Asia Franchise & Business Opportunities [ October - December 2025 edition ]
THE ICONIC XXL CRISPY CHICKEN
THAT CONQUERED THE WORLD 征服全世界的超大鸡排
Fernwood Fitness is Australia’s leading women-only health club franchise, founded in 1989, with over 70 clubs nationwide. It offers a holistic wellness experience that includes strength training, cardio, group fitness, personal training, nutrition coaching, and mindfulness programs like yoga and Reformer Pilates.
Franchise Offering Highlights
• Target Market: Women of all ages seeking a supportive, empowering fitness environment.
• Business Model: Proven, full-service health club with diverse revenue streams—memberships, personal training, wellness services.
• Initial Investment: Approx. AUD $500,000, including fit-out and franchise fees.
• Support & Training: Extensive onboarding, inclub training, and ongoing operational support from the National Support Office.
• Ideal Franchisee: Passionate about health and wellness, customer-focused, and communityminded with strong leadership skills.
Fernwood positions itself not just as a gym, but as a sanctuary for women’s health and empowerment, making it a compelling option for franchisees aligned with purpose-driven business models.
Inaugural Chinese Language Singapore-Asia Franchising 20-21 Conference 共创未来:2025年新加坡- 亚洲特许连锁高峰论坛
Building Bridges: How Franchising Drives Market Expansion 22-23 in Southeast Asia 搭建桥梁：特许经营如何推动东南亚的市场扩张
2025 Franchise China Shanghai 上海新国际博览中心 30
Franchise Study Mission to China, including participation
at the China Franchise Expo 2026 (Beijing) 参加特许经营考察团访华，包括参加2026年中国特许经营博览会（北京）
Singapore’s IP Week @ SG 2025: Supporting Innovators 32-33 and Entrepreneurs 新加坡知识产权周@SG 2025：支持创新者和企业家
“Navigating the New Global Order: Southeast Asia’s Prospects Volatility and Complexity” SMEICC 2025 炉边对话:《驾驭新的全球格局： 东南亚在动荡与复杂中的前景》
Note from the Editor
Franchise companies, once they have built a solid net work of outlets in their own countr y, will often st art to look at overseas markets. Because many entr y barriers can be overcome via franchising , this is naturally a preferred model for overseas expansion.
NOTE FROM THE EDITOR 编辑的话
I opine that before venturing overseas, doing tons of pre-entr y homework, and evaluating the external environment of a business by breaking down the opportunities and risks into Political, Economic, Social, Technological, Environment al, and Legal factors (PESTEL) is tot ally essential.
However, in my 33 years in franchise consulting , I have seen many franchisors rush overseas in the most unprepared conditions – e.g ., when their nancial position is still relatively weak; when their team members are still inexperienced and psychologically unprepared to travel frequently overseas; and when their intellectual propert y protection is not in place…
May 2022 be a year when great breakthroughs happen for the good of all humanit y
江进兴
Albert Kong Editor 编辑
Albe Editor
Time flies—we’re already in the final quarter of 2025.
One clear indicator of franchising’s growing popularity is the robust calendar of events we’ve assembled for 2026. Compared to 2025, Asia is set to host significantly more franchise expos (and food shows, many of which are attracting strong interest from F&B franchise brands eager to participate).
Interestingly, I recently read an article about international expansion by Wharton management professor Exequiel (Zeke) Hernandez who studied a phenomenon in the banking industr y in his paper, “When Do Ethnic Communities A ect Foreign Location Choice? Dual Entr y Strategies of Korean Banks in China” Professor Hernandez mentioned the example of a Korean bank which, among other strategies it deploys, open branches in China populated by people of its own ethnic group.
Another telling sign is the increasing number of invitations I receive from tertiary institutions, NGOs, and other organizations to speak at their events. The appetite for insights into franchising, compliance, and innovation is clearly expanding.
The topic might seem unusual, but the phenomenon of rms expanding into foreign markets [to follow immigrants] is actually quite common. I am inclined to see Philippines’ fast-food Jollibee as a real example. Their rst outlets were in California because there are many Filipinos who live there…
Technology continues to reshape the landscape. Take Donatos Pizza, for example: they’ve successfully deployed a voice-ordering AI system across 174 locations, handling over 301,000 calls with 99.9% accuracy and reclaiming thousands of labor hours for frontline operations. Innovations like these offer hope that franchise companies can reduce costs—both in labor and ingredients—while enhancing customer experience and profitability for themselves and their franchisees.
As always, intellectual property protection remains nonnegotiable. To call it “essential” would be an understatement.
But not all companies will nd it desirable to locate where immigrants from their home countr y live. There are cases in which companies deliberately avoided locating where immigrants live because they didn’t want to be associated with catering to a ‘niche-y’ ethnic group of customers or workers. Instead, they actually wanted to ser ve the broader market. Professor Hernandez’s ‘dual entr y strategy’ is quite interesting “If I am a rm and I’m considering expansion into a location that has an ethnic population, I’m going to do it if that location has a weak institutional environment weak courts, weak laws, weak propert y rights — but I will not or I will be at least much less swayed by the ethnic population in places where institutional environments are strong”
This edition’s articles and post-event reports offer timely, instructive insights into the evolving franchise ecosystem.
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Editor-In-Chief 总编辑 Albert Kong 江进兴
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Malaysia’s biggest franchise event, the Franchise Expo Malaysia (FEM) 2025, returned in its 8th edition at the KL Convention Centre over the period August 21-23. The three-day expo, themed “Invest in the Future,” attracted over 400 exhibitor booths across four halls. The opening ceremony was officiated by Datuk Ewon Benedick, Minister of Entrepreneur Development and Cooperatives. “Franchise businesses are vital engines of growth for Malaysia’s economy. Platforms such as FEM 2025 not only showcase our home-grown talent but also position Malaysia as a regional hub for franchising and entrepreneurship,” he said.
Perbadanan Nasional Berhad (PERNAS) was a strategic partner for this expo.
Speaking at the opening ceremony, Terry Tay, FEM 2025 Organizing Chairperson, highlighted Malaysia’s
in the region, offering a onestop-shop for aspiring business owners to explore a wide range of opportunities. Malaysia is more than a test market—it’s a launchpad for regional success,” Tay added, noting the strong international participation from established franchise brands from Taiwan, China and Thailand to emerging brands from across ASEAN.
A key milestone at FEM 2025 was the signing of a Memorandum of Understanding (MoU) between the Malaysia Retail Chain Association (MRCA) and the Malaysia Digital Economy Corporation (MDEC) to help MSMEs accelerate digital adoption. The MoU was signed by Datuk Dr. Ken Phua, President of MRCA, and Wan Murdani Bin Wan Mohamad, Head of Digital Adoption of MDEC and will remain in effect for two years.
In addition, RHB Bank and MRCA have partnered to promote digital payments and business efficiency. This collaboration, formalized through two MoU’s worth over RM200,000, will provide MRCA members with free DuitNow QR Sound Boxes and exclusive packages for an integrated DuitNow QR POS system.
As an event endorsed by the Ministry of Tourism, Arts and Culture (MOTAC) for Visit Malaysia Year 2026, the FEM is a key platform for promoting economic growth. With strong support from PERNAS as strategic communication partner, the event plays a vital role in encouraging entrepreneurship by providing a wide array of franchise opportunities.
From a humble food kiosk at Singapore’s Far East Plaza in 2003, Shihlin Taiwan Street Food has grown into one of Asia’s most recognisable quick-service
brands — now boasting over 240 outlets across Singapore, Malaysia, Indonesia, Egypt, and the United States. Over the past two decades, the brand has served more than 100 million XXL Crispy Chickens, cementing its reputation as the world’s #1 Taiwanese street food brand.
A Bold New Era: Shihlin 2.0
To strengthen its global identity and appeal to a new generation of consumers, the brand recently unveiled Shihlin 2.0, a comprehensive rebrand that marks an exciting new chapter in the company’s journey. Featuring a refreshed logo, a bold “Shihlin Pink” colour palette, and a modern store design, Shihlin 2.0 reflects the brand’s vision to stay relevant while preserving its authenticity.
Fronting the rebrand is Miào Miào, Shihlin’s cheeky cat mascot — a symbol of curiosity, warmth, and connection that embodies the brand’s youthful spirit. The first Shihlin 2.0 outlet at NEX Singapore showcases this fresh, modern identity that continues to honour the Taiwanese street food culture that started it all.
Building on Excellence
Shihlin’s success has been guided by disciplined, phased growth, anchored by operational standardisation, strategic expansion, and professional governance. Prestigious recognitions including Forbes Asia’s Best Under a Billion, consecutive Taiwanese Food Chain of the Year awards, and the Established Franchisor (Platinum Level) Award at the FLA Asia 2025 Awards Ceremony underscore the company’s unwavering dedication to excellence and long-term sustainability
The Group is also expanding strategically beyond Shihlin. Its latest venture, Eat Pizza, is a fast-rising Korean brand with more than 130 outlets across South Korea, and an expanding international presence in Singapore, Malaysia, Indonesia, the Philippines, Taiwan, and Australia. Known for its distinctive rectangular pizzas designed for one-hand enjoyment, Eat Pizza combines bold Korean flavours with modern convenience — offering the full satisfaction of a pizza in a portable, personal format perfectly suited for today’s on-the-go lifestyle.
Balancing Tradition and Innovation
As Shihlin looks toward the future, its priorities remain clear — to balance tradition with innovation, expand into new markets, evolve menus for local tastes, and strengthen digital capabilities to enhance customer engagement. Through these initiatives, the brand continues to uphold its legacy of authentic Taiwanese street food while evolving to meet the needs of a global audience.
A Proven Franchise Opportunity
With over 20 years of experience and a strong international presence, Shihlin Taiwan Street Food offers a compelling franchise opportunity built on consistency, scalability, and trust. Franchise partners benefit from a comprehensive support system, including operations training, supply chain reliability, and strategic marketing that drives sustainable growth.
Backed by a versatile all-day menu and adaptable store formats suited to diverse locations and market conditions, Shihlin remains a trusted, resilient, and future-ready brand — making it one of the most attractive franchise opportunities in the quick-service dining landscape today.
For franchise enquiries, contact us at business@ shihlinsnacks.com.tw
士林崛起︓
亚洲第一台 湾街头美食品牌迈向全球
2003年的一家小档口出发，士林台湾小吃 （Shihlin Taiwan Street Food）在二十多年间 稳步发展，现已成为亚洲最具代表性的快餐品 牌之一。品牌版图遍及新加坡、马来西亚、印 尼、埃及与美国，全球门店超过240家。至今，士林已售出 超过一亿份巨无霸鸡排，成为全球公认的台湾街头美食第 一品牌。
senior public and private sector leaders from China, ASEAN, and the wider region to discuss Belt-and-Road hospitality strategies, ethnic tourism, and cross-border brand growth; (3) Italian Trade Agency’s showcase---the ITA Pavilion showcased the very best of Italian innovation and craftsmanship in the F&B sector, with leading Italian companies such as TLM, Packint, Bussy and many more
Barista, Brewers Cup, Latte Art, and Cup Tasters In front of a full audience of industry professionals and enthusiasts; (8) Technology & Innovation Pavilion (TIP)-- speakers included trailblazers and experts from NETS, Yumiko, RestoSuite, Momos, Reencle, AI Can, and Mobile.Cards — delivering insights on AI-driven customer engagement, next-gen POS systems, food waste management, and
Tackling Tariffs, Freight Charges & Supply Chain Volatility in Your Kitchen Equipment Strategy (with After-Service Focus)
Jeffrey Soh CFSP
Managing Director
Fabristeel Pte. Ltd. Singapore/Malaysia/Sri Lanka
Vice President Welbilt Asia Pacific
Managing and delivering Professional Food Services
Solution to the Asia Pacific Market & Beyond since 1979.
Hot & Cold Customized holding specialist.
Kitchen equipment isn’t just a one-time investment— it’s a long-term operational partner. Yet tariffs, freight costs, and supply chain volatility can complicate both procurement and ongoing support. A robust strategy must address not only acquisition but also lifecycle management and after-sales service. Here’s how to build a resilient, scalable approach:
Strategic Sourcing & Localization
Global expansion often stumbles when brands apply a “copy-paste” model across markets. Kitchen equipment needs to be adapted—not replicated. What works in one country may be incompatible with local infrastructure, regulations, or service ecosystems elsewhere.
• Portability with Integrity: Develop an equipment strategy that maintains brand standards while adapting to local conditions.
• Buy Local When Possible: Domestic equipment typically offers faster service support and better parts availability.
• Tariff Awareness: Understand how import duties affect both initial purchases and long-term maintenance costs.
• Supplier Diversification: Partner with vendors that have proven service records and regional coverage to reduce risk.
Case in Point: International Fast food chains in Asia have successfully localized equipment while preserving brand equity—balancing consistency with adaptability.
Freight Cost Management
The cheapest product isn’t always the most cost-effective. Freight charges, minimum order quantities (MOQs), and long lead times can inflate your total supply chain cost.
• Bulk & Bundled Orders: Consolidate shipments to reduce freight costs and ensure spare part availability.
• Lead Time Planning: Forecast maintenance needs to avoid emergency shipments and costly delays.
• Warranty Freight Clauses: Scrutinize warranty terms— some suppliers cover freight for repairs, others pass the cost to you.
• TCO Mindset: Choose partners who understand Total Cost of Ownership and are willing to collaborate on long-term value.
Maintenance & Lifecycle Planning
Many overseas chains execute well during build-out but falter in long-term maintenance. Reactive strategies lead to prolonged downtime, lost revenue, and diminished brand equity.
• Durability Over Discounts: Prioritize equipment with strong service histories and long lifespans.
• Spare Parts Strategy: Stock critical components to mitigate supply chain delays.
• Preventive Maintenance Contracts: Schedule regular checkups to avoid breakdowns and extend equipment life.
After-Sales Service Considerations
After-sales support is often the weakest link—especially in multi-unit chains. Without strong SLAs and service infrastructure, even the best equipment can become a liability.
• Local Service Network: Choose brands with certified technicians and regional service centers.
• Response Time Guarantees: Negotiate SLA commitments for high-use or mission-critical equipment.
• Training & Support: Empower staff with basic troubleshooting skills to reduce service calls.
• Digital Support Tools: Opt for equipment with remote diagnostics or app-based support.
• Extended Warranties & Service Plans: Invest in coverage for key assets to hedge against volatility.
Tip: Chains should formalize service expectations with contractors to protect operational continuity and brand reputation.
Financial & Operational Resilience
Your contractor’s financial health matters. Can they scale with you? Do they have the infrastructure to support your CAPEX and OPEX needs?
• Total Cost of Ownership (TCO): Factor in service costs, spare parts, and downtime risk.
• Leasing with Service Bundles: Consider leasing options that include full-service support—ideal for volatile markets.
• Energy & Efficiency Ratings: Lower operating costs can offset higher upfront investments.
By embedding these principles into your kitchen equipment strategy, you’re not just buying tools—you’re securing uptime, consistency, and brand trust across every location. If you’d like help building a vendor scorecard, SLA template, or lifecycle cost model, I’d be glad to assist.
FLAsia 2025 wrapped up on a high note! From innovative brands concepts to thought-provoking discussions and thousands of connections, here’s how this event shaped the future of franchising and licensing:
• 5,800+ attendees on the show floor, networking, discovering opportunities, and shaping Asia’s next wave of growth.
• 500+ attendees at the Knowledge Arena, learning from 30+ global experts on tech, resilience, brand growth, and the future of franchising and licensing.
• 250+ brands and 106 exhibitors from Australia, India, Japan, Korea, Malaysia, New Zealand, Russia, Singapore, Sri Lanka, Taiwan, Thailand, United Kingdom, United States, and Vietnam.
• 60% first-time exhibitors, debuting innovative concepts and business models alongside established leaders.
• Brand Licensing attracted many eyeballs, with FLAsia bridging original IPs and bold collaborations - turning creativity into commercial success.
• The inaugural Chinese-language Franchise Seminar held on Day 2 attracted more than 120 people, listening to experts on regional expansion, AI/IT and a panel comprising successful franchisors.
• FLAsia Awards Presentation at the Opening Ceremony -celebrating innovation, resilience, and growth across the region.
• A milestone MOU signed between ASME and FLA Singapore.
• See all of you at FLAsia 2026: Date: 13 – 15 August 2026 at the Marina Bay Sands, Sands Expo and Convention Centre, Halls A & B
• 2026年FLAsia 见：日期：2026 年 8 月 13 日至 15 日，地 点：滨海湾金沙会展中心 A 厅和 B 厅
Inaugural Chinese Language SingaporeAsia Franchising Conference
On September 19, 2025, the inaugural Chinese language Singapore-Asia Franchising Conference brought together industry leaders and entrepreneurs at Marina Bay Sands. Jointly organised by Asiawide Franchise Consultants (AFC), Constellar, and FLA Singapore, this groundbreaking event’s theme was CoCreate, Co-Win: New Drivers for Franchise Growth attracting more than 100 delegates to the 4-hour morning session.
Strategic Insights: Trends and Sustainable Growth. Three keynote presentations examined franchising trends across global markets, Singapore, and China, establishing a clear message: successful expansion demands deep understanding of local market conditions, regulatory frameworks, and consumer behaviours beyond simply replicating business models.
The expert panel discussion chaired by Albert Kong (AFC’s Founder/CEO) brought together five industry veterans from diverse sectors, namely Andrew Tjoe (Tung Lok), Nancy Liew (Marrybrown), Chan Huang Yee (I Can Read), Zhu Lijun (Fornet, China) and Ge Yongkang (Markor Furnishings, China). The panellists shared their insights from operating across Asian markets. The panel
Operational Mastery: Execution and Technology. 1. The channel development presentation provided strategies for market penetration, network density planning, and achieving coverage without cannibalizing franchisee performance. Attendees learned to balance growth targets with franchisee profitability. 2.The technology session demonstrated that artificial intelligence and Internet of Things adoption have become an operational necessity. Practical applications included predictive analytics, customer behaviour analysis, smart store technologies, and data-driven decision tools. 3.Vaious discussions addressed implementation realities: introducing technology strategically while ensuring measurable returns. 4.The franchisee empowerment session reinforced the idea that success flows from collaborative ecosystems with comprehensive onboarding and ongoing support.
Cross-Border Connections: Building Partnerships. AFC facilitated a distinctive cross-border initiative, bringing over 30 business representatives from China seeking franchise opportunities. Beyond the conference participation, AFC arranged dedicated business matching sessions and company visits, enabling substantive dialogue between participating Chinese and Singapore businesspeople.
AFC’s Continuing Commitment. With more than 36 years of experience across Asia, AFC demonstrated through this conference its commitment to elevating the dynamism of this region’s franchise industry. By creating knowledge exchange platforms and facilitating business connections, AFC endeavours to continue advancing franchising professionalism throughout the region.
Building Bridges: How Franchising Drives Market Expansion in Southeast Asia
搭建桥梁：特许经营如何推动东南亚的市场扩张
By Susan Su, Chairwoman of Asiawide Franchise Consultants Pte Ltd
Singapore: The Strategic Gateway 新加坡：战略门户 Singapore serves as the natural entry point for brands expanding into Southeast Asia, offering a stable legal framework, international connectivity, and sophisticated consumers ideal for market testing. 新加坡是品牌进入东南 亚的天然门户，提供稳定的法律框架、国际连通性和成熟的 消费者，是理想的市场测试地。
Global and regional success stories illustrate this pattern: McDonald’s (1979), Uniqlo (2009), and more recently Chinese brands including Pop Mart (2021), Chagee (2024, three stores simultaneously), and Luckin Coffee (60 outlets locally, 200+ in Malaysia). These brands used Singapore to refine strategies before scaling regionally.
The ASEAN Opportunity | 东盟机遇. Southeast Asia’s 670+ million population (over half under 35) and USD 4 trillion economy in 2024 represent exceptional growth potential. Digital adoption—e-commerce, mobile payments, food delivery—has become mainstream, while an expanding middle class drives demand for quality products and lifestyle experiences. 东南亚拥有超过6.7亿人口（一半以上 年龄在35岁以下）和2024年4万亿美元的经济总量，代表着巨
This convergence creates ideal conditions for franchising across food and beverage, retail, education, healthcare, and beauty sectors.
这种融合为餐饮、零售、教育、医疗和美容等领域的特许经营 创造了理想条件。
Navigating Market Complexity | 应对市场复杂性 Success requires understanding three key challenges: 成功需要理解三大挑战：1. Regulations | 监管: Singapore offers transparent self-regulation; other markets vary in registration and approval requirements. 新加坡提供透明的 自律监管；其他市场的注册和审批要求各不相同。
Consumers | 消费者: Singapore values efficiency and digital solutions; Vietnam and Indonesia are trend-driven; Thailand prioritizes service; the Philippines responds to value and promotions. 新加坡重视效率和数字解决方案；越 南和印尼追随潮流；泰国优先考虑服务；菲律宾重视价值和促 销。
Competition | 竞争: Local players move quickly, requiring international brands to differentiate and innovate continuously. 本地企业行动迅速，要求国际品牌持续差异化和创新 Four Success Strategies | 四大成功策略. 1. Local Partnerships | 本地合作: Navigate regulations and secure prime locations. Example: Naisnow’s regional expansion. 应对监管并确保优质地点。例如：奈雪的茶的区域扩张。 2. Localized Innovation | 本地化创新: Adapt offerings while maintaining brand identity. Example: Haidilao’s Singapore menu; TungLok Group’s market-specific innovations. 调整 产品同时保持品牌特色。例如：海底捞的新加坡菜单；同乐集 团的市场创新。
Multi-Brand Strategy | 多品牌策略: Address diverse segments without diluting brand strength. Example: TungLok Group’s portfolio from banquet to casual dining. 满足多样 化细分市场而不稀释品牌实力。例如：同乐集团从宴会到休闲 餐饮的组合4. Digital Engagement | 数字化参与: Leverage social commerce and digital channels. Example: Commune’s livestreaming success. 利用社交商务和数字渠道。
例如：Commune的直播成功。
Economic Impact & Franchise Fundamentals | 经济影响 与基本要素 Franchising enables efficient scaling while offering entrepreneurs proven business models with higher survival rates than independent ventures. It generates millions of jobs, provides training opportunities, and elevates service standards regionally.
Three fundamentals ensure success: Proven profitability for replicability Standardized systems for consistency
Comprehensive support for franchisee success 三大基本要素确保成功：
经过验证的盈利能力以实现可复制性 标准化系统以保持一致性 全面支持以确保加盟商成功
Conclusion | 结论 Franchising bridges global ambition and local opportunity. Singapore’s role as ASEAN’s gateway—combined with the region’s demographic advantages and digital transformation—makes franchising a powerful vehicle for sustainable expansion and economic growth. 特许经营连接全球雄心与本地机会。新加坡作为东盟门户的角
色，结合该地区的人口优势和数字化转型，使特许经营成为可 持续扩张和经济增长的强大工具。
As brands look to the future, franchising remains the most effective pathway for building partnerships and contributing to regional prosperity.
展望未来，特许经营仍然是建立合作伙伴关系和促进区域繁荣 的最有效途径。
Examining Franchise Law Practices in Mainland China: Core Compliance Issues and Lessons from a few case studies
As a lawyer specializing in franchising in mainland China, I have systematically reviewed the core compliance points within China’s franchising legal framework, drawing on typical cases from judicial practice. This article focuses on the Regulations on the Administration of Commercial Franchising (hereinafter referred to as the “Regulations”) and judicial practice rules, explaining to industry insiders the legal boundaries of key aspects such as contract recognition, entry qualifications, and operational management, thereby contributing to the standardized development of the franchise system.
Determination of the nature of the contract: Focus on Content
In mainland China’s judicial practice, the determination of franchise contracts consistently adheres to the principle of “content over form.” Article 3 of the Regulations clearly states: “Commercial franchising refers to business activities whereby an enterprise (franchisor) that owns business resources, such as registered trademarks, corporate logos, patents, and proprietary technologies, licenses these business resources to other operators (franchisees) through a contract, whereby the franchisee operates according to a unified business model and pays fees to the franchisor.” This definition constitutes the legal basis for determining the nature of a contract. To cite a typical case, a clothing brand signed a “Clothing Sales Contract” with a franchisee, stipulating that the franchisee use the brand’s trademark, adhere to unified decorating standards, and maintain a national retail price. Although
the contract title did not contain the word “franchise,” the court, upon trial, found that the contract included core elements such as operating resource licensing and unified model requirements, meeting the definition of a franchise contract under the Regulations. The court further ruled that the contract was invalid because the brand owner (franchisor) themselves failed to meet the required franchisor’s requirements.
In judicial practice, determining the nature of a contract focuses on three core elements:
First, a rights licensing relationship: There must be an explicit agreement between the franchisor and the franchisee to license operating resources; without a licensing relationship, it does not constitute a franchise.
Second, the collective nature of operating resources: The licensed content must be a combination of operating resources such as trademarks, trade names, and proprietary technologies. A single trademark or patent license (such as a simple trademark license contract) does not constitute a franchise.
Third, a unified operating model: The franchisor must exercise standardized control over the franchisee’s operating activities (such as decorating, pricing, and processes). This is a key difference from distribution and agency contracts. It is important to note that whether or not a fee is charged is not a requirement for franchising. Even if the contract does not stipulate a “franchise fee,” as long as there are other commercial benefit arrangements (such as rebates on raw material purchases), it may still be considered a franchise.
Franchisor Entry Qualifications:
Mandatory Legal Thresholds
Article 7 of the Regulations sets out the “red line” for franchisor entry, specifying that “the franchisor must possess a mature business model, sustainable service capabilities, and at least two directly operated stores that have been in operation for at least one year.” These provisions are mandatory administrative regulations; violation may render the contract invalid or revoked.
In a fast-food brand franchise dispute, a franchisee filed for arbitration, arguing that the brand had not obtained a registered trademark and that its directly operated stores had not been in operation for a full year. The arbitration tribunal found that the brand was unable to provide proof of trademark registration, and its operating period at the time of the contract was less than one year, clearly failing to comply with Article 7 of the Regulations. The final ruling was that the brand did not qualify as a franchisor, the franchise contract was rescinded, and the brand was required to refund all fees, including franchise fees and equipment costs, to the franchisee. Based on legal provisions and judicial practice, franchisors must meet four core entry requirements:
First, Entity Qualification: The law explicitly stipulates that franchisors can only be enterprises, including legal entities (such as limited liability companies and jointstock companies) and non-legal entities (such as sole proprietorships and partnerships). Natural persons, individual industrial and commercial households, and nonenterprise organizations (such as social groups and public institutions) do not have the legal qualifications to act as franchisors.
Second, Core Business Resources: A registered trademark is a primary resource. While the Regulations do not prohibit the use of unregistered trademarks, in judicial practice, a franchise system lacking a registered trademark is difficult to qualify as a “mature business model.”
Third, Direct-Operated Store Requirements: Two or more directly operated stores operating for at least one year are considered legally sufficient to qualify as a “mature model.” Failure to meet these requirements will directly affect the validity of the contract.
Fourth, Proof of Service Capability: Documents such as an operations manual, training records, and a supervisory system must be provided to demonstrate the ability to provide ongoing operational guidance and technical support.
In practice, some brands attempt to circumvent regulatory review by using methods such as “affiliated company directly operated stores” and “virtual directly operated stores.” However, courts generally use “actual control” and “actual operating status” as criteria for review, making such circumvention highly likely to be deemed illegal.
The Legal Boundaries of Operational Management: Balancing Rights and Obligations in Dual Roles Structures
The “franchising + entrusted management” model is widely used in industries such as food catering (f&b) and retail. However, the definition of rights and obligations under the dual roles (franchisor + manager) is a frequent area of dispute. Article 922 of the Civil Code stipulates that “the trustee shall handle entrusted matters in accordance with the instructions of the principal.” Combined with the Regulations’ requirements for franchisor obligations, management activities under dual roles must strictly adhere to the boundaries between statutory and contractual provisions.
In a dispute involving a Shanghai catering (f&b) company, the brand owner and franchisee signed both a franchise contract and an entrusted management contract. However, the brand owner was found liable for multiple breaches of contract: unpaid use of franchisee’s resources for consignment sales, insufficient evidence for advance payments, equipment inventory defects, failure to fulfill advertising obligations, and administrative penalties for failure to inspect and accept environmental protection equipment. The court stated that the brand owner, as the entrusted manager (trustee), must exercise a higher duty of care regarding operational details. Even if the contract stipulates that “the risk shall be borne by the franchisee,” this does not exempt the brand owner (as manager) from liability for fault in actual management. For franchisors adopting a trusteeship model, key compliance points include:
First, clarify the division of responsibilities: Detail the scope of management (procurement, marketing, personnel, etc.), assessment standards, and division of responsibilities in the contract to avoid ambiguous clauses.
Second, strengthen information disclosure: Regularly disclose operating data and expense settlement details to the franchisee to ensure their right to know and to oversight.
Third, standardize operational procedures: Establish standardized systems for key aspects such as procurement pricing, equipment maintenance, and promotional activities, and maintain written records for future reference.
Fourth, implement risk prevention mechanisms: Reduce the risk of disputes over the use of funds and resources through third-party audits and joint management of accounts.
Franchisees should be wary of “rights-biasing clauses” in standard contracts. Agreements such as “mandatory repurchase” and “unconditional deductions” may be invalidated. According to Article 497 of the Civil Code, standard clauses that exclude the other party’s key rights are invalid.
Full-Cycle Risk Control: Key Compliance Points from Site Selection to Termination
1. Site Selection:
The Legal Boundary of the Assistance Obligation
Site selection is a core step in franchising. Although the Regulations do not directly stipulate a site selection obligation, in judicial practice, a contractual stipulation that “the franchisor assists in site selection” constitutes a statutory or contractual obligation. In a site selection dispute involving a coffee company, the contract stipulated that the franchisor would assist in site selection and prohibited the franchisee from privately contacting the lessor. After eight months of failing to find a suitable location, the court determined that the franchisor had failed
to fulfill its necessary assistance obligations, rendering the franchisee’s contractual objectives unattainable. The court ultimately ordered the termination of the contract and a full refund of the franchise fee.
Compliance Recommendations:
First, clarify the specific content of “site selection assistance” (e.g., business district research, property evaluation standards, site selection deadline);
Second, agree on a risk-sharing mechanism for site selection failure (e.g., cost-sharing ratio, termination conditions);
Third, maintain written records of the site selection process (e.g., research reports, correspondence) to avoid a lack of evidence.
2. Contract Termination: Enforcement of Post-Contractual Obligations
After contract termination, the franchisee’s statutory postcontractual obligation is to cease using the franchisor’s resources. Article 558 of the Civil Code stipulates: “After the termination of creditor’s rights and obligations, the parties shall abide by the principles of good faith and fulfill obligations such as notification, assistance, confidentiality, and recycling in accordance with customary trading practices.” In a case involving the termination of a budget hotel contract, the franchisee refused to cease using the brand’s trademark after the contract was terminated. The brand owner (franchisor) filed a complaint with the Industrial and Commercial Administration Bureau, which ultimately resulted in an administrative penalty ordering the franchisee to immediately remove the trademark.
Key Compliance Points:
First, clearly define post-contractual obligations in the contract: including specific requirements such as sign removal, data return, and system deactivation.
Second, preserve evidence for rights protection: trademark registration certificate, contract termination notice, and evidence of infringement (photos, videos).
Third, effectively utilize administrative remedies: For persistent infringement, complaints can be filed with market regulatory authorities to quickly halt the infringement.
Core Recommendations for Franchise Compliance in Mainland China
To ensure robust franchise compliance in Mainland China, it is essential to integrate legal regulations with prevailing judicial practices. This involves focusing on three critical dimensions:
1. Systematic Compliance Framework
Develop a comprehensive compliance infrastructure anchored in the Regulations on the Administration of Commercial Franchises. This should include:
• A detailed operations manual
• A management system for directly operated stores
• A transparent information disclosure mechanism
2. Contractual Integrity
Ensure franchise agreements are fair, precise, and legally sound. Key practices include:
• Avoiding clauses that may be deemed “unfair” under Chinese law
• Notarizing contracts when appropriate to strengthen legal enforceability
3. Evidence Retention
Maintain thorough documentation to support compliance and prepare for potential legal disputes. Essential records include:
• Business guidance and operational support logs
• Training materials and attendance records
• Financial settlement documents and vouchers
In Mainland China’s franchise market, compliance serves not only as the baseline for risk prevention and control, but also as the foundation for sustainable brand growth. Achieving stable and long-term development of franchise systems requires strict adherence to legal regulations, coupled with a fair and balanced approach to the rights and obligations of both franchisors and franchisees.
From Protection to Profit: Make Your IP Work for You
These five commercialisation strategies - licensing, assignment, fundraising by using IP as collateral, franchising, and joint ventures - offer flexible ways for businesses to extract maximum value from their IP.
To monetise successfully, tailor your approach to your company’s specific business objectives. Look closely into your IP portfolio, business capabilities, and growth aspirations to determine which commercialisation pathway - or mix of pathways - will yield optimal results. Back this with rigorous market analysis, proper IP valuation by accredited professionals, and a clear understanding of legal frameworks governing IP in your target markets.
As digital technologies and knowledge-based economies reshape global markets, the value of intangible assets will only keep rising. Companies that act now to develop smart, tailored IP commercialisation strategies will gain a decisive edge. By applying the approaches in this guide, you can turn IP from a passive shield into a powerful engine for growth, value creation, and long-term competitive advantage.
Under the theme “Explore Trends, Go Global; Open New Stores, Build Better Businesses,” the 65th China Franchise Expo (Shanghai) showcased the vitality of the franchise industry in China. The event featured over 100 carefully selected growth-stage brands, emerging concepts, established enterprises, and international franchises. Drawing more than 18,000 visitors, the expo served as a vibrant hub for networking and deal-making, fostering meaningful connections between high-quality chains and global investors.
Geographical Reach: 272 cities across 34 provinces/ regions.
Top 10 Most Popular Investment-Intended Business Categories:
Tea Drinks | Coffee | Street Food | Snack Foods (Packaged/ Retail) | Pet-Related Businesses | Fast Food | Convenience Stores | Desserts | Health Industry | Entertainment.
Various forms of events including franchise New Trends Forum, MIX Talk, International Brand Exchange Activities, and Corporate Training Camps gathered top tea and coffee brands, professional franchisees, and industry experts to explore new trends in the franchise market. Franchise New Trends Forum: Beverage franchise gala: discussing the growth secrets of the ready-to-drink beverage industry.
See You in 2026! May 29-31, 2026. The 66th Franchise China (Beijing) at the Beijing National Convention Center. Concurrent Events:2026 China Franchise Conference & Living Services Industry Development Conference + 2026 World Franchise Council (WFC) Annual Meeting
Franchise Study Mission to China, including participation at the China Franchise Expo 2026 (Beijing)
Your Fast Track to China’s Franchise Market. May 29–31, 2026
China National Convention Center, Beijing (No.7 Tianchen East Road, Chaoyang District).
Entering China’s franchise market traditionally requires extensive planning, legal navigation, and partner vetting, on top of other resources—consuming months of work and substantial capital. By participating in this mission which includes the China Franchise Expo, you can save tons of time.
Meet Money-Ready Partners
Connect directly with pre-qualified franchisees holding capital allocation authority, master franchise candidates with regional expertise, and institutional investors seeking proven concepts. These attendees arrive with expansion mandates, not casual interest.
Eight Sectors, Unlimited Intelligence
Explore opportunities across Food & Beverage, Retail, Education & Training, Beauty & Health, Service & Maintenance, Children’s Products & Services, Home & Lifestyle, and Technology & Digital Services.
Decode Market Entry Complexity
Specialized seminars deliver actionable guidance on Chinese regulations, licensing procedures, intellectual property protection, and government incentive programs. Learn how leading brands implement artificial intelligence systems, “Light-Asset--Smart Store” unmanned retail, and supply chain optimization that reduces operational overhead.
Connect With Reliable Service Providers
Access financial institutions, logistics specialists, legal advisors, and market consultants—all essential for sustainable operations.
Savings
Traditional expansion-related costs—exploratory trips, consultants, legal fees, recruitment, marketing—span
multiple quarters. This expo consolidates everything into 72 high-impact hours, delivering superior value against conventional budgets and timelines. Early-movers securing quality partnerships gain lasting advantages in China’s dynamic franchise sector.
JOIN OUR WELL-PLANNED, PROFESSIONALLY GUIDED BUSINESS MISSION
Asiawide Franchise Consultants which has led more than 50 mission trips over the last 36 years is leading a business mission to Beijing, China over the period May 28 to June 1, 2026, during which corporate visits to selected top, successful Chinese franchise companies will be visited, in addition to an array of activities held at the China Franchise Expo.
Contact: albert@asiawidefranchise.com.sg jonathan@asiawidefranchise.com.sg for more details.
Singapore’s IP Week @ SG 2025: Supporting Innovators and Entrepreneurs
August 26th. The Intellectual Property Office of Singapore (IPOS) kicked off IP Week @ SG 2025 (“Ideas to Assets: Innovating in Times of Change,”), a global event dedicated to exploring the transformative power of intellectual property (IP) and intangible assets (IA) in the modern economy.
At the opening ceremony of the event, Guest of Honour, Dr. Tan See Leng, Minister for Manpower and Ministerin-charge of Energy and Science & Technology, Ministry of Trade and Industry and Co-Chair of the Singapore IP Strategy (SIPS) 2030 Steering Committee said: “Emerging technologies like GenAI are reshaping industries at an unprecedented pace. In today’s uncertain geopolitical and trade environment, businesses thrive where ideas are safeguarded, and innovation is valued. Singapore is committed to strengthening our IA/IP ecosystem, not only to protect ideas but to inspire risk-taking, collaboration, and growth. With IPOS and our Singapore IP Strategy (SIPS) 2030 blueprint, we are building a future-ready economy where innovation creates new opportunities, good jobs for Singaporeans, and long-term competitiveness.”
Through a partnership between IPOS and the Franchising and Licensing Association (FLA), enterprises can access practical IP guidance sessions that will equip them with IP protection and commercialization know-how. They can
also leverage FLA’s franchising and licensing networks to scale across borders.
Tan Kong Hwee, Chief Executive of IPOS said, “As we celebrate the 14th edition of IP Week @ SG, we mark not just the longevity of this event, but its growing impact as a global platform for innovation and enterprise. Over the years, IP Week has brought together business leaders, innovators, and investors to exchange ideas, forge partnerships, and learn how intellectual property (IP) and intangible assets (IA) can be transformed into real drivers of business growth and economic competitiveness. At IPOS, we are strengthening our IA/IP regime, supporting enterprises to unlock the value of their IA, and deepening collaboration with ASEAN and global partners. Our aim is clear: to give innovators and investors the confidence to create, scale and succeed, advancing Singapore as a trusted hub for innovation and enterprise.”
IP Week @ SG 2025 brought together 5000 delegates from more than 40 countries, over 100 partners and representatives from more than 20 IP offices worldwide, including regional and international organizations such as WIPO, Singapore Exchange (SGX), Chartered Institute of Arbitrators (CIArb), and International Trademark Association (INTA). The week-long programme connected thought leaders, innovators, and policymakers to explore how IP can drive sustainable growth and resilience in a rapidly evolving global landscape.
For media queries, please contact: Melody Faye Jimbangan Ruder Finn Asia on behalf of IPOS, Tel: +65 9352 5498 melody.faye@ruderfinn.com. Or Jenny Kwok, Senior Assistant Director, Media & Communications, Tel: +65 8333 7231, jenny_kwok@ipos.gov.sg
The Singapore Government has nominated Mr. Daren Tang for a second term as Director General of the World Intellectual Property Organization (WIPO) from 1 October 2026 to 30 September 2032.
WIPO is a United Nations specialized agency in charge of intellectual property (IP) which provides services that enable creators, innovators and entrepreneurs to protect and promote their IP across borders. WIPO also serves as a forum for addressing cutting-edge IP issues and drives impact-driven technical assistance projects.
August 7th, 2025.Over 50 people registered for the IP Day: Navigating the complexities of modern IP seminar organized by top law firm Baker McKenzie Wong & Leow.
Held at their beautiful office which provides a panoramic view of Singapore’s CBD and the renowned harbor, the various presentations focused on navigating the complexities of modern Intellectual Property, and explored key topics such as data privacy, counterfeiting and artificial intelligence.
Ren Jun Lim and Jonathan Teo shared common challenges of “owning” data, the rights attached to data, and the interplay between data protection laws and commercialization. Insights were also given on the practical steps for safeguarding data, including documentation, restricting access, regular training, monitoring for unauthorized use, and conducting audits.
Sanil Khatri and Natalie Huang discussed the rise of “dupe culture”—the social media-driven trend of lookalike products that blur the lines between legitimate goods and counterfeits. They also shared strategies for brand owners to protect their goods and brand value through a combination of IP, digital, and marketing strategies, along with proactive engagement and creativity.
Andy Leck and Eugene Tan explored the “AI Revolution” and its implications for IP law globally, such as how AI challenges traditional concepts of human authorship
and inventorship and raises questions about whether AI systems can be inventors or authors under current legal frameworks.
Andy Leck 和 Eugene Tan 探讨了“人工智能革命”及其对 全球知识产权法的影响，例如人工智能如何挑战人类作者 身份和发明人身份的传统概念，并提出了在现行法律框架 下,人工智能系统是否可以成为发明人或作者的问题。
The Business Show Asia 2025 Wraps Up with Record-Breaking Success in Singapore
The Business Show Asia 2025 has officially concluded its 4th and most dynamic edition yet at Sands Expo & Convention Centre, Marina Bay Sands, Singapore. Over two action-packed days on 27–28 August, the event brought together thousands of entrepreneurs, business leaders, and industry disruptors from across the region, solidifying its position as Asia’s leading platform for business growth and innovation.
This year’s edition welcomed 8,135 visitors, 250 exhibitors, and 150 renowned speakers spanning industries from finance and technology to marketing, e-commerce, and more.
Highlights:
Bustling Speed Networking: One of the most talkedabout features of the show was the high-energy speed networking sessions. Hundreds of participants took part in structured, fast-paced meetings designed to spark meaningful connections.
At Keynote Theatre 2: Melanie Sharpe Nseir, Microsoft’s Head of Partner Solution Sales for Asia, delivered a powerful session titled “Empathy. AI. Scale. Welcome to the Frontier Firm.” Using Microsoft’s internal adoption of the Frontier Firm model, she illustrated how AI-driven scale works best when underpinned by empathetic leadership and culture.
At Keynote Theatre 1,:Tatiana Sheremetieva, Luxury Influencer and award-winning serial entrepreneur, delivered a compelling address on how to start and scale a business in Singapore. With over two decades of international experience and more than ten years of proven success in Singapore, she offered a rare blend of strategic know-how and entrepreneurial resilience.
Two of the most sought-after sessions at the show were the interactive masterclasses led by HubSpot and Odoo, which drew jam-packed theatres and eager attendees from start to finish.
The Business Show Asia 2026. It is set to return bigger, bolder, and more influential. Whether you are an aspiring entrepreneur or an established executive, it offers a powerful platform to unlock strategies, explore innovations, and build meaningful partnerships.
About The Business Show. Business Show Media is the global event organizer behind The Business Show series celebrating over 25 years of empowering entrepreneurs, SMEs, and startups around the world, producing more than 44 editions across cities including London, Miami, Las Vegas, Australia, and Asia.
Contact: Samuel King Managing, Director marketing@ singaporebusinessshow.sg +65 8371 6847
2026 亚洲商业博览会 (Business Show Asia 2026) 规模 更大、风格更鲜明、影响力更强大。无论您是雄心勃勃的 创业者，还是经验丰富的高管，它都能为您提供一个强大 的平台，助您解锁战略、探索创新，并建立有意义的合作 伙伴关系。
Connecting Global Chinese Entrepreneurs: Co-Create, Collaborate & Lead Together
— Reflections on the 2025 Singapore Chinese Business Networking Convention
Contributed by Ariel Lin, Vice Chairman of SCBNC 2025
Over the period August 21–23, 2025, the Singapore Chinese Business Networking Convention (SCBNC) brought together close to 300 business leaders from Singapore, Malaysia, and the APAC region at the Genting International Convention Centre (GICC) in Malaysia.
More than just a business conference, it served as a powerful platform to connect Chinese entrepreneurs globally facilitating thought exchange, strategic partnerships, and deep cross-border collaboration within the Asia-Pacific region.
In this era of globalization and regional integration, businesses face more than just local competition. They must also consider how to establish a lasting presence in regional and international markets. Anchored by the theme “Co-Create, Collaborate & Lead Together”, the three-day program featured over four thematic speeches and three panel forums.
This year’s Convention invited an exceptional lineup of speakers: (1) Mr. Sam Hua, Chairman of Shanghai H&H Marketing Consulting Co., Ltd and author of Super Symbols Are Super Creativity, shared his practical approach to embedding Chinese culture into brand building. His message: “The purpose of branding is not just recognition or differentiation—it’s to get people to buy your product and spread good word of mouth.” (2) Professor Han Shengbao, a world expert on The Art of War and author of 22 books on the subject, explored how Singapore’s founding Prime Minister Lee Kuan Yew applied Sun Tzu’s military wisdom to build a modern nation. From leveraging external forces to balancing hard and soft power in governance, his insights
helped participants gain clarity on strategic leadership in uncertain times. (3) Dr. Wu Wei, Founding Dean of the Nanyang Centre for Public Administration (NCPA), provided a macro view of policy and regional development. His session offered practical guidance for Chinese businesses seeking sustainable expansion across Southeast Asia. (4) Dr. Marcuz Tan, CEO of Boustead APEX Inc., and (5) Dr. Charlie In, Founder of Raffles Capital US, delivered a joint session on exit strategy—an often overlooked but vital aspect of business growth. From family succession to IPOs and M&A exits, their real-world examples helped attendees reverse-engineer their strategic roadmaps based on longterm outcomes. Together, these five speakers spanned topics including branding, leadership, capital strategy, and international development—offering a full-spectrum perspective for enterprises navigating today’s complex business environment.
The Convention also hosted three Entrepreneur Forums, focusing on:
• The Formation, Nurturing and Advancement of Corporate Culture
• Artificial Intelligence & the Future Workplace
• Going Global: Practical Strategies for International Expansion panelists: Albert Kong (Asiawide Franchise Consultants; Ahbao Wei (Duke Bakery); Andrew Sung (BiomiXin Co.).
Each panel featured seasoned entrepreneurs, a 36-year track record franchise consultant, and top tech executives from companies like Huawei Cloud APAC and EU Holidays, delivering powerful insights in a high-impact format.
Another signature highlight of SCBNC 2025 was its high efficiency networking design, including: * Industry-specific breakout sessions; * Speed Networking; *Ask & Offer Wall; *Open exhibition & personal pitch presentations. These formats helped attendees build meaningful, actionable connections in record time. The guest list was equally illustrious, featuring Guest of Honour Ms. Carrie Tan, former Member of Parliament (Singapore), along with diplomatic representatives from the Embassy of Peru and Embassy of Costa Rica in Singapore, whose presence reinforced the global importance of Chinese business exchange. At the Gala Dinner this year, the committee also announced the official launch of the Chinese Business
Association of Singapore (CBAS), resulting with immediate sign-up of over 150 members. CBAS will roll out a series of events in the upcoming year, further strengthening the ecosystem of Chinese entrepreneurs across the region. Looking ahead, we are also thrilled to announce that the 2026 Chinese Business Networking Convention will return to Singapore, to be held at the iconic Marina Bay Sands Expo & Convention Centre. Let’s connect the world and unlock new possibilities—together in Singapore.
当世界格局重整、产业结构变革之际，华人企业更需携手同 行。在本年度的晚宴上，大会筹委会也正式宣布成立「新加坡 华商交流协会」（Chinese Business Association of Singapore，简称 CBAS），并于现场开放会员注册，首批报名人 数即超过 150 位。CBAS 将于来年陆续推出一系列活动，持 续凝聚区域华商力量，推动更深层的合作与共识。令人期待的 是，2026年的大会将时隔三年重返新加坡，定于金沙国际会议 展览中心隆重登场。链接全球、启发未来，让我们在金沙共 聚，一起突破重围。
Little India Shopkeepers and Heritage Association (LISHA)
Women’s Wing’s event-- BIZSPHERE 2025 – was held on 20th September 2025 at the One Farrer Hotel located in buzzing Little India. This event fostered networking and business relations among close to 100 likeminded startup founders and established business owners.
The Guest Of Honor was Parthiban Murugaiyan, Chairman /CEO of Maestro Productions Global, Founder / MD at Luvenus Jewellery(which Asiawide Franchise Consultants helped develop into a franchise), Singapore and Hongkong, and Managing Director of Ishtara Jewellery, Singapore.
NOTE: For the latest updates, please visit https://www.asiawidefranchise.com.sg/events
MALAYSIA
SINGAPORE
THE FRANCHISE STRATEGIST
Asiawide Franchise Consultants (Asiawide) is Singapore’s pioneer franchise strategist.
Our current CEO, Albert Kong, saw a mismatch between the growth opportunities afforded by franchising and the lack of capabilities to leverage on this great business multiplier way back in 1989.
That was why he bought over his then employer’s company so as to help business owners access excellent franchise strategy consulting.
We know all about franchising because we have first-hand experience (first as a franchisee for Singapore , then as master franchisee – Asia- of a franchise consulting business based in Britain) in running a franchise business.
We continue to be a true-blue franchise strategist that is 100% focused on helping your business make quantum leaps by putting 35+ years of franchising know-how at your disposal.
BORN TO FIGHT UNETHICAL UNDERDELIVERY
All of us have experienced vendors who overpromised and underdelivered, and we are sure you hate that as much as all of us at Asiawide. That is why we made sure we delivered on what we promised, without fail.
THE BRAND BEHIND TOP FRANCHISE BRANDS
This is the vision that Asiawide has been chasing since day one. We want to be the brand that helps transform good businesses into great franchises.
We do this through our 3-pronged mission which is:
• We develop proprietary, workable, versatile franchisingrelated solutions.
• We deliver systematic franchise consulting services in a hands-on way.
• We deploy only knowledgeable and passionate people to serve our clients.
DIFFERENTIATED: Our consultants have real franchising experience. They are certified by various bodies. We do things differently in ethical, smarter, better, faster ways.
EXUBERANT: We bring incredible energy to every project we take on.
SYSTEMATIC: We plan our work carefully and work our plan diligently.
ACCOUNTABLE: We take extreme pride and ownership in all that we do. Our satisfied clients refer clients to us.
SOLID, CREDIBLE TRACK RECORD: We have developed and audited close to 1500 franchises and related packages/ projects in over 10 countries. These clients hail from all sorts of industries: food & beverages, education, wellness/beauty, retail, leisure, services, etc.
5 MARKETING PLATFORMS TO PROMOTE YOUR FRANCHISE:
The best franchising strategy means nothing if you don’t have the means to bring this strategy to the markets you want.
1. We have a carefully-cultivated 60+ countries (and growing) network with strong and dependable partners in each one to shorten your market entry curve so that your franchise can start generating revenue quickly.
2. We participate in close to 30 franchise & related exhibitions and events every year in the Asia region.
3. We publish the world’s only bilingual Asia Franchise & Business Opportunities magazine since March 1994
4. We organize franchising activities like match-making sessions and franchise study missions to different parts of the world
5. Our website and the social media platforms and email blasts – these create a lot of buzz and help our clients gain eyeballs
Talk to us today to explore how we can help you achieve your franchising goals
ASIAWIDE FRANCISE CONSULTANTS PTE LTD
152 Beach Road, Gateway East #25-01, Singapore 189721
SMEICC 2025 Fireside Chat –“Navigating the New Global Order: Southeast
morning. As a franchise specialist focused on franchise expansion and strategic advisory in the region, I found the session exceptionally illuminating, providing timely perspectives on the prevailing opportunities and risks confronting ASEAN economies in today’s rapidly evolving global environment.
The dialogue among panelists, representing diverse ASEAN markets, underscored several key themes:
both multinational and local enterprises.
IV. Maintaining Strategic Neutrality: In the context of intensifying US-China competition, there was consensus that Southeast Asian economies must retain flexibility and a neutral stance, functioning as vital links within global supply chains while pursuing independent growth
TungLok Seafood specialises in the best of Singapore-style seafood created with award-winning recipes. The Singapore Chilli Crab, Black Pepper Crab and the original Wasabi-mayo Prawn are amongst its specialties.
SINGAPORE: Orchard Central • PLQ Mall
• d’Arena • Park Regis by Prince Singapore
• Gardens by the Bay
PHILIPPINES, Manila: SM Mall of Asia
• Greenhills Mall • Gateway Mall 2
stablished since 1984, TungLok Group is a Singapore-grown SGX-listed company with more than 40 years of successful track record in owning and operating award-winning restaurants in both Singapore and in the region. It now offers you the following brands and restaurant concepts for Licensing Opportunities.
Dancing Crab, launched in April 2014, is an original fun and vibrant dining concept by TungLok Group. It offers seafood boil, lobster rolls and great seafood dishes, alongside thirst-quenching lemonades, cocktails, craft beers and lively music to complete the dining experience.
