Business Franchise Australia and New Zealand 18#3 Mar/Apr 2024

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voluMe 18, issue 3, 2024

on the cover: nurse next door

president: Colin Bradbury. colin@cgbpublishing.com

publisher: Vikki Bradbury. vikki@cgbpublishing.com.au

editorial depart M ent: editor@cgbpublishing.com.au

sales & M arketing M anager: Annie Bradbury annie@cgbpublishing.com.au

production: Katie Wareham production@cgbpublishing.com.au

accounts: accounts@cgbpublishing.com.au

design: Jejak Graphics. jejakgraphics@gmail.com

cgb publishing Po Box 17 Pomona, QueensLAnd 4568 teL: (07) 5485 2704 www.businessfranchiseaustralia.com.au www.businessfranchisemagazine.co.nz

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

“ Nurse Next Door Home Care Services celebrated its 5th Anniversary on January 1st this year and what a journey it has been since Founders Amber Biesse and Matt Fitton decided to bring the established Canadian brand to Australia.”

Welcome to our March/ april issue of Business Franchise Australia and New Zealand Magazine!

i n this issue we have our cover story on n urse n ext d oor h ome c are s ervices who are celebrating their 5th anniversary. We delve into the journey from c anada to australia with founders, amber b iesse and Matt fitton who explain that at the heart of n urse n ext d oor’s success lies its core purpose of “Making lives b etter”. turn to page 12.

As always we have a contribution from the FCA who discuss their position on the recent government finding that the Franchising Code of Conduct is generally fit for purpose. Another regular, r oger d ickeson takes a look at How to Attract and Hold the n ext Generation. n ew contributor n omiki Georgiadis of ‘Business to Business Buzz’, takes a closer look at How to spark Innovation and Capture Creativity in Your Franchise. Whilst regular e xpert, stewart Germann advises us on Matters to Be Considered In r elation to Mobile Franchises plus lots more from our experts in this issue.

r ent the r oo a franchise built on family values is thriving and looking for the right franchise partners to get on board this successful 3 generational operation. Paul n emer of Genesis Health & Fitness Melton talks about t he Power of Community engagement and the wonderful benefits he has witnessed first hand at Genesis. Marnie Jones, Founder of talent x , educate x and Business Power x gives us some great advice and tips on t he Crucial r ole of Cascading Management techniques.

o ur o n the r oad Feature takes a look at the national snap-on tools n ew Franchisee of the Year 2023, steve stonehouse who shares his secret to success and why snap- o n is a model to get on board with. r egular e xpert, r obert toth of s anicki Lawyers share his thought on owning a mobile franchise. Pack & s end is transforming their n ew Zealand Franchise Partner with their eCommerce shipping s olution Platform. r eady to start your franchise journey - check out our 3 Featured Franchises in this special supplement.

d on’t forget to look at the A-Z franchise listing directory at the back of the magazine with a great range of franchise opportunities available right now, along with the articles and advices contained within we have all your franchising needs covered.

until next time, enjoy the read!

Vikki Bradbury Publisher

MA r CH /AP r IL 2024

Cover Story

12 Nurse Next Door: nurse next door’s Five Years of Caring and Franchise success in Australia

In every issue

8 What’s New! Announcements from the Industry

14 FCA - Franchising Code of Conduct Deemed Generally Fit for Purpose

31 Franchise Feature Franchises On the Road

64 Behind the Headlines

67 Professional Services Listings

68 Franchise Listings

71 A-Z Franchise & Services Directory

Profile

62 Franchising Expo: Considering a career pivot or new business venture?

Snapshot

20 Stro N g Pilates: World-leading fitness franchise, stronG Pilates, launches in Japan

Focus

16 rent the roo:

franchise built on family values still going strong with the next

Have Your Say

22 Marnie

52

56 Sonia Shwabsky:

Expert Advice

18 Brian and Prue Keen: Women in top-tier management roles are better for business

24 roger Dickeson: Franchising’s dilemma – How to Attract and Hold the next Generation

28 Nomiki georgiadis: How to spark Innovation and Capture Creativity in Your Franchise

54 Sam rees: What the 2023 unfair Contract term reforms means for your Franchise

58 Emma tobias: Focus on the foundations: tax, financial and business basics

26

60 Bruce Bilson, ASBFEo: small Business natural disaster Preparedness and resilience

choice h otels AsiaPac Gold Awards celebrates accommodation excellence

Leading hotel group Choice Hotels Asia-Pac is delighted to announce its 2023 g old Award Winners across Australia and New Zealand, celebrating excellence in customer service and exceptional guest experiences at properties from Perth to Mackay, and many places in between. Choice Hotels Asia-Pac CEo trent Fraser said the travel industry across 2023 continued to exceed expectations, leading to a successful year for all hotels within the group.

“ t he 2023 Gold Awards recognise 19 of our highest-performing properties that have continued to provide exceptional customer service, achieving the highest Ltr (likelihood to recommend) scores from their guests,” said Mr Fraser. “ t he Gold Awards are an important milestone for Choice Hotels Asia-Pac to celebrate the success of our hotels across the franchise and it’s exciting to see the

continued strength of these hotels across 2023” Mr Fraser added.

“We hope the 2023 Gold Awards will inspire Australians and n ew Zealanders to travel to a new and exciting location they perhaps haven’t been to before and experience excellent customer service and value for money across our network,” said Mr Fraser. t he Choice Hotels Asia-Pac Gold Awards are measured on a ‘Likelihood to r ecommend’ (Ltr) metric, calculated using customer feedback, combined with franchisee engagement in initiatives such as the Choice Privileges rewards program, corporate social responsibility partnerships and marketing promotions throughout the year. t he nominees are judged by a panel from the Choice Hotels Asia-Pac executive team.

chuck e . cheese Expands Global Footprint with Entry into Australia Market

and delicious pizza to families d own under.

concept will feature a variety of experiences catering to the entire family alongside the most popular arcade games, pizza and entertainment that have made Chuck e Cheese the place for birthday celebrations and family fun for nearly 50 years.

“Chuck e . Cheese is a powerful global brand that transcends language and cultural boundaries, centered around the timeless essence of family fun,” said Mario Centola, Coo of Chuck e . Cheese International. “We are thrilled to bring the magic of Chuck e Cheese to Australia and to collaborate with the r oyale Hospitality Group, a partner that shares our commitment to delivering exceptional family experiences.”

t his landmark move is made possible through a strategic master franchise partnership with r oyale Hospitality Group who will have the opportunity to

t he multi-unit agreement is set to redefine family entertainment across Australia by introducing a reimagined Chuck e . Cheese kid-friendly experience that seamlessly blends its classic offerings with cuttingedge interactive play and activities. t he

“We look forward to crafting the Chuck e Cheese brand for the Australian market. t his is a momentous step towards establishing Chuck e . Cheese as the premier destination for families seeking an unparalleled kid centric entertainment and dining experience,” said r ay strauss, Managing d irector of r oyale Hospitality. “I am thrilled, along with my dedicated team, to embark on this exciting journey, taking Chuck e Cheese to the next level throughout all of Australia.”

Chuck E. Cheese, the globally recognized, number one family entertainment restaurant brand, is excited to announce its expansion into the vibrant market of Australia.

bring Chuck e. Cheese signature blend of interactive play, hallmark family fun, games,

Ja X franchise rollouts fuel local

communities with jobs and career

boost

In what was a difficult year for the industry, the opening of five new franchise stores and the hiring of close to 400 staff nationwide has seen JAX tyres & Auto buck the trend, providing a boost for local economies, creating jobs, and supporting community confidence, with those seeds set to bear even more fruit in 2024.

n ew stores in Charmhaven (opened 3rd July), Craigieburn (opened 6th June), d elahey (opened 28th n ovember), Merrylands (opened 6th June), and Queanbeyan (opened 3rd o ctober) have strengthened JA x’s national footprint, while bringing the company’s award-winning approach to customer service to more people.

As a community-centric business, JA x’s contribution goes significantly beyond the tyre and car maintenance service it provides to customers, serving as a source of gainful employment across all types of roles, with new hires across 2023’s five new store openings including mechanics, tyre technicians, wheel aligners, and more.

JA x’s ability to attract and retain staff is something the company is particularly proud of, with sharlyn Cavinta, e xecutive Manager, People & Culture at JA x tyres & Auto saying: “In a notoriously tight labour market, JA x has been able to bolster our team nationwide by embracing a diversity of skills that new recruits have been able bring to the company.

JA x tyres & Auto Bathurst is set to be the newest franchise store to join the JA x family in 2024, with more information to follow shortly.

New delicious, healthier menu options on their way

Lamenting the lack of Korean restaurants offering their favourite comfort food combination of Korean fried chicken and beer, four Monash University mates re-grouped ten years after completing their studies to bring their idea of what a casual Korean chicken and beer restaurant should be to the market.

since launching in Melbourne in 2006, Gami Chicken has launched 38 casual dining restaurants across Australia and served more than 60 million pieces of delicious chicken. t he company will be opening their 39th restaurant in o ran Park in western sydney in late January.

While each restaurant serves high-quality traditional Korean family recipes mixed with a dash of Melbourne Laneway culture, these menu items were skewed towards traditional Korean fried chicken favourites designed to be shared with friends over ice-cold beers.

“Gami Chicken has gradually introduced individual menu items such as Bibimbap, Kkochi s alad, Gochujang Chicken, and a Gami Bowl to the menu, providing guests with a healthier, wider taste of Korea,” said Jun Lee, e xecutive d irector of Gami Chicken and Beer. “ s ome of our individual menu choices offer healthier alternatives, without moving too far away from our Korean influences.”

Gami Chicken’s famed chicken and beer combo is not everyone’s preferred lunch, and their healthier Korean individual menu items have seen sales growth of 172% from June 2023 to d ecember 2023. total sales of their individual bargain delights menu items have increased 152% from June 2023 to d ecember 2023.

Continuing its commitment to menu development, Gami Chicken intends to showcase its newest menu update before the middle of the year, again offering a delicious, healthier option to its menu.

For more information visit g ami Chicken.

JAX Tyres & Auto Bathurst set to join list of new franchisees in 2024

Just cuts partners with World’s Greatest Shave to support Australian families facing blood cancer

Just Cuts has embarked on a major partnership with the Leukaemia Foundation’s World’s g reatest Shave to help raise awareness and much needed funds for Australian families facing blood cancer.

Just Cuts Ceo Amber Manning was joined by stylists last week at the 2024 campaign launch at Madame tussauds in sydney’s darling Harbour. stylists from Just Cuts Campbelltown, Corrimal and Wollongong volunteered their time to host a shave, cut and colour activation on t hursday and Friday to help members of the public get involved with the national drive for blood cancer awareness and donations.

t he Leukaemia Foundation’s mission includes offering practical and emotional support services to patients and families, funding gamechanging blood cancer research, and advocating for change. Just Cuts is proud to be a major partner in supporting the Leukaemia Foundation’s commitment to improving the lives of every Australian facing blood cancer through the World’s Greatest shave.

Amber was thrilled to show her support for the new partnership

with the World’s Greatest shave by having her hair coloured pink and purple.

sign-ups for the World’s Greatest shave are available for individuals and teams from anywhere in Australia at worldsgreatestshave.com or by calling 1800 500 088.

since 2000, the Leukaemia Foundation has funded over 360 blood cancer research grants, representing over $86.5 million in blood cancer research funding in today’s current dollar value.

Just Cuts will also be a major partner of World’s Greatest shave in 2025.

Find your nearest Just Cuts salon: https://www.justcuts.com.au

n in Ja Parc

expands

its offering with ‘Ninja Parcade’

t he Ninja Parc franchise is rolling out Ninja Parcade to its existing sites across the country and including the offering as an add-on for new franchise sites.

ninja Parcade is a dedicated arcade game space within the ninja Parc footprint, consisting of approximately 10-20 arcade games.

t he new feature aims to expand the fun available for families under one roof while also expanding the revenue opportunities for franchisees, said ninja Parc Founder John Pirlo.

“Parcade will allow families to extend the fun time at ninja Parc and also ensure everyone in the family can be entertained, regardless of their age, preference or mood,” said John.

“ t he feature allows franchisees to get even more out of their investment alongside other programs and features like the onsite café, birthday parties, school holiday programs and the ninja Parc League Championship events.

“It’s the same ninja Parc…just packed with more fun.”

ninja Parcade is open to everyone and the machines offer the ability to pay via tap or coin.

ninja Parcade is already up and running at ninja Parc n ewcastle.

For more information visit: https://ninjaparc.com.au/franchise-

subway® Unwraps Fresh

New Brand Platform Via ‘ Sub-Hoppers’ Campaign

Subway® ANZ has bounced into 2024 with a fresh new brand platform, Eat Fresh. Feel g ood.™ An evolution of the brand’s iconic Eat Fresh philosophy, Subway® Director of Marketing for Australia and New Zealand, r odica t iteica, said Eat Fresh. Feel g ood.™ was their “north star” for 2024.

“ e at Fresh. Feel Good.™ is more than just the feeling you get when you eat subway.” “ e at Fresh. Feel Good.™ represents our commitment to delivering a feel-good experience across everything we do, from the quality of our food to the restaurant experience, the way we engage with our guests, our fresh approach to partnerships and everything in between.”

e at Fresh. Feel Good.™ was unwrapped with subway® AnZ’s most ambitious campaign to date, sub-Hoppers, conceived by team Fresh creative agency Publicis Worldwide Brisbane and brought to life by a cast and crew of more than 120 people including six stunt performers.

“For a brand with freshness at its core, it’s imperative that we continually seek a fresher way of looking at the convenience category,” Petie said. “We have been working to the e at Fresh. Feel Good.™ brand ethos since partnering with subway® in late 2021, ensuring that people understand subway® makes you feel good not only from the food, but the entire experience.

“ sub-Hoppers delivers a beautiful, simple visual metaphor for the feeling we get from eating subway® and signals the start of a joyous new era for the brand.”

For further information on Subway® Australia, visit: www.subway.com/en-AU/

Children’s swim school opens its doors to adults

JUMP! Swim Schools, which are known nationally for teaching children life-saving swim skills, have decided to open their doors to teach adults as well.

t he reasons why many adults don’t have basic swim skills are varied but the danger is certainly there, with r oyal Life s aving Australia research showing one in four adults are unable to swim well. t he most recent r oyal Life s aving Australia d rowning r eport data also showed the top age groups for drownings as adults aged 25-34, 3-44 and 65-74.

A select number of swim schools in the JuMP! network run the adult classes with more locations to follow over the coming 12 months.

Much like lessons for children, the program aims to introduce adults to the water in a safe and gradual way with small class sizes. JuMP’s industry-leading program has been adapted to cater specifically for adults.

Ceo of JuMP! swim s chools Mark Collins said offering classes to adults was a natural progression for the brand and a community service they were very excited about providing.

Mark said they also encourage more men to come forward – a study by r oyal Life s aving s ociety - Australia found that 60% of adults in swimming lessons are female, despite males being over represented in drowning statistics, accounting for 82% of drownings in 2022. Lessons will take place during hours that kids’ lessons aren’t scheduled, including early mornings, during the middle of the day and later at night, allowing franchisees to maximise the use of their sites.

For more information or to book into an adult class, please visit www.jumpswimschools.com.au.

n urse n ext d oor’s Five y ears o F c aring and Franchise s uccess in australia

Nurse Next Door Home Care Services celebrated its 5th Anniversary on January 1st this year and what a journey it has been since Founders Amber Biesse and Matt Fitton decided to bring the established Canadian brand to Australia.

Their entrepreneurial tenacity and unwavering commitment to improving the lives of the people Nurse Next Door cares for, sees the bold pink brand thriving in the Australian market and is now in households in almost every state in the country. With a vision to redefine the aged care and disability sector in Australia, under Amber and Matt’s leadership, Nurse Next Door has not only achieved its 10-year goals in this short time but has set a new benchmark for in-home care services in Australia.

Founders Amber Biesse and Matt Fitton moved their family to Vancouver in 2016 so that their daughter could explore a specialised education opportunity. This also served as a 2 year sabbatical for the couple, who had established and operated a variety of successful businesses over the past 30 years.

Once the family was settled, they started to think about what type of business they would like to go into when they returned to Australia. Amber and Matt did not mind what type of business it was, so long as it met two criteria - it was scalable and had a sense of purpose. After spotting a bright and memorable pink car in their local area, their search led them to Nurse Next Door, a franchise brand already making waves in Canada and the United States looking to expand into Australia. The couple began talks with the Canadian Franchisors who did not expect they would be interviewing potential Australian master franchisees a few blocks away from their head office in Vancouver. It was quickly realised that the parties shared an alignment of values and aspirations for the home care sector, it was serendipity! This chance encounter with a bright pink car laid the foundation for a journey that would reshape home health care in Australia.

After 15 months of operating their first Nurse Next Door location in Melbourne and having “Australianised” the brand and made adaptations to some of the processes and workflows to suit the Australian market, Amber and Matt had established a robust foundation for the brand’s subsequent

expansion and with the model now “proven” in the Australian market, new Franchise Partners were very attracted to the opportunity. In 2020 Amber Biesse and Matt Fitton awarded their first Franchise Partner on the Gold Coast and they haven’t looked back. The initial success paved the way for 48 Franchise Partners currently launching or operating in 61 territories across Australia. With four additional groups in varying stages of documentation and ongoing discussions with prospective franchisees, the trajectory of growth remains promising.

At the heart of Nurse Next Door’s success lies its core purpose of “Making Lives Better” and it is the commitment of each Franchise Partner to bring this purpose to life in their own local community that is creating a Nurse Next Door culture that very special to be a part of. This philosophy extends beyond clients to encompass Franchise Partners, caregivers, nurses, and the broader community. Home care, as envisioned by Nurse Next Door, represents the future of healthcare. Most of our ageing population have expressed the desire to age gracefully in their own homes, and individuals with special needs continue to want independence even if it means getting a little help. Combined with crowded hospitals and aged care facilities that have been tarnished during the Royal Commission into Aged Care, the demand from those seeking home care for loved ones is enormous. Nurse Next Door is a brand

founders amber biesse ceo & Matt fitton coo (heartQuarters - nurse next door head o ffice)

unparalleled in the field of in-home care and with the sector continuing to grow rapidly, Nurse Next Door is poised to be at the forefront of the industry, through continued growth and adoption of more Franchise Partners. Adelaide, Hobart and Darwin emerge as areas of significant opportunity for potential Franchise Partners, mirroring the escalating demand for in-home services in these regions.

To help people live in their own home, on their own terms, regardless of age or ability is made possible by Nurse Next Door’s team of caregivers and nurses that each Franchise location employs. The requirement to have a Registered Nurse as a key member of staff ensures a high level of clinical oversight and compliance, which often sets Nurse Next Door apart in the local market.

Nurse Next Door’s Franchise Partners come from a diverse mix of backgrounds, with approximately 50% being clinical and the other 50% hailing from various fields such as teaching, accounting, and human

resources. Amber and Matt say the common trait or driving force amongst non-clinical Franchise Partners is a strong alignment with Nurse Next Door’s Core Purpose of Making Lives Better and often includes a personal experience of caring for a loved one. This creates a culture within the Brand that filters down to each member of the team including caregivers. The emphasis during the selection process is on aligning values – a 50% passion and 50% profit approach that ensures franchise partners share the brand’s core purpose and values. Caring for people resonates deeply with the Nurse Next Door team, and emotional connections surface during final interviews, where tears are shed as individuals share their heartfelt stories, adding to a culture driven by empathy and shared experiences.

The success of Nurse Next Door is not only measured in financial milestones but also in the profound impact it has had on the lives of

“ You don’t have to be a nurse to become a Franchise Partner, in fact about 50% come from a non clinical background and will employ a Registered Nurse as a key member of their team.”

Franchise Partners, caregivers, and the clients they serve. Achieving 10-year goals in just five years is a testament to hard work and the effectiveness of the brand’s approach, driven by the incredible people within the network. Nurse Next Door’s support and training extend beyond clinical aspects, focusing on the holistic success of Franchise Partners. With a centralised customer contact centre based in Melbourne, a 12-week Foundations Training program, online coaching sessions, and hands-on observation during Immersions Week in Melbourne, Franchise Partners are equipped with the skills needed to run a successful business. Perhaps the best part of being such a successful franchise is the ability to call on experienced Franchise Partners to speak to and support the new ones. Through fortnightly group meetings online where experiences, achievements and problems are shared, new Franchise Partners can have the support and guidance they may need to reach their first milestone and subsequent success. As Amber and Matt reflect on five years of caring and franchise triumphs, the journey is not just about numbers;

it’s about

the lives touched, the stories shared, and the promise of making someone’s life better. Just keep an eye out for those bright pink cars. v

amber biesse & Matt fitton ( v ictorian seniors festival)

Matt fitton with franchise partners (brisbane d isability e xpo)

2023 australia annual conference

franchising code of conduct

Deeme D Generally Fit For Pur P ose

the Franchise Council of Australia (FCA) welcomes the acknowledgment from the Federal government that the Franchising Code of Conduct is generally fit for purpose.

The FCA is currently reviewing the details of the independent review by Dr Michael Schaper which was tabled in Parliament.

The Franchise Council of Australia (FCA) lodged a comprehensive submission to the Review, supported by extensive feedback from members collated during the recent National Roadshow and Online Forum. It called for urgent action on the three key areas of removing duplication including by embracing technology; reducing red tape and compliance costs; and ensuring consistency with other existing regulatory and legal requirements. It also highlighted the urgent need for action on Retail Tenancies.

The FCA has a delegation to Canberra on March 26 and will be meeting with the Minister for Small Business the Hon Julie Collins as well as other decision makers.

Quote from Brendan Green, Chair of the FCA:

“As the Federal Government acknowledges, the Franchising Code of Conduct predominantly works well for both franchisees and franchisors, both of whom the FCA represents. We made clear in our consultation and submission that there are areas where the Code does need to be updated to embrace technology and the reality of doing business in 2024. There is also significant and costly duplication which needs to be addressed – a move that would deliver an immediate $10 million in savings.”

“We are currently reviewing the Independent Review in depth and will continue to consult with our Members on the practical, commonsense measures that should be taken to support one of Australia’s most important economic drivers and one which is at the heart of Australia’s small and medium businesses.”

“Franchising is a sector worth $174 billion to the Australian economy, with a workforce of almost 600,000 across more than 94,000 franchise outlets.”

“Our objective as the peak body for this important sector is to drive excellence while also continuing to build connectivity, community

and support across all members, whether franchisors or franchisees. This includes an important focus on promoting and supporting our members in regional and rural Australia who are even more relied on at a community level to provide key services.”

“We will continue to consult widely with our members and contribute constructively to the Government’s considerations of the Independent Report. We thank Dr Shaper for his proactive engagement during the review process and we look forward to continuing to work closely with Government to drive the optimum outcome for Australia’s franchisees, franchisors, the people we employ and the communities we support.”

about the franchise council of australia (fca)

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.

The Franchise Council of Australia is the peak industry body for the $172 billion Australian franchise sector. We represent franchisors, franchisees, business advisors and small business owners who collectively employ more than 565,000 Australians. The FCA advocates for responsible economic leadership at a national level as part of our mission to support the ongoing success of our members, franchising, and businesses across Australia.

Phone: 03 9508 0888

email: info@franchise.org.au

Web: www.franchise.org.au

TURN YOUR PASSION FOR PERFORMING ARTS INTO A PROFITABLE BUSINESS.

It’s incredible to see how far the franchise has come since I launched the first Stagecoach school in Australia. We’re now regarded as one of the best performing arts opportunities for children in the area. As a franchisee, I get a lot of satisfaction out of running my business.

Serena Kipling Principal of Stagecoach Perth Opened 2000

Single Unit and Master opportunities welcome. Initial fee from $20,000 plus start up cost from $17,000.

r ent t he r oo

a franchise built on family values still going strong W ith the next generation

Brian Hague and his son Philip laid the foundation for rent the roo in 1976 and despite huge changes to our lifestyle, the business is still going strong. With an emphasis on family and work life balance rent the roo grew and adapted with the times.

In 2003, Philip decided the time was right to Franchise the business resulting in over 25 Franchisees today all with multi-unit holdings. Rent The Roo remains a family business. Philip is at the helm in his role as CEO whilst daughter Emma is Operations Manager at their Head Office in Tasmania. The family affair continues through the franchisees, many handing down their business to their children.

Rent The Roo operates as a Financial Service business offering leased goods to customers. Many of those are either on social benefits or seeking to acquire new furniture, appliances or electronics with limited funds. Rent The Roo has many established retail partners who supply only the best products available. These products are then leased to Rent The Roo customers for a weekly fee, which can even be deducted from Social Support payments if required. At the end of the lease term, the item can be renewed for a lower weekly rate or a new item substituted. We all know how quickly technology dates! The availability of these goods to their customers is life changing.

In this current economic climate, it is not only those on social support that enlist the help of Rent The Roo, but many employed people too. With the cost-ofliving skyrocketing and the collapse of a direct competitor, increased demand for consumer and commercial leasing services is high. However, what distinguishes Rent The Roo is their personal relationship with their customers. They strive to ensure all those seeking their services are treated well and with respect. It is this core value of the company that ensures trust is created and the customer retention rate is very high.

Rent The Roo understands the importance of remaining compliant to legislation. With this in mind they ensure all their franchisees are well trained and equipped in the preparation of documentation. Philip says he is confident that all contracts prepared by a Rent The Roo franchisee meet all regulations and requirements. Being on top of legislative requirements and quickly implementing the required changes are an advantage Rent The Roo has over competitors. Philip says one of the things Rent The Roo does extremely well is, once a problem is identified, the time taken to respond and implement a solution is very short.

There are many benefits in becoming a

Rent The Roo franchisee. We have created a business model that not only delivers a great work-life balance but has also provided past and present franchisees with a healthy income stream of recurring revenue to secure their future. Please note that we do not provide you with an estimate on how much you will earn but we will disclose what our model business has been earning and an example of ROI on an example product so that you or your accountant can create your own business plan. The franchise is very automated with Head Office assisting with training, marketing, recruitment and the initial qualification of potential clients completed online through CRM software. Operations Manager, Emma Sherratt describes Head Office’s function as being there to ‘lighten the load for franchisees. After an initial online training course potential Franchisees attend Head Office for hands on training.

Rent The Roo is a very flexible option ideal for those looking for work life balance and the ability to take leave without a great loss of income. There is stability and regular income and with no weekend work required, Rent The Roo is an extremely attractive and family friendly business model. Philip believes the

above: Philip Hague, CEO of Rent The Roo

right franchisee is usually those above 40 with an entrepreneurial spirit. Franchisees come from varying backgrounds and across all walks of life, the common thread is the value of wanting to make a living and a difference in someone’s life whilst still enjoying family time. There is no qualification or experience required.

The bi-annual conference is described as a family reunion. Once the important training is complete the company indulges in a relaxing and enjoyable group activity. The conference is a celebration of all that the company and their franchisees have achieved with many awards and acknowledgements given to those who have excelled in their territory. Phil says the conference is a chance to catch up and he enjoys hearing the successes of franchisees and their customers.

Rent The Roo continue to strive to be ahead of the curve with plans for technological innovation, including the development of an app for customer convenience. Phil says they want to provide customers with an easier way to access information and have more control of their data. Now that the Australian brand is well and truly established and perfected Phil talks about a potential expansion into the New Zealand market. Rent The Roo’s adaptability and customer-centric approach position it for continued success. When asked what advice he would give to potential Franchisees, Phil answered simply with “Sign as quickly as you can!” v

women in to P -tier management roles are better For business

I was not surprised to read the other day that more women at the top in business is better for business. I came across a news item from the Australian government Workplace gender Equality Agency (albeit dated June 2020) which showed that:

• Profitability, performance, and productivity increase under female leadership

• Female top-tier managers add 6.6. per cent to market value of ASX companies

• Female leadership will help business thrive in a post-COVID world (they have)

This 2020’s research is supported by a later Forbes article posted in March 2022 listing five reasons women make great CEOs.

• They are great at collaboration which is absolutely essential in today’s business environment. The most successful businesses today rely on building great teams.

• They are capital efficient – that’s right guys, women at the C level typically have better profits than men – some thinking this is because women are more mindful of risk and are better at time management, so they take better care of the money as well as everything else.

• They are multidimensional meaning they can use both sides of their brains at the same time to consider issues both logically in a linear way and creatively at the same time – apparently men can’t do this so well.

• They care – women are more empathetic and understand and take on board their team’s concerns.

Apparently, this mix has shown to be a much stronger mix for business leaders in today’s business environment, especially if you are looking to keep the business profitable in the long term.

I have to say findings like these match the changes I have seen over my time in the franchise sector in both the way franchising works in general and in the quality of the businesses coming to me to look at franchising to grow their businesses.

Ten years ago, businesses in our franchise training courses were predominantly managed by men with a high drive personality. Franchisees were often considered to be subordinate, and support was usually restricted to technical issues around delivering a product to the customer. Over the past ten years we have seen many more women in the room today, initially as equal partners in the business, leading to some very successful and creative women business owners.

This has changed the way our workshops perform and increased the success of the businesses we train. Not every business goes on to franchise – part of the journey for some is that they do need to structure their business like a franchise and operate it as one but the best way to scale their business is actually through a company business model. It is nearly always the female partner who makes this decision – some business sectors can build better teams in the more directly managed company business structures.

So, I am not surprised when I look at the franchise sector today to see that so many of the big franchise groups have strong women at the helm. This is a relatively new progression and shows that the franchise sector is growing up.

franchising is a people business

It requires leaders who understand the need to combine collaboration with efficient capital management, by people who have multidimensional brains which can simultaneously be logical, creative, and above all caring.

This especially applies today. Franchising is not easy and over the past few years managing a franchise group has become even trickier. Social expectations have changed in business, especially around the way business leaders perform. The old rules of ‘what I say goes’ is rightly, often no longer acceptable. Today’s leaders are expected to hear and be more understanding of people’s opinions and feelings. And it has become more difficult

to find staff and franchisees who are willing to put up with conditions they don’t agree with and when things go wrong, the business climate in any entity can disintegrate fast.

In response to these social changes and previous significant unrest in the franchise sector, franchise legislation has changed, the Franchise Code of Conduct mostly right now gives franchisees more leverage in the relationship.

Today, to succeed, a franchise group must be based on a solid team being built between the franchisor supplying support, and franchisees bringing in the money through delivery and/or sales. Successful franchisor support recognises franchisee angst and the trials and tribulations of building great franchised outlets. Support is based on empathy, team building and the need for training to cover both technical skills and build business acumen. Support must also have the strength to make sure group brand rules are the foundation of the way business is done so there are consequences when necessary. Above all it is based on care for both business and people – a tricky balance.

It’s no accident that John O’Brien, in his very successful international group Poolwerx, refers to his franchisees as his franchise partners. And it is no accident

that his support section is not only the best technically for pool maintenance but is also the best in helping his franchisees grow in their business careers.

This balance is why today, franchise groups are being led more and more by women. We all know about Janine Allis, founder of Boost Juice who now is involved in leading multiple franchise groups.

But did you know that there are so many others leading big groups today. Here are just some I have come across recently.

• Diana Williams CEO of Ferntree Fitness

• Sonia Shwabsky CEO of Kwik Kopy

• Karen Bozic CEO of Craveable Brands (Chicken Treat, Red Rooster, Oporto, etc)

• Selina Bridge of CEO KX Pilates

• Amber Manning CEO of Just Cuts

• Rhiannon Simcock CEO of James’ Home Services

• Elaine Jobson CEO of Jetts Fitness

This is a remarkable change in just a few years with women leading these groups into the future, some through very tricky situations. That CEO role must balance all sides of business to be successful.

“ Support is based on empathy, team building and the need for training to cover both technical skills and build business acumen.”

brian and Prue Keen

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

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

Women are also entering the franchise coaching area with great success. Notably, Belinda Fyffe the CEO of the Proven Group (providing training & HR to the franchise sector), Jan Timms who coaches franchise leaders on what it takes to build a successful franchise group (empathy, support and great training) and Tracey Leak who focuses more on coaching franchise partners. v

world-leading F itness F ranchise, strong Pilates, launches in Ja Pan; a F irst For n ortheast a sia,

under master F ranchisee, strong Pilates

Ja

Pan Announces 150+ studios to open Across the globe

Australia: StroNg Pilates - a world-first Pilates-inspired, cardio-infused fitness franchise born out of Australia - has today announced its expansion into Japan, with plans to roll out 50 studios over the next 5 years.

STRONG Pilates Japan (SPJ) has been appointed the master franchisee, established by Chair and CEO, John B. Boardman, with extensive experience and success in one of Asia’s most dynamic markets.

One of the fastest-growing fitness franchises in the world, STRONG Pilates has launched over 50 studios globally since 2019, including Australia, New Zealand, UK, Singapore and Canada with over 150 new studios in the pipeline including new growth areas across Asia, Europe and the USA.

The franchise network has seen an exceptional 350% YoY growth due to its high intensity, yet low impact format using the exclusive Rowformer (part rower, part reformer) and Bikeformer (part bike, part reformer) machines. In 2023, ClassPass©, the largest health club aggregator globally, ranked Pilates as the number one fitness genre in the world based on bookings.

Chair and CEO of STRONG Pilates Japan, John B. Boardman believes STRONG Pilates will fulfil the growing demand for Pilates and HIIT training among the Japanese community. “As the master franchisee for Japan we are thrilled to soon introduce the highly compelling STRONG Pilates brand, innovative workout, and forward thinking STRONG philosophy and lifestyle to the Japanese market. I believe the STRONG Pilates offering will have significant appeal to both females and males in Japan who are looking to enhance their fitness routine,” said Mr. Boardman.

SPJ will act as the master franchisee of STRONG Pilates in Japan and will develop and operate studios, sell products and services, and assist franchisees in expanding their business through the formation of a franchise team, while aiming to increase STRONG Pilates’ presence in the Japanese market.

Full support will be provided to franchisees throughout the development of their studio - from finding locations to executing fit outs, implementing technology and delivering a comprehensive training Academy for instructors. The fitness format was founded by Australian duo Michael Ramsey and Mark Armstrong who recognised the need to continually evolve with the global fitness community. Previously successful F45 franchise owners, they sourced and exclusively licensed the Rowformer and Bikeformer machines, developing programs to challenge both the cardio and Pilates enthusiast in a 45 minute session.

STRONG Pilates co-founders, Michael Ramsey and Mark Armstrong said: “Our focus is always on delivering a format which resonates with fitness enthusiasts around the world. STRONG Pilates offers cardio, flexibility, mobility, strength, HIIT training and mental fitness all in one so our members are continually challenged to meet their goals.”

“We take great pride in expanding our global community and look forward to supporting the success of our master franchise partner, SPJ, as they grow the STRONG Pilates’ brand across Japan.” STRONG Pilates currently has over 8,000 members in Australia, New Zealand, Singapore, UK and Canada, 350 instructors and 150+ locations confirmed to open across the globe.

To find out more about STRONG Pilates, visit www.strongpilates.com.au

John B. Boardman Chair and CEO of STRONG Pilates Japan

our mission

To deliver an exceptional takeaway coffee experience to our customers, one cup at a time.

our vision FranCHisEs noW avaiLaBLE

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.

To offer quality products combined with an unforgettable service experience to each and every customer who visits our stores in Australia and beyond.

t he c rucial r ole o F

c ascading m anagement t echniques to Franchisees and e m P loyees

Marnie Jones

Marnie embarked on her management consultancy career at 19, aiding companies from $200k to $130m turnover over a decade. By 23, she led a team in Sydney, directing workshops for 2,000+ people across 56+ industries. Her expertise emphasises three core principles: strategic hiring, optimised team workflows, and effective staff retention. Marnie witnessed the hefty financial toll of poor hires and inefficient organisation, noting that 3050% of business efforts could be redirected with better structure. She advocates for stronger management to unlock businesses’ full potential.

Marnie Jones

Founder of talent X | Educate X | Business Power X

Professional i nfluence:

• talent X: r ecruitment firm with 75% Hiring Success r ate.

• e ducate X: training company for staff & management training with 9.1 / 10 rating.

• b usiness Power X: Consulting agency for accountability and scalability.

Email: marnie@educatex.com.au

Phone: 1300 347 955

Most managers simply face this problem: How do I get someone to do their job and

what do I do when they don’t?

In all the industries and sized companies I have worked with, the top issues are the same:

1. Staff not listening to feedback or being defensive.

2. Managing different personalities and management styles.

3. Handling conflicts and having direct conversations.

4. Managing mental health issues and setting boundaries.

The challenge with management is the inconsistency in approaches. In all the hundreds of companies I have worked with, I have never come across a systemised, consistent approach to management as directed by the company.

Each manager is out to fend for themselves, often holding their managerial successful actions close to their chest, with each team operating in different ways, big or small. This makes it hard to achieve consistent results across sites / branches.

Because most people believe that “people are either naturally good at management or not,” the emphasis is put on the hiring of managers, not the training of them.

This is especially scary when 98%1 of managers feel they need more training and when 91%2 of staff say their managers lack communication skills.

I think the lack of focus on training is partly due to most management training being airyfairy, general and more “inspirational” than it is practical.

Management training that is practical, scalable, and able to be consistently deployed across any and all sites should become the focus of upper management.

In simple terms, it is the managers’ job to get the staff to do theirs. If you invest in good managers who can then do this, the staff tend to sort themselves out.

Generally there is too much focus on the staff themselves, and not enough on the managers. One can spend countless time and money trying to get the staff to do better and produce more, but the only way that will ever happen when the pressure is removed from upper management, is if this pressure is maintained by the staffs’ managers themselves.

Every manager can be upgraded in how they think. Especially where upper management employs specific management frameworks and tools that become a part of the standard infrastructure - and not considered as an individual skill set.

The ROI of management training, especially where the training is practical and useful, far surpasses the ROI of staff training.

objective #1 of Management training: detaching Managers from staff

One of the weakest areas of management is the breach of internal brand and reputation; how the team views the company, each other and its systems.

There’s not one of the 160 managers I have trained in the last 6 months who did not reluctantly put their hand up when I asked: “How many of you are guilty of talking badly about the company / other managers / upper management to your staff?”

Allowing staff to gossip, criticise and talk badly about the company is one of the most insidious issues in management and yet (shockingly) hardly spoken about.

If you do not attack this first, any attempt to improve performance and culture thereafter becomes fruitless.

Action follows viewpoints.

Cultures are composed of viewpoints. Therefore the first objective of management training, before anything else is done, is the removal of this cultural tendency to talk badly about the company or its stakeholders. This really comes from the managers’ inability to be disliked. It stems from a desire to be liked and admired and their distaste for interpersonal turbulence. In our Australian culture, this is particularly prevalent.

This creates rifts between “staff” and the “company” and is the managers’ biggest challenge to overcome.

How do you staff them to perform well, but also ensure they feel heard if they have a genuine concern, but then also not allow them to talk badly about the company? This is a tricky balance that must become the focus of all managers.

This requires two things:

1. The managerial infrastructure that is set by the company itself. Think processes on how feedback is received and dealt with, role definition, specific tools that allow

staff to propose solutions and changes, meeting agendas, pre-set workshops, digital platforms or forums, etc.

2. The soft skills given to managers (that are the same across the board). Think communication techniques, conflict resolution and prevention strategies, manager confidence and mentality, etc.

Make the idea of honour, integrity, respect more attractive to your managers than being liked by staff. Give managers permission to not be ‘liked’ by their staff, but respected. Give them the systems / processes that their staff can use so that they have an outlet for feedback, a recourse for suggestions, a way to feel heard. Ensure any and all policies and processes are based on what works and what is successful - buy in is easy when staff can see how or why something is.

This cultural shift creates a beautiful base from which other management tools can be developed and evolved and is what I recommend as your first training objective.

This objective is based on my personal observation, although all training should be tested across sites and confirmed to have worked before it is deployed everywhere.

When something is confirmed as having worked, it is used with confidence and faith. When any training is given for the sake of it, it becomes, once again, up to each individual manager to cipher through and find what works or what doesn’t.

It is upper managements’ responsibility to test and confirm what doesn’t work and what does, then ensure each site follows it. And management is no different. v

1forbes.com

2Inc.com

Franchising’s d ilemma –h ow to attract and h old the n ext g eneration

The attitudes of Millennial and Gen Z young people towards work is the subject of much angst amongst employers, often describing the next generation as lacking motivation and demanding unreasonable benefits. Are such

criticisms relevant to franchising and what should franchisors do to recruit the best upcoming franchisees?

As the pandemic that gripped the world for more than two years fades into the distance, it seems most things have returned to some sort of ‘normal’. But a closer look at social expectations, attitudes to work, economic pressures, business responsiveness to changing conditions reveal some notunexpected, game-changing realities.

Much has been said and written about working from home, the rapid take-over of technology in our lives, cashless shopping, and so on, that it need not be repeated here.

But there’s one emerging change that is not often talked about and it’s one that will shape the decades ahead profoundly. And for the franchise community, it’s one that will determine who will be attracted to buying a franchise business in the years ahead.

The group of people perhaps most affected by the pandemic in terms of their future expectations are the young people who make up the Millennial and Gen Z cohorts.

(Millennials: those born 1981 – 1996; Gen Z: those born 1997 onwards.)

These are the young adults who grew up and entered the workforce at a time of extreme stress, crushing uncertainty and with little or no reference or guidance as to what to expect from work, money, career, leisure and family – or at least little guidance that seemed relevant to many in these age groups.

As a result, these young adults have often very different expectations and aspirations about what they want compared to previous generations, including their fellow colleagues who usually comprise the older Gen X and

Boomers in the workplace and more generally in society.

Millennials and Gen Z’s find themselves in a world of tech-centric work, labour shortages, social media influence, internet everything, and societal structures that their parents could not even imagine.

For some older people, including employers and business owners, the attitudes shaped by the world on these young people could be dismissed as annoying, self-entitled, naïve, or even lazy. But this ignores the reality that the Millennial and Gen Z generation are the emerging powerhouse of the economy and indeed all aspects of life in our country and around the world.

Their attitudes are shaping social commentary (on social media, not radio and television), politics (look at the outcomes of the last few federal elections), activism on future problems (climate change and geopolitical conflicts), on business (the dramatic rise of online commerce with its dependence on ever-new technology), and the next big unknown, artificial intelligence (will it replace jobs or create them).

Franchised businesses whose business model relies on attracting new and more franchisees in order to grow, will do well to recognise and adapt to the expectations of this next generation of franchise business owners. After all, the pool of older franchise applicants is getting smaller every year!

To expand in the years ahead a franchised business must attract people who are ‘available’ and this means the next generation of young people as they move from employment to buying their first business –hopefully your franchised business.

“ Franchised businesses whose business model relies on attracting new and more franchisees in order to grow, will do well to recognise and adapt to the expectations of this next generation of franchise business owners.”

So, what are the expectations of this emerging cohort of prospective franchisees? For the purposes of this article, let’s summarise these as being:

• A strong desire for work-life balance. These young people see working insanely long hours as being detrimental to their mental health, physical well-being and their desire to pursue other dreams and aspirations – not just work, even if that work is a business that they own.

roger d ickeson is an experienced franchising professional and has worked in the sector as a consultant, adviser and business planner for over 30 years. Roger’s specialty is business development for small to medium enterprises and as a strategist in the franchising, licensing and capital raising fields.

As a regular writer and commentator on small business and franchising topics, Roger seeks to inform, educate and challenge ideas in the increasingly complex, but exciting and rewarding world of business franchising.

“ Millennials and Gen Z’s find themselves in a world of tech-centric work, labour shortages, social media influence, internet everything, and societal structures that their parents could not even imagine.”

• Working smarter, not harder. Having grown up in a tech-centred world, this generation sees technology as not just for working faster and smarter, but as fundamentally how all things should be done. (Try telling a 25-year-old you only accept cash when they pull out their smart phone at your check-out register!)

• A desire for recognition for things that they contribute to in the work and the business. To insist that they just follow the systems without questioning anything or wanting to make improvements, is a good way to lose talented young people – or fail to recruit them in the first place.

These key expectations are what franchisors will need to be mindful of as they shape their franchise offering to attract the next generation of franchisees. Remember, Millennials and Gen Z’s are by-and-large well-educated, talented, highly motivated (when offered opportunities that meet their expectations) and above all, will become the

best asset your franchise network can acquire. This is because they have the energy and the motivation to drive your franchise into the future – something unlikely to happen for franchisors who think the future is just the past, repeated.

The uncertainty, the paranoia, and the deepfelt stress and anxiety of the recent past and the ‘dangerous’ future ahead is shaping the next generation of young people in ways not seen before. Business managers, including those of franchise companies, who recognise these new and different concerns and adjust their business model accordingly will be those that will determine the business landscape of the future.

As they say, the future belongs to the prepared. The next generation of prospective franchisees is waiting and watching. Is your franchise offering one that will attract and hold the best of these upcoming franchise owners? v

The Power o F community e ngagement

As a franchisee who has recently been honoured with Belgravia Health & Fitness’ outstanding Community Engagement Award, it’s safe to say that the owner of genesis Health & Fitness Melton, Paul Nemer, knows a thing or two about meaningful interactions with the community and the various challenges and advantages of community engagement.

Having commenced as a Health and Fitness Club in Ringwood, Victoria in 1997, Genesis has now developed into one of Australia’s premier fitness franchises with more than 40 locations across the country featuring every aspect of exercise from weights to reformer Pilates. Paul has been part of the Genesis network in Melbourne since 2015 and says much of the club’s success has come from immersing the business in the local community.

What is community engagement, really?

Community engagement is not just a buzzword, says Paul. “It’s the foundation of establishing meaningful relationships and partnerships within the local community. It goes beyond transactional interactions and delves into the realm of collaboration and shared goals,” says Paul. “It’s about becoming an integral part of the community fabric, contributing positively, and reaping the benefits of a symbiotic relationship. As a health-focused business we really want to show our members and the community that we care about their quality of life. When it’s done well, community engagement can boost client retention and create walking brand advocates for your business. And the best part is, community engagement doesn’t have to involve large budget outlays.”

the ingredients for successful community engagement

Successful community engagement is akin to creating a recipe with the right ingredients, according to Paul. “You’re building strong connections, not just within individual or groups in the community but also with other local businesses. This collaboration is a two-way street, where businesses and the community support each other’s objectives. The key ingredients include communication, mutual understanding and a genuine commitment to the welfare of the community. Community engagement must be genuine. You need to be doing it for

the right reasons and believe in what you’re doing, otherwise it breaks down and can even have the opposite effect, as your efforts are seen as ingenuine.”

an example of genesis Melton’s approach to community connections

At Genesis Melton, one of the ways community engagement has been taken to new heights is through a carefully curated Corporate Partners Program. “This program, established in collaboration with leading local businesses, ensures that our members receive exclusive discounts and perks,” explains Paul. “For instance, our members enjoy a 10% discount on all car servicing, repairs, and spare parts at Hyundai, Kia, and Isuzu – a unique offering that significantly eases the cost of living for our community and helps with quality of life.”

other ways to engage

There are so many different ways you can form meaningful connections with the community your franchise operates in. Here are a few more examples from Paul:

• In-person or virtual events: “These can be great for creating a buzz and giving something back to the community. It’s important to be clear on who your event is intended for. While a live event might draw

a large crowd, its impact may be limited if it attracts the wrong audience. When organising your event, it’s crucial to define the specific demographic you aim to reach. Consider this scenario: if your event targets local business owners, there’s no necessity for a broad community attendance; precision is key.”

• Create traditions: “Whether it’s a monthly happy hour, an annual special event, or a regular promotion, establishing traditions provide consistent chances for individuals to engage with your brand. A sense of anticipation develops, as people come to expect and eagerly await these traditions. Examples of such traditions that businesses could create include regular themed workshops, weekly exclusives, annual sales or quarterly challenges/competitions. These recurring events not only enhance brand loyalty but also foster a deeper connection between the business and its audience.”

• Local sponsorships: “Sponsor local initiatives, sports teams, or charity events to showcase your commitment to community wellbeing. Ensure your decisions help you reach the audience you need to reach to help grow your business. Sponsorships can involve cash but they can also involve contra goods or services for people or groups in need.”

• Leverage digital platforms: “Utilise social media and other digital platforms

to connect with your customers and local community. Share engaging content, highlight community stories and actively respond to feedback to foster a sense of belonging.”

• Employee Involvement: “Encourage your team members to participate in community activities. This not only strengthens your business’s connection with the community but also boosts employee morale. Again, this needs to be genuine. Forcing employees to volunteer, for example, will not have the desired effect. Lead by example and get your staff excited about the cause and how they can make a difference.”

signals of ineffective community engagement

Recognising signs of ineffective community engagement is crucial, says Paul. “Lack of growth, lack of customer retention, negative reviews and a lack of acknowledgment from local community groups are some red flags. Successful community engagement should be measurable, reflecting positive growth in both business performance and community relationships.”

Measure and adapt

Regularly assess the impact of your community engagement efforts, explains Paul, using surveys/feedback, analytics, and performance indicators to refine your strategies and ensure they align with the evolving needs of your community.

“Community engagement isn’t just a feelgood initiative; it’s a strategic approach that can drive new customers to businesses, significantly aid in lead generation and boost overall sales. It’s like having free, targeted marketing directed at your local market, creating a win-win situation for both businesses and the community.” v

h ow to sPark i nnovation and c a P ture c reativity in your Franchise

Welcome to the franchise family—you've just got the keys to a well-oiled machine with a track record of success. But here's the secret: the heart of a great franchise doesn't just beat to the rhythm of "business as usual", it embraces creativity and continuous innovation. And guess what? Even as a franchisee, you've got some room to innovate.

finding your groove with sops

Think of your Standard Operating Procedures (SOPs) as your business blueprint. The roadmap of running your franchise successfully. You see, while the essence of your franchise—its core identity—is nonnegotiable, there's always an opportunity to do things even better.

Innovation doesn't always mean reinventing the wheel. Sometimes, it's about adding your own unique hubcaps to the vehicle. That's where you come in. You're at the frontline, where the real action happens, and you're in the perfect position to spot opportunities for improvement, whether it’s streamlining a process or enhancing the customer experience.

installing marketing funnels as assets into the business to attract, capture, nurture and convert prospects into customers and to turn those ‘ad-hoc’ marketing activities into a streamlined strategy that delivers results. www.growthgen.com.au

Jazzing things up: embracing change

Business is a lot like jazz… it thrives on improvisation within a structure. So, you need to be ready to pivot, to turn and adapt when new trends or technologies enter the scene. Part of this is making sure your team understands the balance between staying true to the franchise's script and injecting a bit of their own style.

Encouraging your team to be observant and proactive is key.

For example, if a barista at your coffee shop franchise has an idea for a new beverage, there should be a system in place to consider this innovation. It's about capturing that flash of genius and evaluating its potential to harmonise with the franchise's offerings.

Finding ways to capture, document, and repeat the advantages this gives you, is pivotal.

nomiki g eorgiadis of ‘Business To Business Buzz’, is the Systems Specialist small business mentor for Growth Generation. Nomiki specialises in helping business owners, create valuable lead capture and marketing automation systems & systemise their business. She also loves

This is where your Idea Journals become invaluable. Not only do they help in preserving fleeting moments of brilliance, but they also serve as a testament to your commitment to growth and excellence. Equally, building good relationships with suppliers and staying abreast of technological advances isn't just about keeping up, it’s about staying ahead. They can often be your eyes and ears in the industry, providing insights into emerging trends and tools that could place your franchise a cut above the rest.

innovation on the front lines: strategies for the enterprising franchisee

So how do you make innovation an integral part of your franchise operations? Here are some core strategies to try out:

1. Idea Journals: Keep a log for innovative ideas. Whether it's a sudden inspiration or customer feedback, document it.

2. Experimental Protocols: Before rolling out a big change, test it in a controlled setting. See if the new idea is ripe for the picking or needs a bit more time on the vine.

3. Feedback Loops: Establish channels for staff and customers to propose improvements, and evaluate these systematically. This creates an innovation ecosystem within your franchise.

4. Communication Channels with Franchisor: Keep the lines open with your franchisor. They should know that you're not just operating a franchise; you're enriching it with local insight and innovation.

5. Continuous Learning: Embrace a culture of ongoing improvement and education within your team. When your team grows, so does the potential for innovation.

the franchisor's valuable support opportunity

A franchisor that encourages innovation is likely to build a more robust and resilient franchise model. By providing a foundation of training and fostering a culture where franchisees feel empowered to suggest new ideas, they will reap the benefits for decades. It's about forming a partnership where franchisees feel heard and valued. An effective franchisor takes on the role of a mentor and a guide, as well as an innovator, acknowledging that some of the most groundbreaking ideas can come from the franchisees who are on the

ground, dealing with the day-to-day realities of business.

crafting the future: blending compliance with creativity

Fusing robust franchise systems with a dash of creative thinking is an art. As a franchisee, your mission is to nurture that creative spark within the franchise's framework. It's about thinking outside the box but within the boundaries of the brand's vision.

Harnessing and implementing creativity within your team means celebrating small wins and learning from every innovative attempt. The process is just as important as the product because it builds the kind of team agility and responsiveness that characterises truly successful businesses.

So, keep in touch with that entrepreneurial spirit, and bottle and leverage the creativity within your own team. Your willingness to blend reliability with creativity is what will keep your customers excited and engaged.

In the dance of franchising, documented systems and standardisation lead, but innovation adds the moves that captivate the audience. By navigating the SOPs with entrepreneurial agility, franchisees can help their franchises flourish, ensuring their ventures remain fresh, competitive, and perpetually in step with an ever-evolving marketplace.

Every step forward in innovation is a step towards distinguishing your franchise, not just as a model of efficiency, but as a beacon of progress in the franchise community. It's this spirit of continuous improvement and receptivity to change that ensures your franchise isn't just running the race but setting the pace. v

m i ster m init ceo m aria walton d elivers b usiness continuity

New CEO’s Leadership Transition Delivers Business Continuity and Growth

recognised as one of the country’s top franchises delivering shoe repair, car key duplication, laser engraving, watch repairs, and other essential household services, Mister Minit, welcomed Maria Walton as ceo in 2023.

Six months into the role, Walton leads a network of 360 stores across Australia, New Zealand, and a growing footprint in Southeast Asia.

Mister Minit has opened an average of fifteen shops per year over the last five years and recently acquired the 27 store-strong Shoe King business in Western Australia. As an executive leader of Mister Minit for over 20 years, Walton brings her people-focused human resources and franchise experience to the role. Her application for the role was swayed by the strong bonds she shared with fellow Mister Minit employees who were keen on continuity and equally saw her as a natural successor to Mark Rusbatch.

the value of leadership transitioning

Despite over two decades with Mister Minit, the value of a transition period with outgoing CEO Mark Rusbatch, who has joined the Mister Mini Board as Chair, was invaluable to Walton. “My previous executive position within the business allowed me to be integral in shaping the strategic direction and growth of the brand, however, the transition period increased my awareness of the CEO role and further responsibilities. It was great to have Mark available then and even now through the Board,” said Walton.

Reflecting that a long tenure in any role presents some blind spots to the business, Walton considers the transition period essential for the step she was making. “Any new role allows you start to see things afresh. Being CEO has increased my focus on identifying what can be done, and how. It’s invigorating and motivating,” she said.

franchising as business development

Regularly recognised as one of Australia’s top

franchise businesses, Mister Minit considers itself a service business first and foremost.

“We don’t consider ourselves a traditional franchising business,” states Walton. “We are a household services brand using franchising to deliver those services. Franchising is an opportunity to develop our own team, with a focus on ownership for our people and the role they can play in their local community.”

Before becoming CEO, Walton repositioned Mister Minit’s franchising management as a business development function. Improved communication cultivated a comprehensive business development approach to franchisee management, and part of this transformative mindset shift is evident in one of Walton’s most significant individual achievementsmaking Mister Minit conferences franchiseedriven. “Our franchisees chose what they want at their conference,” said Walton. “They drive us with their passion and enthusiasm for innovation.”

2024 and beyond

Customer service drives Mister Minit’s innovation and Walton is focused on anticipating customers’ needs and providing a solution. “The true line behind the brand ‘Real People, Fixing Problems’ encompasses all that we do,” said Walton, noting the example of Mister Minit leveraging a unique service opportunity from not offering watch repairs to now being the biggest watch repairer in Australia. Identifying the next service Mister Minit can offer the market is what keeps Walton awake at night, ensuring they can invest in new technology and meet customer’s needs as Mister Minit did close to 30 years ago then they identified the shift towards car keys having transponder chips

Maria Walton’s leadership principles:

1 g ive it your best every time. t he most important thing is what you are doing at that time – be it.

2 Execution. Many people can come up with the answers but fewer can actually make things happen.

3 You must keep learning. Never stand still otherwise you’re going backwards –you can learn from anyone.

4 Do the ‘right thing’. It pays dividends.

and requiring diagnostic programming. “We invested in training and diagnostics equipment to ensure we were at the fore front of this technology and today we are a leader in car key duplication services in Australia.” 2024 key business objectives include setting a new strategic plan that continues to focus on establishing new business infrastructure and brand architecture to support further years of growth. The company is also investing in complementary distribution channels, developing a Mister Minit Mobile Service fleet in Australia and New Zealand, adding further value to a service it has offered since the 1960s.

Walton believes her legacy will be reflected in how well she can support her team to reach their individual potential. “If I can achieve this, it will be reflected in how every team member serves our customers and provides sustainability.”

For more information:

https://misterminit.co/

territories For service F ranchises matters to be considered in relation to mobile F ranchises

let the team at Franchise ready help develop your franchise system

franchise ready is australia’s fastest growing, results focused franchise development consultancy.

We have worked with some of the most famous franchise brands on the planet and we have successfully launched and supported over 150 brands into franchising.

l aunch your business into franchising locally or internationally.

Whether you’re curious to explore the possibilities or you’re ready to go now – talk to the experts in franchising to get the right advice. We know what it takes to succeed and can assist in navigating the challenges. We can help you understand what’s possible, provide direction and expert recommendations, and establish a robust game plan for expansion.

• Feasibility Assessment

• Financial Modelling, Strategy & Planning

• Training & Operational Documentation

• Franchisee Recruitment

• Territory Mapping & Site Identification

• Assistance with Legal Documentation & Much More!

full service

Franchise ready is the only full-service Franchise consultancy business in Australia and has launched and supported more brands than any other franchise consulting business in Australia in the past 12 months.

reach out and let us share with you how we can help your business grow to the next level.

info@franchiseready.com.au

www.franchiseready.com.au

o ver 300 years of franchising e xperience

Franchise Ready is Australia’s fastest growing, results focused franchise development consultancy.

We have worked with some of the most famous franchise brands on the planet and we have successfully launched and supported over 130 brands into franchising.

150

Franchise ready has been operating since January 2011, every team member has been working in the franchise sector and collectively we have over 300 years of Franchising experience operating in every function and level within a franchise organisation and across more than 30 franchise systems, this coupled with the work we have done in developing over 150 franchise brands in Australia and new Zealand gives Franchise ready more franchise experience than any other franchise consultancy brand in Australia.

Launch your business into franchising locally or internationally.

servicing established franchisors

Whether you’re curious to explore the possibilities or you’re ready to go now – talk to the experts in franchising to get the right advice. We know what it takes to succeed and can assist in navigating the challenges. We can help you understand what’s possible, provide direction and expert recommendations, and establish a robust game plan for expansion.

We help emerging franchisors with everything they need but we also assist established franchisors take their business to the next level through our range of established franchisor services:

• International expansion program for Mature brands

• Feasibility Assessment

• Financial Modelling, Strategy & Planning

• Completing a comprehensive business review

• Training & Operational Documentation

• Franchisee Recruitment

• Territory Mapping & Site Identification

• Access to a comprehensive Franchise Management system, that:

• Assistance with Legal Documentation & Much More!

- stores digital operational resources (operations manual, training resources)

Full Service

- enables the franchisor to complete compliance audits.

Franchise Ready is the only full-service Franchise consultancy business in Australia and has launched and supported more brands than any other franchise consulting business in Australia in the past 12 months.

- Creates financial and operational scorecards.

- A process builder to develop additional and customised processes.

- A full learning management system (LMs)

• A recruitment function to recruit franchisees and key executives.

Reach out and let us share with you how we can help your business grow to the next level

• A Business broking business to sell going concerns (franchisees and corporate stores)

• Territory mapping and Franchise development planning

F r A n CHI ses on t H e ro A d

Cover Story

34 Snap- on tools Introducing steve stonehouse national snap-on new Franchisee of the Year 2023

On the Road Top Picks

42 Xpresso Mobile Café Petbarn Mobile Dog Wash Appliance tagging Services

Snapshot

46 Hydraulink: Hydraulink trendsetter doubles his commitment to service excellence with new Bayside Brisbane franchise

Franchisee in Action

40 Pack & Send: transforming Franchise Partners in new Zealand

Expert Advice

36 robert toth: on the road Again

44 Lauren Clemett: driving to success - the Power of Mobile Marketing

48 Peter Buckingham: territories for service Franchises

50 Stewart germann: Matters to be Considered in relation to Mobile Franchises

i ntroducing

steve stonehouse

national snaP -on n ew Franchisee o F the year 2023

Within the Australia and New Zealand branch of the Snapon family, a robust network of over 185 franchisees brings the company’s top-tier products and exemplary customer service standards to local communities.

Within this community of franchisees, Steve Stonehouse, owner of the Geelong North franchise, was recognised for his commitment to Snap-on and his successes within his first year of franchise ownership. This saw him earn the prestigious New Franchisee of the Year award, collecting the accolade at the annual Snap-on Franchisee Conference, which took place on the Sunshine Coast in January.

the road to snap-on

With a long list of loyal customers and a significant foothold within the North Geelong community, one could be forgiven for mistaking Steve Stonehouse for a seasoned veteran of the automotive industry. However, Steve’s arrival at Snap-on in 2023 marked a drastic change to his otherwise linear career path.

A family who “settled down quite young”, Steve took his first steps into the working world at the age of 15 as a supermarket trolley boy, before working his way “up through the ranks in various sales roles”.

Decades in the corporate world saw Steve earn status as the Area Manager of Woolworths, before really finding his feet at Rhino Racks as the General Manager of their commercial divisions.

However, growing weary of the corporate world, Steve was “on the lookout for a change of pace”, and following the sale of Rhino

Racks at the peak of the Covid pandemic, an enticing new opportunity at Snap-on arose.

from the corporate world to snap-on franchise ownership

After accumulating a toolkit “full of sales experience, business acumen, and product management skills”, it was time for Steve to set aside his corporate life and follow his passion for the automotive industry with a familiar company.

“Cars and bikes have always been my passion, so I was exposed to the Snap-on brand and its quality for decades”.

Therefore, when the chance to acquire his local North Geelong franchise arose, putting an end to “relentless travel back and forth to offices in Melbourne”, Steve jumped at the opportunity.

“It put me in charge of my own destiny in an industry I love. That’s why the Snap-on brand was the perfect fit”.

While the switch from office to tool truck

may appear abrupt, Steve experienced a relatively smooth transition, owing to his “30 years of sales experience, existing knowledge of Snap-on, and the fantastic support on offer”.

Following a transformative stint in Dallas, Texas, “learning the Snap-on lingo and the Snap-on way”, Steve was ready to turn his love for all things automotive into a fruitful career. And one year on, he’s never looked back.

“stick to the model and the processes because they work”

So, why has Steve been so successful in his first year of franchise ownership? Well, he refuses to accept full responsibility, instead attributing his success to the brand itself.

“My success is a testament to the brand. I just follow the advice to the letter. So, it’s not just my success, really”.

Acutely aware of the significance of his career change, Steve made “a conscious effort to live and breathe the process and the program

from day one”. In doing so, he found great enjoyment in “networking and learning from those that have already done it all before”.

This devotion to the brand has proven to be the foundation of Steve’s success, and his efforts to immerse himself “in all things Snap-on, all day, every day” have seen him earn a fantastic reputation among his local community.

Consistency, respect, and positivity are hallmarks of Steve’s approach, and he believes this has helped him “establish mutual trust with the workshop owners”, turning Snap-on admirers into weekly customers, and has even earned him an invite to a wedding.

Steve has thrived on this ability to “develop relationships really quickly”, a product of his efforts to remember the names of each customer’s children, “speak to their wives and receptionists every week”, and even cater to their four-legged friends, armed with tasty treats on every visit.

Steve modestly insists it is merely his way of delivering “the full Snap-on experience in every interaction because when I do, I’m not really selling anything. They’re buying it”.

What’s next for steve?

With a year of successful Snap-on franchise ownership under his belt, Steve has enjoyed a drastically different daily routine, but this has required a great deal of time and effort.

“When you learn new things in a short space of time, it’s always very exciting, but it’s time for me to take a step back and create a more sustainable work-life balance”.

Hence, the next logical step in Steve’s Snapon journey is to employ an assistant, affording Steve more time to “work on the business, not in it all the time”, focusing more of his efforts on securing big ticket items and tending to his business’s ever-expanding administrative needs.

about snap- on tools:

“don’t be scared of the outlay, it works!”

Steve’s decades-long admiration of the Snapon brand has only strengthened since his arrival, and he’s full of glowing praise for its finely-honed franchise model.

“It’s a fantastic brand and joining is simply one of the best decisions I’ve ever made”.

With a “fantastic onboarding and training process” in place to support a smooth entry into the business, and a network of fellow franchisees to learn from, Steve wholeheartedly recommends franchise ownership to those who are ready to make their mark.

“It might seem like a risk, but really, it’s not. The customers are advocates of the brand and they buy into its culture and the experience”. But what advice does Steve have for those ready to snap up the opportunity?

“Have a go, stick to the process, and don’t be scared to invest some time and money into it. It will work!”

Snap-on tools is a leading innovator, manufacturer and marketer of highend tools, diagnostics, and equipment solutions. With an extensive range of over 22,000 products, Snap-on is committed to providing technicians and workshop owners with the vital tools required for their services.

Founded in 1920, Snap-on has experienced substantial international growth, and now boasts a global network of over 4,800 franchisees. Decades of sustained success and an esteemed brand reputation have seen Snap-on achieve numerous awards, with each highlighting the exceptional quality of both its product offerings and franchise operations.

Snap-on has some great opportunities across Australia and New Zealand for ambitious, hard-working and goal-oriented individuals.

If you’re interested in becoming a franchisee with Snap-on, speak to our team on 1800 810 581 or visit https://www.snapontools.com.au/ franchise/ for more details.

on the road again

Ahh mobile franchises, the wind in your hair as you drive to your next appointment in your branded van with dog in the back… freedom from exorbitant rents and staff costs and you can work as many hours as you like… mobile franchises are a great option… or are they?

There are now a multitude of mobile franchises on the market, and these can have certain benefits over the traditional high-cost retail and fixed site business franchises in shopping strips and centers.

Clients and customers now all have an expectation that the business will come to them and fit in with their work and home schedules.

The range of mobile franchises from couriers, home maintenance, care service and repairs, and even mobile banking just keeps expanding. Now Jim’s Group can clean your gutters, install your antenna, cut your grass and give you a facial with their new Jim’s Beauty offering!

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

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

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

Many Franchised businesses also realised that a mobile business may be a more efficient and profitable way of doing business.

Even though there has been a return to office policy for many employees there remain a great many employees who now work flexi days and still work from home.

These customers still want their cars serviced at home, dog washed, garden mowed, house cleaned, and groceries delivered to the door. Taking your business to the consumer’s home or office is a great way to generate work and goodwill without carrying the huge overheads of rent and staff costs of a fixed site.

Consumers want convenience and instant

gratification particularly for hardworking families with young children.

the benefits of mobile franchises

The Pros

• A much smaller up front capital investment and therefore more affordable.

• A more flexible work life balance.

• Lower operating costs – less reliance on staff as generally owner operated.

• Freedom from an office or a shop front.

• A quicker and shorter time to get a return on your investment.

The franchise fee is usually the biggest cost in a mobile franchise apart from the need to lease a vehicle, branding and equipment costs. A mobile franchise can cost as little as $30,000 and up to $100,000 to establish. This means you don’t need to go the bank and borrow on the security of your home, which has become more difficult with tighter lending criteria by the banks.

With a fixed site retail franchise the franchise fee is usually the lowest cost and by the time you add stock and shop fit out, bank guarantees on a lease, staff costs, insurance and the need for working capital the investment can be upwards of $300,000 and up to $1 million.

The Cons

Its not all “salad days” wind in your hair, dog in the trailer. A mobile franchise may not suit everyone. Being on the road can have its own issues and stress (just look at Melbourne traffic!)

Even though a mobile franchise has less upfront cost (which means less risk) that may also mean a smaller return to the franchisee and restrict the wages a franchisee can draw out depending on the revenue created. For example, with a dog wash mobile business that may generate $200,000 of revenue a year the salary that can be drawn by the operator after all costs and expenses may be limited.

That may not be an issue for some people of course, due to the freedom and flexibility a mobile business can provide there is a compromise between freedom and earnings. In some cases, the franchisee can generate a very good return if they work hard and ensure they know their margin (profit) on delivery of the products and services.

royalties

Many mobile franchisors charge a fixed royalty fee such as a fixed monthly fee, rather than a royalty based on the gross turnover of the business.

This can be a positive for the franchisee if the business is successful and growing but the fixed fee can also become a debt to the franchisor, irrespective of the franchisee’s revenue.

For this reason, you need to talk to other franchisees in the system you are considering and do your own cash flow projections to see how the numbers “stack up”. You must also get independent and specialist legal and financial advice before your commit. I will say this more than once in this article “If the numbers don’t work, walk away”.

fee comparisons

Fixed site retail franchises generally charge a royalty fee, based on the turnover of the business of between 4% to 10% of gross turnover (revenue) and a marketing or advertising fee of around 2% to 5% per cent. On top of this there may be additional IT fees and obligations to be spent on local area marketing. These costs should be set out in the Franchisors Disclosure document from which you can do your own financial due diligence and cash flow projections.

A mobile franchise may charge an up-front franchise fee of around $20,000 to $30,000, plus the cost of the vehicle and equipment, insurances and a marketing fee. The vehicle and equipment can usually be leased, thus reducing the capital outlay. These costs will also be set out in the Franchisors Disclosure document.

stock

It should not be forgotten that a significant cost when setting up the business may be stock which needs to be funded so the working capital requirements for a fixed site franchise over the first six or twelve months of operation will be much greater than for a mobile franchise.

What to consider

Some relevant questions to consider would be:

• Whether you are allocated an exclusive or non-exclusive territory?

• Will the franchisor or other franchisees be able to compete in your territory?

• Does the Franchisor have a lead generation 1300 number and will they refer all leads to you in your territory?

• What is their on-line sales policy and how will that impact on your sales?

• Do they keep or share any rebates they receive from suppliers?

• Where is the territory based in relation to where you live – do you want to be travelling across town to service your territory?

• Do you have to travel long distances within your territory to service clients for a small fee in which case there may be little profit in each job that is outweighed by the costs.

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

• What are the costs if you want to sell the business during the term?

crunch the numbers!

Even though a mobile franchise has lower entry costs you should still talk to other franchisees in the system to gain feedback and do your own financial due diligence and cash flow projections with the assistance of your accountant and financial advisor.

You need to factor into your cash flow projections a reasonable salary, as no one wants to work for nothing. You cannot work on the assumption there will be a profit to draw on, at the end of the year as that rarely is the case. If the numbers don’t work, then don’t commit, as mobile franchises can be di fficult to sell.

You should work on the assumption that a mobile franchise will enable you to earn an income but is unlikely to deliver any great capital return at the end or when you sell. That’s just being realistic, some do, but again that is the exception not the rule. There may

be no goodwill value at the end, so you need to take funds out as you go.

training and support

You should ensure the franchisor provides adequate up-front and ongoing training and is innovative and will generate product development and provide support as you may need it.

Some franchisors are very hands off once they sign you off. It is important to ask them what sort of support they will give and who will give it. You will need to consider if they have the latest booking applications and payment systems, CRM software for ease of bookings and payment. There is really no excuse these days for outdated software.

leads and sales

Another important fact to consider is does the franchisor have a social media presence and who is responsible for generating these leads. In some case the Franchisor will assist in generating leads but in most cases you have to get out there an network and market and secure the leads and sales. Be sure to check if they are on Instagram and across all social media in comparison to the competition.

your exit plan

Most mobile franchises have a limited life span of 3 to 5 years. Therefore, you need to look at what the transfer or assignment rights and costs are and check any non-compete clauses that may restrict you from carrying on a similar business on the expiry. If things don’t go to plan it can be di fficult to get out and sell a mobile franchise and you will crystallize a loss if you walk away during the franchise term.

specialist advice

The best insurance before committing to a franchise is to seek Specialist professional advice from a Specialist Franchise Lawyer and financial advisor. So, before you “get on the road” like Willie Nelson did back in the 60’s, do your analysis and get the right advice to limit your risk and make an informed decision. 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.

Pack & send livet rans Forming Franchise Partners in n ew Zealand

Introducing PACK & SEND’s eCommerce shipping solution platform to the New Zealand Market

the eCommerce market continues to grow rapidly, with more and more customers shopping online, meaning businesses must adapt to meet these expectations.

Online merchants are looking for a solution to their logistics requirements and most see shipping as a part of their business that takes up a lot of time and energy, and as a result, any partner that can reduce this effort will go a long way in winning that business. The recent launch of PACK & SEND Live in New Zealand – an innovative platform, designed to revolutionise franchise partnerships and customer experiences, not only sets a new standard for operational efficiency but also reinforces PACK & SEND’s distinctive No Limits business model.

PACK & SEND have been in business for over 30 years and have had a presence in New Zealand since 2008. In 2021

PACK & SEND were acquired by MBE Wordwide which has further bolstered the PACK & SEND brand and reptation on a global scale.

George Fattal – Sales and Product Manager for PACK & SEND Live states “The Live platform offers a unique opportunity for Franchise Partners to enter the eCommerce industry, allowing Franchise Partners to take the hassle out of shipping and logistics for their customers. The platform has seamless integrations with the major online store providers such as Shopify and WooCommerce, access to PACK & SEND’s Carrier Partners and a range of features and benefits that can be customised to the customer. However, the real benefit of PACK & SEND Live is the National Store Network. Customers have access to a PACK & SEND Franchise Partner as their account manager and logistics expert, as well as their physical store location for warehousing and 3PL solutions if required.” The flexibility, scalability, and personalisation that PACK & SEND

Live can offer a customer are unique in the market, as customers will generally have to engage multiple partners to achieve a complete logistics solution, whether that is carriers, 3PL providers or even packaging suppliers.

PACK & SEND Live has been servicing customers in Australia since 2019, and over the years it has continually improved to ensure it is meeting the requirements of both the customers and the Franchise Partners.

With PACK & SEND Live, Franchise Partners have been able to tap into new markets and industries that have previously been quite difficult to access. It has also allowed the Franchise Partners to grow their business customers by offering a solution that is customisable and scalable with their customer’s operations.

“Within Australia we are seeing

PACK & SEND Live contribute a substantial amount of revenue for Franchise Partners.

Some locations now receive over 30% of their yearly revenue from PACK & SEND Live customers, and our top performer achieved Live revenue in excess of 60%. This has allowed them to rapidly grow their business and continue to focus on servicing new business customers”, adds Fattal.

New Zealand Franchise Partners are now able to offer the same solution as their Australian business partners. PACK & SEND Live also offers additional benefits to the Franchise Partner along with access to new customers and industries:

New Income Stream – One of the main benefits of PACK & SEND Live is that the customer can manage all the orders and shipments from their own location, meaning that the Franchise Partner is receiving the revenue for shipments that they are not physically handling, or may not normally be able to handle due to the size of their operation.

Real-Time Tracking and Visibility

–

PACK & SEND Live empowers franchise partners by providing real-time tracking capabilities, offering enhanced visibility into the status and location of shipments. Customers also have the same level of visibility on their shipments, further improving operational efficiency in-store.

Streamlined Operations – The platform’s seamless communication tools streamline operations for franchise partners, reducing errors and enhancing overall workflow efficiency. Through integration with the

merchants’ marketplace, the platform ensures the correct delivery and product information is fed through for processing and allocation to the best service available.

Data-Driven Insights – Franchise partners benefit from data-driven insights that enable informed decision-making. The real time analytics provided by PACK & SEND Live empower franchisees to adapt and innovate based on market trends and customer demands.

Enhanced Customer Experience – The customisable tracking and communication tools contribute to an elevated customer experience, a key aspect of the No Limits philosophy. Satisfied customers lead to repeat business, driving growth for franchise partners without the traditional confines of the logistics industry.

Scalability and Adaptability

–

PACK & SEND Live’s scalability aligns with the PACK & SEND No Limits business

model, allowing franchise partners to adapt and expand their operations seamlessly to their customer’s needs. The platform ensures that as businesses grow, franchise partners can embrace new opportunities without limitations, enhancing their market presence.

“As PACK & SEND Live continues to grow in New Zealand it will offer Franchise partners a fantastic opportunity to not only grow their business but to service new types of business customers. The fusion of operational efficiency, customer-centricity, and scalability not only transforms franchise partnerships and customer experiences but also reinforces the No Limits business model”, Fattal says.

This convergence of innovation positions PACK & SEND as a trailblazer in the logistics landscape, proving that the future is limitless for those who embrace change. v

featureD Franchise

xPresso m obile c aF é

xpresso Mobile Café is a proven business system operating Australia-wide.

For 22 years, we have been trusted to service businesses quality espresso and related beverages plus an assortment of food products.

o ur thorough training, launch & ongoing support system sees licensees enjoy a long-term, strong roI from their mobile café. Weekends see licensees service any customer, anywhere.

We charge no royalties or administration fees – just a simple small weekly marketing fee of $69.

o ur 2024 entry cost is a completely ‘turn-key’ cost of $115,000 inc Gst + a small legal fee & insurance. t hat’s it. You own the mobile café and we include all start-up stock & sundries, stationery, uniforms - everything you need to get started!

We are looking for people who love people. We can teach you the rest!

featureD Franchise

Petbarn m obile d ogwash

Beginning 30 years ago as a small enterprise known as Flea stoppers, the group then became City Farmers d ogwash and has now rebranded to Petbarn Mobile d ogwash.

It is a part of Greencross Ltd (City Farmers, Petbarn & Greencross Vets).Greencross Ltd comprises 400+specialty large format pet stores (City Farmers & Petbarn) throughout Australia, a mobile network of over 20 d ogwash vans as well as 180+ Veterinary clinics and an online store.

o ur Franchisees love what they do and are so passionate about the part they play in a dogs’ health and wellbeing. But with more than 6 million pet dogs in Australia, we’ve got plenty of work to do and are always looking for Franchisees with big smiles and big hearts to come on board and enjoy the ride.

• No experience necessary

• Full training & support

• Strong brand recognition

• Exclusive Marketing Zone

• No separate fee per lead

• All-inclusive start-up package

• Work outdoors & be your own boss

For more information Contact

Scott McIntosh on:

Phone: 0402 902 620

Web: www.petbarn.com.au/mobiledogwash

aPPliance tagging s ervices

put your skills to the test

r un your own test and tag franchise!

o ur franchise opportunities are Australia wide, with low entry costs, established client bases and full marketing support. Ats also provide business administration support including client reporting, invoicing, and debt collection.

Looking for a franchise with on-going repeat business, large territories, and access to an existing client base to get you started? For more than seventeen years Ats have specialised Australia-wide in electrical testing and tagging in accordance with A s/ nZ s 3760:2022. Providing expert technical, admin, business and sales support, access to our national client base and comprehensive on and off-site training, Ats are committed to helping its franchisees grow profitable and successful businesses. n o prior electrical experience is required - just a passion for safety and a commitment to growing your business. With low entry fees and minimal franchisee administration, an Ats franchise may just be the opportunity for you.

n o electrical experience is required, and full training is provided. Ats will set you on the right path towards running your own business.

Helping you “Plug in s afe”

For more

Phone: 1300 287 669

Drivin G t o success the Power o F m obile m arketin G

You may think that your vehicle is working as your mobile billboard, so what more could it possibly do for your business…but if you want to utilise it to the fullest to be seen and noticed in your community, you should be constantly seeking innovative ways to stand out and engage.

For mobile franchises operating from vehicles, the road to success is paved not just with efficient service delivery but also with creative and strategic marketing. While franchise agreements may have certain guidelines (and it’s vital you check these before you put the pedal to the metal on your mobile marketing) savvy franchisees can explore opportunities within their agreement boundaries to enhance brand visibility and invite customer engagement.

Let’s explore a few innovative ways that mobile franchises can leverage their vehicles for marketing miles:

More than a mobile billboard

Obviously, there are the basics, because your vehicle is a mobile billboard, parking it in the street where it can get seen and noticed is a no-brainer, but there are loads more opportunities if you get clever with it.

If you have a cleaning business, perhaps having half your vehicle dirty with “Kleen Me” written into the dirt and the other half sparking and clean. Or a Hose Doctor parked outside the local medical centre, delivering coffees to the doctors and staff…perhaps a pool cleaning company with a paddling pool for the local pooches to cool off in the summer heat, or a mobile lawn mower in front of a carpet warehouse with mats being mowed, or a cupcake company holding a garden party, or a fitness brand running a bootcamp…there are endless creative ways to utilise your vehicle that brings attention to both your service and the community you are part of.

Start thinking outside the box, and of course, properly check OH&S, insurance and your franchise agreement, but these marketing stunts can go totally viral, and your team can have fun doing it and get more engaged with your ideal audience. At least you’d get noticed!

What short term, fun, impactful activities could be just what you need to get seen and talked about? What cleverness could you create that turns your vehicle into a social media sensation?

Consider how you can you work within your agreement guidelines to develop outstanding marketing that gets your brand seen and remembered?

Obviously, working with your franchise partner, discussing ideas with them and giving them feedback and ideas, could help benefit not just you. but other franchisees in your group as well.

Mobile & Motivated

Your mobile appearance speaks volumes to your brand story as well as your credibility as a trusted provider of products or services. The way you conduct yourself really is where the rubber hits the road when it comes to building your profile.

The way you and your team behave in the community can have a direct

affect on how your brand is regarded. So before you drive someone to distraction, think about who’s watching. We’ve all heard the road rage stories where the driver flips someone the bird at the lights and that someone turns out to be their boss, or a potential client....

Think deeper than just your appearance and behaviour though. Even the type of music that might blare out of your vehicle is part of your brand image. Consider how you can use that to become memorable. Do you have a special sound to your horn, or can you become as compelling as the Mr Whippy van that everyone knows is near?

This not only adds an element of fun and fits with the emotion of your brand promise, it also helps in creating a memorable association with your services. Of course, you need to ensure that the chosen sounds align with your brand personality and are not disruptive to the community.

Also consider special appearances. Is there a way to hijack events to get seen and noticed in a way that reflects and embodies your brand and culture?

Dressing up your vehicle for Christmas, Easter, Mothers Day, Australia Day, Valentines Day, State Of Origin, Melbourne Cup….

A visually appealing vehicle not only captures attention but also reinforces brand identity. Getting your team in on the action to come up with clever and creative ways to celebrate the seasons, sporting events and community can be fun, motivating and eye-catching.

get out from behind the wheel

Obviously food franchises find this easier, but all mobile businesses can leverage the local community events to get seen and noticed. Offering to be part of school fates, sporting and cultural gatherings, providing the food and drinks from your mobile vehicle, as well as participating in fundraisers and charity events.

Not only is this a great way to support the community and get seen, you also connect your brand with the leaders in the local environment and get to give back. I call it branding by association, and when you

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rub shoulders with respectable schools, the council and community organisations, you are putting your brand on their level.

Often there are local media at these events, so you can also be part of a bigger story. Many mobile businesses help out during natural disasters, and when you can run your business from the back of a van, this enables you to not only give a helping hand, but get seen doing it.

Referrals are an awesome way to grow your business, and there is nothing better than referring someone that you’ve seen doing something generous and kind. So getting out and about and being part of what’s happening locally is a great way to start the ball rolling.

turning Wheels into clicks

Your vehicle can be a powerful tool to drive digital marketing. Encourage customers to share pictures of your branded vehicle on social media platforms, perhaps with a dedicated hashtag. This not only amplifies your brand reach but also encourages user-generated content. You could do this by way of a “Where’s Wally’ style competition, giving away a monthly prize for the best in situ pic. A mobile dog cleaning business can easily get selfies with their clients and pooches outside the vehicle and share them, tagging the owners, who love to share their pet pics. Serving mobile food, encourage customers to snap a pic in front of the van with their meal.

This can be easily done via a QR code and small promotional piece on the counter or vehicle with a competition or gaming style incentive for customers. Also consider utilising geotagging features to let followers know where your mobile franchise will be next, especially if you are turning up at events, creating anticipation and excitement.

Make it part of the process that team members take a selfie with the vehicle when they arrive or leave a location. This creates consistent and relevant imagery and content for your social media channels. The more you get seen, the more you get remembered.

don’t be a backseat driver

Going it alone in business is tough, and as a mobile business you have every opportunity to get out there to create a supportive and inclusive tribe around you.

Creating strategic partnerships can expand your horizon and expose your business to a whole new audience. Time to get out of the drivers seat and start exploring partnerships with other businesses or local influencers to amplify your marketing efforts.

For example, service providers such as landscapers, pool cleaning etc could collaborate with a nearby cafe to offer joint promotions. Food based mobile businesses could partner with influencers who align with your brand values and start delivering marketing content, events and activities to benefit you both - breweries and food trucks do this well, so why can’t franchise mobile businesses do the same?

Matching service providers who have the same or similar audiences but offer different solutions also works well. For example, mobile mortgage managers could team up with real estate agents, Open2View creatives and property improvement businesses to develop community-based projects together and make a bigger impact - for the community and their brand awareness.

Partnering not only broadens your reach but also brings a fresh perspective to your marketing strategy. And remember to post on social media and tag the businesses you are nearby or working with to share the love and get even more exposure.

Hopefully this short list of ideas has jump started your creativity so you can keep brainstorming.

Don’t put the brakes on because you fear retribution or ridicule

- remember, mobile franchises that transform their vehicles into powerful marketing assets with creativity and strategic thinking are the ones who get remembered and recalled when customers most want what they have.

Familiarity creates memorability and, with so much competition driving around, you want to be top of mind.

While it's essential to adhere to franchise agreements, franchisees should actively communicate and propose their ideas to the franchise group and be the driving force behind their own success.

By combining the basics of vehicle visibility with innovative marketing tactics, mobile franchises can drive success to new levels - start your engines! v

h ydraulink trendsetter doubles his commitment to service excellence with new bayside b risbane F ranchise

one of the pioneers of the Hydraulink hose and fittings organisation in Queensland has backed the success formula of the of the expanding national network by taking up a neighbouring franchise, in the Bayside district of Brisbane.

Martin Smith – who has more than tripled the size of his existing distributorship in Brisbane North over the past nine years – has joined with his business partner Andrew Schuler to extend the range of Hydraulink services available to Bayside businesses seeking the same world standards of safety, compliance, cost-efficiency, and operational uptime.

“Brisbane North already has major resources in Brisbane, with a strong engineering home base, established contractors, and a fleet of six vehicles giving 24/7 service. This will be further expanded with more vehicles and resources to back the local knowledge of Hydraulink Bayside’s Andrew Richardson, who is widely respected in the area,” he said.

Hydraulink hose and fitting services are used by machinery ranging from forklifts and trucks, through to major civil engineering, primary industry, construction, logistics, manufacturing, warehouse, materials handling, and heavy machinery including tractors, graders, scrapers, bulldozers, diggers, and cranes, including wheeled and tracked equipment. The Hydraulink network – trading under the corporate signature “Best Under Pressure” – now includes 150 service points throughout Australia priding themselves on high ongoing standards of training and product, extensive machinery knowledge, and being able to deliver uniformly high standards of work across single businesses and machines, through to multiple sites and machinery fleets.

Queensland experience

Martin Smith has long Queensland experience with the Hydraulink network and the opportunities for its can-do franchise operators, who are selected for their

knowledge, enthusiasm for customer service –and willingness to continuously advance skill sets in a fast-moving area of business. He has worked in association with the Hydraulink network for more than 25 years, establishing the brand in Queensland in 1998 and seeing it grow into a State network extending from Brisbane to Cairns.

“Every market we serve is different – the customer bases in Brisbane North and Bayside are very different – but what they all respect is a commitment to service by people who know their machinery and can deliver the same standards of service and supply excellence over a broad spectrum of jobs.

“Compliance, safety, and traceability of work are so important to businesses today, who want the peace of mind of dealing with trusted local people who adhere to national and world standards of quality and costefficiency. World standards of work, coupled with strong knowledge of the needs of the local market, has been part of our success formula from day one, and will be extended throughout our Hydraulink Bayside services.”

Hydraulink National Franchise Manager Wayne Abbott said Queenslanders such as the clients served by Martin Smith appreciate

quality service personnel who can be relied on to do consistently good jobs, first time, at a fair price.

“All members of the Hydraulink family of franchise operators – exemplified by Martin – demonstrate deep practical knowledge that engenders confidence and trust that fosters ongoing business relationships of benefit to all involved.”

Hydraulink and Hydraulink CCR have 14 company-owned sites in Australia, 135 network partners, and 150 service vehicles offering 24/7 onsite and mobile services to both smaller individual companies and some of the largest companies in the country.

Hydraulink Bayside can be contacted on 0459 033 008

For further information, please contact: Hydraulink Australia 1300 36 37 34, Wayne Abbott, Wayne.A@hydraulink.com.au

For information about this media release, please contact Jack Mallen-Cooper at Whyte Public Relations Pty Ltd, ph +61 2 9901 4306, email whytepr@whytepr.com.au

Martin Smith, left, with the Hydraulink team including partner Andrew Schuler (fifth from left) and Hydraulink Bayside’s Andrew Richardson, (sixth from left).

territories For s ervice Franchises

Where should I go, and how do I know my territory is sufficient to support me?

the great expansion in franchising appears to be in the service industries, and when you are considering a franchise, the questions about territories normally arise.

Within service franchises, there are the indoor ones such as house cleaning, ironing, oven cleaning and many more.

If you like the outdoors… sun, rain, wind as well as occasional days spent in the beautiful outdoors, maybe one of these is for you?

• Pool Cleaning

• Dog walking and washing

• Building and renovating – whole houses if required.

• Antennas

• Roofing

• Paving

• Kerbing

• Gardening and landscaping

• And many more.

The master of Service Franchises has been the Jim’s Group, who now have around 3,200 individual franchisees operating in areas from mowing (the traditional start for Jim Penman), thru to cleaning, Test and Tag, fencing, tree lopping and many more.

the demand curve

The demand for these types of services correlates very closely to high economic areas. We look at this in terms of SEIFA (Socio Economic Index For Areas), which is an Australian Bureau of Statistics product, and tells us a score for every area in Australia, centering around an average score of 1,000. I like to describe it as a line from Affluent to Effluent, and everywhere in Australia sits somewhere on that line!

High SEIFA areas are typically ones where the housing price is high; most people are in employment, and in most cases in Professional or other well paid jobs. Typically of this are areas such as the northern suburbs of Sydney, Melbourne’s inner east and Perth around the Swan River. Lower SEIFA areas would be both Melbourne and Sydney’s western suburbs in general.

The demand for household services is definitely stronger in higher Socio Economic areas.

To show this, we can use the Household Expenditure Survey (HES) which was conducted with around 9,000 persons asked to fill in how they spent their money some years back. The HES allows you to break down what people spent their money on, and when we look at the map for Sydney for example, we would visualize that this correlates similar to the higher and lower economic areas.

These maps confirm the relationship the HES show us to spending on Household Services, as compared to higher / lower economic areas.

territory design

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.

Smart franchise systems try and adapt the size of the territory so that each territory gives the similar amount of opportunity for a Franchisee. As you would imagine, if we simply split up a market into territories each of 40,000 households, you would much prefer to have the Service franchise for pool cleaning, gardening, or dog washing around Camberwell, Toorak, Double Bay, Hunters Hill or Claremont (WA), than around St Marys, Cabramatta, Hampton Park or Broadmeadows. Some franchise systems wonder why some of their franchises are keenly sought after, whilst others seem to have no interest at all. Inevitably they have split their territories very poorly.

Good Franchisors move away from what we call the “Beer and Pizza” map to a proper, statistical based system so we can give each franchisee similar opportunity within their territory

The “Beer and Pizza” map has traditionally been done with a black texta on a large map, strongly influenced by some early entry, self centered franchisees drinking beer (or red wine) and eating Pizza at the Franchisor’s expense. The down side of the Beer and Pizza map is that no data has been used, just a keen eye, and normally as self fulfilling design.

The way we recommend is to firstly understand what makes for a good customer of this service franchise ie. Who is going to be our customer? This can be done by creating a picture of who the ideal customer is, or if the business already exists, plot the customers, and look for areas (post codes ideally) of high concentration (penetration, or customers / 1,000 households) of customers. By then comparing to the demographics of the post codes of high penetration, we can see if our service franchise works best in high vs. low income, areas of older vs. younger people, areas high with families, or whether ethnicity may have some effect on the business.

Once we know which Drivers are good for the business, we can calculate a score for each post code. For example if 1 household was likely to spend $20 on your service on average, then a household in a high demographic area may be considered to spend $30 per household, and a household in a lower demographic area may spend $10 per household If each post code was equivalent in the number of households, say 10,000, then the higher area would offer you $300,000 of potential sales, whilst the lower socio economic area would only offer you $100,000 of potential sales.

Therefore if we decide to do this across the total market such as all of Melbourne, we may conclude the total market offers us 1,400,000 households at an average of $20 per household = $28,000,000.

Being a good franchise system, we may have concluded we want 40 franchises across Melbourne, so we want each franchise to have $700,000 of potential.

To balance the potential so each territory is similar, in a high socio economic area, when we add the post codes together to come up with $700,000 of potential, it may take 29,000 households, and in a lower socio economic area, we may need 50,000 households to give the same amount of opportunity for the franchisee.

This type of calculation can be done for any market, and rather than trying to adjust the franchise fee for a higher potential area, compared to a lower potential area, we believe it is better to keep the franchise fee constant, and adjust the area’s size, so each franchise area is considered to offer similar opportunity.

summary

Our experience is that outdoor service businesses definitely have more opportunity in higher socio economic areas than lower ones; however a good Franchisor will balance the territories they create so that each area gives a similar amount of opportunity for the Franchisee.

If your potential future Franchisor cannot properly explain how they have cut the territories, I suggest you look for another franchise system. The wet finger in the air approach is NOT what you want to hear, or be part of. v

m atters t o be consiD ere D in r elation t o m obile Franchises

the number of franchises in New Zealand and Australia where the business is conducted from a van has grown considerably over the years.

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

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

The franchise agreement between the franchisor or owner of the intellectual property for the business system and the

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 act 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

franchisee will contain some unique clauses including the use of the trade marks and colour schemes, specifications of the type of motor vehicle and territorial restrictions. Can the mobile van drive anywhere? If the answer is no then the franchisor must think carefully about the division of territories, the population base, and how to distribute a territory fairly among franchisees. A courier van is an interesting case study. We all see couriers driving everywhere but even the courier/franchisee should have a specified area or territory. For example, Auckland is such a large city in land area so it would be hopeless to allow a courier to drive from West Auckland to East Auckland delivering parcels. The same would apply to Sydney or Melbourne so careful thought and research must be undertaken in relation to territories.

It is also important for mobile franchisees to comply with all relevant legislation and regulations. In New Zealand, if you drive a diesel or another type of non-petrol

fuelled vehicle, you need to pay Road User Charges (RUC). These charges go towards maintaining and improving the roading network. Petrol vehicles contribute towards these costs through an excise tax on petrol. There is no tax on diesel which is why these vehicles need to pay RUC instead. RUC is charged according to how many kilometres a vehicle travels, and its type and weight. Vehicles pay a set amount for every 1,000 kilometres travelled. For example, a powered vehicle with two axles and under 3.5 tonne will pay NZ$76 per 1,000 km and heavier vehicles pay a higher rate of RUC.

In conclusion, it is important for a potential mobile franchisee to do its due diligence, to read the franchise agreement in full and to take independent advice from a franchising lawyer and accountant. The number of mobile franchises is certain to increase so watch out for a new brand appearing where you live. v

Jetting into F ranchising success: a strategic guide to international travel

For those considering international opportunities in the franchising arena, the prospect of jetting off to meet with a franchisor can be both exciting and daunting.

The questions that often arise are – when is international travel worth the investment in the franchise exploration process? Is there such a thing as too soon to hop on a plane and meet with your potential franchisor? Here, CEO of Stagecoach Performing Arts Andy Knights delves into the considerations and stages at which international travel can be a strategic move for prospective franchisees and franchisors alike.

the enquiry process

Before delving into any other considerations, it is essential to outline what your enquiry process may look like. Depending on the franchise opportunity and your goals and

aspirations, this can look different for everybody. But no matter the endgame, wading into franchise exploration is a crucial stride to truly grasp what your investment entails. We have all heard the drumbeat of due diligence, but it is never more resounding than right before you sign on the dotted line. It usually kicks off with initial inquiries, where you are scooping up essential intel about the brand, its success stories and the support systems on hand. As your relationship with the franchise evolves, the talks get more detail driven, with financial nuances, operational intricacies and the nittygritty of contractual agreements coming into play.

In a world where virtual meetings are becoming the norm, international travel may seem like an extravagant decision. But making that trip to meet your potential franchisor offers a front-row seat to the brand’s operations and a chance at forging a more personal connection. This face-toface interaction goes beyond what virtual

Andy Knights ceo of s tagecoach p erforming a rts

stage one: initial enquiries

In these early innings, packing your bags for international travel might be a tad premature. This stage is where you can lay the first bricks for understanding the franchise, setting the stage for what is to come. Communication primarily takes the form of digital interactions, including emails, video calls and the perusal of written materials, establishing a foundational understanding of the franchise. This phase serves as a precursor to more substantial engagements. Keep your focus on the basics – the business model, franchise fees, training and what initial support systems are in play. No need to book a flight just yet.

stage t Wo: advanced discussions

As the dialogue progresses into more advanced discussions, including detailed financials, operational intricacies and the fine print of contractual terms, international travel begins to make sense. While, again, it is not essential to meet in person, advanced discussions are a good starting point on your journey to consider if this investment is worth the travel. If your initial enquiry and advanced discussions have proven successful, international travel is a tangible means to gain invaluable insights beyond the confines of virtual interactions. It can be the moment to shake hands with key personnel, get a feel

for the brand in the flesh and truly immerse yourself in the franchise environment.

stage three: validation

Here, the spotlight shifts to conversing with existing franchisees, visiting operational locations and absorbing the day-to-day business environment. In this leg of the journey, international travel takes centre stage. It is the moment for prospective franchisees to witness the brand in full swing, take a first-hand look at the market dynamics and cultivate relationships with existing franchisees. It is the point where you gauge if this opportunity aligns with your aspirations and, equally important, it is the time for the franchisor to ensure that you are the right match for their brand.

is there such a thing as too soon?

The apprehension around jetting off to meet a potential franchisor is entirely understandable, especially considering time, money and logistics factors. It is a decision that demands careful consideration.

While assessing the appropriate timing for international travel is undoubtedly crucial, there is a delicate balance to be struck.

Boarding that plane too soon may not yield substantial insights if you are still in the foundational stages of gathering essential

“ Before delving into any other considerations, it is essential to outline what your enquiry process may look like. Depending on the franchise opportunity and your goals and aspirations, this can look different for everybody.”

information. On the flip side, delaying a visit for too long might inadvertently impede the decision-making process, potentially hindering the establishment of a robust franchisee-franchisor relationship.

For us at Stagecoach, travelling to meet with prospects ensures that we recruit franchisees who understand and embody our ethos of inspiring children through quality performing arts. These visits become a litmus test, allowing us to align with individuals who share our mission and contribute to fulfilling our collective vision.

By finding the right balance and evaluating your progress based on these stages, franchisees and franchisors can turn international travel into a valuable investment that enhances their understanding of the franchise opportunity and sets the stage for a successful partnership.

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

w hat the 2023 u n Fair contract t erm r e Forms means For your Franchise

the phrase, ‘Unfair contract terms’ is not new. Most of us are familiar with the implications of ‘unfair contract terms’ (UC t) when it was introduced in the context of standard form contracts. At the time, it was designed to hold larger companies accountable for contracts that were clearly unfair. For example, where a party to a contract could unilaterally increase the prices (i.e. ACCC v JJ richards & Sons Pty Ltd [2017]).

In a way, the crack down on UCTs was a helping hand to the ‘Davids’ of Australia who were clicking ‘accept’ on Goliath’s standard term contracts, with no recourse when those terms were completely ridiculously in Goliath’s favour. Thank you ACCC.

On 9 November 2023, reforms were introduced under the Australian Consumer Law (ACL) that made it illegal to rely on

unfair contract terms (UCT) in standard form small business and consumer contracts. Not only that, but the reforms also come with a plethora of pecuniary penalties for businesses that do not comply. The new penalties will operate on a per-contravention basis, meaning that each unfair term included in a contract could be subject to a maximum penalty of $2.5 million for individuals and $50 million for corporations who rely or purport to rely on UCTs.

So, we are now talking pretty hefty fines here, and it likely applies to your business’ contracts with consumers and/or franchisees.

standard form contracts

First, what is a ‘standard form contract’?.

I have heard lawyers, during a Friday afternoon beer, discussing legislation (as we do) say “Unfair contract terms legislation does not apply to franchise agreements, because a franchisee has an opportunity to negotiate the contract, and so it is not a standard form contract” …this was the general consensus among lawyers.

A standard form contract (‘SFC’) was generally accepted to be a contract that operated in a “set it and forget it” nature; a ‘like it or lump it’ type agreement from the party offering their goods or services through an SFC. Customers were at the mercy of those who presented them with a contract and the terms it included.

Prior to the reforms, if a court determined a term was unfair, it was simply void and could not be relied on. The ACCC formed the view, however, the risk of having a clause voided was not strict enough to persuade businesses to avoid using unfair contract terms, so monetary penalties are now introduced.

unfair terms in franchise agreements

Now, in a key findings report released in December 2023 the ACCC has expressly stated they are of the opinion that “many franchise agreements are likely be standard form contracts” (Unfair contract terms in franchise agreements. (accc.gov.au)). The onus is on franchisors to prove that their franchise agreements are not SFCs. If a Franchisor can

successfully argue their franchise agreement is not a standard form contract, they will not be liable for any penalties if an unfair term is included in the Franchise Agreement… but what a risk!! Remember we are talking $50 million dollar fines here.

IP Partnership Lawyers are commercial and pragmatic lawyers, but we are also risk adverse and we will certainly be advising clients to not dismiss the risk of their franchise agreements being deemed a standard form contract by the ACCC just because a franchisee can negotiate the terms in a limited capacity.

In fact, the ACCC’s abovementioned report expressly states that just because a Franchisee has an opportunity to negotiate terms in a limited capacity (or in a non-meaningful way) does not mean the franchise agreement is not a standard form contract - those hefty fines above may apply.

Sheesh. The reason this is quite alarming for franchise lawyers and franchisors, is most franchise agreements will have clauses in it to protect the interests of the Franchisor, that could reasonably be considered to be unfair.

The ACCC, in fact, stated that in the 10 Franchise Agreements they assessed in their compliance checks in 2019 (across numerous

industries), all 10 of them contained what the ACCC considered to be unfair contract terms.

At this point, if you are a Franchisor, you might be sending a quick email to your solicitors saying, “I heard about these $2.5mil / $50mil fines… how are our Franchise Agreements in terms of the unfair contract terms reforms?”. As you should be.

Below is a quick summary of the types of clauses the ACCC considered may be unfair contract terms that are often present in franchise agreements:

unilateral variation clauses

Terms that allow the Franchisor to vary the franchise agreement without the consent of the other party may be considered, by the ACCC, to be an unfair contract term. Interestingly, the ACCC formed the view a franchise agreement which permitted a Franchisor to vary the terms of their operations manual may also be an unfair contract term. Naturally, a franchise system is constantly evolving and improving, so you will need to speak with your solicitor to get advice as to how you can maintain the right to improve your system without falling afoul of the UCT regime.

Withholding payment clauses

The ACCC considers all clauses that a franchisor can withhold payments owed to franchisees to be unfair if the franchisee does not have the right to prohibit the withholding of payments.

audit power clauses

Auditing clauses are normal in most franchise agreements as it is important for a franchisor to have the ability to monitor whether a franchisee is successful. However, certain terms in an auditing clause can be problematic and unfair. For example, some auditing clauses require the franchisee to cover the expenses associated with being audited. The ACCC considers these clauses unfair if there is no requirement for the franchisor to keep the expenses reasonable.

restraint of trade clauses

Restraint of trade clauses are often necessary to protect a franchisor’s interests. While these clauses are not necessarily unfair, the ACCC may regard them as such if they are overly broad or if they do not protect the Franchisor’s legitimate interests. The ACCC has also warned against cascading clauses that are excessive. If a term is relied on that goes beyond a franchisor’s legitimate interest, it will be deemed a UCT.

termination clauses

Termination clauses are vital for franchise agreements and can provide the protocol for either party to exit the agreement. Sometimes either party will be permitted to terminate the agreement before its expiration for a breach of terms by the other party. However, termination clauses can be considered unfair if they allow one party to terminate the contract without a breach committed by the other.

What can you do to protect your business?

The ACCC has made it clear that they will be cracking down on unfair contract terms. For Franchisors, the best way to avoid the new penalties is to speak to your solicitors and if you do not have solicitors please feel free to reach out to us (www.ippartnership.com.au) to ensure you are not using terms that are at risk of being considered unfair. v

Sam Rees is the Senior Partner of IP Partnership Lawyers, a firm that specialises in Franchising, business law, and Intellectual Property law. Sam has acted for Franchisors and business owners for over ten years and works with a team of commercial solicitors who act for business owners located all over Australia and Internationally. The firm was established on the Gold Coast, Queensland, in 1995 and the firm’s reputation for consistent, prompt delivery of legal services and care has spread nationwide with clients from all major cities across Australia.

a look into the Print & d esign Franchise i ndustry’s Future

In an era dominated by digital touchpoints, print and design franchises are experiencing a riveting resurgence. Amidst waves of AI innovations and online brand explosions, the tactile allure of print and the undeniable spark of human creativity are carving out their enduring spaces, proving that tradition and technology aren’t just coexisting – they’re collaboratively shaping the future.

print’s resurgence

In the digital age, the resurgence of print is not merely a reaction but a response to the changing dynamics of consumer engagement. The nostalgic appeal of printed materials is a driving force behind this revival. As Australians navigate a world saturated with digital content, there is a yearning for the tangible, authentic and enduring quality of print.

The tactile sensation of flipping through physical pages and the lasting impression left by well-crafted print materials create a unique and memorable experience. This, combined with the emotional resonance of holding a physical object, is sparking a renewed interest in printed materials, particularly among demographics that have grown up in the digital age.

Furthermore, the surge in digital overload has created a space for print to stand out.

Information sent simultaneously through multiple digital channels has led to straining, making it challenging for brands to capture and retain consumer attention. In this context, physical print materials offer a respite – a curated, physical representation of content that allows for a more focused and meaningful engagement.

This integration of print with digital is not a competition but a collaboration. QR codes, augmented reality and NFC technology are being harnessed to turn printed pieces into interactive experiences, bridging the gap between the physical and digital worlds. Print is not just surviving in the digital age; it is evolving to complement and enhance the overall consumer experience.

The surge in online shopping, particularly in the wake of global events, has further emphasised the importance of print. The unboxing experience has become a crucial element in conveying a brand’s identity, values and quality. For many consumers, the physical interaction with printed packaging is the first tangible connection with an onlineonly brand, underlining print’s ongoing significance in the digital age.

design disruption

The design landscape is undergoing a transformation with the rise of userfriendly platforms like Canva and Picsart, democratising design and empowering individuals and small businesses to create professional-quality designs without the need for extensive design expertise. This disruption has made design more accessible, resulting in a proliferation of visually appealing content across various platforms.

Moreover, Artificial Intelligence is playing a significant role in automating design tasks. There is a positive impact of AI in streamlining repetitive tasks and providing data-driven insights. AI is especially useful for tasks that involve large datasets or require analysis beyond human capacity. But there is a need to strike a balance and maintain the originality that defines great design.

The integration of AI in design processes raises questions about the future of creativity and originality. While AI can automate certain design tasks, it lacks the emotional intelligence, cultural understanding, and unpredictable creative sparks that human designers bring to the table. There is an importance of human touch in creating designs that resonate on a deeper and more emotional level with audiences.

the need for originality and creativity in design

In a landscape where AI-generated content is becoming more prevalent, brands must emphasise creativity and originality to stand out. The demand for unique, innovative designs that algorithms cannot replicate is on the rise. There is a future where the collaboration between AI and human designers becomes a defining trend.

Human designers, with their ability to inject emotion, cultural nuances and unpredictable creative sparks into their work, will play a pivotal role in maintaining the authenticity of design in an algorithmic age. Brands seeking genuine connections with their audiences will continue to seek the touch of human designers who can craft narratives and tell compelling stories.

The collaboration between AI and human designers is not about replacing one with the other but finding a synergy that leverages the

strengths of both. AI can handle repetitive tasks, provide insights and assist in datadriven decision-making, freeing up human designers to focus on the aspects that require their unique creativity and intuition.

skills and adaptation in the evolving landscape

As the design landscape evolves, designers must continually upskill to stay relevant. Understanding the capabilities and limitations of AI is crucial for designers looking to navigate the evolving technological landscape successfully. Continuous learning and adaptation will be essential to thriving in this dynamic industry.

With basic design tasks becoming increasingly automated, there is a growing need for specialised designers. Whether it’s in user experience (UX/UI) design, motion graphics, 3D modelling or other niche areas, designers with specialised skills will be in high demand. There is still an enduring importance of storytelling as a skill that will always be in demand. Brands are looking to create narratives that resonate with their audiences, and skilled designers are the storytellers who can bring those narratives to life.

combining human creativity and technology for a thriving future

The print and design industry is in the midst of a transformative period, fuelled by technological advancements and shifting consumer preferences. While AI and new software platforms present challenges, they also offer opportunities for designers to innovate and carve out unique niches. v

Focus on t he Foundations: tax, financial and business basics

Commissioner for the Australian Taxation Office

Her

is to

When it comes to building a house, if you don’t have a proper foundation, it can compromise the stability and safety of your home.

It’s the same when building a business – you won’t always know everything when you first start, but having a strong grasp on tax, financial and business basics can make all the difference. And the ATO wants to help strengthen that foundation so your business can thrive.

essentials to strengthen your small business

The ATO has recently released its new online learning platform Essentials to strengthen your small business.

It’s a flexible and free online training resource for small businesses, educators and tax professionals to share and use with their staff, students and clients. It contains short, free courses to help you get your tax and super basics right and improve your financial, record keeping and business knowledge. There are 21 self-paced courses covering:

• business lifecycle stages – idea, start-up, day-to-day, change and exit

• reporting obligations – for example, what to do if you have employees or need to report GST or fringe benefits tax

• learning needs – find out about good record keeping, improving cash flow or growing your business

• other circumstances – for example, help setting up a business, checking if your business is viable or you need to close.

These courses were designed for the needs of small businesses and cover key business topics that are important for small businesses.

The courses allow you to choose what you want to learn and when. You can customise your learning pathway based on what’s right for you and your business depending on its lifecycle stage, structure and industry. And when life gets busy, you can login to save your progress and return when you have more time.

Find out more:

smallbusiness.taxsuperandyou.gov.au

know what is what

How you manage your finances is just as important as how you manage other aspects of your business.

While you’re running a business, there’s money belonging to you and money you collect on behalf of the government and your employees. When it’s all in the same account, it can be hard to distinguish between the two. Consider setting up a separate bank account for:

• GST you collect

• pay as you go (PAYG) withholding

• your employees’ super entitlements.

This will help you pay your obligations in full and on time, which will help you avoid penalties and interest charges, and keep it separate from your businesses’ cash flow.

You may also want to consider a separate account for your private expenses or use different debit/credit cards to help you separate them from your business expenses.

split the bill

Setting aside your obligations for GST, PAYG withholding and super is just one way you can prepare for your tax and super obligations. Pay as you go (PAYG) instalments is another.

PAYG instalments allow you to pay regular amounts to the ATO throughout the year to avoid a large tax bill when you lodge your tax return. The way it works is the instalments you pay during the year are offset against your tax when you lodge your return. This leaves you with little or no tax to pay at the end of the income year. If your tax works out

emma tobias is an Assistant

in the Small Business line.

focus

help support small businesses by leading and influencing their experience across the tax, super and registry systems. Emma collaborates with small businesses, industry partners and government agencies to drive an improved small business experience and digital services. Her area also helps small businesses manage cash-flow and digital readiness, assisting them as they look to recover and succeed after the challenges of the last few years.

to be lower than what you paid, you will be refunded the excess.

You can voluntarily enter in PAYG instalments, or the ATO may enrol you automatically if your income is above the entry threshold.

Find out more: ato.gov.au/paygi

broken records?

Although, the ATO has their ‘good record keeping’ message on loop, it’s not a broken record. It’s a reminder for you to make sure your record keeping habits are up to scratch.

There are 5 basic rules to record keeping:

1. Keep all records related to starting, running, changing, and selling or closing your business that are relevant to your tax and super affairs.

2. Don’t change information in your records. You must store records safely to protect information from being changed and prevent damage.

3. Keep most records for 5 years and know which records to keep longer. You’ll need to keep records longer if they’re connected to a future, corrected, or amended return, or records about depreciating or capital gains tax assets.

4. Be able to show us your records if we ask for them.

5. Ensure your records are in English or can be easily converted to English. If you don’t already keep digital records, consider if you should. Digital records can help you streamline your accounting practices so you can focus on your business. It can also

“ If you don’t already keep digital records, consider if you should. Digital records can help you streamline your accounting practices so you can focus on your business.”

help keep your records safe from flood, fire or theft and they’re easier to back up.

If you want to double check you’re doing the right thing, we have a record-keeping evaluation tool on our website at ato.gov.au/ recordkeepingevaluation

Find out more: ato.gov.au/recordkeeping

We all need a little help sometimes

When focussing on your business is 24/7, you may reach out for help to support your business. This can look different for everyone. When you reach out for support it’s important to remember:

1. When you appoint or change agents, you’ll need to nominate them in Online services for business. This is a part of the client-toagent linking process that will help you protect your account and information. For now, this applies to all types of entities with an ABN, excluding sole traders.

2. You’re still responsible for what you report and claim in your lodgments to the ATO even if you seek support from a registered tax or BAS agent.

3. If you do authorise someone to access your ATO accounts, make sure to keep their access and contact details up to date. It’s especially important to make sure you update and remove access as your authorised contacts change.

Find out more: ato.gov.au/OSB

s mall b usiness n atural d isaster Pre Paredness and r esilience

the terrible floods, storms and bushfires causing great trauma for parts of the country should be a red alert for small bus iness to be prepared for natural disasters. Unfortunately, only one in four small businesses have a current business continuity plan.

Natural disasters can be devastating for small and family businesses – either their business is directly damaged or wiped-out, or they are an indirect victim who has survived the disaster only to have no customers because of the impact on their town or region.

Taking simple steps to be better prepared, sensible risk mitigation action and bolstering resilience can help small and family businesses to get back on their feet quicker. Just like the businesses they run, small business owners are the lifeblood of our communities. They are often the first to volunteer to lead and contribute to local emergency response and business support groups, and to help make preparations for the community such as laying sandbags and

moving stock and people to higher and safer ground.

But often they’re not as diligent in getting their own business as prepared as possible, so they can be best placed to respond and recover. It could be a natural disaster, a change in economic circumstances or something happening to themselves. If the owner is the primary breadwinner for the business and they have a health episode or an accident, what’s the plan look like to navigate through that?

That’s where an up-to-date business continuity plan is important so owners can contemplate those things that might knock them off course, including something that might happen to them and reduce their capacity to contribute to their business and enable the livelihood that they and their team rely upon.

Small business owners are time-poor but I urge them to find time to think about what are the possible adverse impacts that might inflict themselves on the business, what they can do to reduce those possibilities and then how to recover from them.

This can be as simple as ensuring your record keeping is up to date and that critical information is at hand and, where possible, digitised so you can retrieve it if your business is destroyed.

Small business owners can use the following checklist:

• Do you have the contact details for your customers, suppliers, staff, accountant and other important people in a safe place?

• Do you have copies of relevant accounts, passwords and backups of important operational data?

• Would it be feasible to continue operating from another location?

• Can you keep working if the power or communications network goes down?

• Are your payments to relevant bodies such as insurers, lenders and the Tax Office up to date?

We conducted a Small Business Natural Disaster Preparedness and Resilience Inquiry and recommended the creation of an opt-in ‘My Business Record’ to allow a small business to digitally store all relevant government-held and other vital information it might need after a disaster.

It is clear from our work that preparation is key to small and family businesses building resilience and coming through natural disasters in the best possible shape. It is equally clear the small business community cannot do this on their own and when a natural disaster strikes, certainty of response and certainty of support must be provided. By this we mean small business owners should automatically be engaged in local place-based planning and support services and be elevated and ‘front of mind’ in disaster response, recovery and funding arrangements. This must include indirectly affected businesses.

We believe a business hub should be established to provide a single point from which to seek help from government and non-government agencies. And we strongly recommend a “tell-us-once” triage system should be adopted to save small business owners the trauma and time associated with repeating their story.

“ When a small business receives an Australian Government grant, an additional amount should be made available six to nine months later for a ‘business health check’.”

It is also our recommendation that ongoing support should also continue in the aftermath of a disaster. When a small business receives an Australian Government grant, an additional amount should be made available six to nine months later for a ‘business health check’.

We also need an integrated response to disaster risk management for identified disaster prone areas that incorporates priority access to mitigation expenditure, co-ordinated planning across levels of government, infrastructure hardening, interest-free loans for asset and activity protection and relocation schemes, and possible use of a dedicated reinsurance vehicle.

An ongoing problem is that many small

businesses are unable to secure appropriate insurance at an affordable price. If they can get insurance, it can come with excesses that would preclude any claim ever being made. Frustratingly, insurers are also uninterested in the steps individual small and family businesses take to mitigate disaster risk, or dismissive of them. We have examples of individual businesses doing everything they can possibly do but it has zero impact on the availability and the pricing of their premiums.

We’re told this is because the insurance companies look at risk across a broader pool – it is community-wide or industry-wide or neighbourhood-wide analysis. Yet the narrative, amplified through advertising, is often about what individuals might do. Many small and family businesses are individually

doing what’s being asked of them but are seeing no upside to pricing premiums and availability and affordability of insurance cover. What might be for some an insurance ‘gap’ is too often a ‘gorge’ for small business that too many can’t cross.

The insurance sector needs to do better – and do it now. Sadly, too often we have seen how natural disasters can cause lasting harm to the enterprising women and men building businesses, employing local community members, and contributing to the Australian economy. Small business creates vitality in our communities, employs two out of every five people with a private sector job and contributes one-third of our GDP, so it is absolutely worth building its resilience.

My office has more detailed checklists and resources to help small business prepare for a disaster and, if needed, to recover after one, which are available at www.asbfeo.gov.au/disaster-preparation

about bruce billson:

Bruce Billson is the Australian Small Business and Family Enterprise o mbudsman.

Bruce Billson commenced his role as Australian Small Business and Family Enterprise o mbudsman (ASBFEo) in March 2021. t he o mbudsman is an independent advocate for small and family businesses. Bruce brings three decades of experience, knowledge, commitment and an understanding of the issues facing small business. Bruce was the Australian g overnment Cabinet Minister for Small Business from 2013-2015, a founding Director of Judo Bank and has held various board appointments, including the Franchise Council of Australia, Deakin University Business School and Australian Property Institute. He has also owned and operated a number of small businesses, and knows first-hand the joys and challenges this involves.

Considering a pivot or new business venture?

the Franchising & Business opportunities Expo is the premier destination for exploring a variety of franchising options and innovative business ideas. this event is the place to start the research, ask the questions and compare the opportunities.

Join us to explore franchises that match your goals and values. The expo facilitates essential face-to-face meetings with franchisors, franchisees, and industry experts, creating a networking space that fosters valuable connections.

The shows will be running in Sydney from 4-5 May and in Melbourne 17-18 August. Brisbane and Perth will return in 2025.

Navigating the maze of business opportunities online can be daunting. The expos simplify this process, bringing

together a blend of franchisors, legal and financial advisors, and industry authorities. ‘It’s important to do some research online, but nothing can replace meeting real people who can explain the ins and outs of their business venture,” says exhibition manager Fiona Stacey. “And visitors are often inspired by business ideas in industries they had never even considered!”

The Sydney Expo in May is set to feature a range of franchises for all interests and investment levels, including well-known names such as Boost Juice, City Cave Float & Wellness Centre, Crust Pizza and Snooze, as well as emerging brands like Graze Craze, LoKAHI Wellness and Maple Bear. These represent just a few of the diverse franchise opportunities available to those looking to enter the industry.

Fiona Stacey, Exhibition Manager, shares the excitement: “The Sydney event, like our other expos, is a comprehensive platform for visitors to research and compare various franchise

d iary dates:

s ydney: 4-5 May 2024

Melbourne: 17-18 August 2024

brisbane and perth: return 2025

opportunities, catering to investments ranging from under $10,000 to above $500,000.”

Fiona adds “The Expo is independent and gives you the perfect chance to see the options, speak with the experts and have all your questions answered.”

In addition to meeting exhibitors, visitors can attend the free seminars held as part of the show. Here you will learn from experts in franchising and hear from successful franchisees, as well as strategies to help you succeed and pitfalls to avoid.

A highlight of the expo, is The Start Your Own Business Workshop which is an invaluable resource for aspiring entrepreneurs. Held on both Saturday and Sunday mornings, so you can choose the day that suits you best, it offers practical advice on business ownership, how to get started and what you need to know to take the leap.

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

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

BEHIND THE headlines

He

www.franchiseadvice.com.au

new $100 underpayment class action against Mcdonald's Fast food giant McDonald’s is facing a new underpayment class action in Australia after the Shop, Distributive and Allied Employees Association (SDA) launched a lawsuit against the corporation and 325 franchisees in the Federal Court of South Australia, according to media reports.

The class action, which represents 25,000 current and former supervisors and managers seeking $100 million in backpay, alleges store management staff were required to perform unpaid half-hour pre-shift checks and aftershift tasks before and after their scheduled, paid shifts.

According to the SDA, pre-shift tasks included cleaning dining and kitchen areas, reviewing calendars, and preparing machinery, while after-shift tasks included balancing the tills and safes, and recording waste, which one claimant has described as an expectation and not a choice.

The SDA claims the practice has been occurring since December 2017, but a former McDonald’s manager claims that it was common for him to be unpaid for unloading trucks, attending meetings and training, and doing stock-takes 30 years ago.

McDonald’s is already facing a Federal Court lawsuit launched in August 2022 for allegedly refusing to grant employees their entitled rest breaks. In that action, the SDA is seeking $250 million in compensation plus penalties claiming McDonald’s has been systematic

and deliberate in encouraging franchisees to deny workers paid rest breaks.

car hire brand reverses on electric vehicles

International car hire brand Hertz will reduce its fleet of electric vehicles (EV) in the United States by about 20,000 cars just two years after first introducing EV’s for rent, according to a media report.

Despite initial plans to convert 25% of its US vehicle fleet to EV’s by the end of 2024, Hertz claims that its EV’s incur higher expenses relating to collision and damage, and that attempts to limit the speed of EV’s and promoting them to experienced drivers had limited success. The company will replace the EV’s with fossil-fuel vehicles.

franchisee’s lockdown lawsuit against state govt dismissed

A Victorian franchisee of home services brand Jim’s Mowing who sued the Victorian government’s state Department of Health for lost income as a result of that state’s extended lockdowns during the pandemic has had his case dismissed by the Victorian Civil and Administrative Tribunal (VCAT), according to court records.

VCAT ordered the dismissal of proceedings on 14 December 2023 after finding that the issue at the heart of the case had been determined in similar previous tribunal hearings. The franchisee had sought compensation of $24,000 per week from

5 August 2020 until he was again able to operate his business following lockdown restrictions during the pandemic, after an initial application was lodged with the Secretary of the then Victorian Department of Health and Human Services for compensation due to Stage 4 restrictions across the greater Melbourne area. Cost for the case are yet to be determined.

franchise shareholder class action as shares drop

Shareholders of listed Australian fast food operator Domino’s Pizza Enterprises (DMP) are being invited to join a class action in relation to a November 2021 company announcement by the business that resulted in a decline in share price of approximately 18%, according to the litigating legal firm Echo Law.

The class action alleges that, between 18 August 2021 and 3 November 2021 (inclusive), DMP engaged in misleading or deceptive conduct, made misleading statements, and breached its disclosure obligations with regard to expected performance in the Japanese market. Eligible class action claimants are

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.

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

shareholders who acquired DMP securities on the Australian Stock Exchange (ASX) or were subject to long exposure to DMP shares by entering into equity swap confirmations, within the date range of the claim. The class action is being compiled as DMP announced its fourth profit downgrade in three years, with the company’s share price dropping almost 30% on the first morning of trade following the announcement.

pharmacy chain to list via $8.8 billion merger

Retail pharmacy franchise Chemist Warehouse and listed pharmaceutical supplies company Sigma Healthcare have announced plans to list on the Australian Securities Exchange (ASX) in a merger valued at $8.8 billion, according to a media report. The merger, pending Australian Competition and Consumer Commission (ACCC) approval, is planned as a reverse listing through Sigma. With Chemist Warehouse supplying approximately 600 pharmacy-led stores through its franchise arrangements, and Sigma supporting 240 pharmacies under its Amcal and Discount Drug Store brands, significant scrutiny is expected from the

regulator. The Pharmacy Guild of Australia has reportedly already urged the ACCC to urgently review the deal.

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.

accc issues warning to franchisors re unfair terms

The Australian Competition and Consumer Commission (ACCC) is warning Australian franchisors to urgently review and amend their franchise agreements or risk enforcement action following the introduction of penalties last month to apply to unfair contract terms, according to an ACCC release.

The ACCC recently conducted a targeted review of the franchise agreements of 10 franchise brands with less than 40 franchisees each. The review found that while the franchise agreements were largely compliant

with the Franchising Code of Conduct, it identified concerns with contract clauses relating to unilateral variations, withholding and set-off payments, audit powers, restraint of trade and termination clauses.

Franchisors are warned to review their agreements to ensure they do not contain unfair contract terms that are too broad and go beyond those reasonably necessary to protect the franchisor’s legitimate business interests.

The results of the ACCC’s targeted review, including details of common unfair contract terms found in franchise agreements, can be downloaded here.

arrest for attempt to deep fry worker's head

The husband of a trainee manager at a McDonald’s restaurant in the United States has been arrested for assaulting his wife’s coworker, according to a media report.

The trainee manager reportedly called her husband for assistance with allegedly disrespectful employees. When summoned, her semi-truck driving husband who is also a pastor at Elevated Life International Ministries allegedly attempted to push his wife’s co-worker’s head into a deep fryer and punched him several times in the face before being physically pulled off his victim by other employees of the outlet.

The assailant has been charged with assault and battery and released on a bond of USD $1,000 pending a court appearance on January 22, 2024.

Jason gehrke to present at ifa convention cfe sessions

Franchise Advisory Centre director Jason Gehrke will present a full day of Certified Franchise Executive (CFE) education sessions on the opening day of the International Franchise Association’s (IFA) annual convention in February.

The convention, which attradts around 4,000 participants primarily from the United States but also from 20 other countries, will be held in Phoenix, Arizona. Jason will be presenting two back-to-back half-day CFE workshops for franchisors on Franchise Recruitment Essentials, and Managing Franchise Resales. In 2022, the Franchise Advisory Centre partnered with the IFA to deliver online and interactive franchise education to franchisors in the US on a range of franchise leadership and management topics. v

Level 6, 64 marine parade

(pO Box 10857) Southport QLd 4215

Contact Sam rees

P 07 5591 2522

E sr@ippartnership.com.au W www.ippartnership.com.au

IP Partnership Lawyersyour external inhouse legal team.

Experts in Australian franchise law and commercial law since 1995.

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.

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

Level 3/145 Eagle St, Brisbane City QLD 4000

www.morganmac.com.au

araMeX

Level 9, 491 Kent street, sydney, nsW 2000

email: (Au) recruitment.au@aramex.com (nZ) recruitment.nz@aramex.com

Website: www.aramex.com.au www.aramex.co.nz

briDgestone australia

210 Greenhill road, eastwood, south Australia 5065

email: Franchiseerecruitment@bridgestone.com.au

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

city caVe

Ph: 0401 058 607 email: franchise@citycave.com.au

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

coffeetreat

64 Liebig street, Warrnambool, VIC Ph: 0421 786 008

email: enquiries@coffeetreat.com.au Website: www.coffeetreat.com.au

Deckseal

Po Box 4093, Burwood east VIC 3151 Ph: 1800 332 525 email: admin@deckseal.com.au Website: www.deckseal.com.au

franchise reaDy

unit 2a, 87-89 Moore street, Leichhardt nsW 2040 Ph: +61 2 8999 1120 Website: www.franchiseready.com.au

hyDraulink Pty ltD

123 Long street, smithfield, nsW, 2164 Ph: 02 8785 4600

email: franchise@hydraulink.com.au Website: www.hydraulink.com.au

JiM’s Pool care

Po Box 2171, Wellington Point, QLd 4160 Ph: 131 546

email: info@jimspoolcare.com.au Website: www.jimspoolcare.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

email: franchise@kwikkopy.com.au Website: www.kwikkopy.com.au/franchise-opportunities

MyhoMe

104 Auburn rd, Hawthorn, Victoria, 3122 Ph: 0438 162 135

email: franchising@myhomeclean.com.au

Website: https://myhomefranchise.com.au/business-franchise/

nurse neX t Door hoMe care serVices

1/390 Burwood road Hawthorn VIC 3122 Ph: 1300 600 247

email: franchise@nursenextdoor.com.au Website: www.nursenextdoorfranchise.com.au

Pack & senD

unit 3C Mfive Business Park, 1 Moorebank Ave, Moorebank, nsW 2170

Phone: 0447 711 353 email: francise@packsend.co.nz & franchise@packsend.com.au

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

Petbarn

Quarter

PoolwerX

rent the roo

Phone: 0431 319 266 email: franchising@renttheroo.com

Website: www.renttheroo.com.au

GLOBAL expansion

Our GLOBAL CONNECTIONS are trusted operators in their markets and will enable a smooth entry into NEW TERRITORIES.

GLOBAL E xp ANSION

We can help to put your franchise system in an operational position to attract successful franchisees.

We are members of the IFA and other respected organisations.

The transition process can be daunting, but we know the trusted business and legal players who can take you through the first minefield.

Constant changes within the codes of conduct can create a massive challenge to franchise systems wanting to move outside of their established markets.

For an initial discussion, please contact globalpublishers@icloud.com

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,

b ridgestone australia

Bridgestone has retained the title of Australia’s Most trusted tyre Brand every year since 2014. Being associated with the industry’s strongest and most trusted brand through this proven and highly successful Franchise model gives you an immediate head start.

A core component of the success of Bridgestone s elect is the ability to offer consumers a one-stop shop for all their tyre and automotive service needs. t his allows our Franchisees to build a loyal customer following with regular engagement.

o wning a franchise should be about running a business for yourself, but not by yourself. t he Bridgestone philosophy

city cave

City Cave, established in 2016, has swiftly expanded to over 70 centres, with several more in development, all set to open their doors in 2024. t he brand’s founders, t im Butters and Jeremy Hassell, ventured into franchising in 2018 after their own profound experiences with float therapy. since then, City Cave Float & Wellness Centre has rapidly evolved into one of Australia’s most swiftly growing franchise systems.

o ur 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). t his

coffeetreat

Co FFeetre At is a unique Hole In Wall takeaway Cafe and is owned and operated by the Proprietor, Chelsea Hayward. t he business commenced trading in January 2016 in Country s easide Warrnambool Victoria.

It is a family owned business providing it’s customers “A Hole In Wall Coffee e xperience”.

We specialize in the sales of Coffee, Iced Beverages, toasties, Melts, Cakes & Pastries.

“At Co FFeetre At our mission is to deliver an exceptional takeaway coffee experience to our customers, one cup at a time”.

business franchise australia and ne W Z ealand

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

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

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

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

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

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

to become a successful City Cave 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 Abundance, Collaboration, Balance, 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.

o ur 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.

Fore more info contact Chelsea Hayward at: Phone: 0421 786 008

email: enquiries@coffeetreat.com.au

Web: www.coffeetreat.com.au

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

deckseal

d eck s eal help homeowners and commercial clients around Australia, transform their outdoor living spaces by restoring old timber and preserving new timber. Low start up cost, mobile business and a proven established model – it’s the perfect opportunity to seal your future with a d eck s eal Franchise.

t he restoration and preservation of timber structures and decks is a niche business, placed within a significant growth market. n ow more than ever, people will be entertaining at home and utilising their outdoor areas. A timber deck is an iconic part of the Australian outdoor lifestyle and a key feature in countless homes across the country.

o ur franchisees love what they do. t he satisfaction they get out of their work and business is endless, from seeing the deck at the beginning of the project to the final result is amazing! We undertake a wide range of projects including decking, cladding, screens, fences, seats, handrails, posts, outdoor furniture, planter boxes and garden edges and with

franchise ready

Fr An CHIse re AdY helps business owners scale and grow their business into a more valuable asset through franchising. We have launched some of Australia’s fastest growing brands into the franchise sector, we have launched and supported more than 150 brands grow by becoming franchisors.

We assist both emerging and established franchisors in developing and scaling a successful franchise system, for emerging franchisors We:

Create the Strategic Plan

• Develop all the collateral required – Operations & Training manuals, SOP’s, Launch programs

Complete franchise feasibility reports that include Territory mapping

Coordinate

Support

Recruit Franchisees and Key Executives for the franchisor

business franchise australia and ne W Z ealand

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

hydraulink pty ltd

At

o

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

t he benefits and advantages of the mobile Hydraulink s ales s ervice

Technician Franchise include: Low operating costs by avoiding commercial leases and outgoings • Business administration support, invoicing, collections, and quoting systems Technical sales training development with support from an area manager and supportive

J i M’s pool care

M obile pool shops

Join our team and Australia’s largest franchise system to build a business that suits your goals and lifestyle.

o wning a Jim’s mobile pool shop means you can earn money from multiple streams. You charge for your time and charge for the lucrative pool items such as chemicals, pool equipment and pool accessories. t his means your income is not limited by how many hours you can work and gives you scope to grow the business to a level that suits you.

a continual flow of enquiries, repeat business and an overwhelming demand for our services, a d eck s eal franchise should not be missed. d eck s eal offers everyday people the perfect opportunity to capitalise on their existing skills or quickly build a new set without the burden of learning a new trade. Full training and ongoing support are provided with operational manuals.

d eck s eal currently has territories available in ns W, QLd WA, sA and tA s o ur current franchisees are from all different employment backgrounds and possessed varied business capabilities, but all reap the rewards of owning a d eck s eal franchise.

If you’re a motivated, honest and organised person who wants to own a business that enables you to have more flexibility in your life, have control over your income, and bring a smile to your client’s face – then we want to talk to you.

n ow is the time to buy into the home improvement market, so contact us today –email admin@deckseal.com.au or call danielle on 1800 332 525

•

We

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

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

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

to be your own boss, and join our team, contact Hydraulink today. We have franchise opportunities for successful candidates all round Australia.

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

Another great bonus is our FLAt franchise fee. Yes, our fee is a flat franchise fee system so you can work hard and earn as much as you like and pay the same at fee with all training and ongoing support included. If you are ready for a change then you need to put us on your list.

We have selected opportunities around Australia so give us a call and come for a ride along.

For more information

ph: 131546 or visit www.jimspoolcare.com.au

kuM on education

o wning 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. As 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

kW ik kopy australia p ty ltd

start your franchising journey with Kwik Kopy, the leading provider of d esign, 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. o wning 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.

MyhoM e

For over 15 years, MyHome 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.

t his is an exceptional management franchise opportunity, a turn-key business with huge potential. MyHome 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.

n urse n ext d oor h oM e care services

With over 60 territories established across Australia, nurse n ext d oor is an award-winning home care services franchise in an industry experiencing unparalleled year-on-year growth.

o ur purpose-driven ‘Bold Pink’ brand reflects our unique and disruptive approach to home care, allowing people to live on their terms regardless of age or ability.

You don’t have to be a nurse to be a franchise partner, about 50% are non-clinical and employ a r egistered

pack & send

PACK & send is n ew Zealand’s and Australia’s Leading ‘ n o limits’ Freight r eseller Business, tapping into the eCommerce parcel market. We are a network of entrepreneurial franchise partners providing award-winning services to the high-growth parcel, freight, logistics, and eCommerce fulfillment markets. o ur franchise system is a High-Profit return business model that is scalable to a ‘multi-store’, multi-million sales revenue enterprise.

What sets us apart

You don’t need any freight, logistics, or parcel industry experience with our franchise system. o ur comprehensive training program has been designed for you. All you need is to be a go-getter who loves providing 5-star service to your customers!

• Exceptional award-winning customer service

• Innovation and adaptability

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.

o r, 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

MyHome owners are not cleaners, they come from various backgrounds and are skilled individuals who efficiently manage and cultivate thriving residential cleaning enterprises.

t hey aspire to run their own businesses while benefiting from the experience and proven framework offered by MyHome’s established model.

MyHome are now awarding a limited number of management franchises covering Melbourne’s finest suburbs. If you aspire to a work life balance with great financial rewards, take the first step by visiting https://myhomefranchise. com.au/business-franchise/.

nurse as a key member of staff - you just need a true passion for caring and wanting to make a difference. nurse n ext d oor is positioned for tremendous growth as demographic trends and the nd Is continue to increase the demand for home care. t his is a business opportunity that is equal parts passion and profit!

If you are looking for an opportunity that is Making Lives Better®, join us and build a home care business with heart.

Ph: 1300 600 247

email: franchise@nursenextdoor.com.au www.nursenextdoorfranchise.com.au

• Extensive national network (and growing)

• Every day is different

• Business opening hours (5 days - NZ)

• Multiple revenue streams

• Comprehensive 4-week Induction Training Program (incl. 1 week at sydney t HQ)

• In-house Business Sales Training Program

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

• Multiple award-winning brand

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

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

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

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

petbarn M obile dog Wash

Be part of the Petbarn Mobile d ogwash franchise system with all the support that comes with it, it allows you to concentrate on your business;

Work your own hours

Group marketing power to support your business

Managed website including optimized search engine listing and adwords

24/7 call centre

Social media management and support

• Lead generation

LARGE EXCLUSIVE TERRITORY – ALL LEADS COME TO YOU with NO

Cost Per Le Ad Fee

Lowest franchisee fee in this market

poolWerx

Join Poolwerx to build your business dream.

Benefit from our 30+ years of experience, including comprehensive training, marketing, technology and robust business systems; no prior experience is needed.

t he pool industry is resilient and in demand, with Poolwerx Australasia sales reaching $170.1 million in FY 2022-2023.

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

Initial & ongoing training & support. Be part of a team of like-minded franchisees. We also have back-up equipment should you have a breakdown you can use to keep you working, including a spare van!

• Take a holiday knowing your fellow franchisees can help look after your customers when your away and they are still yours on your return

Group buying power for equipment and consumables saving you $ that no independent operator could ever receive.

• We use a van, not a cumbersome trailer. The hydrobath comes out of the van so the dog is washed in its yard and is more relaxed. t he van is much easier to drive and reverse than a trailer too!

For more information call s cott McIntosh on 0402 902 620 or visit www.petbarn.com.au/mobiledogwash.

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

Partner with an award-winning business – Poolwerx is Australasia’s largest and most trusted pool and spa maintenance network. We put people first!

For more information go to:

www.poolwerx.com.au/franchising or call

Au 1800 245 447 or nZ 0800 543 419

*Leasing or financing options are available for an L dV Van G10 from $35K + Gst

business franchise australia and ne W Z ealand

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

r ent the roo

We are a 3rd generation family-owned Franchise business established in 1976.

We provide rental agreements on new appliances & furniture for customers for terms of 12 to 36 months.

our business model has evolved over the years with a strong focus on customer service which is evident in our 800+ Google customer reviews!

We have developed strong relations with retail and wholesale suppliers to provide our franchisees with the best value.

right 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 49 franchisees in our system covering most of Queensland, a large proportion of sydney and some regional areas of nsW, Perth and Kalgoorlie, Melbourne, southwest Victoria, AC t and Adelaide Central. t here 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.

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

We currently have 55 franchised areas, operating in all states and territories with prime areas available now. Franchisees run their business as solo operators or with larger teams, remotely or on the ground in the territories they own.

We provide comprehensive training and ongoing support to ensure your success.

If you are looking for a new business with a healthy income and a work/life balance, contact us now!

www.renttheroo.com

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

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

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

r ight choice conveyancing

right Choice Conveyancing offers an opportunity for customer focused business-people to own their own business in the booming property marketing industry. Franchisees do not need a background in law or conveyancing, as right Choice provides not only full training, but will handle part of each property transfer on behalf of the franchisee, ensuring a smooth and accurate outcome for each client file.

to get you started, right Choice Conveyancing provides a portfolio of current clients ready for you

snap - on tools

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.

soul origin

s oul o rigin is not just a brand; it is a friend to Aussie food lovers. Back in 2011, they set out on a mission, to shake up the fast-food industry and create a space where people could grab food that is not just quick but also fresh, wholesome, and delicious. n ow, with 150 stores across the country, they have become the go-to spot for foodies looking for quality food on the go. And guess what? t hey are just getting started.

s oul o rigin has set its sights on further expansion and innovation. t heir commitment to providing healthy,

s tagecoach perfor M ing arts

At stagecoach Performing Arts 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.

t he 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

the d rug d etection agency ( tdda)

e stablished in 2005, t he d rug d etection Agency ( tddA) provides Australasian businesses with end-to-end workplace substance testing, education and policy services.

d riven by a mission to ‘creating drug-free environments’, t he d rug d etection Agency has established itself as the number one drug testing brand in Australasia, with more than 300 employees, 90 mobile health clinics and numerous locations all around Australasia.

o n a yearly basis, tddA performs more than 250,000 tests and this number continues to grow with more and more

to handle the transaction. You commence your new franchise with revenue from day 1.

t his business is online based and all transfers are handled using the industry standard software platform, Pex A. You can commence working from home and later move into an office or shop when you are ready.

t he franchisor is at hand to assist and guide you at every step and with every client file, so you are never on your own. info@rightchoice.com.au www.rightchoice.com.au

We are a complete retail mobile showroom that brings high quality tools and equipment to customers at their place of work. o ur 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. As they grow, they bring with them a promise that nutritious food should be accessible to all.

take the next step and join a Food and Coffee Franchise with s oul o rigin!

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.

As 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

businesses taking part in workplace substance testing programs.

With demand on the rise, tddA is now looking for motivated and passionate franchisees in Victoria, tasmania, the n orthern territory, s outh Australia and Western Australia to get involved and join their mission.

If you are looking to be part of a franchise that allows you to make a real difference to workplaces all over Australia, and to join a team who share the same passion, values and mission, then enquire today to be a part of t he d rug d etection Agency ( tddA).

www.tdda.com