Sep/Oct 2019 Feature – Food & Beverage Franchises. BUSINESS FRANCHISE Australia and New Zealand

food & beverage

VOL 13 ISSUE 06 sep/oct 2019

food and beverage

& the digital world

high risk:

workplace safety in the franchised food and beverage sector

ensuring your business is the main meal

wage noncompliance

a cost your business can’t afford Business Franchise Australia and New Zealand 31

what’snew!

DOMINO’S DELIVERS PLANT-BASED PIZZAS the joy of pizza, regardless of their religious, ethical, dietary or lifestyle choices,” he said.

“Our existing Beef & Onion pizza is among our top five most popular pizzas nationally, and beef is our second highest selling topping – so we already know it’s a product our customers love.

“We set out to share this love by serving up a range of tasty plant-based pizzas that offers our customers more choice at no extra charge.

“I’m excited to share that after nine months of developing and testing, we’ve finally done it and we couldn’t be more proud of the result.”

Domino’s Pizza has announced it will be the first pizza chain in Australia to launch plant-based pizza, which means now everyone can share in the joy of pizza.

The Company is adding a range of new pizzas, which will start with plant-based Beef & Onion, plant-based Beef Loaded Burger and plantbased Beef Taco Fiesta.

Domino’s Australia and New Zealand CEO Nick Knight said Domino’s is committed to offering high-quality pizzas for a great value that everyone can enjoy.

“Pizza is our passion, and we want to ensure that everyone can share in

Domino’s Global Development Chef Michael Treacy said Domino’s partnered with Australian companies to develop its plant-based ingredients exclusive to Domino’s.

“Developed and made right here in Brisbane, our plant-based ingredients were created especially for us and can’t be found anywhere else on the planet,” he said.

“Made from soy protein, our plant-based beef is free from artificial preservatives, flavours and colours, and is lower in saturated fat and higher in protein than its meat counterpart.”

The plant-based Beef & Onion, plant-based Beef Loaded Burger and plant-based Beef Taco Fiesta will be available in all Domino’s stores across Australia from September, with more tasty plant-based products in development.

Soul Origin announces National Barista Champion for 2019 Some of Australia’s best baristas and latte artists came together to battle it out for the title of Soul Origin’s National Barista and Latte Art Champion for 2019.

This year marked the network’s biggest competition yet with over 150 baristas across the country participating in the Barista and Latte Art Competition. The top 10 baristas and top eight latte artists from across Australia were flown to Sydney to compete in the national finals.

Finalists were critiqued by a panel of notable judges including Australian Latte Art Champion 2018 Shinsaku Fukayama, current Australian Latte Art Champion 2019 Jibbi Little and National Accredited Judge for ASCA Jane Clark.

Sherwin, the multi-franchise owner, was crowned National Barista Champion for 2019 for the second year running, winning an allexpenses-paid trip to either Origin or Italy to visit the La Marzocco factory for a coffee education experience.

Danya, a local barista from Parramatta NSW was crowned National Latte Art Champion 2019 winning a personal latte Art master class with Shinsaku Fukuyama – one of Australia’s premier latte artists.

“Soul Origin was thrilled to celebrate our National Barista Finals in Sydney. Thank you to all of our talented baristas, judges and the hardworking Soul Origin team for organising such a wonderful worldclass coffee event. It was great to see so many coffee lovers and Sydneysiders there to celebrate with us on the day. We were so impressed with the extremely high standard of competitors this year which reflects

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Soul Origin’s commitment to excellence” says Soul Origin National Barista Trainer, Sam Taylor.

Now in its fourth year, Soul Origin’s National Barista Competition recognises the best baristas across Australia and celebrates the network’s commitment to serving the best coffee to customers. www.soulorigin.com.au

First Dual Drive-Thru in Brisbane Suburbs for Zarraffa’s Specialty coffee retailer, Zarraffa’s Coffee, has opened its doors to its first dual drive-thru in the north Brisbane community of Hendra.

The new dual lane drive-thru will provide customers with a shorter wait time and easy entry and exit at any time of the day, catering for all people on the go, such as parents, workers and travellers.

The store is situated along the busy vehicular strip, connecting Brisbane and the Sunshine Coast and close to Brisbane airport, servicing the major suburbs of Ascot, Hamilton, Eagle Farms, Albion, Nundah and Hendra.

Run by an experienced franchisee group, who have spent the past 13 years, the Hendra store will be ready to welcome coffee lovers from day one.

“It has been an amazing 13 years so far as part of the Zarraffa’s family,” said franchisee, Hemal Keniya.

“The constant help and support over the years have allowed us to expand our footprint into the Brisbane area and we couldn’t be more thrilled to bring great coffee to such a busy part of north Brisbane.”

Zarraffa’s will employ over 20 locals, backed by an experienced management team, to run the new Hendra store, as they work to deliver exceptional customer service with a friendly smile and the perfect cup of coffee.

“Our experience has taught us about the importance of providing

excellent customer service and product, especially in the faster pace drive-thru environment,” said Hemal.

“We are excited to deliver customers a fantastic experience when passing through our new dual lane drive-thru.”

CEO of Zarraffa’s Coffee, Marnie Sheldon, said that while the location is an important component when opening a new drive-thru, it is equally important that the store is managed by a team of highly trained professionals who strive for success.

“Hemal and his team have come such a long way since opening their first store back in 2006,” said Marnie.

“Hendra is located in the vicinity of major roads servicing over 100,000 cars each day, and it will be their strong franchise experience that will ensure the new dual-lane drive-thru experience is a success.”

Monkey King Thai expands to Melbourne with its first franchise location food in an exclusive location which will be officially announced later this year.

Founder and CEO, Top.K said, “I’m delighted that my business has successfully grown into a five restaurant network, including the exciting launch of our brand into China. Melbourne was naturally the next step for us, and we’re pleased to share our brand with more people.

Monkey King Thai, a popular Sydney-based Thai restaurant with three busy locations, has made an exciting move interstate and granted its first franchise in Melbourne.

The family-oriented network has three restaurants along the North Coast of Sydney in Balgowlah, Lindfield and Narrabeen, and a recently launched restaurant in Shanghai which opened its doors earlier this year. Their move to Melbourne is part of their exciting growth plans around Australia.

Melbourne is known for its delicious and diverse cuisine, and eager diners will be able to experience Monkey King Thai’s authentic Thai

I am successfully bringing our amazing flavours to Melbourne with our first franchisee. We now have a system that attracts quality franchisees and ensures that my team can support and guide our franchise partners to the very highest level. I’m looking forward to our growth over the coming years with many more franchisees to join the network!”.

James Young, Head of Franchise Sales at DC Strategy, said, “It’s been a great experience working with Top and helping to bring his vision of a franchise network to life. After the success of the restaurants in Sydney and opening in China, the network’s first franchisee is excited about opening a new restaurant in Melbourne. We’ve carefully selected a prime location, which we know will deliver in bringing customers through the door.” www.monkeykingthai.com.au

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FE AT U R E A R T I C L E

Food & Beverage and the Digital World

New and emerging technology has dominated the news for its disruptive capabilities in many of the world’s industries for the past few years.

From agriculture to the automotive industry to food and beverage, automation technology, artificial intelligence, personalisation and social media has altered the landscape of how we manage our businesses. With the digital world connecting all of us, we look at some of the emerging trends in the food and beverage sector.

Embracing a cashless system With a huge variety of different payment options available these days and new options continually emerging, consumers are carrying cash less often. Between the cashless trend and the risks associated

with keeping cash in-store, more and more businesses are choosing to go cashless.

Earlier this year, in an Australian first, 7-Eleven Australia launched a completely cashless and card-less concept convenience store in Melbourne’s inner suburb of Richmond. Catering to the idea that ‘nobody likes to wait’ the store’s format eliminates queues and allows customers to shop and complete their transactions through an app available on their smartphone. Instead of processing transactions, staff members can focus on greeting and assisting customers.

Domino’s Pizza has also followed suit announcing it would be trialling the ‘tap and take’ only payment model at five Australia stores, in a bid to provide a faster and more convenient experience for its customers. The company’s trial stores will accept all forms of payment except cash.

So, what are some of the pros of going cashless? There is a lower risk of theft and fraud, both internally and externally.

Offering a variety of cashless payments will open your business to more customers.

Transactions will be faster, and staff can

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focus on customer service instead of only processing payments. A completely cashless store will be safer for staff.

Of course, there are also cons to going cashless, some consumers will still prefer to pay with cash, so if you were to go completely cashless you might lose their business. Any problems with technology may also mean customers don’t have access to their money or digital wallet. The elderly and those without access to technology may have difficulty paying or accessing their funds.

Payment platforms As a growing number of consumers turn towards digital and flexible methods of payment to purchase the goods they love, more businesses are getting on board with payment platforms like Zip, Afterpay and Apple Pay to remain relevant, competitive and profitable. By partnering with payment platforms, businesses can offer their customers a new way to pay either instore or online without the need for cash or cards.

Payment platforms are in the business of

Mobile payment services and mobile wallets like Apple Pay are now widely available and provide secure, cash-free and effortless payments. In developing and developed countries that are using cash less often, mobile devices are becoming the most common tools for payments.

Adoption of cryptocurrency A cryptocurrency is an alternative payment to cash, credit cards, and any other payment methods. The technology built behind the currency allows you to send your payment directly to another person or business without going through a third party like a bank. The most talked-about cryptocurrency is, of course, Bitcoin but there are several other popular cryptocurrencies in the market.

“Consumers of today are highly engaged with technology when deciding on a place to dine out and can readily see what is on the menu, reviews of the service, food and atmosphere and provide feedback for other customers.”

Australian fast-food chain, Origin Kebabs has been trialling the use of cryptocurrency payments at four of its Queensland stores for several months, allowing customers to pay for meals using bitcoin and other digital currencies. Independent Grocers of Australia (IGA), have recently also started to offer customers the opportunity to pay for groceries and other items in bitcoin and other cryptocurrencies.

Both companies are aiming to serve the evolving needs of customers and are at an innovative position in the Australian market, so watch this space!

“The term foodie describes not only those who eat at the most exclusive restaurants but those who carefully craft and arrange photos of their burger for Instagram.”

Food delivery services It was only a few years ago that homedelivery was limited to pizza and Chinese, but now as technology continues to evolve and connect us all, the concept of homedelivery has completely changed. Thanks to smartphone applications, such as Uber Eats, Menulog and Deliveroo, customers can have the restaurant experience in the comfort of their lounge room. From McDonald’s to Hog’s families can order food from almost any restaurant at the tap of a button on their smartphone.

While convenience and variety offered by online food delivery services is the greatest appeal for consumers, let’s hope that the dining out experience, meant to be shared with family and friends isn’t lost completely.

The age of the foodie We celebrate what we eat and how we eat it like never before. The term foodie describes not only those who eat at the most exclusive restaurants but those who carefully craft and arrange photos of their burger for Instagram.

As the foodie culture has exploded so too has the need for businesses to adapt to this trend.

With the age of the foodie, there comes more of an emphasis on food quality and presentation. Earlier this year, Domino’s Pizza set out to drastically improve product quality and consistency throughout all their stores across Australia and New Zealand by launching a world-first technology called DOM Pizza checker.

This technology was introduced to tackle one of the company’s most common customer complaints that my pizza doesn’t look right!

DOM Pizza Checker has addressed this complaint by ensuring that only the highest quality pizzas leave the restaurant, even in busy periods, eliminating inconsistency in product quality. The technology has now used artificial intelligence and machine learning to successfully scan more than 13 million pizzas across Australia and New Zealand; boosting product quality scores by more than 15 per cent (as rated by customers) since its launch.

Free-from movement The free-from movement is one of the

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disrupting credit card payments and aim to be everywhere a consumer would consider paying for items on plastic, whether that’s paying for lunch, buying an outfit or advertising to sell your car. Well known food and beverage franchises Grill’d and Schnitz have recently signed onto Zip allowing their customers to choose how they would like to pay for their meals.

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FE AT U R E A R T I C L E

“While convenience and variety offered by online food delivery services is the greatest appeal for consumers, let’s hope that the dining out experience, meant to be shared with family and friends isn’t lost completely.” fastest-growing trends in Australia. Foods with health, lifestyle and ethical attributes such as gluten-free, no added hormones, free-range, plant-based and vegan have become more mainstream. The emerging trend is not driven solely by allergies or dietary intolerances, but by those who are wanting to make healthier lifestyle choices.

It is becoming vital for businesses to offer customers more vegan, plant-based and vegetarian options. Mad Mex and Domino’s restaurants both now offer plant-based alternatives on their menu’s including chicken and meat substitutes and vegan cheese. Domino’s decision to add vegan cheese followed a survey on their Facebook page late last year to investigate demand for the product across Australia; they received an overwhelming response from the public.

In an age where consumers can access information at their fingertips about their health and nutrition, the free-from trend is one to watch very closely.

Social media Social media has changed the world of marketing, and consumers are empowered more now than ever before. Your potential customers can do their research before they decide to do business with you or decide not to.

For many consumers, an online review is as equally important as a recommendation

from a friend or family member. Your potential customers see first-hand reviews from people they know personally on their social media accounts. Social media has just become another avenue for word-of-mouth reviews.

the same strategy from print advertising to digital, and the same is true for social media platforms. Ensure you use high-quality images, a video where possible and remember to interact with your customers online.

Consumers expect quality food but also quality service. Business owners must acknowledge that every person walking into their business has a mobile phone with several ways to review their place of business.

Consumers of today are highly engaged with technology when deciding on a place to dine out and can readily see what is on the menu, reviews of the service, food and atmosphere and provide feedback for other customers.

Where to now?

You must have a unique, thought out social media strategy for each social media platform that you are active. You can’t apply

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Emerging technology and trends can be both exciting and intimidating, so it’s crucial to be open to new information, inventive approaches, and progressive technology. The way we manage our business is changing at a rapid pace, so you need to be receptive to new technology and keep an eye on the latest news and emerging trends. Regularly compare and benchmark yourself against competitors and industry leaders to stay on top of current innovations, to ensure you’re not left behind!

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NEW YORK MINUTE DELIVERING PROFITS WITH UBER EATS

As a small business owner with over 20 years’ experience in the quickservice restaurant (QSR) industry, I know how daunting starting your own business can be.

Betting the farm (or in most cases the family home) on the success of a retail food outlet

can be terrifying, and with the current upheaval being experienced by the food and beverage industry, it should be. I say that because the QSR industry and the franchises that operate in that space are scrambling to survive the single biggest shake up the industry has ever experienced.

The rise of the mobile delivery app Until very recently, QSR operators needed to keep a close eye on expenses such as wages, cost of goods, and overheads, but these factors

have largely remained stable and predictable.

Therefore, the main job of any franchisee was to ensure that they were generating enough sales which, if they were, would yield an industry-standard profit margin of between 10 per cent to 20 per cent. That’s why successful franchise brands have traditionally invested heavily in large restaurants located within high profile but expensive locations such as shopping centres. In the past, this model has increased brand exposure and, by extension, profit margins. Beyond that, the main thing that kept people like me and other small business owners awake at night was monitoring the overall health of the economy and hoping that consumers remained motivated to spend some of their hard-earned cash on a burger or two every week.

However, all that has now changed, and what was good practice and a profitable business model two years ago is now a roadmap to bankruptcy. In a nutshell, this is because of the customers’ preference and the advent of Uber Eats, and other mobile app-based delivery services. To put the scale of Uber’s influence into perspective, I will use a real-world example. Six months after introducing Uber Eats over 50 per cent of our total company sales were being generated via the App, and in some store cases, this figure is now closer to 90 per cent. This is a pretty standard experience for businesses that have taken up the delivery platform, and for those that haven’t their overall sales

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have unsurprisingly plummeted. While it is not immediately obvious why switching from in-store sales to Uber Eats based sales is a bad thing, this industry transition has left operators with two dangerous and distinct problems. Firstly, empty high profile stores that are costing them a fortune in now wasted rent and overheads, and secondly a massive chunk of their sales revenue being taken via the Uber Eats commission. These two factors combined mean that, while sales have never been higher, restaurants have never been emptier, and profits have never been lower.

Let’s quickly dissect why industry experts have suggested a decades-long business model has been knee-capped when sales are at an all-time high. Firstly, because the traditional business model has emphasised a heavy investment on high rent high profile and large locations, restaurants are now carrying a massive dead weight in the form of huge rents for restaurants that are essentially empty. Empty restaurants and high rent in itself is not the killer; you don’t need an economics degree to know that it’s bad business practice to put 15 per cent to 20 per cent of your sales revenue into paying the rent for a brand-spanking high profile location that customers are no longer interested in visiting.

The biggest issue for current and prospective restaurant operators is the Uber Eats commission. While it is universally understood that customers who order through Uber Eats pay a five-dollar delivery fee in addition to their order value, what customers (and most franchise operators) don’t consider is that Uber Eats also takes up a fee of up to 38 per cent of the sales value from the business. Put another way, from an order of $50, Uber charges up to $19, and your restaurant is left with as little as $31. So overnight, a business model that has evolved slowly and cautiously over decades to balance expenses with sales has been hit with a brand new unavoidable up to 38 per cent overhead.

Based on this new metric, you must adapt or die.

But, as someone who loves the QSR industry and has worked in it all my life, I had to fall in love with Uber, and now I have absolutely no hesitation in saying that Uber Eats and similar platforms have also created an unprecedented opportunity for business owners. I think about how Uber Eats has transformed the QSR industry as being very similar to how the invention of the automobile transformed the transportation industry. That’s because smart operators who were involved in the industry saw the introduction of cars as a massive opportunity and quickly repositioned their business to capitalise on this new product.

Holden is one such great example, instead of watching their sales of horse-drawn buggy

“For 12 months, New York Minute decided not to charge our franchisees a single cent in franchise fees while we designed and implemented a root and branch restructure of our business model.”

SP

carriages decline, they partnered with General Motors and started making car bodies instead.

I think most business people would agree, Holden’s massive success over the last halfcentury would not have happened had they refused to change with the industry. That’s why at New York Minute we have changed our business model to work with Uber Eats.

VOL 13 ISSUE 06 SEPT/OCT Delivery is what customers want, and as 2019 a QSR professional, I want to provide my customers with what they want.

But despite New York Minute’s success, small businesses (including franchisees) are going bankrupt in their droves. They have the sales revenue Uber Eats is delivering, but they are unsuccessfully trying to carve a profit via an outdated business model that has not been built to work with delivery partners. I know the pain that this reality has caused the industry and individuals, because I, along with my franchisees, have experienced it ourselves. We at New York Minute decided that we needed to build a new business model designed specifically to be profitable despite a high percentage of Uber sales because our franchisees and our business were hurting.

That’s why for 12 months, New York Minute decided not to charge our franchisees a single cent in franchise fees while we designed and implemented a root and branch restructure of our business model. Of course, we are still evolving, as every successful business must do, but I am proud that we have been able to return every single one of our franchises to profitability. More importantly, our current and future franchise partners now have access to a business model designed to not only

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survive a high percentage of delivery orders but to thrive in this space.

So, with all of the upheaval our industry has and is experiencing, I would offer you the following advice if you are considering investing in a QSR franchise; Ask the franchisor how their business model is designed to be profitable with 60 per cent to 80 per cent of sales coming via delivery apps like Uber Eats. If they can’t give you a quick and convincing answer to this question that is backed up by existing stores and solid numbers, walk away.

Customers have voted with their feet and chosen the Uber Eats delivery model.

Though this fact has undoubtedly caused the traditional QSR players much pain, it has also created an unprecedented opportunity for new entrants to make a splash with a modern, updated business model. As a potential investor in your own QSR franchise, the opportunity for prosperity has never been greater provided you pick the right franchise partner.

NEW YORK MINUTE

Antony Crowther is the Managing Director of New York Minute Burgers and a 20-year QSR industry veteran. The New York Minute burger concept was born of founder Antony Crowther’s goal of marrying local Australian produce with traditional New York style street cuisine. Today, New York Minute honours its beginnings by fixing a firm focus on providing the best quality burgers in Australia.

DELIVERING PROFITS WITH UBER EATS

www.newyorkminute.com.au

SPECIAL FEATURE

FOOD & BEVERAGE

Business Franchise Australia and New Zealand 13

FRANCHISES

THE FINANCE QUESTION

HOW TO PUT YOUR BEST FOOT FORWARD

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e x pert adv i c e

High Risk:

Workplace Safety in the Franchised Food and Beverage sector

The Problem for the Food and Beverage Businesses are the top hazards for the foodservice industry:

“The franchisor and franchisee must commit together by identifying hazards, documenting policies related to health and safety, and using a system to capture issues and their resolutions.”

Chris Beasley | Managing Director | Safety Navigator

• Manual handling • Slips, trips and falls • Burns and cuts • Customer and client violence

Reasons

Safe Work Australia recently stated that the incidence rate for the food services industry is 38 per cent higher than the average rate for the Australian workforce, with a rate of 58.6 per 1000 workers having a serious incident in the workplace every year.

For those who operate in this sector, that statistic is probably no surprise, given the working environment is typically busy, dynamic with a customer focussed, responsive mindset.

This article looks to list the reasons why workers in the food and beverage sector are more likely to suffer workplace injuries, and what may be done to reduce this statistic.

Risks Let’s look at a few reasons why there is a higher rate of workplace incidents in the food and beverage sector.

According to Safe Work NSW, the following

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These hazards relate closely to the following factors, while although not necessarily unique to food and beverage, are key factors in most businesses in this sector: Extreme Environmental factors: Back of house is both a ‘hot’ working environment - the kitchen, and a ‘cold’ environment - the cool room. Constant exposure to one or both can lead workers to feel fatigued, and can temporarily break down parts of the immune system.

Equipment and Machinery: Working kitchens with sharp knives, moving machinery, doors opening and closing.

Fatigue: Shift work and exposure to a ‘hot’ and ‘cold’ working environment can lead to fatigue

Transient workforce: A small food and beverage business would typically have only a handful of permanent staff. A reliance on casual staff can lead to high turnover, low uptake and outcomes on training delivery and a possibly a lower adherence to policy, particularly as it relates to health and safety.

Over-reliance on ‘training’: Training is ‘key’. That statement goes without saying, but there are many examples of where - and in the franchised food and beverage industry in particular - head office may over-rely on training at the expense of key systems. If you don’t have a robust health and safety system in place, endorsed by Franchisor and tracked by them, what’s the point of training?

Customers: Customers are the moving, demanding, and ever-changing variable in every food and beverage business. The unpredictable nature of dealing with members of the public can lead to a higher risk of several hazards to staff.

Potential Solutions So now we’ve identified some of the key issues and hazards relating to the sector, let’s now examine some potential solutions.

Workplace Inspections to Identify all hazards and risks: A regular workplace inspection schedule should be in place at any rate, but a comprehensive ‘audit’ of all hazards and risks, with the involvement of staff, is a must. Once all the potential hazards are identified, the business can assess the risk of each and put a risk register in place, with an action plan.

“Shift work and exposure to a ‘hot’ and ‘cold’ working environment can lead to fatigue”

“A regular workplace inspection schedule should be in place at any rate, but a comprehensive ‘audit’ of all hazards and risks, with the involvement of staff, is a must.”

A safety system: A safe system of work, including policies and procedures, a training plan, and a risk management system gives a structure to allow the identification and resolution of hazards to be quicker, more transparent, and less costly.

Training: With a particular focus on manual handling and customer relations.

Subscribe to Industry publications and join industry groups, some of these include: • Australian Hotels Association • Australian Retailers Association • Restaurant and Catering Industry Association • Franchise Council of Australia • Safe Work Australia

Summary For those of us who work in the food and beverage sector, the benefits can be tremendous, including a high energy working environment, the social benefits, and (possibly) discounted food and drink.

But the statistics don’t lie, and they suggest this sector is one of the more higher-risk workplaces to work.

While this article outlines some of the key hazards and some proposed solutions to decrease the risk of an incident occurring in the workplace, one key point needs to be stated here; the franchisor and franchisee must have an open line of communication to discuss and resolve health and safety issues.

Unfortunately, some franchisors believe a health and safety commitment in the organisation starts and stops at ‘training’, but training is not even half of the total solution. The franchisor and franchisee must commit together by identifying hazards, documenting policies related to health and safety, and using a system to capture issues and their resolutions. By doing this, the risks relating to working in the food and beverage sector will certainly decrease.

Chris Beasley is Managing Director of Safety Navigator, a cloud-based WHS system with over 10,000 Australian and New Zealand business customers, many of whom are Franchise Organisations chris.beasley@safetynavigator.com.au www.safetynavigator.com.au

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“Statistics don’t lie, and they suggest this sector is one of the more higher-risk workplaces to work.”

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fran c h is o r in dep t h : Fa s t a Pa s t a

Celebrating 35 Years of Franchising Success

This year, Fasta Pasta celebrates 35 years of successfully delivering authentic home-cooked pasta as well as a variety of other dishes, great service and affordable prices. This has seen the restaurant chain gain widespread popularity.

“To win this national award in the year of our 35th anniversary proves we are offering a level of service to our customers that is up there with the best in the country.”

Mr Frank Taddeo, Chief Executive Officer, Fasta Pasta.

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Today, Fasta Pasta continues to focus on fresh pasta and also new contemporary Italian inspired dishes using premium local ingredients. The result is food that’s full of flavour and outstanding value for money.

Offering such value keeps customers and franchisees happy.

In 1984, seven Italian families established Fasta Pasta with a mission to be ‘the leading best value local Italian restaurant chain in Australia’. Today, the same seven families own the Fasta Pasta brand.

FE ATUR E : Foo d a n d B e v er ag e fr a nch ises There are currently 19 select outlets and soon to be 20 across the country, creating plenty of opportunities for more franchisees to join and share in the ongoing success.

Times are a-changing Over the past few years, fine dining has become less exclusive while fast food, pubs, clubs, bars and cafes are all trying to deliver a better dining experience. The middle of the market, casual dining, is growing bigger each year.

This is where Fasta Pasta is a recognised and established brand. It has the ability, the means, and the know-how, to deliver the memorable casual dining experiences Australians are now looking to enjoy.

Some things change, others don’t Recently, Fasta Pasta has made some changes so the brand is more contemporary and reflects the current environment around casual dining. It has a new logo and a new look menu while the marketing, advertising and promotion are now more engaging across multiple channels and platforms. It has refurbished its restaurant at Reynella, opened a new restaurant at Mawson Lakes and will soon open another at Elizabeth. The clean design and simplicity inherent in this new look epitomise the style and ease people are now looking for in this market segment.

Fasta Pasta has changed some things to make

the business stronger, but the foundation stones of this 35-year success story have never changed. It still has an unwavering commitment to its core values of quality food, great service and affordable prices.

Customer satisfaction second to none Fasta Pasta won the Quick Service Restaurant (QSR) of the Year 2018 in the prestigious Roy Morgan Customer Satisfaction Awards. It has won this award three times in eight years and is the only QSR group to win it more than once. These wins have great merit because of the highly competitive nature of the QSR category, or casual dining segment. Through Fasta Pasta’s commitment to providing excellent service and satisfying customers, it has consistently outperformed others in the QSR category.

Central to success The success of the Fasta Pasta concept is built around a central food kitchen. From day one, it has produced a consistently high-quality product using premium local ingredients from vegetables to meats and dairy. All their pasta is fresh.

The central kitchen has enabled Fasta Pasta to always produce a consistent and wide variety of fresh pasta, sauces, condiments, soups, pizza and new contemporary offerings to keep pace with the ever-changing tastes of customers.

“Having worked for Fasta Pasta at the restaurant level, I could see first-hand the style of company it was, in the way, they conducted themselves both with the public and also with the support they gave to the franchisees. It is rewarding to achieve your goals in business, knowing you have the support of a strong, respected company behind you.”

Alinta Elson, Fasta Pasta Franchisee.

The local ingredients of success Fasta Pasta uses premium local ingredients from vegetables to meats and dairy. All their pasta is made from 100 per cent Australian durum wheat flour semolina, and it is delivered chilled to each franchisee’s restaurant. It is the real deal.

Traditional sauces like Napoli and Bolognese as well as the more contemporary Marinara and Ragu are pre-prepared and also delivered fresh to Fasta Pasta restaurants.

With this ready access to quality fresh pasta and other local ingredients, their restaurateurs can provide truly memorable

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fran c h is o r in dep t h : Fa s t a Pa s t a

“The most striking aspect of this business is how much our customers seem to love the Fasta Pasta concept.

The service is quick, and our customers enjoy the fact that it is child-friendly. The company is great to work with and is always evolving. I can’t see myself working anywhere else.”

Val La Vista, Fasta Pasta Franchisee.

dining experiences for even the most discerning of customers.

Italian flavours and contemporary tastes Italian food is still the second most popular in Australia. Fasta Pasta is using its Italian heritage to deliver unexpected combinations of produce, pasta, dressings and sauces that provide contemporary taste sensations. It has put new twists on old favourites as well as creating new sauces and dishes that are fresh and tasty — typical of the modern Australian cuisine that is currently the most popular in the country.

Italian heritage. Modern Australian menu On the menu alongside the traditional Italian dishes and pasta are salads, seafood, chicken, beef, and pork meals. There are also tempting entrees, risottos, pizzas and vegetarian options. This ever-evolving menu is the result of meticulous testing and research by Fasta Pasta’s Executive Chef, Darren Purvis, who ensures there truly is something for everyone on the menu.

The result is food that’s full of flavour at a reasonable price, - with many light and healthy options thrown in for good measure.

Just another way Fasta Pasta is keeping pace with the growing trend towards healthy foods and cuisines.

Darren continuously ensures Fasta Pasta is abreast of dietary requirements by providing several gluten-free and vegetarian meal options on the menu.

Constant research, development and evolution of flavours and tastes are crucial ingredients of Fasta Pasta’s approach, so it remains at the forefront of the casual dining market segment in Australia.

Eat, drink and be happy Customers can choose from a list of select beverages to complement their meal. White, red and sparkling wines, some reflect Italian origins, others are well-known local brands and blends of every popular variety. There are mainstream craft and international beers available at affordable prices. They can sip on a cider, a spirit, or an after-dinner liqueur.

Fasta Pasta customers can still enjoy a memorable dining experience and refreshing beverages without the bill shock of over-thetop prices. They’re happy about that and so are franchisees.

Online and on-the-money Interaction between the virtual world of online and the physical world of eating out is becoming increasingly important. Fasta Pasta is bringing the two together to benefit both the customer and the franchisee.

Franchisees can maximise the efficiency and productivity of their restaurants with Fasta Pasta’s customised and integrated Point-ofSale (POS) solution. Its capabilities include staff rostering, stock ordering online, stock control, in-depth financial reporting for accounting, and productivity tracking. This cloud-based POS system is accessible via computers, tablets and phones to enable franchisees to view sales, labour and other data in real-time. Fasta Pasta is always looking at ways to improve their technology to benefit franchisees and customers.

For customers, it’s easy to order takeaway online or take advantage of special offers from their tablet, smartphone or computer.

As soon as they finalise their order, it is automatically entered into the POS system at the selected restaurant. From there, it’s sent directly to the appropriate kitchen for preparation to avoid any ‘double handling’ and to streamline the entire process.

42 Business Franchise Australia and New Zealand

Customers can also review their orders online to minimise any miscommunication and have the option to pay online, or at the counter. This ensures that online orders are ready on time and that the customer experience is right on the money.

A stronger brand of marketing One of the strengths of the Fasta Pasta brand over the 35 years has been the cutthrough of its marketing, advertising and promotional materials because they’re fresh and engaging. The brand is on outdoor billboards, ever-present across popular radio stations in franchised areas and its growing presence on social media is insightful, fun and customer friendly. Strong advertising activity throughout the year is tailored to local store marketing strategies. Whether it’s an in-store poster or point-of-sale item, an outdoor or online banner, an EDM, every piece is designed to be highly engaging with a strong call to action in it. This is to ensure they all work together towards a single brand purpose - to achieve an ROI for Fasta Pasta and its franchisees.

Do you have what it takes?

According to the franchisees that are already successful, all it takes is the desire and commitment to be 100 per cent focused on delivering great food and outstanding customer service in your franchised restaurant day in day out. It’s that simple.

There are no other special requirements, Fasta Pasta franchisees come from a variety of backgrounds. A great attitude, a willingness to learn and an unwavering desire to succeed will usually do the trick.

A recipe for success If you would like more information about current franchise opportunities, how you can get a franchise on success and succeed as a Fasta Pasta restaurateur, call 08 8304 8600 today, or email: franchise@fastapasta.com.au

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FE ATUR E : Foo d a n d B e v er ag e fr a nch ises

e x pert adv i c e

Ensuring your business is the main meal You love coffee, food and people and dream of owning a café that becomes the heartbeat of a local community.

You imagine customers chatting while they wait for their coffee, succumbing to a scrumptious looking cake or sitting down for a meal that’s “Insta-worthy” and tastes as good as it looks.

These customers become regulars. You remember their names, know how they like their coffee, and there’s always a new cake or dish to entice them.

Creating this sense of belonging promotes wellbeing and a sense of community at a time when people feel overwhelmed and disconnected because of rapidly advancing technology. Technology itself is not to blame. Mobile and internet technologies will be crucial to running your business.

What’s important is creating meaningful connections with customers, both online and offline.

Being a business leader is not formulaic. You will need to know your customers, be agile

“Being a business leader is not formulaic. You will need to know your customers, be agile and be prepared to change your mindset to meet the demands of your local community.”

Corina Vucic | Director | FC Business Solutions

and be prepared to change your mindset to meet the demands of your local community.

Brand Your brand is your identity. It reflects your personality and vibe and helps you stand out in a crowded market. It’s your power base and must be promoted at every opportunity. Online food-delivery platforms have expanded choice and convenience, but don’t let them swallow your brand. Play in the space and offer customers similar, but better, service. Create brand loyalty by giving customers a reason to come back. Send your food and coffee in branded containers and environmentally friendly packaging. Think about the visibility of your brand on your packaging and put something extra inside the delivery bag to develop brand loyalty. It

44 Business Franchise Australia and New Zealand

could be a small food item with a thank you note or a flyer with a discount code to entice them to dine in next time.

Visual merchandising This is everything the customer sees. Your brand needs to stay fresh and up to date.

Make sure your food looks fresh and tempting. Don’t cover it with cling wrap or foil and give the impression it has been sitting for hours. Have delicious smells emanating from the kitchen and fresh coffee beans. Consider, too, the music you play and how that reflects your brand. Keep the café clean and smart. There’s no point in heavily investing in a refurbishment every five years; you can enhance the look and feel of your premises with new furniture or cushions.

Give those customers waiting for coffee or

Customers Great service is linked to the relationship you build with your customers. You need to know your customer base so you can anticipate their needs and exceed their expectations. Do you get busy professionals grabbing a coffee before work, mothers relaxing after the school drop-off, retirees catching up with friends, tradies with big appetites or foodies who expect taste sensations? Note the age of your customers, their frequency and average spend. Provide free WiFi and set up long tables that encourage customers to have business meetings and family gatherings. If you make customers feel special, they’ll keep coming back.

Staff You can teach your staff how to make coffee, take orders, serve food and clear tables, but they also need to know how to connect with your customers. Small talk puts people at ease. Remembering someone’s coffee order will turn them into a regular. Reading a customer’s mood will help them respond appropriately.

Your staff are your brand ambassadors. What they wear will reflect your vibe. It could be a branded top or a funky barista apron that bears the café’s name and logo.

Make sure your team is knowledgeable about the food and coffee being served, along with appreciating that some customers will have a special diet and allergen requirements that should be respected. Set the tone and empower your team members. This includes respecting your staff and making sure you comply with employment laws. Create a culture that reflects you and the values of your business.

Coffee!!

Customers are sophisticated when it comes to coffee, and you can’t afford to serve it weak, lukewarm, burnt or with the wrong type of milk. Coffee drinkers know what they like, and their preference will be on the Coffee Taster’s Flavour Wheel, be it mild, malty, nutty, berry, buttery or chocolatey.

Give customers a choice and promote special blends. Invest in a grinder that delivers the right grams of coffee for every shot you serve. You also need to pay attention to the milk. About 75 per cent of people drink flat whites, cappuccinos or lattes. In addition to skinny, full-fat and lactose-free dairy milks, there are at least five plant milks, including soy, almond, coconut, oat and

“Great service is linked to the relationship you build with your customers.

You need to know your customer base so you can anticipate their needs and exceed their expectations.” rice milk. Customers will see what brands you are using, so don’t buy from the local supermarket. It’s worth spending more on plant milk that froths well, and not charging the customer extra to give your café a competitive edge. If customers want an unsweetened variety, then provide it. Your mugs, glasses and takeaway cups reflect your brand so buy biodegradable or offer a service that allows customers to use and return your branded reusable cups.

Suppliers It’s important to create a great relationship with your suppliers. Think about what they bring to the relationship rather than what they cost. If they understand your brand and values, they can source the best products for you. Communicate regularly and include face-to-face contact. Discuss the latest food trends and find out what they can supply.

Make sure the boundary of the franchise agreement enables this flexibility. Does your franchise have a knowledge-sharing hub?

If so, share your insights into trends and ways of improving sales. But be aware that introducing new products and updating ordering processes can cause temporary disruptions. Plan and ensure the suppliers are well briefed to meet your seasonal food needs. You should monitor and compare your supplier’s performance with their competitors and be prepared to negotiate the terms of trade.

Menus and margin development You will be busy with the day to day management of the café, but you need to

think ahead about your menu. Your business will be unsustainable if the menu is out of date, priced too high or too low, or there is no margin management. You need to make enough profit while remaining competitive with other cafes in your area. Invest in a strategy to keep your menu current, on point and financially sound. Pay close attention to market trends and make pricing adjustments as required. Many cafes have seasonal menus. Will you follow suit, or will you change the menu annually? Your menu will be linked to your understanding of your client base. If you feel out of your depth, consult a chef, dietician, or even a foodie.

Social media presence Social networking is a great way to extend your product and brand. Based on your customer avatars, you can utilise the online communities where your existing and new customers hang out. That could be conducting surveys and running competitions on Facebook or encouraging customers to share photos of your café on Instagram. Build a plan and strategy to keep your brand exposed online. Social networking is time-consuming, and you should consider employing a blogger or social media savvy person to design assets, take photos and schedule posts. The content you post will depend on your customer base.

Does it need to be arty or homely? Do you want new posts every day or once a week?

Shares, reviews and likes are great but focus on targets such as leads generated, web referrals and conversion rate to measure the success of the strategy.

Business Franchise Australia and New Zealand 45

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meals something stimulating to look at, including special deals, branded merchandise and take-home treats.

FE ATUR E : Foo d a n d B e v er ag e fr a nch ises

e x pert adv i c e

People and culture There are many laws and regulations governing franchising, and as a business leader, you will need advice and people you can trust. This includes having a hotline to people and culture experts. If you invest in this support and pay attention to your professional learning, you will have a better chance of success. Join a learning performance group and sign up for email updates and newsletters from relevant food and beverage groups. Also, seek business advice to improve your knowledge and skills.

In conclusion If it is your dream to own and operate a café, then make it a reality, however, be realistic about what is going to be involved. It will be challenging. If you’re new to the hospitality industry, spend some time working within a café or restaurant environment to know if it’s for you before jumping in headfirst and investing.

By buying into a franchise brand, you will not be going it alone. You will have experts around you who can support you in the key areas of small business - brand, product and stock, marketing, people management and planning.

Regardless of whether you buy into a franchise or go independent, the key to your success will be engaging with your local

“You can teach your staff how to make coffee, take orders, serve food and clear tables, but they also need to know how to connect with your customers. Small talk puts people at ease.”

community, both online and offline, and creating that personal connection that we all crave.

For the best chance of success, consider these top tips: 1. Establish the brand identity of your business, make sure it is reflected in your menu, your service standards, and your team and helps you build a loyal, local following.

2. Understand who your customers are, connect with them, ensure that your menu offer is suiting their needs, remember their coffee order.

3. Foster your staff with good culture, training and teach them how to engage with your customers 4. Ensure that your coffee is expertly made every time, using exceptional beans and with a variety of milk options.

5. Research your suppliers, support the local producers and to ensure the freshness of your menu and be the local business that supports other local businesses.

46 Business Franchise Australia and New Zealand

6. Plan your menu, knowing the customers you want to entice. Invest in the dishes, their quality, their presentation, and get the price point right.

7. Set a marketing and social media plan to retain and attract customers with consistent and professional-looking posts and activity.

Corina Vucic is the Director of FC Business Solutions. With over 20 years in the franchise industry, and extensive operational and management experience, she works closely with leaders to take their business to the next level. Whatever their goals, Corina coaches, mentors and supports business owners and executives to maximise success and minimise risk for long-term business prosperity and security.

To discuss how Corina’s expertise can help take your business to new heights, contact: 03 9533 0028 cv@fcbs.com.au www.fcbs.com.au

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PR OFI L E : S U BWAY

A Passion for Great Quality Fresh Food Served Fast for Guests’ Busy Lives

Subway started as a single sandwich shop in Connecticut, USA, in 1965 and has since grown to a network of more than 40,000 restaurants worldwide.

Across Australia and New Zealand, Subway’s 1600 individually owned and operated restaurants serve more than 1.6 million guests every week.

One of the major benefits for franchise owners in the Subway community is the freedom of running their own business, with the backing and support of a global brand with a 50-year history.

Food fresh from local growers A commitment to fresh, nutritious food and wellbeing underpins the brand’s success.

Subway is one of the largest investors in fresh Australian and New Zealand produce and takes pride in the provenance of its ingredients. Ingredients are sourced locally, supporting close to 90 growers in communities across the country. With fresh veggies sliced in-restaurant and bread baked on-site, Subway’s freshness and quality is on display every day in every restaurant.

Changing flavours to meet changing tastes Subway is dedicated to listening to and meeting the expectations of guests and has recently revitalised its menu to reflect the changing palates of Aussies and Kiwis. From a humble submarine sandwich shop to the largest quick-service restaurant network in the world, Subway now offers a diverse range of contemporary options that cater to the vast needs of guests. In Australia and New Zealand Subway guests can now enjoy a new

revitalised menu featuring delicious toasted paninis, freshly-made salads, traditional and hot grilled wraps, as well as iconic submarine sandwiches.

Convenience and technology Subway is also meeting guests’ expectations of more convenient ways to eat, whether on the run, a meal at home or a party with friends. Subway’s online ordering and catering options provide a range of ways for guests to access high quality, ‘better for you’ options.

Along with greater convenience for guests, Subway’s range of technology, including a mobile app, loyalty program and e-gifting platform also provides franchise owners access to new revenue streams. Subway has also launched a successful partnership with Uber Eats third-party delivery service within the past year, providing restaurants with the chance to appeal to a growing number of consumers who order-in.

Supporting Subway’s people Subway is a network of small-businesses run by families and individual entrepreneurs.

The unique operating model provides dedicated business development teams in the field to support franchise owners from pre-purchase through to the day-to-day management of their restaurant. To assist owners in managing the fast-paced nature of the retail food industry, Subway provides a suite of resources and training tools, as well as regular business management support.

With more than 15,000 people working in Subway restaurants across Australia and New Zealand, the brand continues to attract talent from a range of ages and backgrounds through its My Subway Career portal.

One of the greatest challenges for any business is developing, managing and supporting its employees. Subway has developed a world-class training program, the University of Subway, covering

48 Business Franchise Australia and New Zealand

everything from slicing fresh vegetables and preparing food, to cleaning restaurants, serving guests and restaurant management.

This industry-leading tool is designed to grow restaurant employee capability and deliver professional development, allowing life-long career opportunities for Sandwich Artists, team leaders and managers.

Supplying restaurants High-quality, cost-effective products are required for any business to remain profitable. Another feature of Subway’s unique operating model is the independent company that procures all food, equipment and services used in its restaurants. Unlike many other franchise systems, Subway franchise owners are shareholders in and elect peer representatives to govern this company, which sits separate from the brand.

Giving back to local communities Subway is a brand invested in people and communities. Subway partners nationally with Foodbank Australia and KiwiHarvest, to help raised much-needed funds to fight food insecurity in our communities. Last year alone, more than 450,000 meals were raised in Australia and New Zealand to help feed the hungry.

Subway’s vision The quick-service restaurant category is an exciting and dynamic industry, offering fantastic opportunities for franchise owners.

Subway offers support through a proven franchise model, with a 50-year global legacy and more than 30 years of success in Australia. If you’re hungry to join a brand that is not only passionate about its people and fresh food but also passionate about building better communities – take a fresh look at Subway.

For more information visit: www.subway.com

Millions of ways to make a sandwich One ingredient remains the same: The Human Ingredient Our dedicated franchise owners and Sandwich Artists® are passionate about every masterpiece created for our guests.

Subway® is a vibrant family of 1600 small businesses, operated by franchise owners in communities across Australia and New Zealand.

If you’re hungry to join a brand that is not only passionate about its people but also fresh food and building better communities – take a fresh look at Subway®.

subwayisfresh.com.au

Business Franchise Australia and New Zealand 49

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e x pert adv i c e

Wage Non-Compliance a Cost Your Business can’t Afford

It should, therefore, be noted that, due to the convoluted nature of the Fair Work Act, that the overwhelming number of instances where non-compliance does occur, it is unintentional. Moreover, when detected the business in question almost always goes above and beyond to rectify the error and cooperate with authorities. However, as the old saying goes ignorance of the law is no excuse, and franchisees’ now face large and extensive penalties for non-compliance.

Gone are the days when it was acceptable to merely leave business matters in the hands of accountants and assume everything was above board or to assume that the previous owner of a business you’ve purchased was complying with existing legislation.

From the NRA’s experience wage noncompliance typically arises due to one or all of the following: • Misinterpreting modern awards and enterprise agreements; • Misunderstanding entitlements and allowances;

2019 to this point has proven to be a challenging period for Australian retail.

Slow sales throughout the first half of the year, coupled with the usual uncertainty that comes with a federal election, have seen several outlets struggle.

parliament and the RBA’s decision to lower interest rates to record lows.

The biggest task for both franchising and retail more broadly in the foreseeable future can be summed up in one word – compliance.

Food and beverage franchises have particularly struggled. When consumer confidence drops and shoppers decide to tighten the purse strings, indulging less on these types of outlets is an obvious option.

With pressure growing on the Federal Government to criminalise wage noncompliance, following numerous high-profile cases, failing to meet your legal obligations could result in far more than simply a fine and some bad publicity. The most recent case being that of celebrity chef George Calombaris which, although not under a franchise model, should signal to all food and beverage retailers that they are in for increased scrutiny from both the authorities and the media.

But the ups and down of the economy is not the biggest ongoing challenge facing the franchising sector. Consumer spending will pick up again; indeed it may have already by the time this article is published following the giant personal tax cuts passed by federal

Australia has one of the most complex, confusing and complicated industrial relations systems in the world. Navigating it can be difficult for an expert, never mind a hard-working retailer who isn’t qualified in employment law.

50 Business Franchise Australia and New Zealand

• Misclassifying employees; and • Misapprehending which modern award applies to your business.

In the case of the franchise sector, the Fair Work Amendment (Protecting Vulnerable Workers) Act 2017 (VW Act) significantly changed both the nature and extent of penalties for non-compliance. This VW Act now means that the Fair Work Ombudsman (FWO) is now able to target a franchisor for indiscretions that are committed by a franchisee.

So what needs to occur to prevent a franchise from becoming the latest big-name scalp for failing to pay its staff correctly?

For a franchise business to work, it has always required a strong and productive relationship between the franchisor and franchisee. It’s when this does not occur that the wheels well and truly come off.

An obvious knock-on effect since the new laws were passed has been that franchisors tend to be taking a far greater interest in the affairs of franchisees operating underneath

Both franchisees and franchisors need to understand that they need each other to avoid wage non-compliance. Although franchisors now face stiff penalties, franchisees should also keep in mind that they are most certainly still in the firing line should a breach occur. The franchisor may never be liable, and the VW Act incentivises them to take measures that protect them from penalties if a breach occurs.

If they aren’t already, franchisors should consider conducting thorough audits of all businesses’ operating under their brand name to ensure that compliance is taking place. Franchisees should welcome rather than resist this move. While this may seem a little overbearing, the intent is to make sure that things are done right and ultimately a franchisor should be there to assist a franchisee in running its business successfully.

Having said that, franchisors do need to understand that franchisees are independent operators who desire a certain level of freedom to run the business how they wish.

Implementing increased safeguards to ensure compliance should not be coupled with a franchisor poking around a franchisee business like an over-zealous parent nagging their child to clean their room.

Indeed, a successful way to integrate increased compliance measures productively is for the franchisor to incorporate it as a form of additional training. Whether this is on top of regular training sessions that

“For a franchise business to work, it has always required a strong and productive relationship between the franchisor and franchisee. It’s when this does not occur that the wheels well and truly come off.”

Dominique Lamb | CEO | National Retail Association

occur as part of the franchisor/franchisee relationship or bringing in external specialists to educate, this can be an effective way to lift compliance standards while not damaging relationships.

Providing resources such as training, guidelines and checklists can be the difference between a compliant franchisee and a public scandal over ‘wage theft’.

However, this also comes with an onus on the franchisee to take new compliance measures from the franchisor as an act of good faith, aimed at ensuring that they meet their legal obligations to employees’.

Across the retail spectrum at the moment many businesses, including franchises, are doing their best to manoeuvre through a trying period of sluggish sales and low consumer confidence. However, retailers cannot allow this to distract their focus from ensuring that they are meeting all their employee obligations.

Wage non-compliance can come with high costs in more ways than one; the financial cost of back paying staff, the emotional cost of undergoing an FWO investigation, and the reputational cost that accompanies damaging media headlines. To circumvent these unwanted costs, the franchise sector needs franchisors and their respective

franchisees to be working hand in hand to ensure that everything is above board.

Dominique Lamb is the CEO of the National Retail Association, who has extensive experience providing industrial relations and employment law advice to a range of small, medium and large businesses across a range of industries.

The National Retail Association is Australia’s largest and most diverse industry association. As a not-for-profit organisation. Its members range from small, family-owned and operated businesses to leading national brands and span nearly every retail category including fashion, groceries, department stores, household goods, hardware, fast food, cafes and services. The NRA is the only retail industry association to deliver practical legal advice through its wholly-owned and incorporated legal practice, NRA Legal. Its mission is to support, inform, protect and represent the interests of retailers and fast food businesses, providing advice on issues such as employment law, industrial relations, training information, workplace health and safety issues, event details, advocacy and policy updates, HR advice and migration and visa issues.

Business Franchise Australia and New Zealand 51

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them. Indeed, this was one of the intentions of the VW Act. However, this can lead to increased tension in the relationship between the two entities, with the franchisee feeling that they are over-supervised.

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sna ps h ot: B K’s Ta ke away

Seriously Good Burgers Plus More!

Have you ever dreamed of owning a business that you can work side by side with family?

That also has the potential to reduce your efforts for more time off.

Where the operation is easy, and you have sound support every step of the way. Then BK’s Takeaway might be right for you.

The BK’s Takeaway franchising system is based on over 20 years’ experience in the food and beverage industry. Meaning we have the right systems and processes in place to enable franchisees to build highly profitable businesses.

Becoming a franchisee with BK’s Takeaway gives you the advantage of learning from our extensive industry experience and business expertise to help you get started in your new venture. Not only will you receive on-going support from us, but you’ll also be part of a growing family of franchisees sharing similar goals and objectives.

The BK’s Takeaway franchise system offers franchisees many benefits, which include the successful launch of a new store to the simple day-today operations.

The first company-owned BK’s Takeaway launched in 1999 – since then, we have learned a lot!

Our product knowledge is comprehensive in the takeaway food industry – we know what our customers like to buy, what pricing is attractive to our customers, where to buy supplies, how to cook our food and set our menus, amongst many other things. BK’s Takeaway has worked hard to secure exclusive product buying programs with our suppliers, meaning we can achieve better gross profits for all of our stores and franchisees.

We have a strong regional brand, and our customers LOVE us. Our customers love us because we sell great food at competitive prices. We also understand that many of our customers want something quick and ready-to-go, and we perfectly cater to them with a diverse takeaway menu! We pride ourselves as being the regular roadside restaurant for long-haul drivers and out of town visitors who travel through our regional locations. The locals have also become ‘regulars’ as they love our great customer service and diverse menu selection!

We offer hands-on training and development, so you hit the ground running! BK’s Takeaway franchisees are supported with a comprehensive program and development plan in all aspects of their business – this means you’ll be able to launch your new business with confidence.

We at BK’s believe we can train anyone to work behind the counter, but it takes different skills to be able to run a business. We can help you fine-tune your management skills. Our dedicated staff will teach you all there is to know about managing staff and record-keeping procedures. We are also proactive with our training, and will retrain staff if we see a little extra help is needed – we love sharing the knowledge we have acquired from 20 years in the industry.

If you have an interest in food and can follow procedures, If you can lead and manage staff and if you have the resources to fund the store, then we want to hear from you.

We can get you into a smaller operation for under $200,000. We may be able to provide financial assistance or even start as a partner in an established store. We can mould the structure to suit your individual needs.

For more information contact Tegan at: 03 56 332 131 (24hr) or email: admin@bkstakeaway.com.au | www.bkstakeaway.com.au

52 Business Franchise Australia and New Zealand