. franchisees benefit from a proven business system, comprehensive marketing strategies, and a loyal customer base.

b r I dgestone aUstraLIa

b ridgestone has retained the title of australia’s Most Trusted Tyre b rand every year since 2014. b eing associated with the industry’s strongest and most trusted brand through this proven and highly successful franchise model gives you an immediate head start.

a core component of the success of b ridgestone s elect is the ability to offer consumers a one-stop shop for all their tyre and automotive service needs. This allows our franchisees to build a loyal customer following with regular engagement.

Owning a franchise should be about running a business for yourself, but not by yourself. The b ridgestone philosophy

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

Lay the foundations for your own success with amber today.

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

The diverse menu includes smoothies, juices, and healthy snacks, catering to the growing demand for nutritious, on-the-go options.

b y joining b oost Juice, franchisees enter a dynamic, fastgrowing industry with a brand that continuously adapts to market trends and consumer preferences, ensuring sustained growth and profitability. b ecome part of b oost Juice and thrive in the health-focused food and beverage sector.

contact: r ochelle D’costa email: boostinfo@retailzoo.com.au Website: boostjuice.com.au/franchising/

is one of total support for our franchisees. Whether you are purchasing an existing franchise or starting with a new site, we are with you. i t is our ongoing commitment. Our franchise fee of 3.5% is among the lowest in the industry, and unlike many other franchise models, we do not charge a separate marketing levy.

We are now seeking expressions of interest from prospective franchisees interested in joining the b ridgestone s elect family. couples are strongly encouraged to consider this opportunity to join the proven and highly successful b ridgestone s elect network with a full 10-year franchise term included.

www.bridgestone.com.au/stores/franchise-recruitment

cIty cave

c ity c ave, established in 2016, has swiftly expanded to over 70 centres, with several more in development, all set to open their doors in 2024. The brand’s founders, Tim b utters and Jeremy h assell, ventured into franchising in 2018 after their own profound experiences with float therapy. since then, c ity c ave float & Wellness centre has rapidly evolved into one of australia’s most swiftly growing franchise systems. Our franchise system centres around a blend of transformative experiences through a combination of float therapy (using sensory deprivation to achieve deep relaxation), infrared saunas (detoxifying the body using heat and light) and massages (relieving tired muscles). This

has created a following of loyal guests who are intent on unplugging, unwinding, and unlocking their health and wellbeing goals.

To become a successful c ity c ave franchise owner, no prior industry experience is necessary. What we seek are individuals with a fervour for enhancing the health and wellness of their communities and individuals who resonate with our core values.

everything we do is rooted in the principles of a bundance, collaboration, b alance, and empathy.

email: franchise@citycave.com.au

Website: https://www.citycave.com.au/franchise

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”.

g e L atIssIMo

at Gelatissimo, we are flavour obsessed. This dedication drives us to create innovative award-winning gelato flavours using the finest ingredients, made fresh in-store to ensure every scoop delivers a delightful experience. Our commitment to quality and freshness is at the heart of our brand, making each visit to Gelatissimo memorable.

Our flavour obsession extends to our modern, inviting store designs that reflect our vibrant personality and create a welcoming environment for everyone. a s a franchise Partner, you’ll benefit from our proven

hydraULI nk pty Ltd

at h ydraulink, b usiness is b OOM in G!

Our h ydraulink s ales s ervice Technician franchisees are in high demand to provide a mobile hydraulic hose and fittings breakdown and repair service to industries like: • Civil contractors engaged in building, construction, road and rail projects • Waste and demolition contractors • Transport, truck and automotive repairs • Warehousing, material handling and logistics services • Marine, agriculture, farming, and forestry sector • Mining and excavation • Military and defence • Manufacturing and industrial processing.

The benefits and advantages of the mobile h ydraulink s ales s ervice Technician Franchise include: • Low operating costs by avoiding commercial leases and outgoings • Business administration support, invoicing, collections, and quoting systems • Technical sales training development with support from an area manager and supportive

Ja M aI ca bLU e

Escape and Refresh with Jamaica Blue.

built on the foundations of fine coffee and fabulous food freshly prepared on site, Jamaica b lue offers you the chance to own and run an award-winning café brand.

e stablished in 1992 and owned by one of australia’s top franchise groups, foodco, owning a Jamaica b lue means you’ll be provided with

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.

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

business model that is simple and efficient, and designed to minimise complexity and maximise profitability.

With a focus on growth and expansion, Gelatissimo is dedicated to sharing our passion for gelato with more communities across australia. Join us to bring the finest gelato and exceptional customer service to more people, and become part of a brand built on quality, innovation, and unforgettable experiences.

for more information:

Phone: 02 8845 0100

email: franchise@gelatissimo.com.au

Web: www.gelatissimo.com.au

network of hose and fittings specialists • Branded product to meet customer needs • A designated marketing area, operations manuals, and access to marketing materials to build your business.

While a mechanical aptitude or trade skill is beneficial, h ydraulink has found that the most successful franchisees display the following traits. They are: • Self-motivated and driven to provide outstanding customer service • Enjoy fixing things with a can do attitude and can multi task • People with strong work ethics, and a willingness to follow a proven system by learning new skills • Outgoing people who enjoy sales, working with a team, and have great people skills.

To be your own boss, and join our team, contact h ydraulink today. We have franchise opportunities for successful candidates all round australia.

for more information visit: www.hydraulink.com.au or www.joinhydraulink.com

training, support and on-going mentoring on business and operations, plus having the autonomy and flexibility to run your own business.

i f you’ve ever dreamt about owning your own café business, now is the perfect time!

for more information contact Kristine at:

Phone: 0411 056 649

email: ktan@foodco.com.au

Web: jamaicabluefranchise.com.au

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

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

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.

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.

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

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

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-

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 national 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

MUFFI n b reak

Build A Life You Love. Own A Muffin Break bakery café.

e stablished in 1989, Muffin break is one of australia’s most loved bakery cafés. Owned by foodco Group, the brand has been serving australian communities for over three decades.

They believe that the ‘Good Goes in’ across everything they do. from their extensive

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

petbarn M ob ILe dog Wash

b e part of the Petbarn Mobile Dogwash franchise system with all the support that comes with it, it allows you to concentrate on your business;

• Work your own hours

• Group marketing power to support your business

• Managed website including optimized search engine listing and adwords

• 24/7 call centre

• Social media management and support

• Lead generation

• LARGE EXCLUSIVE TERRITORY – ALL LEADS COME TO YOU with NO cOs T Per LeaD fee

• Lowest franchisee fee in this market

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 million in f Y 2022-2023.

enjoy multiple revenue streams and a scalable business model. choose from new mobile businesses starting at $90K + G s T + van* or acquire an established franchise

product range including their classic muffins and award-winning signature coffee blend, to comprehensive training and support for their franchisees, their philosophy is about producing the very best.

for more information contact Kristine at: Phone: 0411 056 649

email: ktan@foodco.com.au

Web: muffinbreakfranchise.com.au

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/.

Extensive national network (and growing)

• Every day is different

Business-friendly opening hours (5 ½ days)

Multiple revenue streams Comprehensive 4-week Induction Training Program (incl. 1 week at sydney T h Q)

In-house Business Sales Training Program

Customer’s love us, over 2,000 5-Star reviews! (NZ)

Multiple award-winning brand

Asset light business model – no need for a fleet of vans or a warehouse

Part of the $3 billion+ parcel industry (NZ)

• 2023 Top 10 AU Franchise system as rated by 10 Thousand Feet contact us today to learn more about our multi-award winning franchise business model.

www.packsend.co.nz & www.packsend.com.au

• 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.

with multiple vans and a retail outlet serving residential and commercial clients. independent retailers can also elevate their business and join the Poolwerx family.

Partner with an award-winning business – Poolwerx is australasia’s largest and most trusted pool and spa maintenance network. We put people first! for more information go to: www.poolwerx.com.au/franchising or call au 1800 245 447 or nZ 0800 543 419

*Leasing or financing options are available for an LDV Van G10 from $35K + Gs T.

r I ght at hoM e

right at home provides a full range of services; companionship, domestic support, personal care, skilled nursing and allied health services. We do this across the aged care system, disability, and post hospital care systems.

We currently have 54 franchisees in our system covering Queensland, most of sydney and some regional areas of nsW, Perth and Kalgoorlie, Melbourne, southwest Victoria, ac T and adelaide central. There are still prime territories available in regional nsW, regional Wa , Melbourne and regional Victoria including the prime locations of bendigo, ballarat, Mornington Peninsula and Gippsland. We have more territories for sale in adelaide and south australia, Tasmania and northern Territory.

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.

The comprehensive initial training covers our bespoke systems, care management, care delivery, recruitment, sales, marketing, operations and managing the business. new franchise owners enter our rightstart © program designed to get them up and running and profitable within the shortest space of time. This program provides intensive support during the start-up phase that underpins the early success of our franchise owners.

recent experience has shown that right at home is pandemic and recession proof. Our markets are guaranteed to grow over the next 20 years.

if you are looking for something new, a real business with fantastic returns, while giving back to your community, right at home is the right choice.

We are a complete retail mobile showroom that brings high quality tools and equipment to customers at their place of work. 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

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,

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/

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

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

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

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