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
“ I didn’t realise how much joining MyHome was going to change my quality of life. I have such a great balance of working on my business and being able to exercise a part of my brain that isn’t just being a mum to my children.”
- Alex Charles-Ffrench
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.
Welcome to our november/december issue of Business Franchise Australia and New Zealand Magazine!
o n the cover this issue we feature My h ome franchisee, alex charles-Ffrench, o wner of My h ome b righton. h aving spent more than a decade in the corporate world, first in Marketing and then Management roles, alex charles-Ffrench was looking for a new challenge, turn to page 10 to read more.
a s usual this issue we have our panel of experts to keep you updated and informed. Phil chaplin discusses doing your new business franchise homework, h elen Kay covers s elling your franchise,. The franchise council of australia (fca ) discusses there 100 day plan. There has been a great deal of change at fca – and the organisation has put plans in place to take back the s overeignty of the franchise s ector and get out in front of the challenges ahead. This is just a sample so turn to the contents page to find more expert advice.
Our Main feature this issue is always a hot topic and covers what’s trending. Our key experts are r obert Toth who covers Trending franchises and issues in 2025, brian and Pru Keen discuss how you can look to build that global empire through franchising, Tony Meredith shows us how to future proof our franchise in 2025 and top trends to watch and finally stewart Germann covers Trending franchises in n ew Zealand.
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
10
Cover Story
16 n OV e M ber/ D ece M ber 2024
10 MyHome: alex charles-ffrench, OwnerMyhome brighton
In every issue
6 What’s New! Announcements from the Industry
12 FCA: FCA’s new 100-day plan - Taking back Sovereignty!
54 Behind the Headlines
56 Professional Services Listings
57 Franchise Listings
59 A-Z Franchise & Services Directory
Women in Franchising
18 Sonia Shwabsky: The Key to Overcoming barriers in a Male -Dominated Print industry
Spotlight On Service
38 Constant Contact:
Marketing from the Top Down: The brand balancing act franchises face
42 Impressu Print Group: Trusted excellence in printing for over 30 years
swimart expands in New Zealand with Swimart Orakei
New location brings over 40 years of pool and spa care to Auckland East
Swimart, Australia’s longest serving swimming pool and spa franchise networks, has expanded its presence in New Zealand by opening a store in Orakei a few kilometres to the east of Auckland. The new location, which was officially launched on Saturday October 5, comes just four months after Swimart merged with Paramount Pools — New Zealand’s leading retail pool and spa brand — in a move that brought together a combined 98 years’ experience to the local market.
r ick Graham, swimart’s e xecutive Officer for australia, and n ew Zealand, says swimart Orakei is an important part of the company’s australasian growth strategy to expand operations, increase convenience for customers and grow market share.
“ swimart leads the way by offering an extensive range of pool and spa products and services thanks to our multiple partnerships
with industry-leading product suppliers,” he explains. “Our vendor network enables us to provide customers with a wide selection of top-quality products that cater to all aspects of pool and spa care.”
Energy-efficiency is no longer optional for pool and spa owners a s the demand for environmentally responsible products continues to rise, swimart is making sustainability a core focus of its pool and spa offerings. b y providing a comprehensive range of solutions including variable speed pumps, advanced water filtration, and inverter technology heating systems, it is helping consumers reduce energy consumption, cut costs, and contribute to a more sustainable future.
the australian g overnment has released its exposure draft of new franchising laws in o ctober 2024 for public consultation
Dentons Franchising and Distribution Partner Robyn Chatwood welcomed the release of the Competition and Consumer (Industry Code-Franchising) Regulations 2024 exposure draft but emphasised that the proposed laws might significantly impact the viability of some franchise models in Australia.
“ s ome of the most contentious aspects of the draft laws mandate that franchisors must provide a reasonable opportunity for franchisees to make a return on their investment. This requirement is likely to spark disputes, as what constitutes a ‘reasonable opportunity’ will vary based on each agreement. The draft laws may inadvertently attract unsuitable franchisee entrants who might misinterpret the regulations as a guarantee on their investment,” chatwood said.
“another controversial issue is the new laws requiring franchisors to compensate franchisees for early termination of agreements, which could significantly alter the economics and viability of some franchise models. This may lead to franchisors being more cautious in selecting franchisees, particularly those with less experience. We foreshadow disputes where franchisees have invested in excess of the requirements of the franchise agreements yet expect compensation under the new laws.”
chatwood continued, “The risk of non-compliance in the franchising sector will increase. The draft laws propose penalties for virtually every substantive obligation of franchisors and franchisees where
breached. for example, a penalty of almost $200,000 for a breach of a requirement for a franchisor to keep records for six years.”
Dentons encourages those in the franchise sector to engage in the consultation process and stay informed about developments following the exposure draft.
Dentons - australian Government releases its new draft franchising law for brief consultation period.
Robyn Chatwood Reddy Suman
gami chicken wins three awards for Social Responsibility, New Concept and Innovation at QSR Media Awards 2024
Gami Chicken, the popular Korean inspired fast-casual dining chain has won three prestigious awards - Best Corporate Social Responsibility Initiative, Best New Concept, and Best Innovation in Food and Beverage at the recently held QSR Media Awards 2024.
“We’re incredibly proud to be recognized
by the Qsr Media awards for our social responsibility initiative and healthier menu innovations,” said Jun Lee, e xecutive Director of Gami chicken. “This award reflects our commitment to evolving with our customers’ tastes and delivering authentic, healthier Korean culinary experiences.”
Gami chicken won the b est corporate s ocial r esponsibility initiative award for its “ big chicken, big h eart” campaign. The Gami campaign aimed to integrate charitable activities into its everyday business operations, establishing a sustainable model that benefits the brand, the recipients of its charitable work, and franchisees.
Gami chicken’s h ealthier n ew Menu Launch received two awards; the b est n ew concept award and the b est innovation in food and b everage award.
The h ealthier n ew Menu Launch showcased Gami’s ability to innovate and adapt to market trends by offering healthier menu options without compromising on taste or cultural authenticity.
“Gami chicken’s multiple award wins this year reflects their innovative approach and dedication to make a positive difference,” said Justine charlton, editor, Qsr Media.
“Their ability to seamlessly integrate social responsibility with culinary innovation sets a strong example for the industry, showing that brands can lead with purpose while delivering flavourful products,” she added.
studio pilates international CELEBRATES SIGNIFICANT EXPANSION, ACHIEVING RECORD REVENUE AND VISITS
Studio Pilates International, a global leader in reformer Pilates, is proud to announce its remarkable growth and expansion over the past financial year, further solidifying its position as a top choice for fitness enthusiasts around the world.
The studio Pilates brand was founded in 2002 by Jade Winter, former Olympic
swimmer, alongside his wife, Tanya Winter, a Physical Therapist, who saw a gap in the group fitness space. Given their background in professional sport and physical therapy, they understood the mechanics of the human body more than anyone, which is why studio Pilates is the safest and most effective reformer Pilates workout on the market.
for the financial year from July 1, 2023, to June 30, 2024, studio Pilates international reported total revenue of auD $50.4 million, marking an impressive increase of more than 32% compared to the previous year’s auD $38.1 million. This significant milestone was achieved despite a more modest 17.5% increase in the number of studios, demonstrating the brand’s ability to drive higher engagement and
revenue per location, as well as reflecting its commitment to delivering high-quality, effective Pilates workouts.
in addition to its financial success, studio Pilates international also recorded a substantial rise in studio visits nationwide with its 100+ locations. The company ended the year with over 2 million visits, a 34% increase compared to the 1.5 million visits in the previous financial year.
studio Pilates international continues to expand its global footprint, with new studios opening across australia, the united states, c anada and other key markets. The company’s unique approach, combining state-of-the-art reformer Pilates exercises with a supportive and motivating environment, has attracted a loyal and growing customer base.
the cheesecake shop Grants Wishes and Grows Stronger with Franchise Success
Australia and New Zealand’s much loved sweet treat franchise, The Cheesecake Shop — continues to show resilience and growth, recently expanding its philanthropic efforts through a partnership with Make-A-Wish® Australia and New Zealand.
The company’s latest fundraising initiative, launched through its 200+ franchise network, is aimed at supporting critically ill children, like six-year-old Quinn, who dreams of flying with a unicorn.
b eyond making wishes come true, The cheesecake shop has seen remarkable success in the challenging economic landscape. While many businesses struggled, the brand has flourished by leveraging strong franchise support, high customer demand, and innovative campaigns.
s cott bush, ceO of The cheesecake shop, attributes the company’s success to its franchise model, which offers a proven business framework.
“Our franchisees are at the heart of what we do,” said bush. “Their ability to adapt and stay connected with their communities has been crucial to our sustained growth.”
To support Quinn’s wish, the company introduced limited-edition unicorn cupcakes, a delightful product available nationwide and in
With ongoing success in both franchise development and customer engagement, The cheesecake shop demonstrates that a blend of innovation, community-driven initiatives, and strong franchisee support is a recipe for growth.
For more information on franchising opportunities, visit cheesecake.com.au/franchise.
fca Calls for Practical and Balanced Reforms to Franchising Code
The Franchise Council of Australia (FCA) has submitted a detailed response to the Government on the Exposure Draft of the Competition and Consumer (Industry Code – Franchising) Regulations 2024, calling for targeted reforms that provide a balanced, workable framework for the franchise sector.
The fca’s recommendations focus on ensuring that any code revisions support sustainable growth for franchisors and franchisees alike, without imposing unnecessary regulatory burdens.
The fca’s submission, shaped by extensive member input and consultation with the
policy group, legal committee and board, seeks modifications to sections of the draft code to avoid unintended consequences across australia’s diverse franchise models.
Key recommendations include r eturn on investment: amend the provisions to align with the franchise sector’s varied business models, ensuring that specific industry requirements, such as those for automotive, are adapted appropriately to avoid undue burdens on other franchises.
• Early Termination Provisions: Adjust termination clauses to prevent unnecessary complexities and unintended liabilities for non-automotive franchises.
• Transition and Grandfathering: Introduce clear transitional provisions to ensure that existing franchise agreements are not
subject to retroactive impact, allowing businesses adequate time to comply.
Quotes from FCA CEO Jay Westbury:
“Our submission represents the significant work that has gone into ensuring this code delivers on its intended outcomes. The fca has engaged extensively with members, drawn on the expertise of our Legal advisory committee, and collaborated directly with Treasury to ensure that any changes are practical and achievable for the franchise sector.”
“The fca appreciates the Government’s willingness to work together on this important regulatory review. a collaborative approach is essential to achieving a code that strengthens franchisee protections while remaining workable across australia’s diverse franchise landscape.”
n ew Zealand, that franchisees could not wait to roll-out in support of Quinns Wish. for every cupcake sold, $1 is donated to Make-aWish.
Construction commences for new Quest bairnsdale
Construction is well underway on the new Quest Bairnsdale in Dalmahoy Street, with the $40 million mixed-use property on track for a June/July 2025 opening.
Key representatives from Quest apartment h otels, as well as Developers Dahlsens and bfn Developments (bfn are also the builder) and architects fenton Design Group, gathered on site today for a project update on the milestone development.
Quest b airnsdale will feature a threestorey, 60-room building, comprising 30 x studio rooms (includes 2 x accessible), 24 x 1 b edroom rooms (includes 2 x accessible) and 6 x 2 b edroom rooms. Work is progressing quickly and has already progressed to the third floor.
This latest project, which will add much-needed accommodation to the picturesque e ast Gippsland region, is a testament to Quest’s ongoing expansion and commitment to providing top-tier accommodation across australia.
Quotes attributable to David Mansfield,
The a scott Limited australasia Managing Director:
“We’re delighted to mark another key milestone in Quest apartment h otels’s ongoing growth, with construction of Quest b airnsdale now underway.
The Gippsland region is experiencing extraordinary growth, and Quest is delighted to be supporting that demand through the provision of exceptional hospitality experiences.”
“Quest b airnsdale will not only contribute to the local economy but also set a new standard for luxury and convenience. We are excited about the opportunities it brings for our guests and the local community.”
“We are proud to work with Dahlsens, bfn Developments and architects fenton Design Group on this project. Their expertise and dedication ensure that this development will meet the highest standards of quality and excellence.”
Australia a key expansion market for Taiwanese brands
Franchise brands from Taiwan are increasingly looking to set-up in Australia as a proving-ground to customise their concepts before expanding into other Western markets, according to Franchise Advisory Centre director Jason Gehrke, who spoke at a franchise conference in Taiwan recently.
at least 10 Taiwanese brands are currently operating in australia, including large-scale
Franchise Advisory Centre director Jason Gehrke presenting at the 2024 Taiwan International Franchise Conference in Taipei.
australian on the conference program was a great honour,” says Gehrke.
“ franchising in Taiwan is incredibly strong and very well-supported by the government.”
acfPT has more than 500 members (out of a total population of around 2,000 franchise brands) which operate more than 200,000 outlets, employing more than one million people and generating revenue of more than 12 trillion n ew Taiwan dollars (auD $550 billion).
chains such as cha Time (170 outlets) and Gong cha (150 outlets).
Gehrke was a keynote speaker at the 2024 Taiwan international franchise conference in Taipei, as a guest of Taiwan’s official franchise association, the a ssociation of chain and franchise Promotion Taiwan (acfPT), and the Taiwan e xternal Trade Development council (Tai T ra).
“ b eing the only Westerner and the only
b y comparison, the entire franchise sector in australia (ie. not just those which are members of its franchise association) is estimated to have 1,200 brands operating 94,000 outlets, employing 574,000 people with annual revenue of auD$174 billion.
interestingly, while the franchise sector in Taiwan is at least at twice the size of australia in terms of franchise brands and outlets, and at least three times larger in revenue generated, the population of Taiwan at 23.42 million people is about 3.6 million less than australia’s population of 27 million people.
Alex Ch A rles-F F ren C h, my h ome owner – b righton
Having spent more than a decade in the corporate world, first in Marketing and then Management roles, Alex Charles-Ffrench was looking for a new challenge.
But after taking time out from her career to raise her two children, when Alex started considering her options for returning to the workforce, finding the right balance between a fulfilling career and family life was a priority.
She knew that the long hours and commute she’d previously worked wouldn’t give her the flexibility and freedom to enjoy the family life she wanted.
executive earnings without the hours, commute and pressure
Everything fell into place for Alex when she found MyHome – Australia’s premium home services company. She’d always dreamed of owning her own business so when she came across the MyHome management franchise, and discovered more about the freedom and flexibility it offers, the timing couldn’t have been better.
“I didn’t realise how much joining MyHome was going to change my quality of life. I have such a great balance of working on my business and being able to exercise a part of my brain that isn’t just being a mum to my children. I’m able to be there for every pick up, drop off and school event. I don’t want to miss anything with them and MyHome allows me that freedom.”
Myhome is different. very different.
As a well-established brand in Melbourne, the MyHome name was instantly recognisable to Alex.
But as she learned more about the company and the way in which they partner with their franchisees, she was blown away by the proven systems they’ve developed for day-today operations and business admin, as well as the validated methods of attracting and retaining great staff and customers.
Alex was also keen to find a business that didn’t have high fixed-costs, like rent, complex equipment needs, etc, which she knew to be troublesome for a lot of business owners.
“Becoming a MyHome owner is truly the best decision I ever made for myself and my family. I’m well on my way to owning a million-dollar plus business!”
“MyHome was a unicorn of a business to find … minimal fixed costs and simple to run thanks to the incredible systems, processes and technology. I was just so excited at the potential of the business in terms of how quickly I could reach profitability. Paired with my discussions with everyone in head office who were just so knowledgeable and supportive, it really became a no-brainer for me to move ahead with them.”
digital systems for maximum efficiency and flexibility
The thing that has impressed Alex the most is that MyHome have invested heavily in their app-based operation system, MyOP TM, which allows her to run virtually every aspect of her business from her mobile phone or laptop.
Scheduling, payroll, staff holidays, super payments, new customer appointments, quality inspections, business performance statistics and much more – all handled through MyOP TM from wherever Alex is. Even scheduling in personal time on the
MyDay feature for those important family commitments.
This means she doesn’t need an expensive office. Instead, Alex chooses to meet her team every morning at a local cafe, where they run through the jobs on the day’s schedule before being dispatched. And she’s then free to arrange the rest of her day’s tasks around her own schedule – something that was important to her as a mum of young children.
“the sky’s the limit for me!”
Alex has grand plans for her business and is well on her way to achieving her goal of building a million dollar plus business servicing Brighton and surrounding suburbs. She gives a lot of credit to the on-going support she receives from the team at MyHome head office, who she states have a true focus on providing a foundation for ensuring their franchise owners succeed.
“It isn’t very often that you can honestly say you learn something from every interaction, but within the MyHome head office there are just so many powerhouses, from the support staff all the way up to management, that I walk away from every interaction with at least one nugget of information that will make my business better. I don’t believe my business would have thrived in the way it has so quickly if it wasn’t for each and every member of the head office team. I owe a lot to them.”
“becoming a Myhome owner is truly the best decision I ever made for my family.”
For anyone currently considering a franchise business, Alex has these wise words...
“It’s so important to look at every aspect of a business before committing, because factors that aren’t necessarily apparent from the beginning can really have a huge impact on your success long-term. Things like the level of support you receive, the complexity of the business structure, and methods of attracting customers are such a huge factor and can’t be gathered just by looking at a profit and loss statement of a business for sale. The MyHome management franchise delivers on everything it promises, while giving me the best chance at succeeding.”
Myhome – a highly systemised premium home services business, designed to deliver a great work/life balance
Operating in the thriving multi-billion Australian home services sector, MyHome
offers a premium residential cleaning service that is in huge demand and is probably the most exciting new business opportunity in Australia today!
MyHome was designed from the ground up to create a great business with the qualities that every business owner aspires to.
From the industry sector (the 5.4 billion dollar home services industry), to the market (premium home cleaning services), the operating hours, the high margins, the low overheads and the strong cashflow –everything was factored in to the decision making and development plan to create a business that really delivers for customers AND owners.
Every little detail, system, process and procedure has been carefully designed to deliver a business with amazing benefits.
Every major investment in technology, research and development and branding, has been finely tuned to create and deliver an outstanding business opportunity.
The result is a unique business that delivers a high income, based on regular recurring revenue (the holy grail for business owners) all of which can be achieved working regular days and hours.
Run your own $1m+ management franchise from your mobile phone – premium brand, world class systems, technology and support!
With its revolutionary approach to developing world-class systems, like MyOP TM, their bespoke operations management app that means MyHome owners can literally run their business from their phone, and the continuous support offered, MyHome is designed to be a business that delivers a high income AND the time to enjoy it.
Find out more and request a Franchise Information Pack now by visiting https://myhomefranchise.com.au/ business-franchise-nov/
10 Key Features o F a MyHo M e M anage M ent Franc H ise…
• Regular recurring income – with 95% repeat and referral so you can focus on delivering great service no constantly searching for new clients
• Low overheads and great margins –so you can provide great value and make a very healthy six figure income
• Positive cashflow – all payments are taken automatically, no chasing money
• Low start-up capital requirements –enabling you to invest in a business of your own
• Predictable money-making machine – proven Australian business model
• High income with the stress –executive earnings without the hours, commute and pressure
• A digital first business – the MyOPTM app eliminates much of the day-to-day hassle out of running your business
• Sociable and flexible working hours –giving you time for life, family and friends sCAn the Q r Code now For instA nt ACC ess…
FCA’S new 100-day plan - taK ing bac K s overeignty!
There has been a great deal of change at FCA – and the organisation has put plans in place to take back the Sovereignty of the Franchise Sector and get out in front of the challenges ahead. There are exciting and well-made plans in place to ensure the FCA is equipped and ready to take on the challenges ahead.
On the leadership front over the past few months there has been the appointment of a new Chair Richard Thame (Couriers Please Australia) and Amber Manning (Just Cuts) as Deputy Chair - added to this, Jay Westbury has commenced as the Council’s new CEO. This dynamic leadership team marks a fresh approach to supporting the franchising sector and driving innovation within the industry. The tides have well and truly turned for FCA after a challenging year, and the new and reinvigorated leadership team are strongly committed to keeping the FCA relevant, responsive, and ready to meet the challenges ahead.
helping to create a future facing franchise sector
The FCA has weathered the storm of both COVID, changes in leadership and organisational challenges coupled with the pending outcome of the Franchise Code Review, and the prospect of national licensing being considered by the commonwealth government. To ensure a transparent and orderly approach to all these pressing matters incoming CEO Jay and the leadership team have crafted a robust 100-day plan that ensures the organisation is match fit to face the future well prepared, well regarded, and ready for the challenges ahead.
As the final negotiations commence for what may be included in the new version of the Franchise Code, there are strong plans and policy options being considered as the concept of national licensing is being examined and the FCA will be very well placed to advocate strongly and firmly with
a well-articulated voice with the government of the day, while at the same time paving a strong organisational foundation for a franchising sector that is inclusive and forward thinking.
the first 100-days - new ceo’s focus at Fca
As the new CEO, Jay has crafted a formidable 100-day plan that embraces all areas of the organisation to restore and guide the FCA into the future both internally and for all members, suppliers, stakeholders, and the wider franchising sector.
As a beacon in the Australian franchising industry for over 40 years, the FCA fresh approach with the 100-day plan is both transparent and inclusive - two major focuses for Jay as he guides the organisation into 2025 and beyond.
Jay’s roll out of the 100-day plan will cover the following areas:
• Staff -team & culture
• IT/Membership/Services
• Member Engagement
• Events - state and national
• Stakeholder engagement
• Board governance & constitution
• Finance / reporting / accountability
• Advocacy on franchise public policy
the Fca is in safe hands as it heads into 2025
With advocacy trips to Canberra in the works, a full suite of events and engagement activities filling the event calendar and a strong focus on getting the Franchise Code Review finalised, the coming months in the franchising sector within Australia are certainly going to be packed with opportunities for advocacy, networking, and growth.
As the dust settles from a tumultuous few months of change at the FCA, the future is bright and strong foundations have been laid to ensure the success of the FCA and that the FCA takes back the sovereignty and the voice for franchising in Australia.
about Jay westbury:
CEO Jay Westbury brings over two decades of experience in leading peak industry bodies, including his previous roles as CEO of Retail Drinks Australia (formerly Australian Liquor Stores Association) and the Australian Travel Industry Association (formerly Australian Federation of Travel Agents). Both sectors have close ties to franchising, giving Jay a deep understanding of the unique challenges and opportunities within this industry.
The Franchise Council of Australia (FCA) is the peak industry body for franchising in Australia, representing both franchisors and franchisees. With a rich history spanning four decades, the FCA is committed to promoting excellence, best practices, and innovation in the franchising sector. As a national voice on franchising, the FCA advocates for the interests of its members and works collaboratively to ensure the growth and success of franchising in Australia.
Entering a franchise is a significant investment, so it’s essential to do your homework. Australian franchises are required to provide prospective franchisees with a Franchise Disclosure Document. In New Zealand there is no such requirement, however some franchises voluntarily provide the same type of information.
For simplicity’s sake, I’ll refer to Franchise Information as a catch-all for the Franchise Disclosure Document but also for any information you can gather from a franchisor
Doing your new Franc Hise business
H o M ewor
K
set by the leadership team, so make sure that vision (and their values) align with yours.
Look for key information about:
• The franchise’s success, reputation, and industry standing.
• How long the franchisor has operated and whether they have any litigation history.
Understanding the franchisor's experience is key to assessing the business's credibility. If the franchisor has had legal troubles, it could indicate risk but it’s up to you to determine if they’re true red flags or just the bumps and bruises of corporate life.
Fees and Financial obligations
Amongst your Franchise Information you’ll find that all important information about the fees you’ll be expected to pay, and the costs associated with starting your business. These typically include:
• The initial Franchise Fee that you’ll pay to join the franchise network.
when you’re considering a franchise investment.
Carefully analysing all of the Franchise Information you can obtain is absolutely critical, in fact it may be the most important homework assignment you’ll ever do. So, let’s dive right in:
Franchisor’s background and business experience
Even with well-known franchise networks, it pays to look closely at the history of the business, and at the experience of the leadership team. Understanding where the business has come from can provide you with valuable insights into where it may be going, and you’re tying your future to the vision
• Your Ongoing Fees, including royalty fees, marketing contributions, and technology fees, often based on revenue percentages.
• The initial capital requirements such as costs for setting up, equipment, supplies, and other operational essentials. As well as your working capital requirements.
It’s important to ensure you understand both the initial and recurring costs, which can significantly affect your profitability and return on investment.
Franchise system and support
The Franchise Information should provide you with a clear outline of the franchise system, including how the business operates and the support you can expect to receive.
You’ll should make sure you’re clear on:
• The initial, and any ongoing, training requirements.
• What manuals, policies, and procedures will be provided to guide you in the running of your business and to ensure you can maintain consistency with the network.
• Details of the support services. What marketing, technology, mentorship, or other business support services are offered to franchisees.
Not having to invent new wheels is one of the big attractions of buying into a franchise. You want to ensure that the franchisor is going to provide you with all the necessary tools to help you succeed in your new business venture.
territory rights and restrictions
Franchises are often defined by exclusive rights to particular geographic areas, so you’ll want to be clear on how your territory is defined.
• The first question is, do you have exclusive rights to a particular area, or could the franchisor allow other franchisees nearby?
• Is there any first right refusal around opportunities to open additional units in neighbouring territories.
Knowing your competitive landscape and expansion opportunities is important for protecting your investment and assessing future growth potential.
Look at financial forecasts or earnings projections
Some franchisors may provide forecasts or guidance around expected financial performance. If this information is provided it should be supported by some clear evidence and not just vague promises. Remember that forecasts are often just ‘typical’ examples or averages.
• Ask about the assumptions that underpin any figures that are provided.
• Tailor the forecast to your specific circumstances, don’t just take the average but look for real-world comparisons.
Most of all be cautious of inflated projections, instead where possible talk to existing franchisees about real-world performance data.
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.
Phil has over 20 years’ experience in providing finance to businesses across Australia and new Zealand and has managed finance companies in the private and banking sectors, he is a former chair of the equipment Finance division of AFIA.
“ The Franchise Information should provide you with a clear outline of the franchise system, including how the business operates and
renewal, transfer, and termination terms
Franchise agreements typically have a limited term, after which there will be options around renewal or termination. It also pays to understand how things work if you need to sell or transfer your franchise.
• Check the details around how long the franchise agreement lasts and under what conditions it can be renewed.
• What are your obligations if you choose to leave the network? Does the franchisor have any right of refusal to repurchase the business?
• What are the circumstances that might give rise to a termination of the agreement? Are there any penalties that apply?
While you’re looking at terms you should also check for any obligations to refurbish physical sites after a set amount of time. It’s common practice for a spruce up to be required every five years or so.
dispute resolution
We all want to go into business thinking things will work out, but disputes between franchisors and franchisees can occur. Take a look into the procedures for resolving disputes, is there an established process of mediation or arbitration? If you’re looking at contracts check out the legal jurisdiction that applies.
Given the potential for complex (and consequently expensive) legal matters, it’s a good idea to have a clear dispute resolution process just in case things go wrong.
the support you can expect to receive.
”
current and Former Franchisees
Hopefully the Franchise Information will provide you with some contact details for current and former franchisees, allowing you to conduct due diligence by:
• Talking to existing franchisees about their experience, challenges, profitability, and support received from the franchisor.
• Looking at franchisee turnover, terminations, or repurchases: A high turnover rate could indicate dissatisfaction within the system but make sure you consider numbers in the context of the overall network size.
Speaking with existing (and past) franchisees is often the best way to get an unvarnished view of the franchise.
In conclusion
Understanding all the Franchise Information you can get your hands on is key to making an informed investment in a franchise business. Take your time and be thorough in evaluating each aspect of all the information provided. If there’s critical information that’s missing or not available to you, ask why.
Once you think you have a clear picture, check with your legal and financial advisors, and of course talk to existing franchisees to make sure your understanding is correct. Remember, the aim is to avoid any nasty surprises, and the better the due diligence you perform, the more confidently you can enter into a franchise relationship and set yourself up for success.
lessons F rom A n “ u nlikely”
Fr A n C hisor: leading t hrough adversity
The following is an adapted extract from “Unlikely” sharing key insights on leadership, entrepreneurship, and resilience in the franchising context.
In life and business, unexpected challenges often shape our paths in ways we could never anticipate. My entrepreneurial journey, particularly through building and franchising Back
In Motion, is a testament to the power of resilience, faith, and unwavering commitment to one’s purpose, even in the face of overwhelming adversity.
Here are some takeaways from that journey to inspire leaders, entrepreneurs, and individuals seeking to align their values with their work.
1embrace
your Inner Imposter: Use It as Fuel
Like many leaders, I’ve struggled with imposter syndrome—feeling as though I didn’t belong, doubting my right to lead, and fearing exposure as a “fraud.” When I franchised Back In Motion, these feelings were amplified, especially because franchising in the healthcare sector had a tarnished reputation. Yet, rather than letting these doubts cripple me, I used them as motivation
to learn, grow, and push beyond my comfort zone. Each risk taken—from leaving stable employment to scaling into franchising— was a leap into uncertainty. But these leaps became a driving force to prove, especially to myself, that I belonged in the space I had created.
Franchising, in particular, tests your belief in yourself. It requires balancing the expectations of a diverse group of franchisees with the business’s broader goals. Early on, there were moments when I doubted my ability to manage such growth. However, rather than shrinking back, I chose to see these doubts as a challenge. I dedicated myself to understanding not just the business side of franchising but the human side—how to create a culture where each franchisee felt valued and supported, and where imposter syndrome became an impetus for improvement, not defeat.
2resilience in the Face of public scrutiny
In 2018, I faced one of the toughest challenges of my career when a major media outlet published false accusations against Back In Motion. The syndicated article
attacked our franchise model, threatening to undo two decades of hard work and growth. While this media storm could have destroyed everything, it became a defining moment. Rather than retreat, I confronted the crisis head-on, focusing on what I could control—maintaining the integrity of our business, communicating transparently with franchisees, and hoping that the truth would eventually prevail.
Franchising opens you up to heightened public scrutiny. When something goes wrong, whether it’s a dissatisfied franchisee or an unhappy customer brand experience, the entire network can be affected. Yet, this crisis reminded me that true leadership is defined not by avoiding adversity, but by how you navigate it. Staying grounded in my values and leading with transparency allowed us to weather the storm.
3From humble beginnings to purpose-driven Leadership
Back In Motion started with humble beginnings—a small carport clinic and $360 in supplies. Initially, I had no intention of franchising, but the business grew, and the opportunity to scale became clear. Despite
the poor reputation of franchising in our sector, we took a calculated risk to build Australia’s largest allied health franchise. What fuelled this growth wasn’t just a desire for profit but a deep commitment to providing quality physiotherapy care and serving disadvantaged communities.
Franchising taught me that true leadership requires a purpose-driven approach. Aligning your business with a higher purpose— whether it’s improving lives or revolutionising an industry—helps you persevere through the toughest challenges. This higher purpose became the foundation of our franchise, allowing us to focus on long-term impact over short-term gains.
Moreover, franchising isn’t just about financial growth—it’s about empowering others. Building a franchise network allowed me to see the transformative power of shared vision. Each new franchisee wasn’t just starting a business; they were becoming part of a community committed to a greater purpose. This collective drive for quality and care is what set us apart in a competitive market.
4
the power of Faith and Family
In times of doubt and difficulty, my faith and family became my foundation. Whether I was navigating the growth of the business or dealing with a public relations crisis, I leaned on the strength of my faith and the unwavering support of my loved ones. Franchising, with all its complexity, requires more than just business acumen—it demands a strong emotional and spiritual foundation. Family is an integral part of any leadership
journey. For me, my family has been both my anchor and my inspiration. The long hours and the sacrifices that come with growing a franchise network are more manageable when you have a strong support system. Similarly, the relationships we built within the franchise network became an extended family. This sense of belonging, both at home and within the business, gave me the resilience to push through tough times.
adversity to opportunity
Adversity often feels like an insurmountable challenge, but it can present an opportunity for transformation and growth. The COVID-19 pandemic is a prime example. Like many businesses, we faced uncertainty, and the future of our franchise network was at risk. Yet, it was during this time that we discovered the strength of our business model. Our franchisees came together in unprecedented ways, supporting one another through operational challenges and maintaining the standard of care our patients had come to expect.
This experience reminded me that entrepreneurship, particularly in franchising, requires adaptability and vision. As we navigated through the pandemic, I saw firsthand how franchisees adapted their operations to meet changing circumstances, often turning to digital solutions and innovative ways to deliver care. What seemed like a crisis became an opportunity to strengthen our relationships and improve our processes, proving once again that adversity, when embraced, can be the catalyst for longterm success.
about Jaso n t. smith:
Jason T. Smith is an accomplished entrepreneur, having built and sold five businesses including the Back In Motion Health Group, which was acquired in 2021 by ASX-listed Healthia for more than $100 million. Jason is also the author of three books, including his memoir Unlikely (Ark House Press, 2024), a keynote speaker, and founder of the Iceberg Leadership Institute.
Find out more at: jasontsmith.com.au/books/
5redefining success: the Long game
Franchising, like any entrepreneurial venture, challenges conventional definitions of success. For many, success is measured by growth, profit margins, and accolades. While those are important, my journey has taught me that true success is about much more than financial rewards. It’s about the relationships you build, the lives you impact, and the legacy you leave.
In franchising, success is especially about resilience. There were moments when it would have been easier to give up, especially during the media attack and the global financial crises. But staying focused on the long game—on the vision and purpose behind the business—allowed us to survive, and eventually, thrive. The ability to endure through adversity, to redefine success on your terms, is what sets great leaders apart.
Whilst I was an accidental businessman, a reluctant franchisor, and a somewhat unlikely entrepreneur, the determined focus on the long game, coupled with a deep sense of purpose, allowed Back In Motion to grow and endure against all odds. v
the key to oV er Coming bA rriers in A m A le - domin Ated Print industry
The lack of female representation in the franchise industry mirrors a broader trend, unfortunately seen across many sectors in Australia.
In 2021, the Franchise Council of Australia reported that only 29% of franchise businesses were owned by women. The gender gap in the print industry is even more pronounced, with women making up a significantly smaller percentage of leadership and ownership roles.
So, why exactly are women underrepresented in the print and franchise industries, and what can we do to encourage change?
It would be irresponsible to deny that the empowerment of women in the workforce has significantly increased over the past five years, especially among small-business owners. Female-owned businesses are celebrated in mainstream media, and stories of women breaking through the glass ceiling are frequently featured on magazine covers. We are now more empowered to take the leap society once directed us not to.
However, it's important to acknowledge that founding and maintaining a small business is no easy feat. Entrepreneurs must navigate a range of challenges without the safety net of an established model. In fact, it's validating to admit that becoming a small-business owner is tough.
From the outset, small-business owners invest considerable time and resources into developing their business ideas, building operational systems, and establishing a brand from scratch. This process demands extensive market research, relentless marketing efforts, and constant juggling of financial and operational responsibilities.
The need for a proven framework amplifies the risk of failure, as many small businesses struggle with cash flow, market competition, and unforeseen obstacles. With the benefit of an established business model or a loyal customer base, small-business owners can experience a challenging journey where success is far from guaranteed.
But here’s the secret: franchise ownership provides much more support.
Franchisees step into a proven business model, significantly reducing the risk of failure that independent small business owners often
face. With established brand recognition, pre-existing customer loyalty, and a tested operational framework, the groundwork for success is already laid. This structure allows women entrepreneurs to focus on growth and management rather than the complexities of starting from scratch.
Many franchises offer flexible work schedules and ongoing support, making them particularly appealing to women balancing business ownership with personal or family commitments. By joining a franchise, women gain access to training, mentorship, and a network of fellow franchisees, empowering them to thrive in an environment that minimises risk and maximises opportunity.
As I’ve navigated the intricacies of the franchise industry, specifically in print, I’ve learned so much about the challenges of balancing creativity with business demands, the importance of efficient operations, and the critical need for adaptability in a rapidly evolving market.
I’ve also gained valuable insights into the complexities of maintaining customer
relationships and the significance of staying ahead of technological advancements.
Additionally, I’ve seen firsthand the barriers women face in this space, from underrepresentation to limited access to leadership opportunities.
Despite these challenges, I’ve realised that success is achievable with the right support system, like the framework offered by franchising. With access to resources, mentorship, and a network of experienced professionals, this journey has shown me the importance of perseverance, collaboration, and embracing innovation to thrive in both the print and franchise sectors.
Aside from the framework that franchisees can utilise for knowledge and support, franchising also provides a way to address wider misconceptions that often restrain female entrepreneurs – or any small business owner for that matter. Since franchising comes with an established model and lower levels of risk, securing a business loan may potentially be more accessible. Having better access to funds can provide pathways for aspiring entrepreneurs who may struggle with the initial investment required.
In addition, franchising allows more opportunities for women to be part of industries that are traditionally maledominated, including print and design. There is a proper foundation with available tools to help them succeed. As more female owners are attracted to the industry, bridging the gender gap paves the way for innovation with fresh perspectives, striking a balance between ideation and business acumen.
Lastly, the collaborative environment of franchising generates a community spirit among female franchisees – one thing we prioritise at Kwik Kopy. Through building connections with peers that come with experience, joining a franchise network creates opportunities important for longterm success, allowing aspiring female entrepreneurs to overcome barriers and lead a business with certainty. v
rebranD ing a Franc Hise:
A high-s TAkes g AM ble
The franchise model is built on the strength of a brand. A brand the cornerstone that attracts franchisees, builds customer loyalty, and drives recognition and recall.
For many franchisees, the decision to invest in a brand hinges on its strength and reputation. As a proven business model, a well known and recognised franchise brand stands out in the market with a readymade customer base, and a golden ticket for success.
The franchise brand is more than just a logo; it's a promise of quality, consistency, and value. The brand is a big part of why people buy from franchises because it forms the essence of that valuable ‘know, like and trust’.
When a franchisor contemplates a rebrand, the stakes are exceptionally high. Rebranding can trigger a wave of anxiety among franchisees as they worry about the potential loss of brand equity that the change might bring.
The biggest concern is that a new brand identity might dilute or
diminish the established brand value they've invested in. They fear that customers will be alienated or confused by the changes, leading to a decline in foot traffic and sales or a loss of custom to a competing brand.
Rebranding is often costly, and franchisees can rightly be concerned about additional expenses or reduced profits during the transition, or how a rebrand will disrupt daily operations, requiring new marketing materials and store renovations.
But rebranding can also breathe new life into a tired band. It can create a sense of ownership amongst the franchise family and build better brand awareness, especially if the current brand is losing pace or getting lost in the noise.
Andrew Action, owner of Explore Property said “"In a sea of sameness the brand needs to stand out and connect to get ROI”. He recently lead a brand refresh and explained how although there may be pushback to rebrand a franchise, it’s vital if your business is not aligned with the current branding, and to prepare to rebrand if you want to build success into the future.
Established for ten years, Explore Property was a strong brand that had served them well, however, Andrew recognised the need to evolve to stay relevant in the competitive market. "We'd been contemplating a refresh for years," he explained. "It wasn't an overnight decision. We knew a rebrand was necessary, but we also understood the challenges. Change is hard, and people often resist it."
Panteha Jadidi head of marketing at Kwik Kopy echoed Andrew's sentiments. “The Kwik Copy brand has been around since the 1830’s so it’s a brand that’s stood the test of time, however, we've constantly reinvented ourselves. Our purpose is empowering entrepreneurs to make their mark on the world and the brand evolution is a testament to our commitment to staying relevant and meeting the changing needs of our customers.”
So how does a franchise rebrand or freshen a brand to stay relevant and engaging while involving and supporting the franchisees?
Stuart Faid, EGM of AMA Collision and former franchise network executive added valuable perspective, “Whether corporate or franchise network, the core principles of any rebrand strategy is the same. Explain what you’re doing, why you’re doing it, and the benefits it will bring to your customers, people, and shareholders.”
building trust and transparency
To mitigate the fear of a rebrand, franchisors must adopt a transparent and collaborative approach. You need to clearly articulate the reasons for the rebrand, its objectives, and the expected benefits for both the franchisor and franchisees.
Ideally, creating a branding council or working group or at least seeking input from franchisees throughout the rebranding process will foster a sense of ownership and involve them in the process so that they can see the value of the change.
Panteha highlights the importance of involving franchisees, explaining that they created a ‘Advisory council’ made up of franchisees so they could drive the direction for the brand. "It's crucial to bring them on the journey. Communication is your first point of testing and it's a really powerful tool. When ‘We Make Possible” was launched at the annual conference it wasn’t big surprise; it was a culmination of a lot of work with the owners.”
When you treat franchisees as partners in the rebranding process, involving them in decision-making, research, and testing, you foster a sense of ownership that reduces resistance to change. You can also tap into your teams expertise, experience and creativity as well. Andrew suggests the process needs to “celebrate individual skill and talent” and Panteha agrees that you need to “encourage your franchisees to be creative, while still maintaining brand consistency.”
Offering financial incentives or assistance to help franchisees offset the costs of the rebrand and phased introduction of the new brand gradually to minimise disruptions and allow franchisees to adapt and off set costs.
Stuart insists that “communication and creating understanding is vital”, and of course, well after the brand has been refreshed, it’s vital
to provide ongoing support and to update or include comprehensive training, new marketing materials, and open communication to ensure a smooth transition from old to new. Sharing success stories and demonstrating how franchisees have leveraged the rebrand is another way to guide and support the team.
Of course, a crucial element of a successful rebrand is aligning the personal brands of franchisees with the core values of the new brand. When franchisees embody the brand's essence, they become powerful advocates, helping to build trust and loyalty among customers.
Kwik Kopy by nature have creative people at its heart, so engaging them to be involved in the brand positioning is a natural decision, and Andrew Action confirmed that having a branding specialist or advisor to work with them to prepare and present to the team was a worthy investment.
The refreshed Explore brand was launched at their conference in Townsville in August and any remnants of concern were dissolved as the brand storytelling and purpose was fully communicated. Andrew knew it was vital to “show them how the refresh gives the more freedom of expression and the ability to be creative with the name”.
Clearly articulating the potential financial benefits of the rebrand, using data, research or case studies can help illustrate how the new brand can drive increased sales, customer acquisition, and profitability. “Everything we do is data driven” says Panteha, “we are constantly researching to ensure everything works at a national and local level”.
Of course you can implement the rebrand in a select group of franchise locations to gather feedback and refine the strategy before a full-scale rollout to reduce the risk and builds confidence among franchisees.
A strong, engaging brand is essential for attracting new franchisees, building customer loyalty, and driving sales. So don't let the fear of rebranding hold you back.
A well-executed and well-timed rebrand can revitalise your franchise team and align and position your business for long-term success. If you know something needs to change, take the leap and give your brand a makeover, taking your team on the journey with you. It might just be the best decision you've ever made. v
n i C e one, e m Ployers. h ere’s the highlights F rom 2024
We’re wrapping up another big year in tax and super. I’m here to celebrate the big moments of 2024 and the wonderful contributions from employers who are doing the right thing. I’ve included plenty of helpful points to help you continue kicking goals into 2025.
peta lonergan is Assistant Commissioner for Superannuation and employer obligations in the ATO. An experienced tax professional with over 20 years’ experience, Peta started out as a tax accountant before joining the ATO and received her CPA in 2002. Peta has extensive experience across a number of diverse roles in the ATO. Starting out as a frontline business auditor and tax technical specialist, she then progressed onto strategic programs. She is passionate about supporting and educating employers to help them comply with their tax and super obligations.
a super year guaranteed
On 1 July this year, the super guarantee (SG) rate increased from 11% to 11.5%. Based on our 2022-23 data, we know that a massive 94% of workers’ SG was paid on time, in full, and to the right super fund. Great work! Don’t forget, there’s one further increase to 12% from 1 July 2025.
If you’re still unsure about SG, follow these simple steps:
1. Check your worker is eligible for SG payments.
2. Check their super fund details are correct.
3. Check you’re paying the right amount of super.
4. Check you’re paying SG contributions on time.
5. Check you know what to do if you miss or make a late payment.
Want to know more?
Visit ato.gov.au/superforemployers or ato.gov.au/superquickcheck
Fringe benefits tax
If you currently offer fringe benefits to your staff, you’ll know how important it is to keep accurate records. Earlier this year from 1 April 2024 (the FBT year ending 31 March 2025), you now have the choice to use existing records for certain fringe benefits. Previously, these records had to be kept in an approved form such as travel diaries, employee declarations and logbooks. This alternative record keeping option allows you to use your corporate records. For example, you can rely on a detailed work calendar for your record keeping instead of using a travel diary to record an employee’s travel movements.
Check out the ATO website to see if you’re eligible to use this method at ato.gov.au/FBTrecordkeeping
For employers who provide use of electric vehicles, it’s important to know that from 1 April 2025, a plug-in hybrid electric vehicle will not be considered a zero or low
emissions vehicle under FBT law.
However, you can continue to apply the exemption if both the following requirements are met:
1. Use of the plug-in hybrid electric vehicle was exempt before 1 April 2025.
2. You have a financially binding commitment to continue providing private use of the vehicle on and after 1 April 2025. For this purpose, any optional extension of the agreement is not considered binding. You can learn more ato.gov.au/fbtphev
acing stp reporting
Our 2023-24 intel tells us that 96% of employers are reporting payroll information through Single Touch Payroll (STP). Reporting your tax and super information through STP is mandatory and it not only reduces the administrative burden, it’s also valuable data for us at the ATO. We can provide help and support to employers who are getting off track.
Did you know over 90% of employers finalised their STP reporting on time this year?
This is an important end of (tax) year obligation for employers. It ensures staff have the right information when it comes to lodging their tax return.
You can learn more at ato.gov.au/STP
Let’s
recap pay as you go withholding
As you probably already know, when you pay your staff, you need to withhold part of that amount for tax. This is known as pay as you go (PAYG) withholding. You can use our tax tables or online tax withheld calculator to work out how much tax you need to withhold. By withholding the right amount, you’re meeting your obligations and helping your workers to meet their end-of-year tax liabilities.
Check out ato.gov.au/taxtables
support for small business employers
We launched a flexible and free online learning hub this year for small businesses, educators, and tax professionals that can be shared with and used by your staff too.
Our Essentials to strengthen your small business courses are designed to help build your confidence in financial and business literacy so you can nail your tax and super obligations.
To find out more, tour our site at smallbusiness.taxsuperandyou.gov.au
key points for new employers
If you’re going to hire staff for the first time over the holiday break or in the new year, here’s some helpful information you can save to set some good habits and get you ready for your employer journey:
1. If you haven’t already, you need to register for PAYG withholding and have your new worker complete a tax file number (TFN) declaration.
2. Withhold the right amount of tax from their pay.
3. Find out their nominated super fund or provide a default fund.
4. If they’re eligible, pay SG contributions in full, on time and to the right fund.
5. If you’ll be providing fringe benefits, you need to register for FBT.
6. Remember to report tax and super through single touch payroll (STP) on or before the first payday for your new staff.
For further guidance I encourage you to check out ato.gov.au/employers
What’s on the horizon for employers
You may have seen the recent Government announcement that from 1 July 2026, employers will need to pay their staff SG payments on payday. Currently employers pay their staff SG to funds at least quarterly. The Payday Super changes will mean super needs to be paid more frequently, at the same time as salary and wages.
You can read more about this upcoming change at ato.gov.au/paydaysuper
Thanks again for all the work you’ve put in to meet your obligations this year. I wish all business owners a safe and happy holiday season. 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 QLD, NSW and WA, Right at Home is expanding into VIC, SA, TAS, ACT and the NT with prime territories up for grabs.
Make your dreams come true… talk to Right at Home about a home care franchise today.
GREAT FRANCHISE
LOCATIONS:
• Coffs Harbour
• Caringbah
• Wollongong
• Bateman’s Bay
• Melbourne
• Adelaide
F uture -P roo F your F r A n C hise in 2025: to P trends to wAtC h
looking to build th At globA l em Pire through F r A n C hising?
trending F r A n C hises & issues in 2025 trending F r A n C hises in new Z e A l A nd
T ren D in G franchses
Franchisee in Action
34 The Cheesecake shop: connection is at the heart of richmond’s award -Winning The cheesecake shop
Expert Advice
28 Tony Meredith: future-Proof Your franchise in 2025: Top Trends to Watch
32 Brian & Prue Keen: Looking to build that global empire through franchising?
30 Robert Toth: Trending franchises & issues in 2025
36 Stewart Germann: Trending franchises in new Zealand
Future-Proo F your Franc Hise in 2025: TOP Trends TO WATch
2025 is fast approaching, and with it, a wave of transformations that could either propel your franchise forward or leave it struggling to catch up. Are you ready to ride the tide of change, or will you be left behind?
We’re preparing to thrive in 2025 (it rhymes!!!). As a Business Coach, I am helping my clients to navigate the anticipated shifts in the Australian business landscape. Whether the changes be in the technology space, consumer behaviour, or uncertain economic conditions, we’re ready to maximise the opportunities as they arise.
Below we’ve dusted off our crystal ball and come up with a few trends forecasted for 2025 and how franchises can either maximise the opportunity or be prepared.
What Franchises Should Anticipate for 2025 Technology is evolving more rapidly than most of us can handle. AI advancements are sweeping the globe and changing the
way we do business. As a result, franchises need to concentrate on streamlining processes, reducing costs, and delighting their customers. At the same time, consumer behaviour is evolving. Customers nowadays are more conscious of sustainability, crave personalised experiences, and expect seamless, technology-driven, interactions.
1consumer demand for sustainability
Consumers are no longer simply asking for eco-friendly products, they’re demanding them. They want to support franchises that care about the planet, and franchise owners who fail to embrace sustainability risk losing not just customers, but trust. This could entail using sustainable packaging, reducing waste, and adopting greener operations. For franchises, this may pose a unique challenge, as maintaining consistency across multiple locations while incorporating sustainability requires careful planning. The solution is to compromise on what you can, in order to take action towards eco-friendly practices.
2digital transformation
It’s no surprise that digital transformation will be trending even more than ever next year. It’s been shown that franchises who have been slow to embrace digital solutions often find themselves at a disadvantage. Technology is moving at a rapid pace, and things like E-commerce, AI, and contactless payments are becoming the norm. It is important that franchise businesses find ways to incorporate digital tools that enhance the overall customer experience.
3personalised customer experiences
In 2025 the ‘Starbucks effect’ will have a bigger influence as customers will expect more tailored services, fueled by data-driven strategies. The customisation of customer experiences by offering a high level of personalisation, consistency, and emotional connection is a trend that most customers will continue to gravitate towards in 2025. Franchises are well poised to seize the
personalised experience opportunity, but need to be laser focused on systems, processes, and training to ensure consistency across multiple locations.
key values For every Franchise
Gearing up for 2025 and implementing change to stay ahead of these trends doesn’t have to be overwhelming. Below I’ll outline some key values for every franchise that can act as a north star, providing guidance and improvements to navigate these and other trends. These values are known as SAFESustainable, Adaptable, Forward-thinking and Engaging.
Franchises must be sustainable, as this is a key to long-term business growth. The trend of consumers increasingly favouring eco-friendly brands has left some franchises behind. Franchises that can adopt sustainable practices and integrate environmentally responsible solutions are able to position themselves at the frontline for customers. Franchises focusing on closing the gap between corporate demands and eco-friendly solutions are building trust and loyalty among conscious customers. In a world where sustainability drives purchasing decisions, franchises must be ready to embrace green practices, ensuring they stay competitive while supporting both their growth and the environment.
Being adaptable is an essential ingredient for franchises looking to thrive in 2025. Adaptable franchises are open to innovation, whether it be integrating new technologies or adjusting to customer demands. Consumer behaviour and technology continue to change and grow, therefore franchises that can adjust their strategies and operations are best positioned to seize the opportunities or face challenges head-on. Adaptation in a franchise business is fostered in a culture of flexibility and continuous learning, where leaders and employees can anticipate changes and respond proactively.
Forward-thinking is a mindset approach that is essential for franchises to anticipate and be proactive in dealing with the trends and challenges of 2025. This proactive approach means that franchises should not sit back and take a ‘wait and see’ approach. Instead, franchises should focus on customer feedback and implement a system to analyse and review franchise and market shifts. The answer is to constantly look further ‘down the road’ and anticipate franchise opportunities and needs. Lastly, engaging is core to building strong partnerships both internally with employees and externally with suppliers, partners, and customers. Franchises that engage and involve their employees in decision-making foster
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
a culture full of innovation and a sense of ownership that drives better performance. Simply put, engaging your employees leads to employee engagement. Additionally, franchises that better connect with their suppliers, partners, and customers will close the gap to the market opportunities and needs. Establishing new and/or fostering current partnerships can open doors to innovation and access to new markets. Franchises that prioritise internal and external engagement will thrive in 2025.
summary
As 2025 approaches, the franchise and business landscape is set to go through
significant transformations, and the franchises that thrive will be those that can prepare strategically. Anticipating the top trends such as sustainability, digital transformation, and personalised customer experiences can be overwhelming for many. For businesses that I work with, when we think about change, we embrace the SAFE values, being Sustainable, Adaptable, Forward-thinking, and Engaging. SAFE values can be the foundation for franchises to innovate, remain competitive, and foster deep connections with suppliers, partners, customers, and employees, all while staying true to their brand. v
There is little doubt the franchise sector continues to thrive and expand despite the number of business insolvencies in various sectors such as hospitality and the building sector as more people look to enter the franchise sector.
We are experiencing a veritable “franchise frenzy”… would you like fries with that ?
Many redundant employees and people with a different view on their working life and careers are seeing franchising as an alternate option with less risk than establishing their own business.
Despite revenue declining overall in the franchise sector over the past five years there is expected growth partly led by business insolvencies, redundancies, the impact of AI in the workplace and the Federal Governments foreign trade agreement that is encouraging Indian and overseas migration.
t rending
Fr An C hises & issues in 2025
What are the franchise sectors
Franchising is not just the fast food chains and other systems we all know and see daily but has now expanded into business sectors such as health and beauty, aged care NDIS and home care, fitness, freight and logistics, quick service restaurants, mobile home services, finance , real estate, childcare and early learning and activities.
There is virtually no sector in business that cannot be franchised to expand a business and its footprint provided they have developed a system, and offer proper training and support needed for the franchisee to succeed.
Like AI, franchisors are replicating themselves through a franchise system and franchising remains one of the most successful models for rapid market and brand expansion.
australia
is open for business
Over the past 35 years I have been involved in the franchise sector I have seen the “franchise trends” come and go for example we had the coffee and coffee van era, then it was ice
creameries on every corner, pizza franchises galore, coffee and chocolate franchises, burgers and chicken franchises of course and now all sorts of other cuisines such as Vietnamese, Mexican, Thai, and Indian.
We continue to be an attractive market for overseas companies and franchisors looking to expand their brand into overseas markets. With around 38% of Australian consumers now buying online form overseas business we are also seeing overseas retailers and businesses looking to establish a footprint in the local market.
The Burger wars continue in Australia with US brands Carl’s Jr, Taco B and Five Guys competing with local brands such as Bettys Burgers, Burgertory, and Grill’d with some overseas brands leaving or reducing their footprint.
There are however many overseas franchisors entering the Australian market in other sectors such as home care, the Early Learning sector, child sports, music and development programs.
There are also opportunities in banking and finance accommodation such a Quest, logistics such as Pack & Send and of course beauty and fitness.
All of these sectors are intensely competitive and in some case such as fitness studios oversupplied based on our demographics and population, so franchisees need to do their due diligence and research the market sector they are entering to ensure the brand has longevity.
Once you acquire a franchise there is no easy exit.
What do franchisors need to do to attract franchisees in 2025?
It is a very competitive franchise market in every sector and franchises really have great choice so franchisors do need to be lifting their game and their marketing message to attract franchisees
• provide innovation and advanced data systems
• understand their consumer market.
• provide effective training and ongoing education
• provide solutions to simplify operations, maximise profitability and develop new services and products.
• ensure uniform financial reporting and data analysis to monitor franchisee performance
• have a clear marketing message, attractive brand and creative social media following
• use video and social media channels with the right content
With the “franchise frenzy” we are seeing franchisees being more selective and discerning in selecting the franchise right for them and it becomes more important for franchisors to select the right franchisees to come on board.
Franchisees now want more say and for franchisors to be more open and transparent and inclusive in their approach, something franchisors were not previously good at.
Where the future lies?
More women are in the workforce and in business (we also wish there were more in higher paid executive roles and in parliament to make better decisions !).
They have growing purchasing power, yet franchisors and business are failing to attract them into franchising as an alternate business option particularly in some male-dominated sectors.
www.sanickilawyers.com.au
thinking outside the cbd square
With the growth in regional areas and the affordability of housing pushing families and many new migrants to live in outer city regions this has led to the great urban growth corridors.
Where there are supermarkets, medical centres and childcare centres there is need and opportunity for franchisors to offer all of the same services we see in the CBD. Therefore, great opportunities arise for franchisors to bring on franchisees in these regional areas where rent and occupancy costs are lower.
The franchise and brand can also contribute to the local community for example look at the expansion of the Bendigo Community Bank franchise model which has been extremely successful and revitalised many towns and helped support small business.
responsible Franchising
Franchisees are expecting more from their franchisors in the areas of technology, marketing and support and they need to be active and interested in their franchisee’s financial performance.
Franchisors can no longer have the attitude that it’s not our business and it is the franchisees problem if the business is not making money. They need to know before things go awry and why and assist the franchisees if their business is not performing and put in place steps to assist the franchisee. There is no excuse for franchisors not to have the latest CRM, software and accounting systems needed to monitor and manage franchisee performance.
business succession
There are so many excellent small businesses operating in Australia in all sorts of sectors where the founder is now in their later years (70 plus) looking to wind down.
They need a business retirement or succession plan which may involve selling the business, a management buyout or just closing their doors.
We have a generation of children inheriting incredible wealth with little interest in their family business but who may be open to acquiring and growing through a franchise model.
brands
The notion that big is better has been taking place over many years with the small suburban business being gobbled up by a major opposition brand.
The biggest companies operating in the Franchising market in Australia are Metcash, Eagers Automotive, Harvey Norman, McDonald’s Subway to name a few.
The challenge for all business great and small, will continue to be inflation, labour shortage and data security issues as well as the adoption of automation and AI and the need to be sustainable and environmentally responsible.
Franchisors need to show consumers they are reducing waste and recycling and using ecofriendly packaging.
AI is changing business and can reduce repetitive activities reduce costs and increase data accuracy and also provide excellent customer behaviour analytics for business.
What does all of this tell me ?
That franchising will only continue to be an exciting and dynamic business sector in 2025 and contribute enormously to our economy as it has in the past to help sustain employment and small business.
As I always recommend before committing to any franchise seek Specialist Franchise Legal and financial advice so you can make an informed decision.
Loo K ing to buiLD tH at g LobaL
e MPire tHroug H Franc Hising?
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 SMe s and Franchisors grow their business by franchising.
www.franchisesimply.com.au | www.systems2grow.com
If you’re thinking of franchising, chances are you’re looking to global expansion. Expansion plans are almost always a part of the entrepreneurial franchisor personality.
The question is – how to get there?
The answer – start local before you take the global step – checking your model works locally then checking the differences that will come up within each community to expand into.
Much to the frustration of most entrepreneurs, global growth doesn’t happen all at once.
Looking at Maccas, which is about 80 years in the making, and now operating in around 100 countries with approximately 42,000 restaurants, it looks so easy. But remember McDonald’s started with one outlet when brothers Maurice and Richard McDonald converted their drive-through barbecue restaurant into a burger and milkshake joint and significant growth didn’t start until the sales entrepreneur, Ray Kroc, became involved and even then overseas expansion didn’t start until 20 years later.
Many franchisors have told me the same story. It’s tough and it takes time, tenacity and some flexibility but it does happen more often than you think.
Here are four well known Australian brands who made the move or tried to, and some of the difficulties they experienced.
city cave
City Cave is an Australian Float and Wellness Centre, started up in Brisbane in 2016 by two tradies, Tim Butters and Jeremy Howell, and which expanded fast through Australia and then New Zealand giving 1.5 million Australians a float each year and reaching around 70 Australian outlets with about $60 million turnover last year.
But moving into the US was not so simple.
The first City Cave outlet opened in Florida earlier this year, but it took a lot of time and expense and difficult hard work to get there. Trying to organise store development from Australia meant they struggled with contractors and trades suppliers who were not accountable. It was not easy for the very experienced City Cave team but with tenacity and a flexible approach they made it.
poolwerx
Poolwerx was founded in 1992 by John O’Brien in Sydney. Today, with over 500 territories made up of retail stores and mobile vans, they give their clients some of the best
Brian and prue Keen
service and latest technology available to take care of their backyard or commercial pool.
In 2015 John decided to take the group to the US and opened in Arizona, purchasing a group of 15 stores to convert to the Poolwerx model. The Poolwerx US team was augmented by a very successful Australian franchisee who moved to the States to lead their US team.
In a recent interview though, John confessed they hadn’t done their homework because once they got to Arizona, they discovered the State was pretty much opposed to franchises of any kind.
As they became more familiar with the US market they relocated their head office to the more franchise-friendly city of Dallas in Texas and set up a 920sq m state of the art training facility and support centre, something which is at the heart of the Poolwerx model and behind its success. At the same time, recognising the resistance to their Australian staff, they recruited US residents to the US Executive Team to work with new franchisees.
The result – at the latest count Poolwerx in the US has 34 retail outlets and 209 trucks (note the local terminology – no ‘utes’ there!) across seven States, focusing on three recruitment channels – buying existing good quality outlets that have scope for rapid improvement in margins, converting existing pool business owners into the Poolwerx system and opening greenfield sites.
John tells stories of the difficulties he faced, expanding in Australia and in moving globally in several Franchise Simply Franchise Radio Show interviews with me available through most podcast apps including iTunes and Spotify.
Murray d’almeida, founder of donut king
Murray founded Donut King in Australia in 1981 and operated as a franchise since 1991. By the late 1990’s they had significantly expanded nationally so Murray decided to try moving to the UK.
Eventually, after having invested significant time and money, it was apparent they couldn’t meet their UK growth objectives, so they reluctantly shelved their ambitious plans for the market and returned to Australia.
Murray stated the lack of leasing opportunities is there prime issue. They discovered tenancies tend to be retained for very long periods of time with long-term sitting tenants. This was as opposed to the significant growth of shopping centres that had given them the opportunity to expand so rapidly in the Australian market.
It also took them some time to recognise that there was a strong bias against overseas businesses trying to establish in the UK. (A lesson learned by most Australian franchisors, and indeed other international brands, when spreading their wings beyond their home country).
Ultimately, after having invested significant time and money, it was apparent they couldn’t meet their goals and so they reluctantly decided to withdraw from the market.
subway, krispy crème and starbucks
Finally, stories from US examples attempting to enter the Australian and other markets.
The first Subway Restaurant was opened in Perth in June 1988 by the then Australian Master Franchisor who also opened outlets in Sydney, Melbourne and Brisbane in close succession. Regrettably, they did not recognise how hard and expensive it would be to provide the support services needed to help their new franchisees in cities thousands of kms away, so they failed. Eventually, Subway bought back the outlets, and the experienced US team took over and started to build the Australian group, city by city developing local clusters in each city closer together so they were easier to service.
The Subway Team’s understanding that they needed to be flexible enough to accommodate local conditions has won through on all accounts. In India, every Subway outlet has two counters, one with the regular international range of food and the other with a vegetarian range, suited to by the many Indians who do not touch most animal products.
Not so successful were Starbucks and Krispy Crème. Both failed to establish successful franchise groups in Australia initially. In these cases, it was essentially because they assumed Australians would automatically flock to the American brand, and because the
US parent companies did not recognise the different Australian taste. Starbucks couldn’t accept that we just don’t like American coffee – the Italians developed our coffee palate way before Starbucks tried to offer us their Joe and the market was not big enough to accommodate Krispy Crème at the level their initial model needed. I believe they learned a lesson and have now developed quite different business models.
to conclude
I know this need to recognise and make changes to take other cultures and markets into account is not restricted to moving globally. I found this out when we first tried to open successful WA franchise outlets in Melbourne and Sydney. The different interstate demographics and cultures —and the fact that we didn’t speak quite the same English language or have the same identity meant we were roundly rejected.
This is why Franchise Simply has recently merged with AN Global Holdings, a global business consulting and services brand with franchise and business expansion experience in over ten countries and growing.
We know to be successful in global franchising you need to establish yourself locally first then bring in the global experience to help you avoid the very costly global expansion mistakes made by some big and now very successful global franchise brands.
Global expansion is not just about replicating your local success on a larger scale—it’s about creating a flexible, a resilient organisation that can thrive in diverse environments while staying true to its core values and brand promise.
Looking into franchising your business? We can help! Reach out for a free consultation or talk to us at 1300 960 136.
Conne C tion is At the h e A rt o F r i C hmond’s AwA rd- w inning t he Cheese CA ke s ho P
In the New Zealand coastal town of Richmond, where the population just scrapes 19,000, Paulette and Aaron Graham have turned their love of community and craft into a remarkable franchise success story.
The Cheesecake Shop’s top-performing Franchise Partners across Australia and New Zealand have transformed the smalltown store into a beacon of innovation and community spirit. Their journey isn’t just about business success, it’s a testament to how passion and creativity can thrive, even in the smallest markets.
From humble beginnings to national recognition
Paulette and Aaron started with a simple yet powerful vision: to create a space where their
region could celebrate special milestones and everyday moments. Overcoming the challenges of a small regional market, they quickly turned their Richmond store into the go-to destination for all celebrations and indulgent moments.
Customers flock to their store for their specialty range of daily treats and the warm, welcoming atmosphere the franchise owners cultivate. Their store has become more than a place to buy dessert; it’s a place for locals and visitors to go to celebrate every occasion, no matter how big or small.
Their effort to create a storefront experience like no other didn’t go unnoticed. At The Cheesecake Shop’s 2024 Franchise Partner Conference, Paulette and Aaron were bestowed the prestigious Konopacki Leadership Award, recognising them as the top- performing Franchise Partners of the Year.
the history behind the konopacki Leadership award
Pioneered by The Cheesecake Shop’s founding brothers, Robert and Warwick Konopacki, the Konopacki Leadership Award is an honorary achievement awarded at the annual Franchise Partner Conference. The
three-day event welcomes over 250 Franchise Partners, Business Partners and Corporate Team Members to celebrate innovation, collaboration and shared success. The award, sponsored by Bulla, was a highlight of the evening and marked a proud moment for the Richmond store and its community.
the power of passion and Innovation
The couple’s success is attributed to their exceptional leadership, business acumen and a strong commitment to their community. The constant discovery of creative initiatives to grow their business through local marketing strategies, including birthday campaigns and collaborations with local radio stations, saw sales soar by 16 per cent and their customer base increase by 20 per cent year-on-year. These numbers tell a story of success but also reveal a profound commitment to making every customer feel valued and every interaction meaningful.
the heart of their success
At the core of Paulette and Aaron’s success lies their unwavering commitment to their community. They often give back to their customers through vouchers and are Gold Sponsors at the Nelson Go Kart track. Their deep connection to the community has helped their business thrive and entrenched them as integral members. Richmond’s The
Cheesecake Shop experience reflects the franchise partners’ internal values as both business owners and customers, where every cake is crafted with care and every customer is treated like family.
an Inspiring example for all
Paulette and Aaron want to inspire anyone looking to make a difference in their community. They’ve shown that success isn’t just about numbers; it’s about a genuine commitment to the people you serve. Their achievements offer a powerful example of how remarkable success is possible, even in the smallest markets.
“Promoting a sense of community within the experience of our The Cheesecake Shop was at the heart of our business initiatives. From the start, we decided to be actively involved in community events to not only enhance The Cheesecake Shop’s visibility in the region but promote the community of Richmond (Tasman) as a whole,” the couple said.
Their journey highlights the importance of staying true to your values and proves that with passion and innovation, anything is possible.
about the cheesecake shop
Founded in 1991, The Cheesecake Shop has grown to become one of Australia and New Zealand’s most beloved cake and dessert franchise brands. With a commitment to quality, creativity and community engagement, The Cheesecake Shop offers a wide range of delicious cakes and desserts that bring joy to customers across the region.
trending Franc H ises in new Z eaL anD
stewart g ermann founded Stewart Germann Law Office (SGL) in 1993 as a boutique law firm at Auckland, new Zealand, specialising in franchising, licensing and business law.
Stewart has over 40 years’ experience in franchising law and acts for franchisors in new Zealand, Australia, USA and the UK. SGL also acts for franchisees and provides legal advice. Stewart has spoken at franchising conferences in new Zealand, Australia, Italy, South Korea and USA and he was on the Board of the Supplier Forum of the International Franchise Association (“IFA”) for 6 years until March 2007. email: stewart@germann.co.nz | web: www.germann.co.nz
New Zealand is deregulated for franchising and is the most franchised country in the world per capita. Franchising is positive with a great number of opportunities.
What are the trending franchise systems?
Franchise New Zealand magazine and website has a section “Popular Searches” and it lists six types of franchise systems as follows:
• Coffee & café
• Home-based
• White collar
• Cleaning
• Building, renovation & maintenance
• Food
Food is always very popular and many overseas food franchisors are attracted to New Zealand. Why? Farrah Rose is
head in International Development at The Franchising Centre in the UK and a member of the British Franchise Association has written that “…my recent visit to this wonderful country has shown me that New Zealand is probably one of the most sophisticated, discerning, and well-developed franchise markets in the world”. I would add that we are big eaters and I love trying new food types from anywhere.
Entrepreneur Magazine has listed franchises under the following categories: health and wellness, home improvement, maintenance, personal care, recreation, retail, pets and tech businesses.
What is popular in new Zealand
Back to trending franchise systems in New Zealand – how do I view it as a franchising lawyer acting for many franchisors but also acting for franchisees who want to go into a franchise system?
In relation to food, I have to list McDonald’s and Taco Bell. Other franchise systems
that are doing well and are popular include Anytime Fitness, Kumon Maths & Reading Centres, Refresh Renovations, Hire-AHubby, Snap Fitness 24/7 and Poolwerx to name but a few. Certainly, health and fitness is a winner with the Government and media preaching the benefits of leading a healthy lifestyle, threats about epidemics of obesity and diabetes, and the statistical reality that people are living longer and wanting to stay fit and active longer.
Franchise codes
In New Zealand there is no specific franchise legislation but we have the Franchise Association of New Zealand (FANZ). It publishes a Code of Practice and a Code of Ethics and all members must comply with the Codes.
Regardless of what franchise system a person is looking at, you will be asked to sign a franchise agreement and it will cover the payments which must be made, including the upfront payment and ongoing royalty, the term of the franchise and rights of renewal of term, the training and support which the franchisor will provide, precise boundaries of the territory awarded to you, the nature and extent of the franchisee’s obligations, including buying supplies and services, and the right to sell or transfer the franchised business.
When a prospective franchisee is doing its due diligence in relation to any trending franchise system, a lot of information must be ascertained from the franchisor including the franchisor’s financial health and history, how it has been franchising, the total cost of taking up the franchise, realistic working capital required, types and amounts of advertising support, any requirement to buy products from the franchisor, and the launch or opening assistance.
survey
Franchise development has experienced a significant amount of change over the last few years. The FANZ together with Massey University has undertaken a Survey of Franchising in 2024 and the results should be out in November. The last survey in 2021 confirmed that there are 590 business format franchise systems in New Zealand but I am expecting that number to break 600 because of the keen interest in franchising in an economy which embraces it. v
Mar K eting Fro M tHe t o P Down: tHe branD baL ancing act Franc Hises Face
Five interconnected circles. All different colours. Three on the top – two on the bottom. An event that dominated the world from the end of July to the beginning of August.
Most people would be able to identify the event in question, based solely on the description of the logo.
Like the Olympics, trademarks and the brand of a franchise is critical to its success as it impacts the trust and reputation it has in the market.
The International Olympic Committee, as it should, closely guards its brand, with every message directed from above, and how its logo is used in media and for sponsors is heavily directed by the mothership.
Franchises are no different; brand credibility is at the core of the franchise business model and it needs to be protected. But unlike other organisations, franchises have to work with franchisees, which themselves have their own unique requirements in order to execute on important local marketing strategies.
about renée chaplin
Renée Chaplin has led marketing and commercial teams in the Asia Pacific region over the last 20 years. With a particular focus on B2B tech companies, Renée’s experience stems from start-ups to multinational SaaS organisations such as Constant Contact, LivePerson and CSG International.
Based in Brisbane, Australia, Renée is the Vice President – Asia Pacific for leading online email marketing company, Constant Contact. A passionate marketer driven by customer experience and commercial growth, Renée holds a Bachelor’s Degree in Business Management (Marketing), a Graduate Certificate of Business Administration and is completing an MBA at the University of Queensland.
This makes franchise marketing a complex balancing act between the overarching requirements of the franchise from a branding, strategy and promotional perspective and the bespoke needs of the franchisee in their territory.
As Business Franchise Australia points out, “one of the primary challenges in franchise marketing is finding the right balance between maintaining a consistent brand image across all locations and allowing franchisees the flexibility to tailor their marketing efforts to local preferences and conditions.”
The franchisee has two goals: to sell and to get more customers. But the franchisor has a lot at stake when it comes to how its brand is positioned in market and one franchisee bringing the brand into disrepute can have devastating impacts on the entire franchise network - not just headquarters.
At a top-down level, the business is heavily invested in helping to grow the sales of its franchisees - it’s directly incentivised in the form of royalties. But attracting new franchisees is also an important growth stretch, one in which the business model and operations plays a critical role, but without a strong brand reputation, these businesses rarely achieve high levels of growth.
consistency sounds simple… in a vacuum
The message from the franchise to its customers should offer a degree of consistency – this is to ensure that the message is always on point, allowing for customers to understand what to expect whenever they walk into a franchise, regardless of its location.
But every location is different. Suburbs and cities have their own communities and nuances – a melting pot of people, culture and experiences that make them unique.
“Australia is a diverse country with significant regional variations in consumer behaviour and business practices. What works in one state or territory may not necessarily be effective in another,” Business Franchise Australia notes.
So, it’s not uncommon for franchisees to disagree with the main office based on their own needs – and if they do, and there’s no visibility in place, marketing messages can go “off the rails”, a logo might be used incorrectly or, worse, a particular promotion could bring the brand into disrepute.
If there’s no visibility into the regions or tools to oversee what is going out to market before someone hits send, managing this is very difficult – and risky. It all comes down to effective governance.
the shifting sands of governance – how can anyone keep Up?
Franchisors – and even their franchisees – will know all too well the challenge of keeping up with constant legislative changes in the spam and privacy acts with respect to marketing communications.
“ If there’s no visibility into the regions or tools to oversee what is going out to market before someone hits send, managing this is very difficult – and risky. It all comes down to effective governance.”
Let’s take a high-level view of the Franchising Code of Conduct, for instance. It’s set to be amended, again, this year. The legislation was already amended 10 times since it was first enacted in 1998. It was re-legislated in 2015, and a further eight amendments have been made since, not counting the forthcoming changes.
If that’s confusing to read, you can imagine how confusing it is for the franchise industry. How can franchisees possibly keep up with these changes? Some franchises can be big operations, sure, but many franchisees are small businesses with a lack of resources –they simply don’t have the time to keep up, even if they wanted to.
That’s where franchisors, again, can step in – with their larger pool of resources and by relying on third parties – particularly when it comes to marketing legislation - they can keep across the details that their franchisees don’t have time for.
so what can Franchisors do to strike the balance?
Franchisors need to find a middle ground in which they protect their brand and comply with legislation, while also allowing some wiggle room to allow each franchisee to message to their specific market. Governance with flexibility if you will.
There are tools available which manage the marketing needs of franchises from the top down while allowing for the local area marketing that is required. Marketing technology platforms can offer franchisees
the right to edit and wordsmith marketing campaigns based on their customer base, while giving franchisors final sign off. Although this may come across like ‘big brother is watching’ – it actually creates greater balance, helping franchisees navigate the complicated world of brand consistency and the plethora of legalities that are intertwined with brand ownership. And it protects the brand from the risk of franchisees going rogue or too far off-script.
This top-down, one-to-many approach is one that is adopted by franchisors across the country and the world, and even by businesses – think a bank – with branches dotted across the nation.
Furthermore, taking a top-down, one-tomany approach to marketing allows the franchisors to understand what best works and what doesn’t, either overall or by region, or even by franchise. The business can then tailor its future marketing campaigns around the analytics, taking a data-driven approach to its marketing efforts - positively impacting all franchisees.
The HQ can also keep a close watch on its brand this way – monitoring the feedback it’s receiving about campaigns, even the general sentiment of the brand among the population. It can then adjust and remediate as required.
By leveraging digital tools, franchises can tackle their unique set of challenges by balancing centralised control and visibility with local autonomy, delivering a win-win from the top down. v
selling YO ur fr Anchise:
leg A l s tr Ategies For A t rouble-Free e xit
Selling a franchise business can be rewarding, but it comes with its own set of complexities. Navigating these challenges successfully requires a thorough understanding of the legal obligations and processes involved.
As an experienced franchise lawyer, I’ve helped countless franchise owners through this process, ensuring they sell their businesses smoothly and without defaulting on their franchise agreements or leases. Here’s what you need to know.
1Understand the transfer clauses in your Franchise agreement
One of the first steps in selling your franchise business is to fully understand the transfer clauses within your franchise agreement. Franchise agreements generally require that you obtain permission from your franchisor before you can transfer ownership of the business and only then can you transfer to an approved prospective franchisee. This is a critical aspect that must be addressed as soon as you start considering a sale.
- Sellers Due Diligence: Before initiating the sale, conduct a Sellers Due Diligence. This involves reviewing the business’s legal standing, including contracts, assets, and compliance with regulations. Addressing any legal issues early can prevent delays or complications during the sale process.
- Franchisor Permission: Your franchisor will likely have specific criteria that the buyer must meet before they approve the transfer. This could include the buyer’s financial stability, operational experience, and even their personal background.
- Legal Advice: It’s crucial to engage a franchise lawyer early in the process to explain these transfer clauses and help you navigate them. Without proper legal guidance, you might face delays or even the possibility of the sale being denied.
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
2post-sale restrictions: know What you can and cannot do
Another critical aspect to consider is what you can do after the sale. Franchise agreements typically contain restrictions on your ability to operate a similar business after you’ve sold your franchise. These restrictions are designed to protect the franchisor’s brand and prevent direct competition.
- Non-Compete Clauses: Most franchise agreements will include non-compete clauses that prevent you from operating a similar business within a certain geographic area and for a specific period after the sale.
- Rebranding Limitations: You may not be able to simply rebrand the business and continue operating in the same industry. Legal advice is essential here to fully understand the scope of these restrictions and to ensure you don’t inadvertently breach the agreement.
3requirements for the transfer of Lease
If your franchise operates from a leased premises, understanding the requirements for the transfer of lease is critical. This involves not only the legal aspects but also the practical steps of transferring the lease to the new owner.
Franchisor Rights and Lease Transfer Obligations: In most cases, you will not be able to retain occupancy of the premises after selling the franchise. This is due to provisions in the franchise agreement that typically require the lease to be transferred to the franchisor if they choose to take over the location or to the new franchise. The
franchisor’s right to step into the lease ensures continuity of the franchise operations at that site. It is essential to carefully review these obligations with your lawyer to understand your rights and the franchisor’s options regarding the lease transfer.
- Landlord’s Consent: Similar to franchisor approval, you’ll need the landlord’s consent to transfer the lease. This process can be straightforward or complex, depending on the lease terms and the landlord’s policies.
- Lease Transfer Options: The buyer will either need a new lease, a license to occupy, or a transfer of lease by way of a deed of assignment. It’s essential that your lawyer is involved in this process to ensure that your interests are protected and that the transaction complies with all legal requirements.
4the sale process: key parties Involved
Selling a franchise involves coordination between several parties: the buyer, the seller (you), the landlord (who may also be the franchisor), and the franchisor. Understanding the role of each party and the documentation required is essential for a smooth transaction.
- Buyer’s Due Diligence: The buyer will need to conduct thorough due diligence, which will include reviewing the franchise agreement, lease, and financial records. This process is crucial for the buyer to ensure they are making a sound investment.
- Sale of Business Agreement: This agreement, prepared by your lawyer, outlines the terms and conditions of the sale, including price, payment terms,
completion obligation and post completion obligations.
- New Franchise Documents: The buyer will need new franchise documents, which are usually prepared by the franchisor’s lawyers. These documents will outline the terms of the franchise moving forward.
- Lease Transfer: As mentioned earlier, the lease will need to be transferred to the buyer, a process that requires the involvement of the landlord’s solicitors.
In the Settlement Stage, beyond transferring the lease, finalising the transfer of business names, licenses, and employee entitlements. Accurate settlement statements and handling any stocktake, if applicable, are essential steps to ensure all financial and legal obligations are met on settlement day.
5Understanding timings and cooling off periods
Timing is a critical factor in the sale of a franchise. The franchise agreement will likely specify timelines for the buyer to receive the necessary documents and complete training. The Franchise Code of Conduct also dictates strict requirements.
- Document Timelines: The franchise agreement and the Franchise Code of Conduct will specify how long the buyer has to review and sign the necessary
documents. Delays in this process can result in penalties or the termination of the agreement.
- Training Requirements: Many franchisors require the buyer to complete a training program before they can take over the franchise. The timing of this training needs to be coordinated with the sale process to ensure a smooth transition.
- Cooling Off Periods: The Franchise Code of Conduct mandates a 14-day cooling-off period for prospective franchise buyers. During this period, the buyer has the right to withdraw from the franchise agreement without penalty, even after signing the contract. It’s crucial to understand this cooling-off period and how it can impact the sale timeline. This period gives the buyer time to reconsider the purchase and can affect when the sale is considered final. Proper legal advice is essential to navigate this period effectively.
engage a Franchise Lawyer early
Navigating the sale of a franchise business without legal guidance from an experienced franchise lawyer is risky. The franchisor will provide assistance but you must engage your own independent lawyer to assist you. Engaging a franchise lawyer early in the process can help you avoid common pitfalls and ensure that the sale goes smoothly.
- Avoiding Default: A lawyer will help you understand your obligations under the franchise agreement, lease, and other relevant contracts, ensuring you don’t default during the sale process.
- Smooth Transition: Legal advice ensures that all parties involved are on the same page and that the transition to the new owner is as seamless as possible.
conclusion
Selling your franchise business is a significant decision that requires careful planning and a thorough understanding of the legal processes involved. By understanding transfer clauses, post-sale restrictions, lease requirements, the roles of involved parties, and the timing of the sale, you can ensure a smooth and successful transaction. Engaging a franchise lawyer early in the process is crucial to navigating these complexities and achieving the best outcome.
Whether you’re just starting to think about selling or are ready to begin the process, make sure you have the right legal support to guide you every step of the way.
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.
trusted exC ellen C e in Printing For oV er 30 ye A rs
An Australian success story since the 1980’s, many national brands and local businesses have trusted Impressu to deliver world-class, visually impressive print and digital work for their brands.
Now owned by a top 100 ASX listed company based in Queensland, Impressu is regarded as the leading end to end print solutions provider in Australia. The business operates 24/6 producing high-quality, high-volume work for local, national and international delivery. When you partner with Impressu you get direct access to one of Australia’s best fleets of high-tech printing equipment alongside one of the most experienced production teams – all under one roof. This minimises the risk of timing delays and quality control issues caused by outsourcing to third party suppliers.
Impressu Print Group continues to evolve with new technologies, environmentally sustainable products, digital media and enhanced online client services. Creating and maintaining honest and lasting relationships with our family of customers is at the core of our values. With a proven track record and our ongoing commitment to exceed your expectations, we will continue to Impressu.
Our printing services range from creating a variety of beautiful and visually impressive materials using the latest trends, tools and
technologies to help your business manage the entire process with our print management services. You can be sure that we are your top go-to partner for any of your printing needs.
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 others. 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 and much more, just for these brands.
point-of-sale printing
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.
Our expertise in POS printing will help you create visually appealing displays that resonate with your audience and enhance the shopping experience. You’ll be amazed at the difference our high-quality materials can make for your store and overall business. We can help you elevate your retail environment and drive customer engagement!
offset & digital printing
You can trust the Impressu print team to make your brand stand out from the pack. Impressu can print in all formats, plus finish and bind to your specifications. Whether large offset print runs, wide format, or personalised digital short runs, Impressu can provide any of your print requirements. The team can help you select the right environmentally friendly paper stock to meet your brand’s sustainability credentials. We produce books and bound documents,
“ 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.”
annual reports, magazines, catalogues, flyers, brochures and much more.
signage and packaging solutions
We specialise in creating beautiful and visually appealing signage of all kinds. Whether you need indoor or outdoor signs, promotional displays, or directional signage, you can trust us to deliver high-quality results that enhance your brand.
In addition to signage, we are the go-to Australian printers for packaging solutions.
Our expertise ensures that your products not only stand out on the shelves but also remain true to your brand identity. With our innovative packaging designs, you can attract more customers and elevate your product’s market presence.
direct Mail & Letterbox Marketing
We offer a comprehensive advisory service that assists in strategising and implementing direct mail and letterbox marketing campaigns.
Direct Mail
We expertly design and print every element of your campaign to ensure maximum impact, no matter if it’s a standard DL mailing or a custom-designed 3D-mailpack with interactive involvement devices. With Impressu, you don’t have to worry about anything as we take care of preparing and lodging all your mail with Australia Post, so you can enjoy any applicable postal discounts. Trust us to deliver the complete package for creating and distributing your direct mail campaign.
Letterbox Marketing
Impressu helps your brand stand out in the letterbox to drive traffic to your store or website. Australia’s leader in letterbox marketing services, Impressu delivers from start to finish - including print production, distribution scheduling and booking and campaign management. Use the interactive mapping portal to select your distribution areas in Australia Post’s Unaddressed Mail Service delivery areas. You can also customise your campaigns with QR or promotion codes for retail redemption and performance tracking. Impressu prints more than 150 million letterbox items annually and fully manages ongoing local area marketing programs for large network businesses. Let our expertise help you succeed.
Letterbox Flyers continue to be a major channel in Domino’s Media Mix delivering high contribution to sales. In FY24 Letterbox Flyers accounted for 21% of Marketing Sales and recorded an ROI of 157%*.
Contact Sheena Davis
Email: marketing@impressu.com.au
Or visit the website: www.impressu.com.au
“ This is a real milestone for me as I reflect on the last six years, having launched Stagecoach Perth South in 2019. I’m very proud to have taken on the existing and extremely successful neighbouring territory in Stagecoach central.”
s tagecoac H Per For M ing arts veteran taK es owners HiP o F PertH networ K
Stagecoach Performing Arts is excited to announce that Alison Tasker has officially taken ownership of the entire Perth territory, having previously owned and run the Perth South territory for more than five years. Now operating the full Perth network of schools, Alison looks to an exciting future.
“This is a real milestone for me as I reflect on the last six years, having launched Stagecoach Perth South in 2019. I’m very proud to have taken on the existing and extremely successful neighbouring territory in Stagecoach central, which had been operated by a good friend of mine – Serena Kipling – for more than 23 years. I’m excited to be part of the school’s legacy as I take it forwards,” said Alison.
Alison’s journey with Stagecoach Performing Arts began over a decade ago when her family relocated to Perth from the UK in 2013. Having experienced Stagecoach firsthand in Tonbridge, her daughter continued attending Stagecoach Joondalup after their move. The community quickly became a second home for the family, and after six years as a ‘Stagecoach mum’, Alison seized the opportunity to launch Perth South.
“During my first term as a Stagecoach
franchisee, I’d almost doubled my projected numbers. I knew then that there was huge potential for success and looked forward to expanding my reach. Having now invested in Serena’s existing schools, I’m proud to be the owner of all operational Stagecoach schools in Australia,” added Alison.
Despite a busy first term, which involved managing shows for both Perth South and Perth Central, Alison successfully navigated the demands of her expanded role. With a clear vision for the future, Alison is already expanding the offerings at Stagecoach Perth. Due to overwhelming demand at the Joondalup school, she will introduce new sessions later this year.
Looking ahead to a new year, Alison also plans to reintroduce dormant Early Stages classes – for children aged four-six years –and offer exciting new holiday workshops, ensuring students have even more opportunities to explore their creativity. Alison’s passion for the performing arts and her commitment to nurturing young talent in the Perth community has fuelled her vision for Stagecoach. “I’m constantly looking forward and embracing this busy but fulfilling lifestyle. I’m thrilled to be part of such a vibrant and supportive community,” she said.
For Andy Knights, CEO of Stagecoach Performing Arts, Alison’s takeover signals a pivotal time for the global performing arts brand.
“We’re thrilled to support Alison as she steps into this new chapter. Over the course of the last – almost! – 25 years, the Perth community has truly embraced the opportunity to nurture children’s creativity and confidence through the performing arts. Our mission has always been to inspire young talent, and it’s incredibly rewarding to support Alison as she continues to nurture this in her community. We can’t wait to see what she will go on to achieve,” said Andy.
To find out more about franchise opportunities with Stagecoach Performing Arts, visit https://www.stagecoachschools. com.au/
trans For M ing Lives at tH e b otto M o F tH e Pyra M iD:
tH e Mang i nasaL Franc H ise Mo D e L PH i Li PPines
In developing countries around the world, addressing the needs of people at the bottom of the pyramid (BoP) is both an opportunity and challenge. They are the largest, yet often underserved, segments of society. They have the same needs as people in the developed world but are penalised by low disposable incomes to purchase products.
Franchises, who can adapt scalable business models and build on their established brand reputation and franchise success, have the potential to offer affordable products and services to BoP communities while simultaneously generating healthy profits.
Mang Inasal, is an example of popular growing fast-food chicken chain in the Philippines owned by Jollibee a major established fast food chain in the Philippines, highlights how franchises can tap into the BoP market, balancing and achieving business goals but also creating social impact in BoP communities.
Understanding the bottom of the pyramid
It was C.K. Prahalad, a lateral business thinker in 1998 pioneered and coined the concept of the bottom of the pyramid. He argued that companies could generate significant profits while improving the quality of life for the world's poorest populations. Prahalad's seminal work suggested that the four billion people living on less than $2 a day represented a vast, untapped market. By innovating products and services tailored to their needs, businesses could foster economic development and uplift these communities.
bop
key challenges
The BoP demographic often faces multifaceted challenges, including limited access to essential goods and services. Economic constraints are a primary barrier, with low income levels restricting purchasing power. Additionally, infrastructural
inadequacies such as poor transportation networks, lack of reliable electricity, and insufficient healthcare and educational facilities exacerbate their difficulties. These factors collectively create a challenging environment for businesses aiming to serve the BoP market.
In the Philippines, the BoP segment is substantial, with a significant portion of the population 20 million approximately living below the poverty line. This is especially pronounced in rural areas and urban slums, where economic opportunities are scarce, and living conditions are harsh. For franchise businesses looking to engage with this demographic, understanding their unique needs and constraints is crucial.
strategies for engaging the bop Market
To be successful servicing the needs of BoP you need flexibility in developing key strategies with a focus on the following:
Affordability: Products and services must be priced within the reach of low-income consumers without compromising on quality. This often requires companies to innovate cost-effective solutions and optimise their operations to maintain profitability while keeping prices low.
Accessibility: BoP consumers often live in remote or densely populated areas with limited infrastructure. Businesses must develop efficient distribution channels to
ensure that their products and services reach these communities. This may involve leveraging local networks, employing mobile technology, or establishing micro-distribution centres to overcome logistical challenges.
Cultural Alignment: Understanding and respecting the cultural preferences, values, and traditions of BoP consumers can significantly enhance product acceptance and brand loyalty. For instance, in the Philippines, food products that align with local culinary tastes and dining habits are more likely to succeed. Companies need to engage with communities, gain insights into their daily lives, and tailor their offerings accordingly.
Empowering BoP Communities: Inclusive business practices can create an ethical cycle of economic development. This includes generating employment opportunities, providing skills training, and supporting local entrepreneurship. Such initiatives not only improve livelihoods but also build a loyal customer base and enhance the company’s reputation.
the growth of Mang Inasal
Founded in 2003 by Edgar Sia, Mang Inasal is an exemplary success story of grassroots entrepreneurship meeting corporate growth. The chain initially gained traction by offering affordable grilled chicken (inasal) meals that appealed to the Filipino palate and cultural dining preferences. Its initial success in Iloilo City prompted a rapid expansion across the
Philippines, leading to its acquisition by Jollibee Foods Corporation in 2010.
Mang Inasal's business Model
Mang Inasal's scalable business model has five key factors that make it unique and successful:
1. Affordable Pricing: The company offers filling, culturally appropriate meals at price points that are accessible to BoP customers. This affordability does not compromise quality, as Mang Inasal focuses on delivering consistent, tasty, and nutritious dishes.
2. Cultural Relevance: By understanding Filipino culinary traditions and preferences, the chain provides meals that resonate with local tastes. The rice-all-youcan feature, where customers can have unlimited servings of rice, caters directly to the typical Filipino diet.
3. Operational Efficiency: Franchises streamline supply chains, minimise waste, and utilize scalable processes. Mang Inasal has optimised its sourcing, food preparation, and customer service to provide maximum value for each peso spent.
4. Employment Opportunities: By rapidly expanding into small cities and towns, the chain creates numerous jobs, often for those from low-income backgrounds. Employment benefits extend beyond direct wages, including skills development, training, and upward mobility within the organization.
5. Local Sourcing: Mang Inasal sources ingredients locally, supporting the economy and reducing transportation costs. This practice aligns well with BoP market needs, ensuring fresh and affordable ingredients.
6. Welcoming Atmosphere: Friendly staff and a nice store layouts for special family occasions father’s day, birthdays, graduation and other special celebrations.
social Impact and challenges
The presence of franchises like Mang Inasal at the grassroots level can transform communities by providing job opportunities, quality food options, and economic empowerment. The franchise model enables rapid growth, ensuring consistent standards and reducing barriers to entry for aspiring entrepreneurs through franchising.
key challenges
Mang Inasal has a number of ongoing key challenges as outline below:
Market Saturation: As Mang Inasal
expands, it must carefully consider market saturation and potential over-competition with other franchises targeting similar markets.
Maintaining Quality: Scaling up often compromises quality. Keeping food quality consistent across all outlets is essential, especially for sensitive BoP consumers.
Local Competition: In many areas, informal food vendors and local eateries offer fierce competition. Franchises must differentiate themselves with branding and quality.
Rising Costs: Inflation and fluctuating commodity prices could impact pricing structures, making it difficult to keep prices low.
Lessons for other Franchises
Mang Inasal's experience holds valuable lessons for other franchisors aiming to tap into the BoP market in developing countries. These lessons are as follows:
Cultural Understanding: Important to have a deep understanding of local culture is crucial for any franchise's success. Local tastes, preferences, and economic dynamics must be factored into product design and marketing strategies.
Value Proposition: The BoP consumer is highly value conscious. They expect quality, filling meals or products at a low price point. Franchises should structure their operations to meet these expectations efficiently.
Community Involvement: Building strong relationships with the local community fosters loyalty and trust. Hiring locally, sourcing locally, and participating in community events can create a strong brand presence.
Adaptability: A successful franchise must adapt to the nuances of different regions within the country. Menu adaptations, marketing adjustments, and pricing flexibility can ensure relevance.
Scalability: Franchisors at BOP must establish processes that can scale without compromising quality or customer experience. Investment in logistics, training, and data management is essential. Mang Inasal was able to avail of the training, logistics and supply chain strengths of Jollibee to achieve economies of scale and combativeness.
key-takeaways
Mang Inasal highlights how franchisors can successfully grow and adapt their franchise business models to meet consumer needs at the bottom of the pyramid in developing countries. Their success highlights the critical
importance of deeply understanding local market dynamics, providing exceptional value for money, and developing efficient, scalable business models that can adapt to the unique needs of underserved communities. Through this approach, franchises like Mang Inasal not only achieved business success but also contribute to socio-economic development of developing countries.
Dr. Nigel Bairstow is an academic practitioner with experience working in a variety of marketing roles for large multinational companies such as Alcan Aluminium, Komatsu, Atlas Copco, and 3M. He completed his PhD in Marketing in 2012. His research focus is on b2b and b2c marketing channels.
Dr. Salman Majeed, Associate Professor at SILC Business School and visiting scholar at UTS Business School, is a research scholar at the International Centre for Hospitality Research & Development, Florida State University. He serves as an ad hoc editor and reviewer for prestigious journals and focuses his research on tourism marketing, hospitality management, consumer psychology, and behaviour.
UTS is the top-ranked young university in Australia. Our vision is to be a leading public university of technology recognised for our global impact. We’re known for our innovative teaching. We’re committed to practical innovation and research that benefits industry and society. We believe in social change to create a more just and equal world.
Toxic culture is every franchise biggest risk. It doesn’t matter what industry, toxic culture can damage employees mental and physical health, negatively affect results and targets from being achieved, generate silos and factions, destroy leadership and company reputations, generate high attrition and is also a barrier to hiring high potential employees in the future.
And yet, many organisations refuse to see toxic culture as a risk. The negative publicity faced by organisations with alleged toxic cultures has a detrimental effect in almost every area of the business. In 2023, a toxic culture in the Confederation of British Industry saw the company come close to complete collapse. A year on, it’s still struggling to recover.
‘culture’) is the number one priority for HR leaders.
Toxic cultures harm humans, results and reputations. Yet toxic culture is preventable. By understanding what culture is and the actions required to address the risks of toxic culture occurring, leaders and managers can not only create a great place to work, but also - as a by product of this - achieve results, keep their best people, attract others who can help to strengthen it and safeguard the reputation of the organisation and safeguard their own legacy too.
The best working cultures in the world are led by business leaders that recognise the importance of culture investment and they will spend 1-2% of revenue to get a rise in productivity and the results that come with that. It’s no surprise that US-based IT company Cisco, for example, is continually successful. Their CEO Chuck Robbins credits their success to the culture that they build and continually evolve, rather than the products they build and sell. In 2019 he said ‘My ultimate goal is for Cisco to be the best place to work in the world.’
Thankfully, many other forward-thinking CEOs now understand the need for meaningful work on defining culture to avoid the opportunity for toxicity. In one research report, 92% of CEOs acknolwedged that improving their culture would increase company value; likewise, improving the employee experience (a fancy way of saying
These leaders also recognise that employee generational attitudes have shifted and that in order to retain their best people and attract those that can further help them fulfil their ambitions, they must work hard to build a culture of belonging and respect.
So, how to avoid a toxic culture? The secret lies in meaningful culture definition. As an organisation, you get the culture that you choose to build. Leaders that put time, thought and effort into building a culture in a meaningful way, will avoid the conditions that lead to toxicity.
This means involving employees - of all ages and tenures - in defining the values, behaviours and ways of working, rather than telling them what they are. Employees will take pride in upholding a culture that they feel they have had a say in. They will take accountability for its positive evolution and actively manage those that seek to undermine what they’ve built.
It also requires an investment in management training. Millions of pounds are wasted every year investing in a special few potential ‘leaders’ on complex leadership development programmes, when cultures are built, productivity generated and results achieved through competent middle managers.
When middle managers understand how to build teams, communicate effectively, set
expectations, have courageous conversations, and motivate the individuals on their teams to achieve a set of results, everyone benefits. Employees feel motivated to achieve and CEOs see their organisations succeed in almost every metric.
Of course, this approach takes time and costs money, but it’s an investment worth making. Not only is it reflected in the bottom line, it’s also reflected in the cultural reputation that the organisation has, which in turn attracts other high potential people who want to perform at the highest level in a values-driven environment.
Having worked with almost 100 teams in 20 countries I can tell you that this approach works for any organisation. From sports teams to call centres; sales teams to start ups; banks to hospitality. Toxic culture is the biggest risk that organisations face, only by choosing to actively build culture, can leaders everywhere avoid the conditions that will lead to this risk becoming an issue that the media takes an active interest in. v
colin d. e llis :
D Ellis is a five-time best-selling author and culture consultant. His latest book Detox Your Culture is released in Australia in December.
out what kind of culture you have right now at www.fiveculturesquiz.com
5 Lessons Fro M s ir w inston cH urc HiLL
…in PL anning your networ
K ’s Future
I was fortunate enough to visit Churchill’s War Rooms in London. What was incredible was how much effort they put in to know exactly where all their troops were, where the enemy were, and how they could best engage them to create a winning result –should sound familiar with both franchisors and franchisees – or am I dreaming.
In very tight conditions, under tons of concrete for protection, plans like the D-Day invasion were hatched and put into action. Working in cramped conditions, with no technology as we now know it, what did they do that is still relevant in the franchise world today?
1. Mapping and information (data)
This was the extreme form of manual mapping, unlike what we see in the digital
universe, but it worked. Pins and pieces of paper kept track of the army, air force and the shipping around the world.
In today’s world this can be done (and should be done) using digital mapping and current data. With the 2021 census readily available (http://www.abs.gov.au/census ) we can see fine details of any area / suburb, postcode or smaller.
If we are making major site decisions, surely this information should be taken into account. Other uses should be to understand any area for Local Area Marketing, and if you are doing a very simple version of territory planning, at least it will be more useful to know basic populations than just putting lines on a map.
2. Use up to date information
Churchill’s war rooms were being fed data as close to real time as was possible, through a variety of sources from spies to coast watch people and also all sorts of commanders in the field. This was a real life and death situation, so the freshness of the data was critical.
“ Naturally we do not want to telegraph our business intentions, so we should have confidentiality in many of the things we do. Today’s biggest issue is more about hacking and losing information, or having your systems compromised with viruses or worms.”
In our world, it often amazes me on how many decisions are made on old data. I am not saying it has to be updated minute by minute, but we still know companies using Census 2016, because they do not want to pay to upgrade it to Census 2021. If you are trying to make data based decisions (and tell your franchisees that is what you do), you need relatively fresh information. The cost of a bad decision, made due to old data will be huge compared to the costs of keeping this information relatively fresh in whatever systems you use.
Inside churchill’s war rooms
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.
3. security of knowledge
Security was paramount in those days. Whilst far different from today, with worldwide digital networks, Churchill’s wartime England was seen as paranoid.
Naturally we do not want to telegraph our business intentions, so we should have confidentiality in many of the things we do. Today’s biggest issue is more about hacking and losing information, or having your systems compromised with viruses or worms. Only about seventy kilometres away was Bletchley Park where they cracked the Enigma codes, and they say 10,000 people worked there, of which 75% were women. The first computer is attributed to Alan Turing and Bletchley Park, and experts say their contribution shortened WW2 by around 2 years. (Watch the film The Imitation Game).
Keeping on top of technology is always a challenge, but it is far cheaper today than even 10 or 20 years ago, and the software and hardware available today means that you should have information based decisions, not your wet finger in the air.
“ Keeping on top of technology is always a challenge, but it is far cheaper today than even 10 or 20 years ago, and the software and hardware available today means that you should have information based decisions, not your wet finger in the air.”
4. security of property
Whilst we are hopefully not seeing bombs being lobbed at our Head Office, that was a very realistic problem during WW2 in London. Tons of concrete was placed above the war rooms, hopefully to make them almost impervious to a direct hit.
Our security these days is both physical and digital, and needs to be addressed in all levels of business.
5. Leadership and longevity
Churchill probably did his greatest work during the war as a most inspirational leader when England was on its knees.
“ I am always astounded at companies shoving their very effective, experienced staff out the door the day they turn 60, only suffer what is often a very expensive corporate amnesia problem, where simple processes can often be discarded or simply overlooked.”
Churchill was 65 when he first became Prime Minister of England in1940, and went on to serve as PM (in 2 separate governments) till 1955 (aged 80). His manners were gruff, and he insisted on 2 full meals a day – even whilst visiting troops at the front, and normally washed down with wine or whisky.
Whilst I do not plan to work until I am 80 years old, I think there is some value in experience over youth in some forms of leadership. I am not saying the old Autocrats should come back (like we had when I worked in an oil company), but rather experience can lead to confidence in quick decision making, which is then reflected through the organisation.
Experience often tells us what has worked in the past, and gives confidence in the future, and possibly limits some over-confidence coming into play. I am always astounded at companies shoving their very effective, experienced staff out the door the day they turn 60, only suffer what is often a very expensive corporate amnesia problem, where simple processes can often be discarded or simply overlooked.
I recall a case when I worked at a major oil company, where our Administration Manager was retired, only to be back working 2 months later, for 3 days a week and being paid exactly the same. He commented to me the best part was Senior Managers now listened to him (and if they didn’t he was going to walk away)!
summary
There are many things that were done in wartime England, especially around places like Churchill’s War Rooms and Bletchley Park that are the forerunners of the things we do today. These can be seen as examples or lessons, and hopefully we can still learn from them.
the bombe – considered the world’s first computer
is 2025 tHe year you start your own business?
The Franchising Expo is set to deliver an expanded offering in 2025, with events in Sydney, Brisbane, and Melbourne, featuring a wide range of franchise systems and small business ideas.
With many people expected to explore a change in career in 2025, and these expos are the ideal place to start your research, ask the right questions, and compare opportunities. With the introduction of the Start Your Own Business Expo running alongside the Franchising Expo, there’s even more on offer for aspiring entrepreneurs.
At the shows you’ll discover exciting franchise brands and new business opportunities that align with your goals. Whether you’re looking at opening a retail outlet, offering a specialised service, or diving into the wellness industry, there will be opportunities for everyone. You’ll also get the chance to connect through face-to-face conversations that foster successful partnerships.
In 2025 the Franchising Expo will run in Sydney from 24-25 May, Brisbane from 26-27 July, and Melbourne from 30-31 August. These events bring together franchisors, franchisees, legal & financial experts, and industry authorities, giving you access to valuable insights.
“Meeting real people who can explain their business venture firsthand is priceless,” says Exhibition Manager Fiona Stacey. “Many visitors are inspired by business ideas they hadn’t even considered before attending.”
Whether you’re an experienced business owner or simply considering a new start, the expo has everything you need to start or grow a business. Fiona adds, “Hearing from franchisees in person provides a great insight into the realities of owning a franchise, including both the successes and the challenges they’ve faced.”
In addition to meeting exhibitors, visitors can attend the workshops and free seminars held throughout the shows. These sessions cover everything from business ownership, how to take the leap into entrepreneurship, and strategies to avoid common pitfalls.
The new Start Your Own Business feature will showcase services and products tailored to small business owners and startups, including accounting, marketing, legal, and tech services—helping attendees grow successful businesses.
Be sure to mark the dates in your diary and get ready to shape your future at the Franchising Expo.
For more information on visiting or exhibiting, contact Fiona at fiona@specialisedevents.com.au or visit www.franchisingexpo.com.au.
> Bigger floorplans
> Expanded visitor promotion
> New theatres on show floor
> Stand bookings now open
Sydney 24-25 May 2025
Brisbane 26-27 July 2025
Melbourne 30-31 August 2025
BEHIND THE he Adlines
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
Franchisor faces dispute with more than half its network
More than half of the franchisees of the Bank of Queensland (BOQ) have accused the lender of breaches of the Franchising Code of Conduct and seeking to enforce unfair contract terms, according to a media report.
Fifty-nine of BOQ’s 114 franchised branches have engaged law firm Morris Mennilli, who has put the franchisor on notice of their grounds for dispute and given 21 days for a response.
In August, the Bank of Queensland (BOQ) announced it will exit franchising and assume corporate ownership of all of its locations in addition to laying-off at least 400 workers in a $160 million restructure program, according to media reports.
BOQ says its retail banking model was no longer sustainable and that it would bring all 114 of its franchised branches into its corporate structure by March 2025, which is expected to cost between $115 million and $125 million over four years. The bank will also axe 400 full-time jobs at a further cost of $35 million, after laying-off 250 workers in the last 12 months.
Mexican chain doubles in value since Ipo
Australian-based Mexican food chain Guzman y Gomez (GYG) has doubled in value to a market cap of just over $4 billion, nearly $2 billion higher than when it listed on the Australian Stock Exchange (ASX) in June of this year, according to a media report.
GYG, which is now also included on the S&P/ASX200, has traded at a high of $42 since listing, nearly double its IPO price of $22. Despite some early investors such as Sydney hedge fund QVG selling off shares and realising profits, many investment firms and portfolio managers maintain a hold or buy rating for the stock, however one firm has urged investors to sell the stock now in expectation of a 12% decline in value in the next 12 months.
Franchisor
receives $72m
govt subsidy
McDonald’s Australia and its franchisees received up to $72 million through a trainee and apprenticeship wage subsidy program implemented under the Morrison Coalition government, according to a media report.
Designed to bolster the post-pandemic recovery, the Boosting Apprenticeship Commencements (BAC) program allowed stores to claim up to $28,000 per year per employee in training. Unions, Labor MPs, and former staff of fast-food giants criticised the $5.8 billion subsidy program questioning both the quality of training offered and the concept of taxpayers subsidising highly profitable businesses.
McDonald’s Australia was the single biggest claimant of the program ($11 million) with an additional 226 McDonald’s franchisees also using the program. In total the training of 8,000 employees was subsidised with a completion rate of just 53%. Thirteen franchisees reportedly received more than $1 million in subsidies with most training for
Certificate III in Retail delivered through the company’s in-house trainer.
kangaroo visits fast food outlet
Not to be outdone by a koala that made headlines earlier last month for visiting an IGA grocery store in Victoria, a kangaroo has hopped into a KFC restaurant in Western Australia, according to a media report.
The kangaroo entered the outlet in WA’s south-west region, bouncing around and over tables before attempting to leave through automatic glass doors which seemed to confuse it. A KFC spokesperson has confirmed that no customers, team members or marsupials were injured during the kangaroo’s visit.
paint and sip chain enters administration
The franchisor of Sydney-based paint and sip chain Pinot & Picasso has entered voluntary administration, according to a media report. Pinot & Picasso employed 16 full-time and 41 casual employees across seven companyowned venues, and has 42 franchised
locations in Australia and New Zealand. Seven employees have already been made redundant but administrators have advised franchisees that the business will continue to operate while options to restructure or recapitalise the business via a Deed of Company Arrangement, or an outright sale as a going concern are considered with the aim of preserving as much of the business and as many jobs as possible.
pharmacy franchisees to exit without penalty under merger deal
Franchisees of retail pharmacy chain Chemist Warehouse will be able to opt out of their agreements without penalties as part of listed pharmaceuticals supplies company Sigma Healthcare’s strategy to facilitate a merger of the businesses, according to a media report.
The option for franchisees to exit without penalties for the next three years is one of three major concessions proposed by Sigma and applies to franchisees who joined at the start of 2024. In addition, Sigma is committed to remain a participant in the Commonwealth Government’s Community
Service Obligation program for at least five years and has offered to limit the use of wholesale customer and franchisee confidential information for the next three years.
The proposed merger includes plans to list on the Australian Securities Exchange (ASX) at a merged value of around $8.8 billion, via a reverse listing through Sigma. Under the proposed terms, Chemist Warehouse shareholders will own 85.75% of the merged entity and families of the business’ founders will hold 49% of the group. New shares will be issued at 70 cents per share and current major shareholders of Sigma will have most of their shares escrowed until August 2026.
burger chain to exit australian market
The Australian division of Japanese burger chain MOS Burger has announced the closure of all Australian stores effective 31 August 2024, according to a media report.
MOS (Mountain, Ocean Sun) Burger opened the first of its three stores in 2011. All three stores are located in Queensland. It is unknown how many employees will be
impacted by the closures. Founded in 1972, Tokyo-headquartered MOS Burger is Japan’s second biggest fast-food franchise behind McDonald’s.
Fast food sales flat
Fast-food sales in Australia remain flat as consumers rein in discretionary spending amid the ongoing cost-of-living crisis, according to a media report.
Fast-food giants KFC and McDonald’s have both recorded a decline of up to nine per cent in chicken sales at their outlets. Collins Foods, the operator of 279 KFC restaurants across Australia, has reported sales at some stores down 0.8 per cent year-on-year for the months of May and June, and while the number of transactions appear to be stabilising, consumers are spending less per transaction.
Comparison site Finder’s ongoing monthly consumer sentiment tracker survey has revealed that consumers believe fast-food prices have increased well beyond the inflation rate while quality and service has declined.
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
We have over 25 years’ experience in the franchising sector in:
• Purchase and sale of franchise businesses
• Preparing and advising on franchise documents
• Franchise mediations
• Franchise dispute resolution
• Advising on franchise renewal and exit
• Commercial and retail leasing (07) 3221 2221 info@morganmac.com.au
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
Level 3/145 Eagle St, Brisbane City QLD 4000 www.morganmac.com.au
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
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
k wik kopy australia pty ltd
Level 9, 50 berry street, north sydney nsW 2060 Ph: (02) 9967 5500 email: franchise@kwikkopy.com.au Website: www.kwikkopy.com.au/franchise-opportunities
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
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
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,
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
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”.
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
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
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
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
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
hydraULI nk pty Ltd
www.hydraulink.com.au or www.joinhydraulink.com
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
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.
LU k UM ades (aUst) p ty Ltd
Lukumades is an emerging franchise that specializes in Greek doughnuts. The concept was established in Melbourne australia in 2016 from a food truck and has grown to become an international franchise.
The brand now has a presence in australia, singapore, Taiwan, uae and usa . Lukumades continues its exponential growth and will
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
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
soon open in the uK also. along with Greek doughnuts, we offer premium gelato and coffee for a broader audience to enjoy in a boutique and ambient space.
for more information plese contact e xarhos s ourligas at:
Phone: 0423 969 923
email: info@lukumades.co
Web: www.lukumades.co
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.
We are also the only early learning organisation to have the world renowned neuroscientist emeritus Professor a llan snyder, fellow of the r oyal s ociety and founder of the centre for the Mind at the university of sydney and the australian n ational university, as our chancellor and chair of r esearch.
a s a multi-award-winning early learning franchisor, Mind champs is committed to your success. Our extensive list of international awards speaks volumes about the quality of our educational approach and its popularity with australian families. The strength of our brand name is synonymous with solid scientific research, quality early learning strategiesand a caring, child-centred environment.
To discover why owning a Mind champs e arly Learning & Preschool centre is your dream business, visit: au.mindchamps.org or call 1300 646 324.
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
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
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.
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/.
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
award-winning customer service • Innovation and adaptability
www.packsend.co.nz & www.packsend.com.au
MUFFI n b reak
MyhoM e
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
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.
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 + G s T.
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.
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.
so UL or I g I n
s oul Origin is not just a brand; it is a friend to aussie food lovers. b ack in 2011, they set out on a mission, to shake up the fast-food industry and create a space where people could grab food that is not just quick but also fresh, wholesome, and delicious. n ow, with 150 stores across the country, they have become the go-to spot for foodies looking for quality food on the go. a nd guess what? They are just getting started.
s oul Origin has set its sights on further expansion and innovation. Their commitment to providing healthy,
s tagecoach per For MI ng arts at stagecoach Performing a rts we are all about performance – on stage, in life and in business. We are here to inspire children and provide them with the confidence to be themselves.
The demand for extra-curricular performing arts opportunities for children continues to increase. stagecoach’s unique model of running three disciplines (singing, dancing and acting) simultaneously, means its franchisees are well placed to capitalise on this demand. stagecoach developed educational framework which
We are a complete retail mobile showroom that brings high quality tools and equipment to customers at their place of work. Our highly targeted marketing techniques promotes our snap-on Tools brand so it reaches your customers. e ach month, we develop specials to give customers a reason to buy immediately. With extensive training and ongoing support, Join the world’s largest tool franchise and drive your own success www.snapontools.com.au
fresh food will continue to inspire changes in the fast-food industry. a s they grow, they bring with them a promise that nutritious food should be accessible to all.
Take the next step and join a food and coffee franchise with s oul Origin! for more information contact: Karla shand 0439 611 962 Karlas @soulorigin.com.au https://www.soulorigin.com.au/
is pinned around skills development for each stage of learning. stagecoach enriches the lives of 60,000 students worldwide, each week.
a s a stagecoach franchisee, you are responsible for driving and growing your business and managing a team of talented teachers. You will not be required to teach any classes yourself, but our model actively encourages you to put your own stamp on the creative process.
from marketing to recruiting and retaining teachers, stagecoach will provide you with the guidance and support you need, when you need it. australia.stagecoachfranchise.com
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
