BUSINESS FRANCHISE Australia and New Zealand (Mar/Apr 2020)

VOL 14 ISSUE 03 mar/apr 2020

Snap Print & Design –

Pushing Boundaries Seven Steps to

Marketing Yourself Like a Rockstar Using Consultants to

Improve Your Franchise SPECIAL FEATURE top franchises in your price range

$4.95 (AUD), $7.95 (NZ) inc. GST.

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An industry-leading technology franchise will help you stand out in the crowd An exciting and rewarding future that you control A long history

The InXpress Franchising Opportunity

Founded in 1999, InXpress has a long history in managing

InXpress gives you the opportunity to build your own

successful businesses around the world. This is combined

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with the facilities and know-how to train and support

of the world’s largest franchisor of global courier services.

franchisees in running a sales and business management

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franchise. With 370+ franchises, located in 14 countries, the multi award-winning business continues to grow.

A respected partner to global carriers

All you need is to be sales-oriented and have an aptitude for business. We’ll provide full training, with ongoing business support and coaching.

Low investment

InXpress has already established strong and lasting

High return

relationships with trusted courier partners around the globe

Recession-resistant

and access to highly competitive rates. This leaves you free to concentrate on building sales, working towards your goals, and creating the lifestyle you want.

Industry-leading technology

7GEPEFPI ƽI\MFPI Passive, recurring income Based on a proven business model

InXpress’ online portal, Webship Plus, is built on over 20-years of insight into what customers need. This powerful proprietary software combines an automated shipping platform, a franchisee business management program and a franchise performance tool. This all helps customers of InXpress save hours on their shipping and empowers franchisees with insights into their business performance.

Winners, QLD Franchise of the Year Award 2019 Jason, Wendy & David InXpress Narangba

Are you the next InXpress franchisee?

If you are sales-minded, driven and enthusiastic, then InXpress’ franchise model could be for you! With the freedom to build your franchise however you want, you can start out alone and progress to premises and a workforce, or you can go all-in and have a team and SƾGIW JVSQ XLI WXEVX ;LEXIZIV TEXL ]SY [MWL XS XEOI -R<TVIWW GER KMZI ]SY XLI ƽI\MFMPMX] ERH PMJIWX]PI ]SY have been looking for.

For more information on joining the InXpress Franchising Team, call us on 1300 097 857 or email us at sales.au@inxpress.com

www.inxpress.com.au

b us i n ess f r an c h i s e m ag az i n e aust r a l i a an d n e w z e a l an d

AUSTRALIA and NEW ZEAL AND

VOLUME 14 ISSUE 3, mar/apr 2020 president: Colin Bradbury.

Comments

From the publisher & editor

colin@cgbpublishing.com publisher: Vikki Bradbury.

“It should be noted that becoming a

vikki@cgbpublishing.com

franchisee does come with certain benefits that you otherwise don’t have

EDITOR:

access to if you start a business from

Hayley Drew.

scratch.”

editor@cgbpublishing.com.au

Vikki Bradbury

- Dominique Lamb

Hayley Drew

SALES & marketing manager: advertising@cgbpublishing.com.au PRODUCTION: production@cgbpublishing.com.au ACCOUNTS: accounts@cgbpublishing.com.au GRAPHIC DESIGN: Jejak Graphics - Michelle Quinn jejak@bigpond.com COVER IMAGE:

Welcome to our March/April edition of Business Franchise Magazine Australia and New Zealand.

Snap Print & Design grace our cover this month and are proving that as Australia moves further into the digital age, print and traditional media are here to stay. Read about how Snap Print & Design are pushing the boundaries of conventional print and design with their new HP Latex RSeries Printer on page 12.

Do you want to hear from the Franchise Council of Australia (FCA)? Mary Aldred – CEO at the FCA, is a regular contributor to our magazine. Readers should head to page 14, where Mary discusses in depth how the FCA is supporting the franchise community during challenging times.

or www.isubscribe.com.au

This issue of Business Franchise Magazine includes our special feature Franchises in Your Price Range, turn to page 44 to read our story covering Snap-on Tools 100 Years of Excellence. We interviewed three of Snap-on Tool’s highest achieving team members and we loved what they had to say. The feature also includes useful articles, profiles and guides for people looking to start their franchising journey.

CGB PUBLISHING

As always there is plenty of franchising news, expert advice articles from our professional contributors and useful information for franchisors and franchisees alike.

Snap Print & Design TO SUBSCRIBE: www.businessfranchiseaustralia.com.au

PO BOX 968 MT ELIZA, VICTORIA 3930 TEL: (03) 9787 8077 FAX: (03) 9787 8499 Email: cgb@cgbpublishing.com.au www.businessfranchiseaustralia.com.au www.businessfranchisemagazine.co.nz

The information and contents in this publication are believed by the publisher to be true, correct and accurate but no independent investigation has been undertaken. Accordingly the publisher does not represent or warrant that the information and contents are true, correct or accurate and recommends that each reader seek appropriate professional advice, guidance and direction before acting or relying on all information contained herein. Opinions expressed in the articles contained in this publication are not necessarily those of the publisher. The publication is sold subject to the terms and conditions that it shall not be copied in whole or part, resold, hired out, without the express permission of the publisher.

Anyone dreaming of starting their own business in 2020 shouldn’t miss the opportunity to attend the Franchising & Business Opportunities Expos. We look forward to seeing you all the next show at the ICC Sydney Darling Harbour from Friday 20 until Saturday 21 March.

Business Franchise magazine readers can visit www.franchisingexpo.com.au and use the code BFM when purchasing to secure a free ticket for the show.

Enjoy the read!

Vikki Bradbury & Hayley Drew Business Franchise Magazine

SUPPLIER FORUM

contents

march/april 2020

On the Cover

12

12

Cover Story: Snap Print & Design - Pushing Boundaries

32

Expert Advice: Seven Steps to Marketing Yourself Like a Rockstar

70

Expert Advice: Using Consultants to Improve Your Franchise

39

Special Feature: Top Franchises in Your Price Range

In Every Issue

14

32

8

Whatâ&#x20AC;&#x2122;s New!

Announcements from the Industry

14

A Message from the CEO

Mary Aldred, Franchise Council of Australia

46

Feature Editorial: Top Franchises in Your Price Range

86

Hot Topics: Behind the Headlines

Jason Gehrke, Franchise Advisory Centre

89

Professional Services Listings

90

Franchise Listings

92

Franchise Aâ&#x20AC;&#x201D;Z Directory

Snapshot 26

66

Andrew Barton - A True Hands-Off Approach

Focus Feature 64

SuperGreen Solutions - Want to Own a Business That is Future Proof?

Have Your Say 80

80

What I Learned when My Franchise Burned Down Laura Piccardi, Uppy

also in this issue: 9Round - 30 Minute Kickboxing Fitness..... 92

Profiles

Appliance Tagging Services. .............................. 92 Bathroom Werx. ................................................. 73, 92

14

Polished Diamonds - Custom Made Jewellery Franchise

34

Subway - The Human Ingredient

Bedshed.................................................................. 31, 93

74

Aramex - Delivering to the Angels

Boost............................................................................ 4, 93

84

Franchising Expo - Learn From the Leaders and Legends of Small Business

Carpet Call and Solomons Flooring............... 95

Battery World..................................................OBC, 93

City Farmers Dogwash. ......................................... 93 Deckseal......................................................................... 94

Expert Advice

Ecomist............................................................................ 94 Fasta Pasta.................................................94

18

The Journey to Funding Your Franchise

20

Digital Information for Franchise Owners

22

Holly Barnes, Head of Lead Generation and Marketing, DC Strategy

FC Business Solutions....................................27, 89 FCF Fire & Electrical................................................. 94

Andrew Watson, Assistant Commisioner, Australian Taxation Office

To Test or Not to Test Chris Beasley, Managing Director, Safety Navigator

Hog’s Australia’s Steakhouse.................... 59, 95 InXpress Australia.................................................3, 95 Interface Financial Group...................................... 55 IP Partnership.............................................................. 89

28

The Future of Learning and Development is Peer-to-Peer

32

Seven Steps to Marketing Yourself Like a Rockstar Nicola Moras, Online Visibility Expert and Author

Marsh & Maher Richmond Bennison.............79

36

Achieving a Great Culture is as Simple as Having the Right Conversations

Magnetite Windows. ................................................ 95

Jen Jackson, Founder and CEO, Everyday Massive

Ross Judd, Cultural Engagement Expert and Founder, Team Focus International

66

Thinking About Expansion

70

Using Consultants to Improve Your Franchise

76

Expert Tips on What to Look For in a Franchise Opportunity

Brian Keen, Founder, Franchise Simply

Peter Buckingham, Managing Director, Spectrum Analysis

Franchise Finance Aust (Cashflow It).... 25, 89 Jim’s Pool Care........................................................... 95

National Franchise Insurance Brokers.......... 83 Nurse Next Door........................................................ 96 Plus Fitness................................................................... 96 Polished Diamonds.......................................... 16, 96 Regus / IWG Holdings.................................. IFC, 96 RYCO 24•7.....................................................................97

Robin La Pere, Franchise Consultant, No Ordinary Business and Franchises

Safety Navigator................................................. 79, 89 Snap Fitness..................................................................97 the Lott..................................................................... 49, 98 Theobroma.................................................................... 98 Thermawood Retro-Fit Double Glazing....... 98

what’snew!

Accor commits to global elimination of singleuse plastics in guest experience by 2022 suppliers, partners and host communities,” said Sébastien Bazin, Chairman & CEO, Accor. “What guides us is the consciousness and social awareness that drives every person who strives to be a good citizen. It’s about being aware, socially conscious and consistent.”

Welcoming over 120 million guests and serving more than 200 million meals each year, Accor takes its role as a responsible corporate citizen to heart, working within the framework of its sustainable development program, for the past 25 years. In addition to our previous commitment to eliminate all plastic straws, stirrers and cotton buds, today’s new commitment includes: Accor has announced its commitment to join the UN Global Tourism Plastics Initiative and to remove all single-use plastic items in guest experience from its hotels by the end of 2022.

This action by Accor toward reducing environmental impacts and strengthening efforts to combat plastic pollution of the world’s oceans and other natural environments is a significant step forward for the global hospitality industry and for the group, which has been committed to sustainability for many years.

“We are aware of the significant impact we have on our planet and our responsibility to create tangible benefits for our employees, guests,

•

The removal of individual plastic toiletry amenities and cups by the end of 2020.

•

The elimination of all remaining single-use plastic items in guestrooms, meeting areas, restaurants and all leisure activities areas (spas, fitness centers, etc.) by the end of 2022.

One of Accor’s main purposes besides finding alternatives to plastic and reducing environmental impacts is to positively change common mindsets globally by adopting the 3R logic: Reduce, Re-use and Recycle. The group’s headquarters will lead the best practices and hotels will enhance their local initiatives and solutions to hotels guests.

DC Strategy win Global Franchise Award in Orlando DC Strategy has won a prestigious award at the Global Franchise Awards ceremony organised by Global Franchise Magazine.

Judged by an independent panel of key impartial industry experts.

Among the winners were franchising’s top brands, international experts and leaders in the industry - all rewarded for their franchising success in different areas. The coveted Global Franchise Champion award went to Little Kickers and the Best Emerging Franchise accolade was awarded to Lindex.

Nominees were judged on the ability to demonstrate truly global intentions, display a strong relationship between franchisor and franchisee and show innovative marketing and growth plans, and most importantly; if the organisation had advanced the cause of international franchising.

Australia’s leading franchising firm, DC Strategy took home the Best Franchise Consultancy trophy. DC Strategy, founded

by Rod Young in 1983, is the only end-toend franchise consultancy, law firm and

franchise recruitment and marketing agency in Australia. They have developed scores of Australia’s well-known franchise brands, many of which they’ve taken across the world.

They’ve also been responsible for bringing many iconic international brands to Australia and growing their footprints across the region.

and James Young were both at the awards

DC Strategy representatives, Rod Young

our different divisions in the future.”

8 Business Franchise Australia and New Zealand

ceremony and are grateful for the international recognition, saying “We’re delighted to be recognised for our franchise development and consultancy work over the past 35 years and we look forward to even more success across

McDonald’s Australia launches the McVeggie Burger McDonald’s Australia has announced the launch of the highly anticipated McVeggie Burger to all restaurants nationwide.

This new burger will be a permanent addition to the menu, making it the first time a vegetable-based burger has been available at all McDonald’s restaurants in Australia.

Jenni Dill, Chief Marketing Officer, McDonald’s Australia, commented “The McVeggie Burger is packed full of Australian grown veggies with the crunchy patty including potatoes, peas, corn, carrot and onion. The patty is then paired with great tasting cheese, lettuce, herbs and spices, mayonnaise and Macca’s iconic pickles, all on a sesame seed bun.

“We know there’s an appetite for alternatives to traditional meat proteins and Australians are looking for more plant-based options in their diet.

“As a business constantly focused on responding to what Australians want, we’re excited to now be serving up the McVeggie Burger to our customers across the country,” said Ms Dill.

“For those who are vegetarian, although there are no meat ingredients in the McVeggie Burger, due to its cooking procedure, it’s not strictly vegetarian,” added Ms Dill.

One & Two Hour Home Delivery Agreement between Chemist Warehouse and Sherpa

Sherpa: Australia’s leading On Demand, Last Mile Delivery App, has announced it has signed Chemist Warehouse as a national account to deliver online orders from across its national network of retail outlets directly into customers hands, within hours.

picked up from any store and delivered point to point to a customer’s home or workplace will enhance our business and redefine the customer service expectation. It’s the ultimate convenience,” said Damien Gance, Director of CW Retail Services, parent group for the Chemist Warehouse network.

The partnership is the first of its kind for the leading retailer, allowing it to extend its reach and fulfilment into its customers’ homes and businesses. Once fully rolled out, orders will reach customers within as little as one hour of placement online.

Chemist Warehouse customers will be able to place orders via the Chemist Warehouse website and choose to have it delivered within one, two or four hours, then track its progress in real-time. The scalability of Sherpa’s crowdsourced model is giving retailers such as Chemist Warehouse unprecedented flexibility by leveraging their vast store network as mini-

“We are very excited to be entering this new and increasingly growing space. Orders being

warehouses to bridge the gap between the ease of online shopping and the speed of Click and Collect.

“Having Chemist Warehouse as a client of Sherpa is another leap forward for the company. We are very proud to be working with our growing list of best in class brands to reshape the future of new retail and customer service,” said Bastien Vetault, CEO of Sherpa.

It is expected the rollout will be swift and include most of the networks 450+ stores within the next 12 months.

Business Franchise Australia and New Zealand 9

what’snew!

Snap Fitness expands into Tasmania

Gym-goers in Tasmania will soon have a new local club to work up a sweat at, as global health and fitness brand Snap Fitness has announced their plans to expand into Tassie as they look to surpass 300 clubs in Australia in 2020.

Last year saw Tasmania lead the nation’s economic growth for the first time on record, with the Australian Bureau of Statistics revealing the state’s economy grew at almost double the rate of the national average.

Snap Fitness APAC CEO Ty Menzies said 2020 is the perfect time for the brand to expand into Tasmania, and for Tassie locals to take the step of running their own gym.

“With strong economic growth, an upwards trend in employment and one of the country’s highest long-term survival rates for business, it’s a great time to do

business in Tassie,” said Mr Menzies.

Mr Menzies said the franchise brand will focus on securing up to ten sites in and around Hobart before working to secure sites right across the state.

“We’re in the process of securing some great sites in Hobart and now we’re looking for passionate fitness enthusiasts to join the team as franchisees,” said Mr Menzies.

“Australia’s health and fitness sector is booming and is forecasted for continual revenue growth in the coming years, offering a strong investment opportunity for business owners.”

As one of Australia’s leading fitness brands backed by a global network of over 2,000 clubs, including 275 across Australia and New Zealand, Snap Fitness’ proven franchise model provides new club owners with training and ongoing support.

San Churro the first high performing franchise brand to be recognised in 2020 FRANdata congratulates Chocolateria San Churro on being recognised as a high performing brand through the Australian Franchise Rating Scale™, the first franchise system to achieve this honour in 2020.

Significant factors that helped them achieve this very good outcome included a high degree of vigilance and focus on the financial outcomes of their franchisees, an ability to evidence a strong commitment to the measurement and monitoring of franchisee satisfaction, strong lender relations and a disciplined recruitment program.

Rating assessment outcomes from the Australian Franchise Rating Scale are being progressively delivered to participating franchise systems.

10 Business Franchise Australia and New Zealand

Accor jostle for prime position on the Sunshine Coast with new infrastructure set to elevate the destination With the Sunshine Coast earmarked as one of Australia’s major growth hotspots, and the region braces for the population to climb from 350,000 to 500,000 by 2031, Accor are wasting no time jostling for prime position.

Accor, together with hotel owners, Stay Centro GC, announce the Best Western Plus Lake Kawana Waters has been rebranded to Mercure Sunshine Coast Kawana Waters, under a franchise agreement.

Built in 2015, Mercure Sunshine Coast Kawana Waters is located in Lake Kawana, a masterplan development by Stockland, worth an estimated $5 billion to the local economy. Set on the waterfront, the hotel offers 81 spacious suites spanning four floors, with a full restaurant and bar, two separate yet adjoining function rooms (that can be combined), and ample car parking. The hotel is just one hour from Brisbane Airport, and 20 minutes from Sunshine Coast Airport.

Simon McGrath, Accor Pacific’s Chief Operating Officer, says the Mercure is a strategic and welcome addition to the network with the Sunshine Coast region on the precipice of a significant tourism boom, with major infrastructure works underway set to elevate the destination.

“The Sunshine Coast has experienced significant tourism increases into the region as of late, with a total of 3.8 million visitors spending $2.4 billion (FY 2018).

“Such positive visitation growth figures are buoyed by significant tourism investment and major infrastructure projects which will elevate the destination, including construction of a multi-million-dollar

redevelopment of Maroochydore CBD, expansion of the Sunshine Coast International Airport to bring it up to a global standard, in addition to another runway which will increase air capacity.

Michael Carr, Stay Centro GC’s CEO, said, “We are delighted to partner with Accor on this new venture at such an exciting time for the destination, and look forward to welcoming both corporate and leisure guests to the Sunshine Coast with the Mercure brands internationally renowned authentic, locally inspired service.”

Mercure Sunshine Coast Kawana Waters is ideally located one hour from Brisbane Airport, and 20 minutes from Sunshine Coast Airport.

No Dairy, No Problem - Gelatissimo Launch Decadent & Creamy New Vegan Range everyone can enjoy a scoop or three, regardless of their health or dietary preferences.

The two new flavours, Caramel Mudcake and Triple Chocolate, have been carefully formulated with a combination of coconut and soy milk that result in a perfectly balanced and rich plant-based gelato. But all dietary preferences aside, the flavours are so delicious that even the most experienced gelato connoisseur won’t mind that the dairy is missing.

Gelatissimo has expanded its vegan gelato range with two new decadent veganfriendly flavours that launched in stores.

Set to accompany the existing range of refreshing vegan sorbets, these two new flavours (with one more on the way) are the first of a new indulgent and creamy vegan range, introduced to ensure that anyone and

Now to get your mouths watering - Caramel Mudcake is a creamy vegan caramel gelato flavoured with caramelised sugar and loaded with actual chunks of golden-brown vegan caramel mud cake. The final result? The perfect combination of sweet caramel, smooth gelato and a soft chewy texture. Next in line is Triple Chocolate, which unsurprisingly involves a whole lot of vegan chocolate. This rich chocolate gelato is made using premium

West African cocoa, sprinkled with vegan dark chocolate morsels and drizzled with a rich chocolate sauce. This decadent gelato is dusted with cocoa powder to finish it all off, because what’s a little more chocolate for good measure?

“We’re seeing more and more demand for flavours that cater to a wide range of health and dietary preferences,” says Gelatissimo CEO, Filipe Barbosa. “We pride ourselves on having something for everyone and this is just another step in that direction.”

These decadent new flavours join Gelatissimo’s existing vegan sorbet range which includes Green Apple, Lemon, Mango, Passionfruit, Raspberry, Strawberry, Sunkissed Coconut and the 96 per cent Sugar Free Chocolate and 98 per cent Sugar Free Strawberry options.

The new flavours will be available across all 47 Australian stores for a limited time only.

Business Franchise Australia and New Zealand 11

c ov er sto ry: S n a p P r i nt & D e s i g n

Snap Print & Design –

Pushing Boundaries With over 120 years in the printing industry and 40 years in franchising, Snap Print & Design understands print. Snap is 100 per cent Australian owned and operated with over 150 Snap centres locally and internationally franchised centres in Ireland and New Zealand.

requiring a fully-integrated print management solution.

As industry experts in business printing, Snap caters to the needs of all types of organisations, from small local businesses through to corporate multi-nationals

As Australia moves further into the digital age, Snap Print & Design has proved that print and traditional media are here to stay.

To push the boundaries of conventional

Snap provides clients with a complete printing, design and marketing service, from the initial brief and graphic design through to print and the finishing touches such as mounting, laminating and binding.

All Snap Centres deliver personalised service, taking the time to understand their customers’ business and printing needs. Snap aims to present and provide print solutions which delight, not just satisfy their clients and customers.

A game-changer in print technology

12 Business Franchise Australia and New Zealand

printing and design, Snap Wynyard has installed one of the first HP Latex RSeries Printers in Australia.

The new Latex RSeries printer is considered a significant investment for conventional printers and will offer consistent quality, fast turnaround times and a range of printing options for clients.

The printer features a new hybrid design which allows for print on rigid and roll media. A new overcoat additive is used to provide added scratch resistance on the finished printed product. The new latex white ink system uses titanium pigments which allows for brighter whites that will not yellow or fade over time.

Warren Jones, Business Development Manager at Snap Wynyard, says “The image quality is so sharp, the clarity and what the device can print on to is just absolutely amazing.”

“With the new HP Latex R1000+ printer, Snap can offer customers the glossiest white on transparent and coloured media with high-opacity white that resists yellowing over time, has enhanced scratch resistance and quicker turnaround times.”

Snap the right choice for you Passion is the backbone of any successful business. At Snap, there are two passions: print and building businesses. As part of the Snap network, potential franchisees will be supported by a team with the expertise and enthusiasm to see the new business reach its full potential.

The ink system used in the Latex R1000 produces a larger colour gamut for improved print quality. The inks also require lower curing temperatures than previous latex machines which allow for a broader range of substrates.

“The R1000 allows us to print directly onto any substrate that enables us to turn around printing much quicker than we could before,” explains Jones.

Whether customers require packaging, vehicle wraps, window graphics, wallpaper, or soft textiles, the speed and quality of the HP Latex R1000 will provide the results for Snap and their customers.

“For Snap Wynyard it enables us to compete at any level and produce a range of highly sort after material.”

A game-changer in digital print technology, the HP Latex R1000 delivers several unique benefits for Snap clients. These include the incredible speed of delivery, superior quality and colour gamut, strong sustainability credentials, and odourless printing which is ideal for applications in sensitive environments such as hospitals and schools.

“Sustainability for our customers is very important,” says Jones, and “being water-

based the R1000 can deliver odourless prints which offer safer and cleaner options for the environment, high traffic areas and outdoor applications.”

With the new HP latex printer, Snap can transform any rigid or flexible substrate with amazing colours. And with no smell, new colours, new substrates, and HP’s white latex ink, this printer is an industry breakthrough.

Snap will be able to deliver quality printing on any rigid or flexible surface including wood, aluminium, glass, ceramic and more.

With the new HP Latex R1000+ printer, Snap can offer customers the glossiest white on transparent and coloured media with highopacity white that resists yellowing over time, has enhanced scratch resistance and quicker turnaround times.

With over 150 centres across Australia, there are already plenty of people enjoying the benefits of being part of Australia’s largest print, design and websites group.

If you’d like to enquire about purchasing an existing franchise or opening a new Snap Centre, please visit www.snap.com.au/franchising/franchising. html

Nothing beats the satisfaction of owning your own business, becoming your own boss, and the security and freedom to dictate your work and life balance.

Here are just a few of the reasons a Snap franchise could be the right choice for you: • Become part of a Multi Award-Winning Australian Franchise network • Join a growing market space in digital print • Open doors with an influential and recognised brand • Have sales leads generated for your business • Be supported in your local area marketing programs • Enjoy the flexibility to work 9-5 Monday to Friday, with your weekends free • Access the best-in-class suppliers through SNAP’s Premier Partner Program • Tap into the latest technology and training systems • Create a saleable asset to benefit your future

Business Franchise Australia and New Zealand 13

f r an c h i s e c o u n c i l o f aust r a l i a

Finding and Delivering Value in Challenging Times “I cannot overstate the importance the FCA places on ensuring that franchising remains a robust business model and that your individual businesses are in the best position they can be for ongoing success.”

Mary Aldred | CEO | Franchise Council of Australia

It might be a new year, but the challenges facing small business and, in particular, franchising are familiar ones.

In the economic briefings and forecasts I’ve attended; the message has been consistent.

The economy remains weak, and while Reserve Bank governor Philip Lowe has stated there may be a “gentle turning point” in the economy later this year, businesses are understandably cautious.

For any business, this caution must be balanced with the need to continue to innovate and develop products and services that resonate with consumers and meet their fast-changing needs.

Finding value for money is the key here. It’s easy to say that in the current marketplace, your franchise can’t afford to invest in innovation, training or new initiatives. I would argue that it’s these very circumstances that mean you can’t afford not to.

Perhaps this can be enabled by finding savings

that don’t compromise your brand’s value proposition or that of your franchisees.

One of the ways the FCA is working to facilitate this is through our partnership with Energy Australia. At last year’s National Franchise Convention, I mentioned how this new partnership would provide FCA members with benefits including access to free energy assessments and follow up recommendations on off-peak usage, solar panels and battery storage.

This program is now underway, with the FCA and Energy Australia working together to roll out the assessment and audit program to a select group of members. We look forward to sharing the topline results over the coming months, and to offer this service more broadly across the FCA membership.

It might be that your business can find smarter ways to access training and professional development. The FCA can help here too.

You may have noticed the FCA has launched its new website at www.franchise.org.au.

This is designed to be a streamlined platform

14 Business Franchise Australia and New Zealand

delivering fact-based data, business advice and assistance for members, as well as useful information for the broader sector.

Here you will find resources like the FCA’s Franchisee Guide, aimed at assisting prospective franchisees and existing franchisees with a toolbox of information from due diligence, to understanding franchise regulations and more. We encourage you to share this, and other useful information from our website across your networks of current and prospective franchisees.

Across 2020, we will also be working to deliver member-only exclusive information through this platform, as we seek to provide members with the edge in growing sustainable franchise businesses.

As the FCA looks to support members in delivering their ongoing education and training needs, we are also excited to partner with leading online learning and education platform, GO1.

This education partnership is designed to support the compliance, skills and development needs of FCA members through the provision of training and resources on an accessible online portal.

At last year’s NFC, I also said that while it’s been a tough time over the last 12 months, this presents all of us with a transformational opportunity to shape the future that we want for franchising.

We’re looking forward to sharing more details about the learning pathways and course content that will be available through the GO1 platform with members as the year progresses.

This year’s NFC theme of “Shaping the Future” builds on this and reflects the need for franchised businesses to ensure they are well resourced to control their own destinies, even as market forces exert their pressures on the business environment.

Value can also be gained by the connections that we form — franchise professionals who are facing the same challenges as you but may already have solutions.

For CEOs of member franchise companies, membership of your local Chief Executive Syndicate is an investment being part of an invaluable peer-to-peer network of franchise executives unlike any other.

This year’s National Franchise Convention, to be held in Melbourne from 18-20 October, is yet another opportunity for members to collaborate and learn.

Following the success of the FCA’s inaugural Multi-Unit Summit in 2019, this event will again in 2020 bring together current and aspiring multi-unit franchisees and the franchise executives that support them to learn strategies to grow profitable multi-unit businesses and maximise the opportunities for the talented franchisees that are the backbone of every great franchise network.

I cannot overstate the importance the FCA places on ensuring that franchising remains a robust business model and that your

individual businesses are in the best position they can be for ongoing success.

Each and every FCA membership is valued, and I look forward to continuing to deliver value to all FCA members in 2020.

Mary Aldred is the CEO of the Franchise Council of Australia, the peak body for the nation’s $184 billion franchise sector.

Mary commenced in the role in April 2018, bringing with her extensive experience across government, industry and the corporate sectors. As CEO, Mary has led the FCA in developing and delivering strategic priorities to strengthen the FCA’s role as an effective peak business organisation and advocate for a compliant, sustainable and profitable franchise sector.

Franchise Council of Australia Phone: 03 9508 0888 Email: info@franchise.org.au Web: www.franchise.org.au

Business Franchise Australia and New Zealand 15

pr o file : Po l i s h e d D i a m o n d s

Custom Made Jewellery Franchise

Polished Diamonds – Jewellery Design is an award-winning, international fine jewellery business, successfully operating in over 13 countries.

To date, Polished Diamonds has served thousands of clients from around the World including UK, Canada, USA, Australia, South Africa, New Zealand – even Antarctica.

Using the latest technology and traditional hand craftsmanship to produce the finest and most accurate diamond jewellery, Polished Diamonds specialise in the production of accurate and symmetrically perfect engagement rings, matching wedding rings and fine jewellery items. Each item is custom made to exact requirements and to fit any budget.

Franchise opportunity As part of the international expansion strategy, Polished Diamonds intend to establish a strong retail network with a flagship store located in Sydney, NSW and are looking for the right operator to join the team.

The NSW franchisee will have the rights to exclusively market and promote the Polished Diamonds brand, sell products and use the brand’s systems and supply chain within the State territory (also available are VIC, QLD and WA). This is a proven business model and is ready to operate. The brands systems and methodologies are profitable and will assist the franchisee to build up a large successful business, whilst mitigating the risks associated with a new start-up venture.

No jewellery experience is required - full product manufacture is supplied, along with sales and product training. Polished Diamonds are looking for partners with strong sales, marketing and organisational skills and the ability to invest into the business to establish the brand in the State-wide territory.

The successful franchisee may establish multiple stores if they wish at no additional license cost. There are huge opportunities for growth, profit and economies of scale. This is a unique opportunity to take an existing profitable and award-winning business model and replicate it in Sydney NSW or another Australian State. As the franchise model has a low royalty structure, growth and expansion is rewarded with bottom line profit $$$.

The franchisee will benefit from the brand’s low cost and multi- channel business model including:

16 Business Franchise Australia and New Zealand

• Low royalty structure at five per cent of turnover and two per cent for advertising • Design studio layout for effective retail sales including graphics, fit out, displays etc.

• Online sales within the trade area through www.polisheddiamonds. com.au • Social media channels for branding, awareness, sales and marketing • All the intellectual property, systems and know how to replicate the successful business model within the franchise territory including full training at our other franchise stores and support for your launch and opening.

Could you be the right candidate?

Please contact Daniel Joines, Polished Diamonds International CEO for further information on this opportunity.

Ph Aus: 1800-233-299 Intl/Mob: +64 21 966 448 Email: dan@polisheddiamonds.com

STATEWIDE MASTER FRANCHISE VIC - NSW - QLD perfect written and spoken English, be highly organised and be able to fund the initial Franchise costs.

No jewellery specific knowledge is required as full training is provided for this unique Franchise Opportunity. A low setup cost and fair royalty structure that reward and encourage growth and profitability.

“Polished Diamonds - Jewellery Design” is an award winning, global jewellery business looking for clever people to operate an exclusive State-wide territory in New South Wales, Queensland and Victoria. This is a big business opportunity to establish a leading brand across entire States with a low cost entry franchise model. Ideal candidates will have excellent sales and marketing skills,

Our supply chain includes the world’s largest diamond cutting facility, 1.56m loose diamonds worth $7.4b, CAD jewellery modelling, 3d printing and MRI laser scanning. Manufacturing is completed in our workshop and the franchise offering is a retail role in a boutique luxury showroom which we’ll help you select, then assist with fit out and a marketing campaign so you are ready to open. As winner of “Best Retail” at The Business Awards, our systems are a proven success.

Contact Daniel Joines to discuss this opportunity and for our indepth brochure.

1800-233-299

dan@polisheddiamonds.com

e x pert a dv i c e

t he

to Funding Your Franchise Over the last few years, securing finance to buy a business has become increasingly difficult, especially with the recent changes that came into effect in the highly-regulated lending industry.

We all know that it’s never been harder to borrow from the ‘big four’ banks and brokers have also been affected by the recent regulatory updates impacting the sector.

Ultimately, you’re going to have to jump through multiple hoops to get a finance loan approved. You’ll need to ensure every single checkbox is ticked. Moreover, you’ll have to prove your financial position and your ability to repay the loan - showing that you’re ‘riskfree’ or ‘low-risk’.

The entire industry has been placed under a microscope, making the process extremely involved for anyone wanting to obtain finance loans and credit under stricter criteria and compulsory rules set out by the

“It’s not enough to simply own a small business; you need to manage it too. Your plan should clearly show how the business will manage expenditures and income to achieve profitability and how long this will take.”

Holly Barnes | Head of Lead Generation and Marketing | DC Strategy

Australian Prudential Regulation Authority (APRA). APRA licenses and regulates banks, credit unions and brokers by developing and enforcing standards and prudential guidance that promotes prudent behaviour by authorised deposit-taking institutions (ADIs).

The Australian Securities and Investments Commission (ASIC) is a consumer-facing regulatory body, and it oversees the Financial Ombudsman Service, and also takes action against financial service providers who mislead, are deceptive or demonstrate unconscionable conduct. While APRA is responsible for ensuring that Australia has a stable, efficient and competitive financial system, ASIC has responsibility for market integrity and consumer protection. It also regulates investment banks and finance companies.

18 Business Franchise Australia and New Zealand

So, where do you start?

Begin with a goal and the outcome in mind, of course. Here are the seven most important factors to consider (and action) before starting your franchise-funding journey:

1

Determine how much money you’ll need

Think about the long-term repayments and the expenses you will experience when buying a franchise. Keep in mind that if you’re borrowing too much money, you might be paying more in interest than you need to while borrowing too little means that you won’t have enough for everything you need to operate the business effectively. Without enough finance, you may need to apply for

a second loan. Make sure your estimation is as accurate as possible to ensure you have the best return on your investment.

2

Have a solid and detailed business plan

It’s not enough to simply own a small business; you need to manage it too. Your plan should clearly show how the business will manage expenditures and income to achieve profitability and how long this will take. You need to give as much detail as possible for your finance loan to be approved and pass the mandatory checks. Moreover, you need to prove that you will be able to earn enough money to afford your monthly repayments and living expenses.

3

Consider your repayment timeline

Weigh up your options and think about the bigger picture. How long will it take you to pay back the loan? How much will you be able to afford to repay per month? Will it be a consistent amount, or can you pay back more as the business grows? Ask yourself these questions to determine a realistic approach that will help with your business profitability.

Your business plan needs to follow a strategic process that will show your step-by-step proposition to ensure business growth.

4

Support your business case

Consider how profitable it will be in concrete dollar values and draw on as much evidence as possible. Use factual data and evidence to show a proven business model and systems in place to run the franchise business. Your lender will make a yes or no decision based largely on how much you can convince it that the business will be profitable.

You must have formal financial projections, showing clear profit and loss expectations.

5

Show your strengths and experience

Having relevant small business management and financial experience will inspire more confidence in potential lenders. Don’t hesitate to mention how your own business history can help you succeed and that it also provides a great platform for future success. Remember to promote yourself and provide proof of your experience, mentioning any relevant qualifications and business development.

6

Create a plan and set a budget

Break down what exactly you plan to spend the money on and set a budget. This is not

only necessary for your planning, but it’s also essential information all lenders need to know to make a decision. If the money goes towards staff or refurbishment costs, for example, they might expect a slower return on investment.

If it’s going towards supplies, inventory, store fit-out and marketing, then they might expect a quicker return.

7

Keep it simple

Rather than applying for hundreds of loans with a low success rate, your time will be better spent focusing on a small number of good products and lenders to pitch to. Before applying, you need to compare business loans to rule out any that have unreasonable interest rates or excessive fees. You want your franchise business to thrive, not fail because of the financial repayments.

How do you secure the best finance options?

If you need to access finance to fund your franchise, a finance broker is the ‘middleman’ source who usually arranges loans for a fee (paid by you or the lender or both). The fee is a small percentage of the loan amount, generally between one per cent and two per cent. Moreover, a finance broker deals with the lenders for you and arranges a loan on your behalf.

By law a credit provider must follow the guidelines set out by ASIC, stating that they should: • Make reasonable inquiries about your financial situation, requirements and objectives • Take reasonable steps to verify your financial situation.

With this, you need to ensure that you’re in a position to qualify for a loan. Sailesh Bijlani, known as ‘The Lifestyle Broker’ and part

of National Pacific Finance group, believes that franchise loans aren’t out of reach for most people, saying that; “Business lenders represent an important part of the financing industry, as bank loans remain out of reach for many entrepreneurs. Franchise loans, which have less-strict borrower qualifications than traditional business loans often transfer the funds in your account a lot faster. Generally, these loans may have higher rates than bank loans. However, they can be crucial sources of capital to many small business owners, including franchise owners, who would not otherwise qualify for financing. Moreover, some of the lenders offer rates that are on par with big banks.”

If a finance broker is arranging a loan covered by the credit law, the finance broker must have a licence. You can check to see if the finance broker is registered by phoning 1300 300 630 or at connectonline.asic.gov.au.

Good luck on your journey to funding your franchise!

Holly Barnes began her career in journalism after studying in South Africa.

After making a move to London in 2013, she changed her focus to marketing, working for a publishing and events company servicing different industries and subsequently moved to Australia. Holly has been a key part of the DC Strategy Franchise Sales and Marketing team since 2017. Her primary focus is on building and delivering exceptional lead generation and marketing strategies for clients, and ensuring that marketing campaigns deliver the necessary results in order to assist in finding franchisees and assisting the franchise sales and recruitment process.

Holly also continues to expand the consultancy firm’s online presence and build the DC Strategy brand from a digital marketing perspective.

Business Franchise Australia and New Zealand 19

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Digital Information for Franchise Owners

Here at the ATO we have been working on improving our digital services for small businesses, knowing it can make things easier for you.

One of the biggest changes coming is the retirement of AUSkey on 27 March 2020.

The new myGovID and Relationship Authorisation Manager (RAM) are available now, and will replace AUSkey and Manage ABN Connections.

Many in business are familiar with AUSkey – it has been the way to access our Business Portal for the last ten years! But changes and improvements in technology means it’s time for AUSkey to retire. I want to reassure

“Many in business are familiar with AUSkey – it has been the way to access our Business Portal for the last ten years! But changes and improvements in technology means it’s time for AUSkey to retire.”

Andrew Watson | Assistant Commissioner Australian Taxation Office - Small Business line

franchisees that the changes are simple, and

What is myGovID and RAM?

an improvement on AUSkey, so I’ve pulled

• myGovID is the Australian Government’s digital identity provider and a new way to prove who you are online. Available to download as an app on your smart device.

together some information about the changes and links to the websites – but remember, if you need to speak with us, you can always give us a call on 13 28 66.

20 Business Franchise Australia and New Zealand

• Relationship Authorisation Manager (RAM) is a new Australian Government

Will I need to make the change?

Anyone who needs to use the ATO’s Business Portal or the Small Business Superannuation Clearing House will need to set up a myGovID and link it to their business using RAM.

I have myGov, do I need a myGovID too?

You do as they are different. Your myGovID will be the new way you access to the Business Portal and other government online services for businesses.

Your myGov account lets you select and link to government online services as an individual.

To clarify, if you currently use your myGov account to access the Business Portal, this means you use Manage ABN Connections.

This service is also retiring with AUSkey. You will need to start using myGovID.

What do I need to make the change?

• iOS 10 or later on Apple • Android 7.0 (Nougat) or later.

With this device, you will need to download the myGovID app from the App Store or Google Play.

Most smart devices with this software are compatible and able to use myGovID.

There are a lot of benefits to this change, including: • It’s simple – your myGovID will unlock multiple government online services. You no longer need multiple AUSkeys.

• It’s flexible – use your myGovID on the go, anywhere and anytime. You no longer have to use the same AUSkey on a particular desktop or device.

• It’s streamlined – use RAM to manage all of your authorisations in one place “As a business manager, anything that streamlines what I have to do, anything that makes it easier, I’m going to jump on board with.” – Delia, Sole Trader

Not only is it easier, it’s more secure.

MyGovID uses security features in your device to protect your identity and information.

“I don’t want my tax records to be leaked online or to be hacked or anything like that…security is number one, but it’s also got to be easy to use.” – Frank, Café owner.

I don’t have a smart device – what can I do?

You will need a device which meets the minimum requirements to download the myGovID app (that is, a smart device which has iOS 10 or later on Apple or Android 7.0 (Nougat) or later).

If you need to purchase a new device, you may be able to claim a deduction for this, including the data. As a franchise owner, you might need to buy additional devices for those that work for you – you may also be able to claim these devices.

Standard deduction rules apply – you can read more about these at ato.gov.au/businessdeductions.

You will need a smart device which has

authorisation service that allows you to act on behalf of a business online.

can access this under “resources” at ato.gov. au/mygovid.

To get started, the principal authority of the franchise will need to set up their myGovID and link the business in RAM. Once the business is linked, they can set up and import authorisations for others within the franchise.

The principal authority – or the authorisation administrator – will have until the 27 March to use the Import AUSkey function to create multiple authorisations. When you do this, make sure you check AUSkey manager to ensure all the details are up to date.

I’m not great with technology, is it easy?

We’ve had feedback from a lot of our users that the changes are easy to make, and a big improvement on AUSkey.

You can watch this video (available at https:// publish.viostream.com/play/bd1bdiunsztoxr) with feedback from small business owners themselves. We have also created a fact sheet to help make the move easier for you – you

Need more?

More information is available at ato.gov.au/ mygovid to help you make the change.

“I downloaded the myGovID app and went online and I got a fact sheet. Basically I read through it and I just had some step by step how to set up the app and how to link my business to find my ABN and link it in and then you know, eventually go through and give my bookkeeper access. It was pretty easy. It was just a few steps.”

– Frank, Café owner.

Andrew Watson is an Assistant Commissioner for the Australian Taxation Office in the Small Business line. He is currently responsible for understanding how small businesses engage with the tax and super systems, collaborating with small businesses, industry groups and government agencies to shape the client experience and drive improved digital services. His area also helps small businesses manage cash-flow and digital readiness so sustainable and viable businesses can thrive, and advocates for small businesses within the ATO. You can connect with Andrew on LinkedIn - www.linkedin.com/in/andrew-watsontax/

Business Franchise Australia and New Zealand 21

e x pert a dv i c e

To Test or Not to Test: Drug and Alcohol Policies in the Retail Workplace

According to Gouldson Legal, people who are in the workforce are more likely in the last 12 months to have consumed drugs or alcohol than those who don’t work.

“Always undertake a thorough risk assessment of drugs and alcohol in the workplace before creating any policy. The completed risk assessment should guide your business as to the approach required for the development of policy.”

Chris Beasley | Managing Director | Safety Navigator

And, according to Comcare, drugs and alcohol use by individuals is the cause of up to 15 per cent of workplace incidents leading to injury worldwide.

with individuals under the influence of drugs or alcohol in the workplace, including:

With those statistics, it seems a little wonder that many organisations choose to implement robust drug and alcohol policies, and even regular drug and alcohol testing programs in workplaces.

• Mental health affects, e.g. long or shortterm depression

But just how effective are those policies, and how practical is it to run testing programs for Australian and New Zealand Franchise businesses?

Risks to individuals associated with drugs and alcohol in the workplace There are, of course, many risks associated

• Loss of employment, due to employees being terminated or the worker being absent

• Potentials for workplace violence • Adverse effects on the ongoing health of a worker

Risks to franchise businesses and the franchisee There are also several risks to the franchise business and its owner/s as they relate to drugs and alcohol, including: • Potential for lower morale amongst

22 Business Franchise Australia and New Zealand

workers which may lead to absences, lower productivity • Lost productivity due to the absences of workers and their potential inability to focus on the job while under the effect of drugs or alcohol • Adverse impact on the workforce where absences and a lack of focus can lead to workplace incidents

Cost of policies and testing programs vs the cost of not implementing The Alcohol and Drug Foundation estimate that the cost in lost productivity alone to Australian workplaces related to drug and alcohol use is $6 billion per year.

The purchase price of a mid-range breathalyser to measure alcohol levels present in workers is around the $400 mark, while a salivabased drug test conducted at the workplace takes approximately 15 - 25 minutes per test to complete. In most major cities, the cost of using an external provider to complete both alcohol and drug testing on-site is approximately $85 - $120 per worker, and with typically a minimum number often required.

â&#x20AC;&#x153;Always undertake a thorough risk assessment of drugs and alcohol in the workplace before creating any policy. The completed risk assessment should guide your business as to the approach required for the development of policy.â&#x20AC;?

And add to that the cost of creating robust workplace policies around drugs and alcohol, along with the education required to get a clear cut through on the message, and some small franchised business owners might view implementing a strategy as a costly (ongoing) undertaking.

But if a franchise business has more than 10 workers, you could assume based on statistics that there is a 1.5 in 10 chance of drugs or alcohol causing a serious workplace incident every six years, and every three years for more than 20 workers in the business.

Assessing risk vs cost While using cost as an indicator of need in the testing for drugs and alcohol may not be

Business Franchise Australia and New Zealand 23

e x pert a dv i c e

“The Alcohol and Drug Foundation estimate that the cost in lost productivity alone to Australian workplaces related to drug and alcohol use is $6 billion per year.”

an ideal rationale, in lower-risk industries and especially where those workplaces have few workers, the cost will always be considered.

For example, small franchise business in the non-food based retail sector may deem testing and rigorous drug and alcohol policies as too onerous versus the actual risk of the same, causing a workplace incident.

A thorough risk assessment relating to drugs and alcohol in the workplace should be undertaken, however, and ideally, this assessment would be carried out by the franchise owners of the business in consultation with the workers to ensure a diversity of opinion.

Risk assessment should always take into consideration the consequences and likelihood of drugs and alcohol to cause and incident versus the actual cost of implementing a program, or indeed; at what level those policies and programs should aim at.

Tips on creating strong drug and alcohol policies in the workplace So given the risks to both the individual, and the franchise business and its owner/s, let’s list some key strategies and implementing policies or programs that aim to reduce those risks: • Always undertake a thorough risk assessment of drugs and alcohol in the workplace before creating any policy. The

completed risk assessment should guide your business as to the approach required for the development of policy.

• The policy should focus on the positives (e.g. worker safety) rather than the negatives (punishing ‘wrongdoers’) • If purchasing equipment, only use that which has been certified to Australian Standard, with clear instructions on use • The policy should use simple language and not be overly long so that it will be more easily adapted.

• Educate all workers on the importance of the drug and alcohol policy and encourage them for feedback both before the policy being created, and ongoing.

The ‘hidden downside’ of testing for drugs and alcohol While many would agree that there are numerous positive outcomes associated with screening for drugs and alcohol in the workplace, there is one potential downside in testing, particularly where that testing is a random event.

In some cases, a worker with a ‘clean’ record both in his or her application to the job role, and relating to no apparent issues with drugs and alcohol in the past, could find themselves ‘unlucky’ when tested if there is found to be

24 Business Franchise Australia and New Zealand

a comparatively high blood alcohol reading, possibly because of consumption the night before the test.

This is especially true in workplaces with a zero-tolerance policy approach to drugs and alcohol, and in these instances, a worker and his or her colleagues may feel that the policy in place is far too strict, which may lead to resentment and lower worker morale — i.e. where employment is terminated for one breach to policy.

Therefore all drug and alcohol policies, especially in smaller franchise businesses in low-risk industry sectors, must be appropriate in every measure.

Getting it right The balance between a commitment to providing a drug and alcohol-free workplace and the costs and potential downsides in doing the same is delicate.

To get it right, the workplace needs to undertake a risk assessment which involves worker consultation, then create, then implement a drug and alcohol policy that aligns to the risks.

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

Finance your Equipment & Fitout with Franchise Finance Australia Finance Australia can get you the equipment you need for your franchise today.

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Business Franchise Australia and New Zealand 25

sna psh ot: A n d rew B a r to n L a u n d r y S y s te m s

A True

Hands-Off Approach Andrew Barton Laundry Systems was established over 60 years ago to service the Queensland laundry market. The business was built around sole distributors of the world-famous Speed Queen brand of commercial laundry products.

The laundry industry is going through its very own digital revolution, and today, Andrew Barton is officially launching its unique Managed Laundromat Service (MLS). The Managed Laundromat Service has been designed to take advantage of the latest digital technology, including their own cashless payment system and remote security monitoring, which has opened up the laundromat market to investors who want a truly hands-off approach.

The Managed Laundromat Service not only includes finding the right site, specifying the

perfect mix of machines, and managing the fit-out, the Andrew Barton team also handles all ongoing management of the laundromat on your behalf, including the cashless payment system, machine maintenance, cleaning and monitoring of security. All you have to do is check your bank account! This service is ideal for a serious investor who may want to open several laundromats.

However, every investor is different so they can have as much or as little involvement in the process as they want. Andrew Barton will tailor a package to suit the investors goals, provide a site review to ensure they get the right location, advise on what to look for in a rental contract and help with the fit-out as needed.

While itâ&#x20AC;&#x2122;s true that anyone can develop the skills needed to run a laundromat, opening one is a different matter and opening a successful one is a real skill. From finding the right site and negotiating a favourable lease, to developing the correct mix of washing machines and dryers, working with an experienced fit-out team, Andrew Barton has many yearsâ&#x20AC;&#x2122; experience an investor can call on to make sure their investment has the best chance of success.

Many of Andrew Bartonâ&#x20AC;&#x2122;s investors come back for more. Firstly this is because investors get

26 Business Franchise Australia and New Zealand

fantastic returns but also because the process is so easy to understand. Andrew Barton is fully transparent and provides all investors with a dedicated project manager who will develop a project plan hand in hand with them. This gives complete visibility at every stage.

Andrew Barton laundromats are an excellent long term investment primarily because the Speed Queen machines last for so long. An investor can expect day after day of reliable running for 15 years or more without the need for significant reinvestment, so once the initial set up costs have been recouped the additional profits become even more attractive.

What sets Andrew Barton apart is their knowledge of what makes a successful laundromat and their ability to provide a complete, end to end, fully managed service is unique. Their Speed Queen products are the toughest on the market so with Andrew Barton on your side, you have the best chance of success.

For more information on how Andrew Barton can help you realise your investment dreams, please contact us at: mls@andrewbarton.com.au or call us on 1800304030

WE MEAN BUSINESS S U P P O R T I N G YO U E V E R Y S T E P O F T H E WAY

FC Business Solutions has decades of experience across all areas of Franchising so we can provide you with as much (or as little) support as you need to improve your f ranchise offering, build your brand and improve your results.

STUDIO Brand development and guidelines Marketing campaigns Social media lead generation Website and digital

OPERATIONS

PEOPLE & CULTURE

Operating procedures

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Manuals and policies

Strategic advice

Audits

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Organise professional events

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CONTACT US FOR MORE INFORMATION

W W W. F C B S . C O M . A U

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( 03 ) 953 3 002 8 Business Franchise Australia and New Zealand 27

e x pert a dv i c e

The future of learning and development is peer-to-peer As the business landscape shifts and change becomes the new constant, the traditional model of a three to five-year higher education spent learning technical skills, followed by a forty-year career spent applying them, is no longer serving us.

Technology, artificial intelligence and automation; volatile, fast-paced business environments; and up to two-decades longer in the workforce are driving the need for continuous lifelong learning.

Career changes are increasingly commonplace, many requiring considerable reskilling and re-education. Existing professions are also evolving, as specific roles and tasks are automated, and value is delivered in other areas. And entirely new professions are emerging, many of which have no formal curriculum.

Forward-thinking higher-education institutions are now offering

â&#x20AC;&#x153;Technology, artificial intelligence and automation; volatile, fastpaced business environments; and up to two-decades longer in the workforce are driving the need for continuous lifelong learning.â&#x20AC;?

28 Business Franchise Australia and New Zealand

courses that equip graduates with the skills for a future that might involve multiple career paths, rather than a single career in a specific discipline.

Increasingly, though, the responsibility for learning and development is moving beyond institutions and falling on individuals and organisations.

With more change and less time, we need to rethink how learning and development experiences are delivered and how they integrate into the overall employee experience.

And one of the best methods is peer-to-peer learning.

Long-term sustainability Learning and development is rapidly growing in importance as a business function, though in the future, its value will go beyond delivering knowledge, to empowering others with the skills needed to teach each other.

According to Glassdoor, the average business in the United States spends roughly USD$4000 per hire and takes up to 52 days to fill a position — a cost far better invested in learning and development.

It makes sense to hold onto good people, transitioning them out of redundant roles and reskilling them to fit new positions, rather than adopting a cycle of firing and hiring. People are being valued on cultural fit and personal skills, more than the ability to perform a specific technical role.

As the demand for learning escalates, employing external consultants to roll-out training is becoming unsustainable. The sheep-dipping approach of running everyone through the same content as quickly as possible was never regarded with particular fondness. But with increased demand for bespoke learning experiences, it’s no longer a viable investment.

Bringing learning and development inhouse tantalises with substantial savings in time, productivity and dollars. In 2010, British Telecom reported savings of USD$12,000,000 annually by adopting open-source learning solutions and peer learning.

These savings are better invested in building capability in leaders: the psychology of learning, human-centred communication, fostering psychological safety, and facilitation techniques. These are areas leaders aren’t traditionally trained in, and possessing technical knowledge doesn’t equate to being able to pass them on to others. However, once these additional skills have been learned, they can be applied over an entire career.

“With more change and less time, we need to rethink how learning and development experiences are delivered and how they integrate into the overall employee experience.

And one of the best methods is peer-to-peer learning.”

Jen Jackson | Founder and CEO | Everyday Massive

Teaching promotes learning

A social experience

It’s well established that teaching is an effective way to learn and embed existing knowledge.

LinkedIn’s 2019 Workplace Learning Report discovered a high demand for social learning experiences at work, with over half of each generation valuing the ability to collaborate with instructors and peers while learning.

A recent study led by psychologist Aloysius Wei Lun Koh suggests peer learning is effective because it forces the teacher to retrieve content they’ve previously learned. This repetition strengthens neural connections; a premise studying is based on.

Articulating knowledge also requires a thorough understanding of the subject matter.

It’s possible to have in-depth expertise, but explaining it concisely to others quickly, identifies any gaps in the teacher’s knowledge.

It also requires a greater understanding of context — the reason why we do it.

Additionally, a constant cycle of learning and teaching fosters an environment where curiosity, learning and feedback are encouraged.

Peer learning delivers on this demand, translating to improved learning outcomes.

Research from Michigan State University found students performed better when peers provided the context for learning. While students who received a peer rationale wrote better essays and received the highest final grades, students who received a scripted rationale from an instructor performed worse than receiving no rationale at all.

Study co-author Cary Roseth suggests these results show that while instructors are good at communicating facts, peers tap into an identification process. They give the material additional meaning and purpose — a relatable narrative — beyond mere memorisation.

Business Franchise Australia and New Zealand 29

e x pert a dv i c e

The benefits of peer learning aren’t only educational, though, they’re social as well. A shared learning experience fosters inclusion, trust, and collaboration.

A study led by Cynthia Rohrbeck found peer learning in school systems helped minority groups integrated better and increased the likelihood of continued positive interactions.

We also tend to trust our peers and leaders more than external consultants or trainers.

These are the people we’ve built a rapport with, who understand our work and its challenges.

LinkedIn found people primarily discover the skills they need to improve or progress through the direction or guidance of their manager. Seventy-five per cent would take a course assigned by their manager, while 46 per cent cited their manager or leadership as a source of learning opportunities.

Good leaders know their people better than anyone and are in a unique position to personalise learning opportunities based on individual strengths and skills gaps.

and streaming video. Content can be sorted into channels or playlists based on a topic, skill or learning objective. It can be shared, rated, recommended or commented on.

Higher expectations

This new technology gives people a familiar way to develop and share work-related content with their peers.

Our expectations for content-sharing have grown. We can sign-up to incredible learning experiences online — often for free. Meanwhile, many workplaces are still hampered by outdated learning management systems (LMSs) and technical content cobbled together and distributed as uninspiring documents.

Fortunately, LMSs are gradually being replaced by learning experience platforms (LXPs). Where LMSs have typically focused on rules, compliance and management, LXPs are more flexible and engaging, mirroring technologies we use daily, like social platforms

30 Business Franchise Australia and New Zealand

Jen Jackson is founder and CEO of awardwinning employee experience company Everyday Massive, speaker, and author of How to Speak Human (Wiley, 2018).

She works with forward-thinking leaders to transform the employee experience — increasing connection, improving communication, and building capability in leaders and teams.

Visit www.everydaymassive.com

e x pert a dv i c e

Seven Steps to Marketing Yourself

Like a Rockstar

“Be strategic about where you’re going to market yourself. If your audience is a professional one, then you’d be wise to invest some time in marketing yourself on LinkedIn. If they’re more relaxed and your products photograph beautifully I’d suggest looking at Instagram.”

32 Business Franchise Australia and New Zealand

rotten tomatoes being thrown at you – or worse, being booed off the stage. Be strategic about where you’re going to market yourself. If your audience is a professional one, then you’d be wise to invest some time in marketing yourself on LinkedIn. If they’re more relaxed and your products photograph beautifully I’d suggest looking at Instagram. Facebook is the only platform that I tell every business owner to be active on. There are 2.37 billion active monthly users, with 1.49 billion of these being daily active users. (source: www.brandwatch. com). I can guarantee you that there is enough of your ideal audience on that platform. You need to be on there.

“There are no quick fixes or magic pills when it comes to marketing yourself online. You need to choose to be positive about the fact that it requires you to be consistent and persistent.”

Nicola Moras | Online Visibility Expert and Author

“The thing that makes people stand out is how they enhance and highlight their point of difference.”

We all get inspired by the confidence that oozes out of a rockstar when we see them on stage or performing.

We love it when we see an artist step into their own, and we get taken a journey with them throughout their show - their mastery over their voice, their certainty and commitment to the performance. We all love it when a performance is done well.

Look at the specific examples of Freddie Mercury, Gwen Stefani and Madonna, they are icons, and they have ‘it’ – being magnetism and confidence. Best of all, it’s this that helps them to cultivate raving fans who throw their money at them for their music, their concerts and their merchandise.

Here’s how we can emulate this in our marketing and create our own raving fan culture.

1

Own your point of difference

The thing that makes people stand out is how they enhance and highlight their point of difference. For those of us who are marketing ourselves online, the main point of difference you have is yourself. When you look at your knowledge, your experience, your lifestyle and even the way you are (e.g. energetic or analytical) you can accentuate some of these features of you to stand out and be seen.

2

Create a rockstar mindset

Musicians know that for most of them, it takes a long time to ‘make it’ and they know that they’re going to need to persist. There are no quick fixes or magic pills when it comes to marketing yourself online. You need to choose to be positive about the fact that it requires you to be consistent and persistent. At times

it will mean that you need to do something different and reinvent the way you show up online. A bit like Taylor Swift did when she transitioned from the country music genre to pop. Pivoting makes sense if what you’ve been doing isn’t working. It doesn’t make you a failure. Be brave like a rockstar, and share your opinions on the issues that are important to you and your audience.

3

Know your audience

We don’t tend to fall in love with one-hit wonders and often think months down the track “who was it that sung that song? Can you remember”… we want to be remembered, and that’s going to need consistent content.

Post daily and make sure that you’re adding value to your audience with the content that you’re putting up there.

7

Scale it and create community

AC/DC would be unlikely to play to the audience of an opera just like an opera singer is unlikely to wow the audience at a heavy metal concert. When it comes to your marketing, you’ve got to know who you’re talking to, so that they can enjoy what it is that you’re saying. Otherwise, it can come across like you’re shouting at them – and even worse, out of key!

4

Connect and engage with your audience

Every fan loves it when the lead singer of the band singles them out to speak to them on stage or catches their eye. There’s like a rush of adrenaline that goes through their body as they feel that connection. Your audience online can feel the same way about what you’re putting out there when you acknowledge them personally. Social media isn’t like a crowd of faceless humans. They are real people watching and listening to you.

Help them feel connected by speaking with them, not at them.

5

6

Be consistent with your content

Grow your presence strategically

When artists are trying to be heard and seen, they tend to play anywhere that they can get a gig, which isn’t very strategic. As we addressed in point number three, if you play your music in the wrong venue, you risk the

Audiences love it when musicians create great concerts and merchandise. Shows bring people who all like the same thing together. It’s like a community is formed of people who all want the same thing. Creating communities online where your audience can get together is super important. Humans have a core desire to belong and to be with like minded people. Create space in your marketing to make this happen. Consider how you can scale your marketing by offering your audience a group or space to ‘hang out in online’. (Facebook groups are a great way of doing this). This is where your raving fans are going to come together and sing your praises.

To market yourself like a rockstar, you’ve got to take on the mindset of a rockstar and emulate the way that they have built up their personal brand - this is where your marketing, your opinions and your content comes in.

Have fun with it!

Nicola Moras is an online visibility expert, author of VISIBLE a guide for business owners on how to generate financial results from social media and digital marketing.

Nicola helps clients around the world achieve visibility, impact and profits, enabling them to become ‘professionally famous’ online.

Find out more at www.nicolamoras.com.au

Business Franchise Australia and New Zealand 33

pr o file : S u bway

the

human ingredient Millions of ways to make a sandwich but one ingredient remains the same: the human ingredient.

From a humble submarine sandwich shop, to the largest quick service restaurant network in the world, Subway® is one of the world’s most-recognisable brands and has built its reputation on quality, freshly made food.

With a 50-year global history and 1600 restaurants across Australia and New Zealand, people often ask what is the recipe to success?

It’s simple: the human ingredient. Each restaurant is individually owned and operated, and franchise owners from diverse backgrounds, who all have one thing in common: their love of freshly-made food.

Subway® is a business of opportunity When Damian Culpeper first started as a Sandwich Artist® while studying at university, he never imagined that Subway® would be his future.

“I always wanted to run my own business but didn’t know how I was going to do it.

The biggest driver for me was finding a good healthy fast food option. Subway® ticked all the boxes as there were plenty of fresh food options, plus lots of systems and processes in place to help me run a successful franchise,” Damian said.

After finishing his university degree and exploring other career paths, Damian realised that a desk job wasn’t for him. He returned to Subway® and now owns his own restaurant.

“My job has a great amount of variety. I’m in charge of hiring staff, managing and ordering stock, staff rosters and payroll. I also spend time serving and talking to guests. For anyone who doesn’t want to sit behind a desk all day, I really encourage them to consider Subway,” Damian said.

Subway® is a business for entrepreneurs Mum of two and Subway® franchise owner Krystal Butler purchased her own Subway® franchise after working in another restaurant and believes it is a career that delivers flexibility and profitability.

For Krystal, owning a Subway® restaurant has been a career that has been compatible with kids and allows her to support both her family and her team.

“Subway has allowed me to achieve what a lot of people are striving for – work and life balance. My children are my top priority but I’m also very goal-driven and my Subway restaurant is important to provide for my family,” Krystal said.

Subway® is a business for families For Subway® franchise owner, Dallas Mulholland, his business has been a family affair. After purchasing his first restaurant, it wasn’t long before his own daughters started contributing and developed a taste for excellent and preparing freshly-made food. Now, the business has become multigenerational, with daughters Shannon and Casey, working alongside their father as owners and carrying on the business.

Building this legacy has been about leadership for Dallas, not just for his daughters, but also for the wider team. “I lead by example, I’m happy to roll up my sleeves and do any job, whether that be the dishes, wiping tables or cleaning up. It’s all important. If my team see me do that, I’m hoping they follow my lead,” said Dallas. “I am fortunate to have a great team that take pride in what they do.”

Subway’s vision The recipe to Subway’s global success has been in the people behind its restaurants.

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

If you’re hungry to join a brand that is both passionate about quality food and people take a fresh look at Subway®.

For more information visit: www.subway.com

34 Business Franchise Australia and New Zealand

Millions of ways to make a sandwich.

One ingredient remains the same: The Human Ingredient.

Krystal Butler is a Subway® franchise owner and is passionate about quality, fresh food.

If you’re hungry to join a brand committed to fresh food and building better communities, take a fresh look at Subway®.

e x pert a dv i c e

Achieving a Great Culture is as Simple as Having the Right Conversations Leaders are asked to implement culture programs as a business imperative, which begs the question, what is the potential impact of improving culture and what’s the most effective way to get a great result?

In 2015, the manufacturing division of Viridian Glass, who runs Australia’s only glass manufacturing ‘floatline’, implemented a culture program. They wanted to engage their workforce to support process improvements.

Two years later they had achieved a nine per cent improvement in production which almost doubled their profit. It was a fantastic result.

How do you create a great culture?

Start by defining culture as the attitudes and behaviours people unconsciously adopt to fit in with the expectations of the people around them. This gives a clue to the simplest and most effective way to create a great culture.

Make it conscious. A common mistake is to define culture as either, the way we do things around here or shared values, norms, and traits. They describe the outcomes of culture but don’t help leaders understand what they are dealing with.

Culture should be a conscious and straightforward conversation. Leaders that talk about the attitudes and behaviours they demonstrate and expect from their teams are

Conversely, what is the impact of a poor culture? Mr Larry Thompson, the US Justice Department–appointed monitor after the ‘Dieselgate’ scandal, stated ‘there was a corrupt corporate culture at Volkswagen … it was not a culture marked by honesty and openness.’ It’s an extreme example, but he suggested it contributed to illegal and scandalous decisions which cost VW billions.

“Culture should be a conscious and straightforward conversation. Leaders that talk about the attitudes and behaviours they demonstrate and expect from their teams are more likely to achieve great results.

Just this simple step can make a huge difference.”

36 Business Franchise Australia and New Zealand

more likely to achieve great results. Just this simple step can make a huge difference.

A series of conversations A.D.A.P.T. is an acronym you can use to guide leaders in the conversations they need to have with their teams. It starts with ‘A - Align with Purpose’. Leaders engage with their teams to discuss the company purpose and what that means for them as a team.

The beauty of this approach is that leaders are not discussing culture which gets a negative response. When people hear that word, they roll their eyes, take a deep breath, and dig in to wait out this latest fad.

A leader engaging with their team to discuss why they exist and how they help deliver

the company purpose is another story. It’s probably so different people will wake up and take notice!

The next step is to ‘D - Define a target culture.’ Leaders engage in a discussion about the attitudes and behaviours needed to deliver the purpose. It’s a rich and motivating conversation that also involves people in the purpose and strategy of the business. How would your organisation perform if every team was thinking about the attitudes and behaviours they needed to adopt to support the company purpose?

Imagine the alternative. Too many companies are imposing culture on their people. They are effectively saying you will have this culture, and we will measure it using this survey. It’s an approach that builds resentment, cynicism, and defensiveness, which is a shame because everyone wants to be part of a great culture, even your most cynical and jaded people.

The best thing you can do is define a target culture in one word. Yes, one word, or two at the most.

The idea is to make it simple, memorable, and something that will get people talking.

Don’t make the mistake of over-complicating things with a series of values with expanded definitions that people can’t remember. Make it something that will actively stimulate a

“Start by defining culture as the attitudes and behaviours people unconsciously adopt to fit in with the expectations of the people around them.”

Ross Judd | Cultural Engagement Expert and Founder Team Focus International

conversation. One word, the catchier, the better. The point is to get people talking about the attitudes and behaviours they need to adopt to deliver the purpose and strategy of the organisation.

Once people are talking, it’s then a matter of ‘A - Assessing the current culture,’ ‘P Planning’ a process to bridge the gap and ‘T - Transforming’ the business.

Making it work To make this work, leaders need to be accountable for culture and willing to engage in conversations with their people. For many of them, this means a different style of leadership. They will need to listen, facilitate, and guide discussions to reach a group decision.

Your role as a people manager is to guide the conversations in A.D.A.P.T. and the support,

coaching, training, and development they will need to make this happen. When you do, you can create something magical.

A great culture is a fantastic place to be. It inspires people in ways you can only imagine, and it’s only possible if your leaders have genuine and authentic conversations with their people about the culture needed to deliver your purpose.

Ross Judd is a cultural engagement expert and founder of Team Focus International.

Ross works with leaders to engage their workforce in the creation of a fantastic culture that will deliver strong business outcomes. He is the author of Cultural Insanity ($19.95).

For more information about how Ross can help you build a great culture visit www.teamfocus.com.au

Business Franchise Australia and New Zealand 37

Donâ&#x20AC;&#x2122;t miss an issue

Get the App C OV ER STO RY: S n a p P r i nt & D e s i g n

â&#x20AC;&#x153;With the new HP Latex R1000+ printer, Snap can offer customers the glossiest white on transparent and coloured media with high-opacity white that resists yellowing over time, has enhanced scratch resistance and quicker turnaround times.â&#x20AC;?

Snap the right choice for you

SNAP PRINT & DESIGN â&#x20AC;&#x201C;

Passion is the backbone of any successful business. At Snap, there are two passions: print and building businesses. As part of the Snap network, potential franchisees will be supported by a team with the expertise and enthusiasm to see the new business reach its full potential.

PUSHING BOUNDARIES With over 120 years in the printing industry and 40 years in franchising, Snap Print & Design understands print. Snap is 100 per cent Australian owned and operated with over 150 Snap centres locally and internationally franchised centres in Ireland and New Zealand.

As industry experts in business printing, Snap caters to the needs of all types of organisations, from small local businesses through to corporate multi-nationals

requiring a fully-integrated print management solution.

Snap provides clients with a complete printing, design and marketing service, from the initial brief and graphic design through to print and the finishing touches such as mounting, laminating and binding.

All Snap Centres deliver personalised service, taking the time to understand their customersâ&#x20AC;&#x2122; business and printing needs. Snap aims to present and provide print solutions which delight, not just satisfy their clients and customers.

A game-changer in print technology As Australia moves further into the digital age, Snap Print & Design has proved that print and traditional media are here to stay.

To push the boundaries of conventional

12 Business Franchise Australia and New Zealand

The ink system used in the Latex R 1000 produces a larger colour gamut for improved print quality. The inks also require lower curing temperatures than previous latex machines which allow for a broader range of substrates.

printing and design, Snap Wynyard has installed one of the first HP Latex RSeries Printers in Australia.

â&#x20AC;&#x153;The R1000 allows us to print directly onto any substrate that enables us to turn around printing much quicker than we could before,â&#x20AC;? explains Jones.

The new Latex RSeries printer is considered a significant investment for conventional printers and will offer consistent quality, fast turnaround times and a range of printing options for clients.

Whether customers require packaging, vehicle wraps, window graphics, wallpaper, or soft textiles, the speed and quality of the HP Latex R1000 will provide the results for Snap and their customers.

The printer features a new hybrid design which allows for print on rigid and roll media. A new overcoat additive is used to provide added scratch resistance on the finished printed product. The new latex white ink system uses titanium pigments which allows for brighter whites that will not yellow or fade over time.

â&#x20AC;&#x153;For Snap Wynyard it enables us to compete at any level and produce a range of highly sort after material.â&#x20AC;?

Warren Jones, Business Development Manager at Snap Wynyard, says â&#x20AC;&#x153;The image quality is so sharp, the clarity and what the device can print on to is just absolutely amazing.â&#x20AC;?

A game-changer in digital print technology, the HP Latex R1000 delivers several unique benefits for Snap clients. These include the incredible speed of delivery, superior quality and colour gamut, strong sustainability credentials, and odourless printing which is ideal for applications in sensitive environments such as hospitals and schools. â&#x20AC;&#x153;Sustainability for our customers is very important,â&#x20AC;? says Jones, and â&#x20AC;&#x153;being water-

based the R1000 can deliver odourless prints which offer safer and cleaner options for the environment, high traffic areas and outdoor applications.â&#x20AC;?

With the new HP latex printer, Snap can transform any rigid or flexible substrate with amazing colours. And with no smell, new colours, new substrates, and HPâ&#x20AC;&#x2122;s white latex ink, this printer is an industry breakthrough.

Snap will be able to deliver quality printing on any rigid or flexible surface including wood, aluminium, glass, ceramic and more.

VOL 14 ISSUE 03 MAR/APR 2020

Nothing beats the satisfaction of owning your own business, becoming your own boss, and the security and freedom to dictate your work and life balance.

Here are just a few of the reasons a Snap franchise could be the right choice for you:

SNAP PRINT & DESIGN â&#x20AC;&#x201C;

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recognised brand PUSHING BOUNDARIES

With the new HP Latex R1000+ printer, Snap can offer customers the glossiest white on transparent and coloured media with highopacity white that resists yellowing over time, has enhanced scratch resistance and quicker turnaround times.

SEVEN STEPS TO

t )BWF TBMFT MFBET HFOFSBUFE GPS ZPVS business t #F TVQQPSUFE JO ZPVS MPDBM BSFB marketing programs

MARKETING YOURSELF LIKE A ROCKSTAR

With over 150 centres across Australia, there are already plenty of people enjoying the benefits of being part of Australiaâ&#x20AC;&#x2122;s largest print, design and websites group.

If youâ&#x20AC;&#x2122;d like to enquire about purchasing an existing franchise or opening a new Snap Centre, please visit www.snap.com.au/franchising/franchising. html

t &OKPZ UIF nFYJCJMJUZ UP XPSL Monday to Friday, with your weekends free t "DDFTT UIF CFTU JO DMBTT TVQQMJFST through SNAPâ&#x20AC;&#x2122;s Premier Partner Program t 5BQ JOUP UIF MBUFTU UFDIOPMPHZ BOE training systems t $SFBUF B TBMFBCMF BTTFU UP CFOFmU ZPVS

future USING CONSULTANTS TO

IMPROVEBusiness YOUR Franchise Australia and New Zealand 13 FRANCHISE SPECIAL FEATURE TOP FRANCHISES IN YOUR PRICE RANGE

$4.95 (AUD), $7.95 (NZ) inc. GST.

www.businessfranchiseaustralia.com.au

VOL 14 ISSUE 03 mar/apr 2020

franchises in

your price range

Snap-on Tools

100 Years of Excellence

Know

your

Price Range

why non-bank finance is leading the way in small business funding Business Franchise Australia and New Zealand 39

Resources at your fingertips!

CURRENT TITLES INCLUDE: Business FRANCHISE Australia and New Zealand magazine The Magazine for Franchisees, Bi-monthly publication The Australian and New Zealand Business FRANCHISOR magazine The Magazine for Franchisors, Quarterly publication Australian and New Zealand Business FRANCHISE DIRECTORY Annual publication The FRANCHISE GUIDE Annual publication CGBâ&#x20AC;&#x2122;s website also provides an additional advertising and information format and complements our publications.

www.businessfranchiseaustralia.com.au

40 Business Franchise Australia and New Zealand

Contents

46

On the Cover 44 Cover Story: Snap-on Tools - 100 Years of Excellence 60 Expert Advice: Know Your Price Range

50

50 Expert Advice: Why Non-Bank Finance is Leading the way in

Small Business Funding

42 Whatâ&#x20AC;&#x2122;s New:

Announcements from the Industry

44 Cover Story: Snap-on Tools - 100 Years of Excellence 46 Feaure Article: Top Franchises in Your Price Range

56

50 Expert Advice: Why Non-Bank Finance is Leading the way in

Small Business Funding James Scurr, Founder and Managing Director, Cashflow It

54 Snapshot: Bakers Delight - 40 Years in Business 56 Expert Advice: The Danger of Dissent Amongst Franchisee Ranks

Corina Vucic, Director, FC Business Solutions

60 Expert Advice: Know Your Price Range

Dominique Lamb, CEO, National Retail Association

60

62 Expert Advice: Five Ways to Aggravate the Local Reporter

Pete Burdon, Founder and Head Trainer, Franchise Media Training

A regular of Business Franchise Magazine, our special supplement in franchising showcases a different industry each issue To share your specific expert industry advice or to feature your franchise in the next issue, please contact: Vikki Bradbury Phone: 03 9787 8077 Email: vikki@cgbpublishing.com

Business Franchise Australia and New Zealand 41

what’snew!

Greenhouse Asian Salads aims for healthy franchise growth in 2020 Healthy restaurant franchise, Greenhouse Asian Salads has announced exciting plans to grow a network of franchisees in prosperous locations across Sydney.

Greenhouse Asian Salads has a delicious and unique menu covering an extensive range of salads, smoothies and soups as well as fresh juices.

Their fresh and healthy mission is to uphold their values of using local, organic and fresh produce, and to create a healthy and nutritious menu that doesn’t compromise on flavours.

With two flourishing company-owned restaurants located in Edgecliff and Lane Cove, Greenhouse aims to expand the franchise in shopping centres and suburbs across Sydney. Key locations that have been identified as potential opportunities for success include Macquarie, Wynyard, Sydney CBD, Mosman, Newtown and Bondi.

Joesef Huber, Co-founder of Greenhouse Asian Salads said, “Myself and Lanna are incredibly passionate about promoting and living a balanced and healthy lifestyle.

Our menu consists of fresh, high-quality ingredients and an incredible fusion of dishes which our customers can’t get enough of!

“We are growing in popularity throughout Sydney and we’re excited to be working

with DC Strategy to develop our franchise network. We are looking forward to seeing new franchisees join the Greenhouse Family!”

James Young, DC Strategy Head of Franchise Sales & Development said, “The Greenhouse Franchise is exciting and innovative. In our health-conscious society, there is an increasing demand for healthy, affordable and delicious

food in Australia and Greenhouse are perfectly positioned to grow with this trend.”

Greenhouse is seeking enthusiastic individuals who are passionate about tasty, healthy food options and personify their ‘love-life’ ethos.

Franchise partners will be supported by a dedicated team of experienced professionals and proven systems to help lead to success.

McDonald’s bolsters delivery reach with Deliveroo partnership McDonald’s has strengthened its delivery reach in Australia, following a new strategic partnership with Deliveroo.

MacDonald’s customers will be able to order from the full menus, excluding specific limited time offers.

The partnership will see 422 McDonald’s restaurants across the country available to Aussies on the Deliveroo app.

Deliveroo said it experienced a 30 per cent increase in its restaurant offering in 2019 and is now partners with 14,000 restaurants around the country.

“Close to two million people nationally visit a McDonald’s restaurant everyday so we anticipate that they will be a popular choice,” Deliveroo Australia CEO Ed McManus said.

42 Business Franchise Australia and New Zealand

“Delivery is an important part of our business as we look to continue to respond to the evolving needs of our customers. We know our customers love convenience,” McDonald’s Australia head of home delivery Jennifer Evans added.

Sandwich Chefs set to launch drive-thru store With 50 locations across the country, the Sandwich Chefs chain continues its venture into the drive-thru segment with the launch of a drive-thru store in partnership with Fresh Trading Co. in QLD. If proven successful Sandwich Chefs will look to roll out the venture nationwide.

Nambour was chosen as its location, citing the town as a “gateway area” of travellers from Brisbane, Noosa and other Sunshine Coast areas and the Gold Coast.

“The drive-thru will offer everything on the standard menu, only excluding the ‘Roast Meals’ and ‘Make Your Own’ range which can be ordered in store,” Sandwich Chefs National Marketing Manager Ollie Mann said in a statement.

Continued growth across Australia for Stagecoach Performing Arts International children’s services franchise, Stagecoach Performing Arts, has enjoyed unquestionable success in recent years.

In Australia alone, they’ve doubled the size of their franchise network and, since launching the first sessions in Perth, over 300 students now walk through the doors of the four schools on a weekly basis.

As we enter a new year and decade, Stagecoach are taking time to reflect on the growth of their children’s performing arts opportunity across Western Australia. Mum of two, Alison, launched her Stagecoach Performing Arts franchise in Como, a nearby suburb of Perth, in February 2019. Less than a year on and Alison is preparing to welcome students at her second school.

“2019 was such an exciting and rewarding year,” explained Alison. “I launched my franchise because of the demand for children’s performing arts opportunities outside of central Perth but, with that being said, I still can’t quite believe how much the business has grown in such a short space of time.”

Serena Kipling first launched her franchise in 2000, after relocating from the UK with her family. Having previously operated a successful school back in Britain, she was keen to replicate this success by launching in Perth, Australia. Twenty years on, she now has 250 students, attending five sessions at three different locations around central Perth.

“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.”

“At Stagecoach, we’re passionate about offering the best opportunities to our students around the world as this contributes to our market appeal when parents look for performing arts schools for their children,” said Andrew Walters, Director of International Business

Development at Stagecoach. “We’re proud that our brand is held in such high regard across Perth and the surrounding areas and look to increase our offering in other parts of Australia in 2020. We’re looking to meet with prospective franchisees to discuss our franchise opportunities and answer any questions at the Franchising & Business Opportunities Expo in Sydney from the 20th-21st March.”

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c ov er sto ry: S n a p - o n To o l s

Snap-on Tools

100 Years of Excellence You may know that Snap-on Tools is the top choice of professional tool users, mechanics and engineers around the world. What you may not know is that Snap-on Tools is also a great franchise opportunity.

A Snap-on franchise is a mobile showroom on wheels that brings the complete retail-shopping environment straight to their customers â&#x20AC;&#x201C; right where they work.

The Snap-on business model is a proven system that has made Snap-on a market leader since 1920. With 4200+ franchised mobile stores, the franchise brand is one of the largest non-food franchisors in the world - operating in 130 countries, including franchise operations in 13 countries.

As Snap-on Tools prepares to celebrate 100 years of excellence, Business Franchise

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With an increasing number of franchisees achieving success and even joining Snap-on’s Million Dollar Club, Snap-on Tools provides a clear franchise framework to pursue a new career path to financial freedom.

Daniel Pirozzi, an ex-franchise support employee, now a Snap-on franchise owner, and Million Dollar Club member, says financial freedom was his initial motivation for becoming a franchisee. Still, he also wanted to be involved with a company he could follow with pride and passion.

“We are solutions providers. I make sure I’m consistent with my visits, make my tools affordable and invest in knowledge to help my customers achieve an increase in productivity. Partners in profitability, we call it,” explains Daniel.

magazine spoke to three of their highest achieving Australian team members.

Endless opportunities Neil Southey is the Business Manager for Queensland and New Zealand and is Snap-on Tool’s longest-serving Australian employee.

From a young age at school, Neil always had ambitions of one day being self-employed and running his own business. “I saw Snapon as an opportunity to head down that path,” Neil says, “and the opportunities have been endless.”

On the most rewarding part of his job, Neil says “I would have to say over the last 30 years working with Snap-on it would have to come down to relationships formed, through the sharing of knowledge with individuals who have a common goal to succeed. My role is that of a facilitator in guiding people through their tenure with Snap-on and making tomorrow better than it is today.”

“I surround myself with influential people who are motivated and committed to helping people succeed in small business. Motivated and committed people drive sales and this is important to our franchise network.”

“A franchisee’s success is my management team’s success and a win/win for the franchise network. We ride all the highs and lows with our franchisees and in return, they help grow a base of happy customers. I try to maintain a high level of expertise in the areas that enable my franchise performance team to fulfil our customer promise and earn the right to their business,” explains Neil.

Daniel says, “Joining the Million Dollar Club was excellent. I far exceeded my own personal expectations for my first year of business. It gave me even more faith in the business model, and obviously awarded me a nice income for the year as well.”

Confidence to invest Allan Honess, a Multi-Unit Franchisee and the 2020 Franchisee of the Year, has also added the Million Dollar Club to his list of achievements with the Snap-on brand.

Although lost for words when we talk about his achievements with Snap-on, Allan says, “It certainly was a great honour to win these awards. I don’t really believe in luck or being lucky as such, but I do believe that the harder you work - the luckier you seem to get, so that’s what I stick to. Having excellent support at home also helps. Erin, my lovely wife, is usually close by late at night helping with orders or taking care of the bookwork, as most will know it’s never down to one person, it’s always a team effort.”

On his reasons for investing with Snap-on Tools, Allan says, “I had come to a time in my life where I was looking for a change.

I was already working long hours in my current career and not seeing any form of financial benefit, so I started looking at options. Snap-on had an awesome franchise programme, support and long history behind it, which gave me the confidence to invest in the franchise.”

Day-to-day Allan says, “I enjoy seeing the products and service we provide create excitement and having our customers tell us how good the items are next time we visit and how it helped them do their job easier or quicker.”

“We really try to make sure we are the

“I surround myself with influential people who are motivated and committed to helping people succeed in small business.

Motivated and committed people drive sales and this is important to our franchise network.” - Neil Southey

highlight of our customers day, anything from fixing an issue they have, down to just having a laugh and putting a smile on someone’s face. We try to find the right products for their requirements and hopefully make their job a little easier,” explains Allan.

Advice for future franchisees All three men can agree that potential franchisees should follow their passion, do their due diligence and go for it!

“As a franchisee, you enter into a franchise system and if I had any words of advice, it would be, do not reinvent the wheel.

Keep sight of the values that drew you to make your decision to go into a franchise of your choice. Always maintain open communication channels as franchising is like a marriage and everything needs to be a two-way street,” explains Neil.

“Do your due diligence and fully research all the pros and cons of franchising. Snapon is a partner in your profitability and to achieve this; it requires mutual respect. Cooperation, commitment and communication are the real building blocks of success in any franchise chain,” says Neil.

“Basically, you get out what you put in, if you are interested, it is not hard to contact Snap-on and see what they can do for you.

It is an awesome business and if you want to work for yourself, not scared to get in and have a go, then the foundations are there.

You need to get in and build on it and grow your own business,” says Allan.

On advice for other potential franchisees, Daniel says, “Do it! If you’re not afraid to get out of bed and work for your money, there’s no reason you can’t succeed in this business.

There are 100 years of proven business success. The model, if applied as intended – in my opinion, can’t fail.”

If you would like to enquire about investing in your own Snap-on Tools franchise, please visit www.snaponfranchise.com.au

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Financial freedom

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

Top Franchises in Your Price Range

The franchise industry offers first-time business buyers a wide variety of options. Not only are there thousands of franchise categories and companies to choose from, but there are a variety of franchise opportunities in different price ranges. So, where do you start?

Why buy a franchise?

Wanting to trade under an established brand is usually the motivation for franchisees purchasing an existing franchise. However, franchising, similar to starting a business from scratch, can be a costly business venture, and before jumping straight in, it is essential to consider all of the costs and financial obligations involved.

Franchisees are advised to carefully examine all franchise documents to determine all the costs involved. In particular, franchisees should carefully read and understand the disclosure document because, as required by the Franchising Code of Conduct, franchisors are required to disclose all actual or potential associated costs of the franchise business, including the initial franchise fees and expenses through to the ongoing fees or royalties. The document should detail costs, including upfront documentation fees and all day-to-day operational expenses. Potential franchisees should seek specialist advice from the very start of their franchising journey to ensure they have a full understanding of these obligations.

Is the price, right?

One of the critical factors in deciding on a franchise business is whether or not you have the capital to cover an initial fee and any ongoing costs.

To determine what you can afford to invest in a new franchise business, you need to have a good understanding of your current finances. You can start figuring your net worth by compiling a balance sheet that lists all assets and liabilities and also seek specialist advice.

46 Business Franchise Australia and New Zealand

Most franchise businesses require a new franchisee to pay an initial fee to become a franchisee. This fee can be as low as $5000 to $15,000 or as $1,000,000 or more. According to the Franchising Australia 2016 report by Griffith University, the average upfront fee for a retail franchise is $31,500 and $28,000 for non-retail franchises.

The initial franchise fee varies from business to business and is paid by the franchisee when the franchise is granted. The initial franchise fee will cover things like the cost of training, recruiting, territory planning and analysis, site selection, specialist equipment, stationery and the launch.

This fee comes on top of the capital required to fund shop fit-outs, plant and equipment, inventory and lease commitments - these are not paid for by the franchisor. The report notes that the average start-up cost for a new retail franchise is approximately $287,500 compared with $59,750 for a non-retail franchise.

Are there any other ongoing fees?

Franchisees are usually also required to pay an ongoing franchise fee or royalty. This fee is typically expressed as a percentage of the gross revenue of the franchised business but can also be a fixed periodic amount either per week or per month, regardless of income. These fees can vary depending on the franchise.

Some of the most typical costs and fees paid to the franchisor (or to direct partners or suppliers of the franchisor) can also include: â&#x20AC;˘ Marketing Fees. Franchises often require contribution and participation in a traditional advertising or marketing fund.

This fund is frequently a national program, but it can also have a regional or local market focus.

What can you afford?

Some franchise experts believe you should not invest more than 15 per cent of your capital, but this percentage may vary. Seeking the consult of a financial advisor is wise because they can help you determine how much of your own money, you can afford to invest based on your specific financial situation.

Unless you are interested in a low-cost franchise, you will likely need to borrow the majority of the funds to purchase your business. In general, lenders require you to provide 20–25 per cent of the total investment. For example, if you have $50,000 to invest, you will want to research franchise opportunities in the $200,000 range. Before approaching any lender, make sure you are not behind in any bill payments, correct any mistakes on your credit report, and be prepared to explain any blemishes.

Let’s take a look at some top franchises SuperGreen Solutions have been globally trusted energy efficient products specialist for over 20 years’ with over 81 locations in nine countries. SuperGreen have recently released a mobile version of the bricks and mortar model in the form of SuperGreen ‘Direct’. The initial franchise fee is $48,000 and an $85,000 minimum investment which includes franchise fee, sign written, equipped van plus the vehicle lease.

Boost Juice is one of the world’s most famous and loved smoothie and juice brands. Boost Juice offers a healthy alternative to fast food. Founded by Australian adventurer and entrepreneur, Janine Allis, the first Boost Juice store opened in Adelaide in 2000 and is now an international success story with over 500 stores in operation. The initial franchise fee is on the lower scale at $2200 and a minimum investment from $220,000-$350,000.

The Lott is one of Australia’s largest franchise networks with almost 4000 franchisees operating across all of Australia, except WA. Their franchise system complements a range of businesses including convenience stores, convenience supermarkets, convenience fuel outlets, pharmacies, tobacconists, newsagencies and hotels and clubs (SA). The initial franchise fee is between $5500 - $27,000 and the minimum investment between $34,000 to $56,000.

With more than 1,350 locations across Australia, Subway is the largest restaurant chain and serves nutritious and delicious subs, salads and wraps along with its iconic cookie rang. Subway customers can choose from 37 million combinations of premiumquality meats, cheeses, fresh vegetables, cookies & bread baked daily. The initial franchise fee comes in under the average at $15,000, and the minimum investment required is dependent on the site location.

Snap Print & Design is a multi-award winning Australian franchise operating in the growing digital-print market space.

Their focus is on delivering innovative and high-quality business print and design solutions for their customers. Boasting a 120-year history in the print industry and with 40 years in franchising, Snap is 100 per cent Australian owned and operated.

The initial franchise fee is $35,000 and the minimum investment at a lower than average cost of $50,000.

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• Required Purchases of Products or Services. Some franchisors also require that a franchisee purchase certain required products or services either from the franchisor or from affiliated partners or suppliers of the franchise company.

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Snap-on Tools Australia & New Zealand is a mobile franchise operation, putting high-quality tools and equipment into the hands of mechanics, engineers, and other professional tool users across the country. Their initial franchise fee is $50,000, and potential franchisees can take advantage of an exclusive finance package to assist new franchisees.

Established in 1986, Bathroom Werx specialises in quick and affordable bathroom makeovers saving their clients thousands of dollars on bathroom renovations. The minimum investment required for the Bathroom Werx franchise is $45,000 plus vehicle investment.

Bedshed is an accredited franchise business model backed by over 35 years of successful operation, Bedshed provides support, specialised advice, training and a proven structure which takes a lot of the risk out of running your own business. The initial franchise fee is $75,000 and the minimum investment between $500,000-$750,000.

Bakers Delight are an iconic Australian brand. The brand has been baking bread since 1980 and currently have over 600 bakeries across Australia, Canada and New Zealand. Bakers Delight offer franchisees the option of opening a brand new Bakers Delight or an established bakery and prices vary accordingly from $50,000 up to $1,000,000.

InXpress is a global express logistics business with over 380 franchisees, located in 14 countries, providing consultative services and innovative software for small and medium enterprises. Founded in 1999, InXpress has a long history in managing successful businesses, with the knowhow to train and support franchisees in running a sales and business management franchise. The initial fee is $64,950.

Polished Diamonds Australia is an internationally recognised, award-winning Jewellery retailer and are looking for franchisees with strong sales and marketing experience and the ability to think laterally. Manufacture of the product is supplied so excellent selling skills are essential. The initial fee for a Polished Diamonds franchise is $50,000, and the minimum investment required is $100,000.

IWG plc offers an opportunity to diversify away from traditional franchise markets, and benefit from strong cash returns and attractive returns on investment with the global operator of leading workspace providers. With brands to match every requirements and style, like Regus and Spaces. The initial franchise fee is $50,000, and you will need an investment of $1,000,000.

To help to narrow down the full range of franchise systems available in Australia and New Zealand readers can head to the Franchise Listing Directory located in the back of the magazine and on our website. We have also just released our Annual Franchise Directory which includes the most comprehensive list of over 2000 franchise systems and franchise service providers by category across Australia and New Zealand, as well as, expert articles, global franchise associations, useful information and helpful organisations.

Head to our website for more details. www.businessfranchiseaustralia.com.au/directory www.businessfranchiseaustralia/annual-publications

48 Business Franchise Australia and New Zealand

When Australia dreams, we all win!

Why join us at the Lott?

The Lott* offers Australia’s official lottery games which Australians trust and love!

Each year Australia’s Official Lotteries make dreams come true. With the help of our retailers, Australia’s Official government-regulated Lotteries play an important role in helping to support Australian communities with over $1.4 billion^ available for hospitals, schools and sporting groups.

We are Australia’s largest retail franchise network with almost 4,000 franchisees, operating across all of Australia, except for WA.

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Business Franchise Australia and New Zealand 49

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e x pert adv i c e

Why Non-Bank Finance is Leading the Way in Small Business Funding In 2016 it as reported that by 2020 Australia’s alternative lending sector would be mainstream.

Today in 2020, it is fair to say that this prediction has come to fruition with Australian small to medium enterprises (SMEs) more likely to use non-bank financiers to funds their business growth.

This reflects the significant change that Australia’s lending landscape has undertaken over the past few years. However, the rise of alternative finance as a mainstream option doesn’t stop here. An overwhelming 83 per cent of small business owners surveyed stated that they planned on using their own funds to fuel revenue growth. This aligns with research that found many business owners don’t fully understand the process and benefits of non-bank funding, suggesting there is more work to be done in educating consumers about their options.

Change a long time in the making The banks have long held a prominent position within Australia’s lending landscape, with the big four raking in a profit pool of $30 billion annually.

Competing with these legacy brands is tough, but over the past five years, Australians have begun to broaden their financial horizons.

While the recent Banking Royal Commission may seem like a trigger for this shift away from traditional lenders. FAST Group CEO Brendan Wright notes that this trend was well underway before the Commission, beginning four to five years earlier.

There is no doubt that finance is still a major thorn in the side of aspiring small business owners, with 60 per cent stating that access to money has stifled their plans of small business ownership, according to the Australian Banking Association. What has changed in the way in which consumers are going about solving this problem?

50 Business Franchise Australia and New Zealand

In 2019 the total loan value of Australia’s major banks declined 12.5 per cent. This isn’t due to a drop in the amount of finance being sought; however, as non-bank lenders, total loan value jumped an outstanding 42.4 per cent. This suggests that alternative lenders 11 per cent slice of the market will continue to grow, potentially giving the banks a run for their money.

The appeal of alternative lending Banks step back When we look at the reasoning behind this shift away from traditional lenders, and towards non-bank options, there are a wealth of factors at play. However, one reason is becoming increasingly common; people’s desire to avoid putting their property up as security.

Interesting, 21.3 per cent of SMEs stated that this was the reason that they looked elsewhere for their finance, which is more than in 2018 survey results. This suggests

FE ATUR E : fr anch ises i n you r pr ice r ang e that the security requirements of traditional lenders are a growing problem. Additionally, other notable reasons included reduced compliance paperwork which was mentioned by 19.8 per cent of applications, and short applications times at 17.1 per cent.

While the flexibility in security requirements and simplified application processes are major selling points for non-bank lenders, there is more than just ‘pull’ forces driving this change in consumers behaviour. The banks’ disclosures during the Banking Royal Commission and reduced credit appetite are significant ‘push’ factors driving consumers to look elsewhere according to survey results.

One in every four SMEs have their finance applications rejected by the bank, and once this happens, business owners are unlikely to return. An AltFi report found that the time taken to access finance with traditional lenders had a negative effect on 29 per cent of SMEs, even if they were eventually successful. For those who weren’t able to secure funds, the number is higher at 65 per cent of applicants.

“The aftermath of the banking royal commission left many business owners struggling to access funds, as the banks tightened their lending conditions in an effort to be more risk-averse.”

James Scurr | Founder and Managing Director | Cashflow It

Experience is key In addition to the tightening of lending conditions among the big banks, the overall customer experience is a significant consideration for many small business owners. While in the past consumers displayed enduring brand loyalty towards their banks, the diversification of the market has highlighted to many that they have options. As a result, consumers are taking the liberty to explore the range of lenders available to them, and many are finding that the customer experience at the banks doesn’t stack up.

An outstanding 90 per cent of SMEs surveyed by Banjo stated they preferred their experience with alternative lenders to that of banks. This can largely be attributed to a shift away from relationship-based lending among Australia’s traditional finance institutions. Significant downsizing and restructuring efforts meant that efforts to maintain long-term relationships with small business owners were somewhat left behind.

It is not just the end consumer that is making a move towards alternative finance, with Australia’s broker network beginning to favour non-bank lenders. Sentiment

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e x pert adv i c e

among brokers is that the investment by alternative providers in technology has made the application process smoother, while assists in managing large workloads. Further, non-bank lenders have received praise for their ability to handle unique cases that don’t fit into the cookie-cutter approach of the big four, tackling variables such as seasonal income.

What’s next Overcoming new challenges Non-bank lenders have always played an important role in bridging the gap between the offerings of traditional financial institutions and the unique needs of small business owners. However, there is a growing barrier to finance among Australian SMEs, the volatile property market.

“Non-bank lenders have always played an important role in bridging the gap between the offerings of traditional financial institutions and the unique needs of small business owners.”

91 per cent said they would be willing to compromise on a higher interest rate to avoid using their home as security. Many non-bank lenders are embracing the trends towards securing against business assets rather than personal property assets, which many banks are resisting.

Awareness and education

The Australian Bureau of Statistics found that one in three Australians don’t own a home, and for those that do tumultuous market conditions are impacting property prices. This means that applicants have less equity to source when trying to secure finance and the bank’s insistence on SMEs offering property as security is becoming increasingly unrealistic and restricting.

Despite the number of non-bank lenders available in the Australian market, the concept is still faced with apprehension by many small business owners. Awareness and understanding are significant barriers to growth in the use of non-bank lenders. This is simply because Australia’s finance industry has been dominated by the big four, leaving little room for smaller independent lenders to build the same comfort and trust levels that the banks hold.

This is creating a challenge for the 60 per cent of small business owners who are seeking funds in order to take advantage of their strong growth projections. So much so that according to the SME Growth Index,

Despite the fact that only two in 10 SMEs that apply for bank funding are successful, according to Banjo, research shows that only six per cent of rejected applications turn to non-bank lenders. This suggests that there

52 Business Franchise Australia and New Zealand

is a need for further education within the sector about alternative finance in order to remove pre-conceptions or stigmas.

James Scurr is the Founder and Managing Director of Cashflow It Group, a specialist equipment finance company servicing Australia’s franchise, accommodation, fitness and pharmacy sectors. He has almost 20 years’ experience in the franchise industry having spent time as a successful multi-unit franchisee for companies, including Boost Juice Bars. James has extensive franchising and small business experience and has an acute understanding of franchisees’ requirements. James holds a Bachelor of Business, majoring in Management and Accounting from Queensland University of Technology. He is also a member of the Franchise Council of Australia, a Certified Franchise Executive and a Registered Franchise Lending Specialist.

0488 998 035 james@cashflowit.com.au www.cashflowit.com.au

WHAT DOES YOUR WORKING WEEK LOOK LIKE?

The hardest part of owning a MANAGED LAUNDROMAT SERVICE BY ANDREW BARTON is deciding how you will spend your “work” day.

If you are looking for a truly passive income with an excellent return on investment, get in touch today!

CALL 1 800 30 40 30 EMAIL mls@andrewbarton.com.au VISIT www.andrewbarton.com.au

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sna psh ot: b a ke r s D e li g h t

Bakers Delight 40 Years in Business

Baking since 1980, Bakers Delight is one of Australia’s best known and loved bakery brands.

As Bakers Delight enters its 40th year in business, the brand is stronger than ever with over 600 bakeries across Australia, Canada and New Zealand.

Business Franchise magazine spoke with the team at Bakers Delight about their success, ongoing innovation and passion to delight their customers.

Can you share some key product sales stats with us?

Our most popular item by far is the Hi-Fibre Lo-GI White Block Loaf. Families love it because it looks like a white bread, but offers plenty of fibre, generates longer lasting energy and tastes great. In 2019 we sold over 10 million loaves so it must be good.

What happens to the unused product?

All of our franchisees are strongly connected to the community around them and go out of their way to support those groups that need a helping hand, from local sporting clubs and schools through to major charities and welfare organisations. Wherever possible our end of day waste is donated to an organisation that is working toward building a better community.

How many team members does a franchisee typically require?

A typical bakery would employee 15 –30 (casual and full time) staff depending on turnover and volume sold. This would include bakers, apprentices, retail staff and sometimes a Bakery Manager.

How are bakery staff trained?

All of our staff are trained to varying levels depending upon the engagement of their employment. Bakers Delight has created a dedicated e-learning platform called ‘Breaducate’. This valuable resource allows Franchisees to track staff training module completion in crucial areas such as OH&S, marketing campaigns and food handling, to name a few.

What does the ideal site look like?

Located in a strip, shopping centre or mall is ideal. A good site must have a supermarket nearby, a fresh food offering and convenient parking and local transport.

How many new bakeries do you plan to open in the next five years?

In the short term, our growth strategy focusses on our Canadian and USA expansion which is going very well.

In New Zealand, our goal is to ensure we are ready to take advantage of new opportunities as they arise. That means sourcing the right location (ideally in an area we don’t already

54 Business Franchise Australia and New Zealand

have a presence in), having the right operator ready to step in and alignment with the right food and convenience offer.

What new business models are in the pipeline?

In 2020, Bakers Delight will celebrate its 40th anniversary, so we know our model works and works well. We are always on the lookout to innovate in both the way we do things and our product offering.

Bakers Delight is currently looking for individuals with the passion and drive to build a successful business of their own with one of Australia’s most loved brands.

If you’d like to enquire about purchasing an established bakery or a brand new Bakers Delight, please contact the Franchise Recruitment Team at: Phone Australia: 1300 309 759 Phone New Zealand: 0800 225 388 franchise.recruitment@bakersdelight.com.au www.bakersdelight.com.au/franchise

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For more information contact David Banfield, President E: ifg@interfacefinancial.com Business Franchise Australia and New Zealand 55

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The Danger of Dissent Amongst Franchisee Ranks Weâ&#x20AC;&#x2122;ve all seen the headlines. Small franchisees who have apparently been driven out of business by uncaring, bullying franchisors. Franchisees are banding together to take legal action against the franchisor.

This media coverage not only tarnishes the franchising system as a whole, but also trashes the franchised brand publicly and presents the franchisor with a significant distraction that takes the focus off the day-to-day franchise operations, not to mention the financial cost.

- either deliberately or through neglect - and so they steadily

Why do things get to this point? Can these franchisors look back and identify processes, decisions or policies that led to this damage to their business?

1. Lack of clear, frequent communication

There is usually not one issue that leads to franchisee unrest, but a collection of niggling points that havenâ&#x20AC;&#x2122;t been adequately addressed

56 Business Franchise Australia and New Zealand

compound.

What are the most frequent causes of unrest?

2. Over promising and under delivering 3. Lack of transparency both on business direction and financials 4. Personality clashes between franchisor staff and franchisees

Corina Vucic | Director | FC Business Solutions

5. Franchisees who are strong influencers within the group, provoking dissent 6. Challenging market conditions The problem: Lack of clear, frequent communication People buy a franchised business because of the reassurance it provides to what is essentially a small business owner. They want the comfort of a network of likeminded people facing similar experiences.

They want to know that there’s someone competent running the franchise, caring about every franchisee and exploring all possible avenues to improve the franchise offering.

When there is very little communication from the franchisor, the franchisee can feel like they are operating in a vacuum.

The answer: 1. Implement weekly email updates – including new marketing, proposed

training schedules, changes to policies or procedures and details of planned events 2. Regularly scheduled liaison visits by performance coaches. From an annual meeting to review and establish business plans to catch-ups when financial reporting shows a downturn, to monthly phone calls. This program catches problems early and establishes a relationship of trust between the franchisee and performance coach.

3. Emails or phone calls from other corporate office experts – marketing, human resources, technology etc. - just to talk about new initiatives/changes to processes.

4. Hold events where your franchisors have plenty of opportunity to network.

5. Take every opportunity to make your franchisees proud of the brand, e.g. conferences and awards nights.

6. Utilise technology. Use Zoom, Hangout, video conferencing etc. to hold forums and provide avenues for open dialogue.

7. Use this technology to have monthly CEO Q&A sessions. It can be challenging to organise, but the reward is feedback, pulse-taking and enhanced trust.

The problem: Over promising, under delivering You’ve done a fine job of recruiting franchisees: they’re onboarded and excited about the future. But where’s the high level of support you promised them, where are the manuals? Where’s the product upgrade that you said was on the horizon? Where are the sales you said would drop into their laps?

And that highly accredited subject matter expert that you had at the corporate office has quit – what now?

The answer: 1. Be honest when you’re recruiting.

“People buy a franchised business because of the reassurance it provides to what is essentially a small business owner. They want the comfort of a network of like-minded people facing similar experiences.”

Yes, it’s a sales pitch, but it needs to be balanced. The Franchising Code requires disclosure of a range of issues to potential franchisees, but there can be a lot of difference between cold words on a document and a clear discussion between people on their implications.

2. Go over the finances with a potential new franchisee and make sure they are realistic.

Nothing generates ill-feeling more than negative money issues.

3. Be clear on your product development plan and if there’s slippage on your schedule, re-set everyone’s expectations.

4. Guide a new franchisee and ensure that once they are set up, they know where to go for information, who to call for help.

5. Talk frequently to the influencers amongst your franchisees – listen to them and act quickly on any issues they raise.

6. Understand that sometimes a franchisee will call just needing to talk, share, be heard and ask questions with no judgement. Always make the time to allow them to do this.

7. Franchisees are sensitive to changes at the corporate office – let them know when someone is leaving (along with a plan to fill the gap) – let them know when you hire and talk up the credentials of your new person with an emphasis on how the experience/expertise of this person can impact positively on the group.

The problem: Lack of transparency both on business direction and on financials Nature abhors a vacuum, and where there’s no information, rumours fill the space.

This can generate a real level of distrust between franchisor and franchisees. While the franchisor has the right to privacy about the financials of their business, when you get into the area of sponsorships and rebates from suppliers, the Franchising Code requires you to disclose this. It’s also good practice to put this money into the Marketing Fund so that it can be used for the greater good of all franchisees.

The answer: 1. Marketing Funds, requests for location refurbishment and product upgrades are all hot issues and need to be communicated about clearly. While the Franchise Code has a regulatory framework around these topics, consultation then timely communication to all franchisees explaining the process are important to keep your franchisees reassured.

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“Franchising is often juggling diverse personalities, fluctuating marketplaces and products. But strong systems, two-way communication and an agile, flexible approach will often head off problems before they form.”

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2. Have at least one meeting a year (more, if the distance isn’t an issue and if it is, consider video conferencing) with your franchisees to share your vision with them. Talk about upcoming innovations and other issues that will impact on their business. Be clear on timelines and be very clear if there is no discretion for franchisees to opt-out of any planned changes.

3. Share benchmarking data. It can be made anonymous and reduced to percentages: e.g. “Best Practice business spends X per cent of operating budget on stationery.”

This will help franchisees understand what areas of their business are sucking up (against the average) a greater percentage of their budget.

The problem: Personality clashes between franchisor staff and franchisees This is just human nature acting out in the franchising space, but it can be incredibly damaging when you have a franchisee who needs help but, because of personality clashes, is unable to access the support.

The answer: 1. Use personality profiling when recruiting your corporate office team. Someone who has succeeded in the industry isn’t always a great choice as a mentor and motivator.

2. Train your corporate office staff on how to handle different personality types.

3. Train your corporate team to listen, listen, listen and not judge if the problem is in their realm of expertise, and act quickly.

If it’s not, get help and follow up to ensure the problem is solved in a timely manner.

4. Don’t force a franchisee to deal with a set person. Yes, it’s convenient to have a list of which performance coaches handle which franchisees, but often a franchisee will gravitate towards a personality type that they relate to. If a performance coach receives a call from someone not on their list, they should liaise with their colleagues for a co-ordinated response that doesn’t just “hand them off.”

5. If you are a smaller franchise with only one performance coach and there is a conflict between the coach and a franchisee, seek a mediator to unearth the problems, air them, solve them and provide a clean slate for the relationship to move forward.

The problem: Franchisees who are strong influencers within the group, fermenting dissent If you are recruiting innovative, intelligent franchisees, you are setting up your franchise

“There is usually not one issue that leads to franchisee unrest, but a collection of niggling points that haven’t been adequately addressed - either deliberately or through neglect - and so they steadily compound.” for success as well as creating respected business owners who are role models for the rest of your franchisees. However, these same franchisees, if unhappy, can be the ringleaders in fermenting dissatisfaction.

This is especially true if they are long-term franchisees with a powerful emotional and financial investment in the business.

3. Be hyper-alert to signals of distress. If a franchisees KPI’s are not being met, if they are disengaging with the group – immediate action is required.

The answer:

4. Have an Intensive Care Program ready to roll out to those franchisees in business distress. Assess, understand, re-set, retrain, support. Action the plan then monitor the outcome.

1. Bring these franchisees firmly into your sphere of influence. Keep in frequent contact with them, taking their pulse and acting immediately to investigate any complaints

5. A healthy mind is the key to success.

Make sure your team knows the symptoms of mental health issues. Set up support organisations they can consult with or refer people to.

2. Establish a Franchise Advisory Council (FAC) and encourage your leading franchisees to join and contribute. An FAC is a sounding board between you as franchisor and the franchisees. It is the FAC’s responsibility to receive feedback and suggestions on areas that impact on the whole group and to investigate, discuss and provide recommendations.

6. Listen, listen, listen. Train your teams in situational awareness, reading the clues, hearing the sub-text.

3. Consider letting these influencers know about upcoming plans so they can spread them and provide feedback.

The problem: Market conditions Economic conditions are beyond your control, but they can gut your franchise if despair sets in. Similarly, if your main product is a fad, then when fashions change, you are exposed to a plummet in sales.

The answer: 1. Half the battle when facing poor economic conditions is state of mind.

Gather your franchisees together and have a brainstorming session to work out what you can practically do to provide additional support (PR campaign, marketing, specialised training) and then ask your franchisees to consider what, in the current situation, they can control and what they can’t. Ask them to focus on those areas that they can control – even if they are things such as providing sensational customer service, attending more local events etc. These onepercenters do add up and focus on them can alleviate depression.

2. Over-communicate in these times.

Help your franchisees understand the conditions, break it down to their level.

Help dispel the media hype that may be feeding their mindset.

58 Business Franchise Australia and New Zealand

7. To avoid being left with an obsolete product, invest in research. This could be continual surveys to map consumer engagement, looking at future trends, keeping aware of what market leaders in your field are doing and, of course, planning your own innovation. Once again, liaise with your franchisees, who are at the coalface, to get real-time intel.

8. Have a culture of innovation within the franchise. Encourage ideas, reward them, share them then hand over to a task force for franchisee input.

Franchising is often juggling diverse personalities, fluctuating marketplaces and products. But strong systems, twoway communication and an agile, flexible approach will often head off problems before they form.

Corina Vucic is the Director of FC Business Solutions. With over 20 years in the franchise industry, and extensive operational and management experience, she works closely with leaders to take their business to the next level.

Whatever their goals, Corina coaches, mentors and supports business owners and executives to maximise success and minimise risk for long-term business prosperity and security.

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

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Know

your

Price Range The golden rule when it comes to making any investment is to know your price range. Whether it’s purchasing a car, a house, or investing in your own business, the first step should always be to know your financial parameters.

Not only does this ensure you don’t end up purchasing a business you can’t afford, but it also narrows down your search of investment options.

According to the Australian Bureau of Statistics (ABS), more than 60 per

cent of Australian small businesses fail within the first three years of operation.

Although this is due to numerous factors, one of the leading reasons is new owners underestimating the financial impact of starting their own business.

It should be noted that becoming a franchisee does come with certain benefits that you otherwise don’t have access to if you start a business from scratch. Operating under a recognisable and established brand, training, and access to resources are just some of the services on offer to you when becoming a franchisee. Don’t forget that these measures get factored into the price you pay to become a franchisee.

But understanding your price parameters is not as simple as going down to the shop to purchase groceries and making sure you have enough money to complete a transaction.

60 Business Franchise Australia and New Zealand

Once you purchase a business, there’s no turning back, so any prospective franchisee needs to be conscious off all relevant expenses.

Asides from the obvious upfront fee, the initial costs include obtaining assistance with tasks such as staff recruitment, obtaining a lease, fit-out expenses and any training that is required. As a guide to how much this may set you back, according to the latest Franchising Australia Report, published by Griffith University, the average upfront fee for a retail franchise in Australia is $31,500.

The ongoing fees, however, are ones to pay close attention to. This type of cost is usually based on a proportion of the gross revenue and forms part of the agreement between franchisee and franchisor. This is important as it means that the higher the turnover of the business you purchase, the more likely

Dominique Lamb | CEO | National Retail Association

at risk any assets you’ve accumulated (such as a house) if the business venture does not work out as planned.

However, make sure to enquire as to whether any prospective franchisor is accredited with a financial institution. If this is the case, it means that as a franchisee of that business, you can borrow a percentage of the purchase cost of the franchise. This loan is made against the value of the franchise business, which takes into account criteria such as stock, assets and license fees. Asides from providing less risk, it also means that you would be dealing with a financial institution with an intimate understanding and expertise in the franchise game.

Another important aspect is to ensure that you choose the right franchise for you. This does not necessarily mean the cheapest, nor does it automatically mean one with universal popularity. A cheap franchise may be cost-effective, but in a market economy, you often get what you pay for. The lower cost may be due to factors such as it being a brand with low name recognition, less revenue generated from sales or that the franchisor only provides limited resources to its franchisees. that you’ll end up paying a higher ongoing cost while other costs associated with becoming a franchisee may relate to items such as the business structure, buyer costs and expenses involved in setting up any company trusts.

To ascertain your price range, first, you should conduct a careful review of your financial position. This will reduce the likelihood of finding yourself in a situation where you’re overstretched financially, as well as provide a full scope of investment options that are available to you.

Managing risk is something that any shrewd business investor does well. Start by compiling a list of all present assets and liabilities, as you will need to have sufficient equity should you need to obtain a loan from a financial institution. Following this, you then need to resolve if you’re prepared to put

Moreover, investing in a well-established brand with a high degree of popularity among consumers also comes with its drawbacks. For instance, if you purchase a fast-food franchise, you’ll probably be operating under a business with high brand recognition, and that appeals across multiple demographics. However, you would also be likely to face stiff competition – not just from other fast-food chains, but indeed from other franchises from the same business if it is one whose stores are densely populated across Australia.

But the key to doing good research isn’t just assessing your own financial position and weighing that against the terms and conditions of a proposed agreement with a franchisor. The disclosure documents may itemise the costs and expenses for which you will be liable, however, that alone does not give you a full picture of the business venture you’re entering.

Obtaining an understanding of the sorts of income you can expect to generate is done by conducting thorough due diligence that includes examining the industry, discussing the business with multiple franchisees from the same brand and conducting some market analysis more broadly. These are measures that are not contained in any contract, nor are they things that can be researched in five minutes. However, they are essential to determine a full financial picture before undertaking an investment accurately.

It may well be the case that you need to engage an expert to ascertain an accurate snapshot of your financial position.

Consulting with a financial advisor before investing in a franchise may come at a small cost, but if that accurately determines your price range and prevents you from paying something you can’t afford, then that ends up being an investment in itself.

The key take-home is to make a careful and considered decision. Don’t rush into a decision, compare the various models offered by each franchisor and understand the pros and cons. Becoming a franchisee could well be the single biggest financial investment you ever make, and it’s essential you get it right.

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

The National Retail Association is Australia’s largest and most diverse industry association. Its members range from small, family-owned and operated businesses to leading national brands.

The NRA is the only retail industry association to deliver practical legal advice through its wholly-owned and incorporated legal practice, NRA Legal. www.nra.net.au

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“Don’t rush into a decision, compare the various models offered by each franchisor and understand the pros and cons. Becoming a franchisee could well be the single biggest financial investment you ever make, and it’s essential you get it right.”

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Ways to Aggravate the Local Reporter

We’ve covered a great deal in this column about how simple it is to grow your reputation and bottom line by generating free local media publicity.

The one thing we haven’t done is focus on a few things that reporters hate. It’s a good idea to stay away from the following five things.

“There will be times when the reporter rejects your pitches. Sometimes this might even be when you’re convinced the story would be a winner. There can be many reasons why a reporter, or editor, does this. It’s important to accept their decision.”

1

Pitching something that’s not newsworthy

Early in the series, we looked at the things reporters like to cover. These include anything related to a topical issue, something out of the ordinary, something new or a first, human interest and conflict. If you use these as guides with a local flavour, you can’t go wrong, but remember it has to be of interest to the audience.

same goes if it’s some event you’re holding where you want as many people as possible to attend. But if its specific and local only, you’re best to focus on one media outlet and tailor it specifically to them.

2

4

Not being available for follow-up

If you send an email pitch or press release, make sure you’ll be available if the reporter wants to talk to you. If you have meetings scheduled all day, wait until the next day.

When they do ring, it’s fine to delay them for 30 minutes or so to prepare yourself, but no longer.

3

Send the same pitch to another reporter and having it appear in competitive media first This is a great way to destroy a relationship with a local reporter. I need to qualify this.

If it’s something that would be huge and may interest metropolitan or even national media, you can circulate it everywhere. The

Pete Burdon | Founder and Head Trainer | Franchise Media Training

Ask to see the story before publication

In almost every situation, you should never ask to see the story first. This is usually taken as an insult by the reporter or his or her editor. They could tell you that if you want to edit the story, you should take out an advertisement. Some media even have a strict policy of not doing this. The main reason people want to see a draft story is to avoid being misquoted if the story involved an interview. The best way to deal with this is to be clear and brief during that interview.

We’ll have more on that in a later article. The other thing you can do is tell the reporter you’ll be available if they want to check any quotes back with you. Having said all this, I have heard of the rare situation where junior reporters offer you a chance to see it first. By

62 Business Franchise Australia and New Zealand

all means, take up that offer but don’t ask.

5

Demand coverage

There will be times when the reporter rejects your pitches. Sometimes this might even be when you’re convinced the story would be a winner. There can be many reasons why a reporter, or editor, does this.

It’s important to accept their decision.

Remember they are the boss. If you have formed a good relationship, you can ask why, but make it friendly and brief.

By following these guidelines, you’ll have a great and prosperous relationship with your local reporter.

Franchise Media Training prepares franchisees and franchisors to massively grow their sales and bottom lines. Go to www.FranchiseMediaTraining.com and download the free report, “3 Secrets To Explode Your Franchise Sale and Profits with Free Press.” www.franchisemediatraining.com

EFFICIENT SOLUTIONS SuperGreen Direct is MOBILE, MODERN, EFFICIENT and takes you directly where the business is.

SUPERGREEN SOLUTIONS has 2 out of the Top 5 Products for the future. Can your Future Ignore this?

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OUR PRODUCTS RANK IN 6 OF THE TOP 20 FUTURE GROWTH INDUSTRIES TO BE IN

Solar Power Energy Storage Green Building Wind Power Electric Vehicles / Charging Home Automation

HAVE YOU ALWAYS WANTED YOUR OWN BUSINESS? Then the worlds leading Energy Efficient Franchise could be for you.

Build your business your way...

For more information please email us at: franchise@supergreensolutions.com.au

www.supergreensolutions.com.au

fo c us feature : S uper G reen Solutions

Want to Own a Business That is Future Proof?

Want a business that has six of the top 20 future growth products in its product range? Look no further than SuperGreen Solutions Energy Efficient products Showrooms and Mobile franchises.

Predicted growth industries for the future fall squarely within the SuperGreen Solutions Product line-up.

These products include Solar Power, Energy Storage, Green Building, Wind Power, Electric Vehicles/Charging and Home Automation products.

Some of the global brand names that SuperGreen Solutions franchises can offer their clients include the Tesla Powerwall, LG and Sonnen battery storage brands, Canadian Solar, JA and LG Solar power products, Rheem, Rinnai and Apricus Solar Hot water ranges, Solatube and Heavenly Skylighting and Ventilations products, Fletchers Pink Batts and Autex Insulation Products, to name a few.

The companyâ&#x20AC;&#x2122;s flagship store has been around for over 21 years, and the founders are recognised energy efficient products and franchising, business leaders. So, rest assured SuperGreen is not one of those pop-up or flash in the pan type businesses.

Sean Cochrane heads up the Australian operations and lends his 23 odd years of local and international energy efficient products

64 Business Franchise Australia and New Zealand

experience to the venture. Sean openly accredits much of his franchising knowledge to what he learned when he lived in the USA for three years from a well-known franchise guru, Raymond Titus. During that period the duo oversaw the opening of some 16 SuperGreen Solutions locations across the USA. It grew the brand into the global domain with locations in markets such as Canada, Panama, Brazil, the Bahamas and South Africa. Raymond Titus – the wellknown founder of United Franchise group that holds some 1500 odd franchise locations and prestigious brands such as Signarama, EmbroidMe and the SuperGreen Solutions master franchisor outside of Australia.

With founders, like these, the business has a solid pedigree and business formula with systems, structures and procedures that have been tried, tested and proven in many markets. As such, the image, feel, and product range is fresh, new and ever-evolving. But what is not new, is the ever-escalating price of energy and the amount of pollution in our environment.

Let’s face it, every year we will need more energy to power more homes, to power more schools, hospitals, businesses and of late, to power the growing amount of Electric Vehicles. Yet with no chance of building any more traditional power generation plants to cope with the bloating power loads. Prices for energy is set to skyrocket even higher still, which leaves most homes and businesses, with only two viable options. The first is to create and store their own energy through products such as solar power systems and battery storage devices. The second option is to become more energy efficient with the use of better insulation, water heating, ventilation, lighting, energy automation products.

As such, the high quality trusted brand name products that SuperGreen Solutions has, positions them to uniquely offer their clients ‘bundled discount structures’ that places them

in an excellent position. Their solutions work as well for their homeowners, builders, or commercial clients, as escalating power bills are indiscriminate.

Super Green Solutions has another unique angle that makes them perfectly poised to take advantage of this new age of energy shortage.

They have not one but two franchise models.

The SuperGreen Solutions Showroom model - this is bricks and mortar, energy efficient products showroom that builders use to send clients to, to choose products for their new homes. Or the green destination that the general population uses to compare, see, touch and feel the products that they wish to acquire to start saving money with.

The SuperGreen Direct model - which is simply a condensed SuperGreen Solutions Showroom on wheels. This agile and low costly version enables the franchisee to take the products and services directly to where

the builders, consumers, or clients need the products or service. It’s ideal for home shows, trade fairs, eco fiestas, new home display villages, builders and homeowners that would like to see what they are buying first.

These disruptive SuperGreen Solutions franchise offerings are businesses that are agile, fresh and topical Because they provide the solutions and products that the world needs for today and tomorrow. Yet they are well thought out with decades of pedigree that relies on systems and procedures that will keep them and their franchisees one step ahead of the game, in this ever changing market.

For more information or to enquire about becoming a franchisee contact us today at: 07 4772 7655 franchice@supergreensolutions.com.au www.supergreensolutions.com.au

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Thinking about expansion?

Ma n ag ing Fr a nchise Grow th Ca n be the Biggest Ch a llenge You Have Faced to Date

But how are your franchise support systems going to cope? And what do you want the group to look like in the future anyway?

One way or another you are going to have to bring in some help and, once you have established yourself and your franchisees are gaining business experience, allowing multi-unit franchise owners can become a very successful way to go.

Just make sure you understand the trickier bits around letting your franchisees loose in this way.

Single unit franchises keep everything in house Do understand though, only allowing your franchisees to own and manage single units has many attractions too, and you do not need to go down the multi-unit path.

Single-unit franchising means all your franchisees will be working in their business to some extent and will give you the energy and focus for making each unit a success.

The disadvantage will be that you will need to expand your support team so they can travel increasing distances to service your increasing number of franchisees as they need. This can be costly and, as you try to service franchisees in Perth from your Brisbane support office, it can become unwieldy. Of course, there are ways around the problems. For instance, ERA expanded this way very successfully taking the pressure off the support office by buddying up new franchisees with good experienced franchisees when they started. Or you can always put in master franchises to manage some of the hassles for you.

But it is a slower approach and can become very costly.

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Multi-unit franchise owners Allowing your franchisees to become multiunit franchise owners is becoming more and more popular though, and this approach has become an integral part of modern franchising in many parts of the world. Research in the United States shows more than 83 per cent of new restaurants in one fast-food chain were opened by existing franchisees who had the experience to do the job fast and with minimum support. Overall, research shows more than half the restaurant franchises in the United States currently encourage multi-unit franchising to promote rapid growth which is why US franchisees hold nearly five units each (on average). In Australia, Subway, Just Cuts and Mister Minute are just a few of the examples using this model.

As you put on your first five or six franchisees, you will find at least one will emerge as a shining light, running a business which follows brand rules and which is extraordinarily successful. Almost inevitably this person will feel as though they are part of your team and almost invariably, they will want to purchase a second outlet or join your support team or become a regional franchisor, even opening a new territory.

McDonald’s used to be wholly opposed to this approach, wanting their franchisees to own one outlet and work in it for much of the time.

Today, I know a McDonald’s franchisee who owns every outlet along the Pacific Highway in New South Wales from Taree to beyond Grafton. This franchisee is only obliged to visit each store once a month.

The thing is, the McDonald’s support and training systems are so sophisticated, their outlets can run under delegated management successfully. And they draw on the experience of their franchisees to form formidable marketing and logistics teams.

That sophisticated level of support is key To expand successfully beyond your first group of single-unit franchises, working out how to delegate much to franchisees and their staff in a way that does not put unsustainable stress on the franchise support office is the way to go.

“Good franchisees also recognise that, as they build their multi-unit numbers, they can reap the benefits of scale with marketing covering more than one area, lower purchase prices, the list goes on.”

Brian Keen | Founder | Franchise Simply

will be good and will cover most of your technical, operational matters. But some of these procedures will not explain how a task is done enough. Some will have been left out altogether, some will become redundant, and some will just be too much and confuse. It is only as your support team works with your franchisees that you will hone your operations and training so that they become consistent and effective.

Your systems also need to grow beyond delivering your product or service

And effective delegation just cannot take place unless you have tried and true systems and training which can be worked consistently across your whole group.

Inexperienced prospective business owners are attracted to franchised systems because they know they will have the business support to become successful. To begin with, you will be training your franchisees on how to deliver your service – the technical details of how to get the job done.

Not understanding that franchising is all about people continually improving support and training is the reason so many new franchises struggle to expand. The systems and training you put in place to start with

In time, however, as your franchisees get to know your product, you will find you need to help them become better business people.

Better at marketing, better with managing the money and better at managing staff. This

is because every franchisee has a growth cycle and will make the journey growing in business sophistication and the support you give them will need to change as they change, starting with technical details and moving on to how to become more successful at business.

John O’Brien once described the journey he took with Poolwerx as a franchisor in the early days when he found he had to largely replace his pool techy support team with business coaches once his first franchisees reached a certain level. Today he admits their recruitment drives are looking only for mobile van technicians with a strong wish to learn how to develop a career in running Poolwerx retail franchised businesses.

So, what are the pros?

Managed right, allowing carefully selected franchisees to move on to become multi-unit franchise owners gives your team a career path. John O’Brien today considers one of the great strengths of his group is the career he can build for his franchise partners from mobile van owner to multi-mobile van owner, to pool shop owner and then onto multifranchise owner and manager.

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Well established, successful franchisees often like to buy outlets which are not performing, giving everyone a win, win outcome. All those years ago, when I started as a franchisee with Bedshed in Perth, I was encouraged to do this and found a reasonably priced outlet I could build using the business skills I had developed. The outgoing franchisee I purchased from received something back for the time they put in, and the franchise group benefited because all the hassles associated with problem franchises were elegantly and somewhat avoided.

Good franchisees also recognise that, as they build their multi-unit numbers, they can reap the benefits of scale with marketing covering more than one area, lower purchase prices, the list goes on.

But there are cons If things go wrong, they can go horribly wrong, so make sure you are selecting the right people to take this step with you.

probably lose the added edge of being run by a hands-on single-unit business owner with skin in the game. Franchised outlets under management need to be carefully overseen to make sure they are making the revenue expected.

Make sure you are selecting only the best team players to take this step for you. Ensure they have the financial and people management skills to lead their group forward with success.

Be sure they: • Fully understand how to delegate using your systems • Can manage staff and their teams • Are across the more sophisticated money management needed at this level • Can handle the local area marketing • Are fully behind you and the franchise group team • Have the capital, personnel and family support to grow their businesses • Understand how to lead and motivate their teams

Make sure your systems are well thought through. Understand the impact on your support office. Is there enough money in the pot to cover the extra layers of business management and support needed?

So how to make sure you go along the right path

And finally, be very aware that franchise outlets managed by multi-unit franchisees will

Never just expand without understanding what you want your franchisees to do in

68 Business Franchise Australia and New Zealand

the longer term, the path they will take as they become more experienced, the changed support and training needs this will put on you as the franchisor.

Remember the controversial Donald Rumsfeld, ‘It’s what you don’t know you don’t know that’s critical!’

So, listen to your franchisees and understand their needs, research your options, learn about the trickier bits around business growth and plan how you are to expand your franchise group, then confidently and elegantly grow into the future.

And welcome to the world of successful multiunit franchising!

Brian Keen has been involved in the franchise industry for more than 30 years and today is the Founder of Franchise Simply. His 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 has been fed into Franchise Simply, helping today’s SMEs grow their business by franchising.

For more information on Brian can be contacted at Franchise Simply on 1300 960 136 or go to www.franchisesimply.com.au

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Assist with financial planning and driving profitability Manage day to day bvusiness operations Bake the highest quality fresh bread Train, grow and develop your baking team and implement local community marketing strategies

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Using Consultants to Improve Your Franchise “The consultant you engage must be of value to your business, so select well, as they can generate good money for your business, and in some cases, turn your business completely around for the better.”

Peter Buckingham | Managing Director | Spectrum Analysis

Consultants need to have a defined purpose if they are to benefit you. They should be an investment in your business to improve it and generate a few times their costs.

If you think of using a consultant as an expense, you have the wrong approach.

Think of it as an investment to generate a good return for your dollar, and then you are heading in the right direction.

Many of the big names of the franchise industry, in their semi-retirement, hang out the shingle to offer their services to anyone who believes their story and also become a ‘consultant’. Interesting how their views on consultants can change!

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

There are many different varieties of consultants in this industry, including: • General franchising consultants • Site selection consultants

70 Business Franchise Australia and New Zealand

• Franchisee sourcing and selection consultants

“You want to engage a consultant who has the qualifications, expertise and experience to solve your issues.”

• Marketing consultants • Brand consultants • Demographic consultants • Security consultants And professions that are, in my view, consultants as well: • Accountants • Lawyers • Banking advisors

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

The first thing I say is that you are not hiring a consultant by the hour, but rather for the years of experience they bring to the issues you need assistance with. Most good consultants come with the necessary expertise and reasonable academic qualifications. There are also qualifications issued by groups such as the FCA (Franchise Council of Australia), the AIM (Australian Institute of Management)

and the IMC (Institute of Management Consultants).

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

Good consultants, like lawyers, should be both qualified and keeping up to date with their area of expertise. The FCA runs programs aimed at professional development for the ‘suppliers’ to the industry and offers qualifications to recognise this – including the Certified Franchise Executive (CFE).

A qualification issued by the IMC (worldwide) is called the Certified Management Consultant (CMC) and held in similar esteem to the Certified Franchise Executive (CFE) in franchising. It is only granted to experienced consultants who demonstrate the correct process in the projects they undertake.

How do you choose a consultant?

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

I also suggest you think of your lawyers and accountants as consultants. It amazes me how we will be talking to a client, and when asked about their lawyers, we hear they are using their local suburban lawyer - this to me would be similar to asking a divorce lawyer to handle your commercial franchise agreement. In my past life in Caltex as a property manager, it always annoyed me when a lessor would use

Business Franchise Australia and New Zealand 71

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“Once you have it clearly in your mind what you wish to achieve, then it is the consultant’s job to convince you that they can do it, and meet your expectations in a timely, and cost-effective manner.”

you wish to achieve, then it is the consultant’s job to convince you that they can do it, and meet your expectations in a timely, and costeffective manner.

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

Once you are satisfied that this will achieve your aims, then you engage the consultant to undertake the specified work that has been agreed on. his suburban lawyer to try and re-write the lease document or the franchise agreement, that was the standard from the Law Institute or stipulated by Government decree.

Specialist franchising lawyers and franchising accountants are there to handle franchise issues.

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

How do you brief a consultant?

My suggestion is to have a list of what you wish to achieve. That may be broad things like: • Find me suitable locations to open new stores • New marketing image • Develop our strategic plan

• Improve our website • Implement a process for site selection • Reduce risk from legal issues • Develop an online operations manual These may come from your business plan, a strengths, weaknesses, opportunities and threats (SWOT) analysis, or just areas that you see are causing problems in your business Once you know the areas you need assistance in, construct a simple brief, possibly with some measurable achievements: • Implement a local marketing campaign where we expect five per cent coupon returns • Improve revenue by 20 per cent average within 12 months • Achieve 10 per cent improvement in mystery shopper score for my site.

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

• Establish our territory planning correctly

How do you engage a consultant?

• Improve revenue

Once you have it clearly in your mind what

72 Business Franchise Australia and New Zealand

Summary Engaging a consultant is a balance between benefits they can achieve for your business, and cost or risk reduction for your business.

Having a clear idea in what you want to achieve, you can brief the consultant, and measure their performance for your business.

Don’t be misled by low costs, under qualified and inexperienced consultants.

The consultant you engage must be of value to your business, so select well, as they can generate good money for your business, and in some cases, turn your business completely around for the better.

Peter Buckingham is the Managing Director of Spectrum Analysis Australia Pty Ltd, the leading Melbourne based mapping, demographics and analytical consultancy. Peter was a Federal Director and Vic / Tas Chapter President of the Institute of Management Consultants.

Spectrum specialises in assisting clients with decisions relating to strategic decisions around territories and site location using various scientific and statistical techniques.

To contact Peter email peterb@spectrumanalysis.com.au or call (03) 9830 0077 or 0411 604 921.

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kƚų åųƻ åěåűĵåĬĬĜĹč ŸåųƴĜÏåŸ Ï±Ĺ Æå ƚŸåÚ ĜĹ ƋĘå üŅĬĬŅƵĜĹč ±ų屟 × Î ±ƋĘųŅŅĵŸ× Ƶ±ĬĬ ƋĜĬåŸØ ƱƋĘŸØ Æ±ŸĜĹØ ƴ±ĹĜƋƼ ƋŅŞŸØ ŸĘŅƵåų ƱŸåŸØ ŸŞ±Ÿţ Î ±ŸĘųŅŅĵŸ ¼ åŸƋųŅŅĵŸ× Ƶ±ĬĬ ƋĜĬåŸØ ƚųĜűĬŸØ ޱųƋĜƋĜŅĹŸØ ÆåĹÏĘƋŅŞŸØ Æ±ŸĜĹŸţ Î ĘŅƵåųŸ ĜĹÏĬƚÚĜĹč ÏŅĵĵƚűĬ ±ųå±Ÿ× Ƶ±ĬĬ ƋĜĬåŸØ ŸĘŅƵåų ƱŸåŸØ ޱųƋĜƋĜŅĹŸ Î Ƌ±ý ÏʱĹčå ųŅŅĵŸ× Ƶ±ĬĬ ƋĜĬåŸØ ޱųƋĜƋĜŅĹŸţ Î {ŅƵÚåų ųŅŅĵŸ× ƱŸĜĹŸØ ƴ±ĹĜƋĜåŸØ ÆåĹÏĘƋŅŞŸØ Ƶ±ĬĬ ƋĜĬåŸţ Î UĜƋÏĘåĹŸ× Ƶ±ĬĬ ƋĜĬåŸØ ŸŞĬ±ŸĘƱÏĩ ƋĜĬåŸţ Î {ƚÆĬĜÏ ±ĵåĹĜƋĜåŸ× Ƶ±ĬĬ ĜĬåŸØ ƴ±ĹĜƋĜåŸØ ƱŸĜĹŸØ ÆåĹÏĘƋŅŞŸ

All you need to get started are: - Franchise Fee $45,000 (or $25,000 if you qualify for interest free “rip-out & replace” renovation. finance) Î Ęå ƵŅųĩ ĜŸ ÚŅĹå ĵƚÏĘ ŧƚĜÏĩåų ƋʱŠ± Ƌų±ÚĜƋĜŅűĬ ųåĹŅƴ±ƋĜŅĹ ųåŸƚĬƋĜĹč ĜĹ ĵĜĹĜĵ±Ĭ ÚŅƵĹƋĜĵå Ņü ƼŅƚų ü±ÏĜĬĜƋƼţ Î Ęå ĹåƵ Ÿƚųü±ÏåŸ ±ųå 屟Ƽ ƋŅ ÏĬå±Ĺ ±ĹÚ ƵĜĬĬ ĬŅŅĩ ĹåƵ ±ĹÚ čĬŅŸŸƼ üŅų Ƽå±ųŸţ - Your own insurances Î :ų±þƋĜ ĜŸ 屟ĜĬƼ ųåĵŅƴåÚ ƵĜƋĘ Ņƚų ƚĹĜŧƚå ŅĹå ÏŅ±Ƌ ŸƼŸƋåĵţ Î - Ęå ĹåƵ Ÿƚųü±ÏåŸ ±ųå čƚ±ų±ĹƋååÚ ĜĹ ƵųĜƋĜĹč ƱÏĩåÚ ÆƼ Ņƴåų ƐƐ Ƽå±ųŸ Ņü åƻŞåųĜåĹÏå Smart Phone Ęå åųƻ )űĵåĬ ĜŸ ĵ±Úå ĜĹ eƚŸƋų±ĬĜ± üųŅĵ ƋĘå ĀĹåŸƋ ĵ±ƋåųĜ±ĬŸ ±ĹÚ ŸŞåÏĜĀϱĬĬƼ üŅųĵƚĬ±ƋåÚ üŅų ƱƋĘųŅŅĵ Ÿ±ĹĜƋ±ųƼ - Ƶ±ųå ±ĹÚ ƋĘå Ęå±ƴƼ ŞƚĹĜŸĘĵåĹƋ ±ĹÚ ƚŸå ƋʱƋ ƱƋĘųŅŅĵŸ ±ųå ŸƚÆģåÏƋ ƋŅţ Your own working capital (around $10K) Î Ęå åųƻ )űĵåĬ ĜŸ F k ƋåŸƋåÚ ±ĹÚ Ş±ŸŸåŸ ±ĬĬ ƋĘå ųåĬåƴ±ĹƋ eƚŸƋų±ĬĜ±Ĺ Ƌ±ĹÚ±ųÚŸţ -Î cŅ ŞĬƚĵÆĜĹčØ ĹŅ ųåěƋĜĬĜĹč ±ĹÚ ck a) ú Desire and determination to be in business for yourself as part of a Î :ųå±Ƌ ų±Ĺčå Ņü ÏŅĬŅƚųŸ ƋŅ ÏĘŅŅŸå üųŅĵ ƋŅ ŸƚĜƋ ƼŅƚų ÚåÏŅų±ƋŅų ŸÏĘåĵåţ professional team.

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This is achieved by centralizing calls from all over Australia to our Melbourne Head Office call centre. Calls are answered by our professionally trained staff who assist Customers with their enquiries immediately. This level of service impresses Customers who are not used to this sort of customer service when dealing with the trades.

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Business Franchise Australia and New Zealand 73

pr o file : A r a m ex

delivering to the Angels Naked Wines and Aramex Make a Dream Team

74 Business Franchise Australia and New Zealand

Naked Wine’s unique customer funding approach and thirst for disruption are delivering real benefit for independent winemakers and wine drinkers and creating a hugely successful business at the same time.

More than 100,000 have already invested more than $80m directly into winemaking projects supporting 53 independent winemakers and enjoying wines at up to 50 per cent less than in a bottle shop, delivered to their doorstep by the Aramex (formerly Fastway) network.

“Naked Wines was built on disrupting an industry that wasn’t really working very well for either the wine maker or the wine drinker,” Managing Director Alicia Kennedy says.

“Great winemakers tend to be terrible salespeople and vice versa. We seek-out and invest in the World’s best independent winemakers, like eight-time winemaker of the year Darryl Groom, and the maker of Australia’s best Shiraz, Sam Plunkett. We liberate them so they can focus their time and money, making better wines rather than selling them. Our customers have a passion for supporting independent winemakers and by being a Naked Wine member, called Angels, they also get to enjoy mouth-watering wines every day at prices that don’t require a second mortgage.”

“Whilst the big supermarkets still dominate the instore experience for buying wine, online is definitely on the rise. We find many of our customers are converting from the likes of Dan Murphy’s as they want to support the winemakers directly and get a smarter deal. ” Alicia says.

“We offer that by connecting our Angels directly with our Naked Wines rockstar winemakers and through telling their stories. One of our most loved winemakers Jen Pfeiffer recently sold her one millionth bottle to Naked customers. Husband and wife team, Adrian and Rebecca Santolin were making just 100 cases in 2012 and now, thanks to Angel funding, will make over 45,000 cases. Our winemakers are great people making extraordinary wines.”

“The critical part of our success however is delivery. In order to compete and succeed, we need to make it even more convenient for people to get their wine and that’s where our relationship with Aramex and all our local Aramex franchisees kicks in.”

“Speed of delivery matters but we also need to make sure that the wine arrives in perfect condition which is why the reliability of our Aramex drivers in delivering as per the customer’s requirements and expectations is so important.”

It’s a relationship that has been in place since 2012 when the network was known as Fastway. Peter Lipinski, CEO of Aramex Australia, says there is a shared passion for customer service excellence and market disruption as well as wine.

“Just as Naked Wines frees up winemakers to do what they do best while providing the scale, infrastructure and business support, so too do we at Aramex for our Courier Franchisees and Regional Franchisees,” Peter says.

“Naked Wines is the bridge between the winemakers and drinkers while we provide exactly the same support to allow our Courier and Regional Franchisees to connect with their individual customers while providing a national and international distribution system.”

“We’re proud to be locally owned and operated businesses run by local franchisees and, as part of Aramex, a global leader in logistics, our network continues to thrive and strengthen.”

“We empower and support more than 10,000 Australian businesses by helping them meet their customers’ needs with efficient, effective and reliable delivery options, and great technology. We see ourselves as an extension of our customers by helping them deliver on their customer service promise. That’s the Aramex difference.”

Both Naked Wines and Aramex Australia anticipate strong ongoing growth in 2020 and beyond.

“We’ve only just scratched the surface,” Alicia says. “We’ve got over 100, 000 Angels and if you look at the Australian wine market, there’s still plenty of space to grow that. We just have to show people that they can shop online for wine with confidence, and, through Naked Wines, conveniently access amazing wine at exceptional prices. Delivery and logistics are key components of that which is why we choose to partner with Aramex.”

It’s a similar story of growth for Aramex given Australians are spending an estimated $18 billion online with e-commerce growing exponentially year on year.

“We have just had another record-breaking festive season with over 450,000 more parcels delivered in December over the previous December and year on year growth of two million more parcels,” Peter says. “Australians love online shopping including for wine and this is driving exceptional growth and demand for us.”

“While the return percentage of Naked Wines is miniscule, there’s always a surge in returns of online shopping purchases post-Christmas which creates even more business for our Courier and Regional Franchisees. We’re ready for another big year meeting the growing delivery demand.”

“We know convenience is king and our investments and focus for the year ahead are all around making it even easier for our franchisees as well as customers. From our new click and collect service to enhanced tracking technology, we are working closely with our Regional and Courier Franchisees to help them make sure their businesses are in the sweet spot and they have the delivery solutions that all of our customers want.”

“Our franchisees are also enjoying the benefit of our rebrand across Australia and New Zealand following Aramex’s acquisition of the Fastway Couriers network in 2016. This marks the final milestone in the acquisition.”

“Our customers benefit from increased reach globally while still enjoying the network’s commitment to exceptional local service – an achievement which has earned the network over 60 industry accolades, including the 2017 International Franchisor of the Year, 2015 International Franchisor of the Year, Overall Franchise System of the Year on four separate occasions and the 2012 NAB Franchise Council of Australia Excellence in Marketing Award.”

“2020 is going to be another great year for us and for all our customers,” Peter says. www.aramex.com.au

Business Franchise Australia and New Zealand 75

e x pert a dv i c e

E x p e r t T i p s o n W h at to Look for in a

Fran c hise

If you’re keen to run your own business but lack experience or don’t want to go it alone, then a franchise could be for you. But which one?

There are plenty of articles on the subject, and some even include lists of up to 250 questions for prospective franchisees to ask - but in my experience as a franchise manager, franchisor and franchise consultant, many miss the mark. Unfortunately most miss the most crucial questions or ask the wrong questions altogether.

Here’s an example. An article I read in Forbes magazine recommended that once you find a franchise opportunity you like the look of, you read their entire Disclosure Document and consider hiring professional help.

On the face of it, both those recommendations make perfect sense. osure Document, which must under Australian law be provided

to every prospective franchisee before a Franchise Agreement may be signed, contains the information necessary for making an informed decision about buying a franchise.

But a study* by Uri Benoliel and Australian researcher Jenny Buchan found that prospects tend to avoid reading Disclosure Documents (DDs).

The reasons? Benoliel and Buchan found that many franchisees have what they called “optimism bias” – they are over-optimistic about their prospects and abilities when buying a franchise, so don’t see the need to read the DD. The latest Parliamentary Inquiry into Franchising also found that one in five franchisees felt that DDs were too complicated.

There’s not much that can be done about optimism bias – except to remind you that all businesses, even franchised ones, have risks and must be thoroughly checked out – but the complexity of DDs is something that can be solved.

Get professional advice. And not just any advice. Specialist franchise advice.

Several franchisee submissions to the Parliamentary Inquiry made the recommendation that there should be a

76 Business Franchise Australia and New Zealand

mandatory due diligence process, including the requirement to seek advice from accredited franchise professionals. The only problem with this is that there is currently no regulated accreditation system specifically for franchise consultants, accountants and lawyers as there is for financial advisors and business brokers.

Given that you’re new to franchising and have probably don’t know one end of a Franchise Disclosure Document from the other, how do you get franchise advice you can trust?

First of all, make sure that the franchise consultant, accountant or lawyer that you contact is, in fact, a specialist in franchising and not just your own or a general accountant or lawyer who tells you that they understand franchising. If they are not a specialist, they won’t understand franchising.

Second, make sure they are not associated in any way with the franchise you are interested in purchasing. Most franchise consultants, accountants and lawyers make their money from franchisors, not franchisees.

Third, recognise that no matter how sound the advice you get is, it’s up to you to make the final decision. You have to feel comfortable with your chosen franchise. You must do your homework and ask the right questions.

“Doing your homework means taking the time and effort to find out what makes a franchise tick, including why customers would buy from you, how franchisees feel about being part of the franchise, and what the franchise offers you in terms of marketing, systems and training and support.”

“First of all, make sure that the franchise consultant, accountant or lawyer that you contact is, in fact, a specialist in franchising and not just your own or a general accountant or lawyer who tells you that they understand franchising.

Robin La Pere | Franchise Consultant No Ordinary Businesses and Franchises

Doing your homework means taking the time and effort to find out what makes a franchise tick, including why customers would buy from you, how franchisees feel about being part of the franchise, and what the franchise offers you in terms of marketing, systems and training and support. This means not only talking with the franchisor, but also a range of franchisees, both those who have been in the franchise for a while and those who are relatively new. I strongly recommend that you write down a list of questions for both parties.

Questions you may want to ask franchisees include: • Has being in the franchise met your expectations in terms of the support you have received from the franchisor?

• What’s your relationship with your franchisor like?

• Has your business done as well as you thought you would?

• What has surprised you?

I also recommend that you do online research about the franchise, in particular checking out reviews to assess customer ratings and satisfaction. Too many prospective franchisees forget it is the customer who will pay them, not the franchisor. I would even suggest you talk to some of the franchise’s customers if possible to gain an insight about how they feel about the business, and assess competitors to see if they seem to be doing anything better than the franchise you’re interested in.

And, what about working in a franchised business for a week or two, to give you a feel for what it’s like? Some franchises allow you to do this. Some, such as McDonald’s, even insist on it.

Am I right for franchising?

The first question may seem to be the wrong way round. Surely you should be asking “Is franchising right for me?” not “Am I right for franchising?” The difference is subtle but essential. Franchising is a two-way street.

John F Kennedy said, “Ask not what my country can do for me, but what I can do for my country.” The same principle applies to franchising. Are you prepared to contribute to the common good of the franchise rather than purely your self-interest? Are you a team player? Are you willing to fit into a franchise’s collective culture, follow the systems and not just go your own way?

Franchising is not a guarantee of success.

• Am I right for franchising?

Why would you consider buying a franchise rather than buying or starting a stand-alone business? The most common reason is that the “stand-alone” part of an independent business is a bit too daunting for newbies to business.

Franchising, by contrast, offers the security of training and support from the franchisor, as well as a proven business model.

• Where do I see myself in five years?

But, what too many franchisees don’t realise is

I mentioned earlier that there are questions that absolutely, positively must be asked before you decide to buy any franchise.

They are questions you must ask yourself.

They are:

that in franchising as in any business there are no guarantees of success. Not all franchises are a good bet, and even in those who are, there may be failures. In my experience, there are in even the most successful franchise business a percentage of franchisees who under-perform other franchisees.

Why? Sometimes it’s because franchisees who under-perform lack the skillsets necessary for success. Sometimes it’s because they fail to understand the need to follow the franchise’s systems. And sometimes it’s only because not everybody is cut out to run their own business. Statistics prove this. In almost all countries, no more than one in seven (and more often one in 10) of the working-age population own their own business. It’s just not that easy to walk away from a regular, predictable income, no matter how much you hate “working for the man”. No one said building a business is easy. And if you think building a franchised business is going to be much easier, my advice is to stick with your day job.

Business Franchise Australia and New Zealand 77

e x pert a dv i c e

“The cliché that franchising is all about a ‘proven business model’ no longer applies. What is the franchisor doing to keep ahead of the game? What involvement would franchisees have in innovation and change management?

What assistance would be available from the franchisor if costly changes needed to be made?”

Where do you see yourself in five years?

My second ‘crucial’ question may seem as odd as the first. But as Stephen Covey said, it always pays to “begin with the end in mind.”

Most franchisees don’t. Nobody goes into franchising expecting the worst, so they don’t tend to think about the consequences if being in business doesn’t turn out as they believe it will and they want out. But neither do they tend to think about the implications if the business is thriving and they want out.

Before buying a franchise, you should ideally spend almost as much time thinking about how you can get out as you do about why you should get in.

What if you find that for whatever reason your business doesn’t perform and you lose money?

What if your landlord won’t renew your lease or bumps up the rent? What assistance and options would be available to you from the franchisor?

On the other side of the coin, what if the business is successful and you want to a) grow it b) run it under management so you can take time off or c) sell it? Might other franchise territories be made available for you to buy so you can grow? Does the franchise agreement

allow you not to be hands-on in the business?

Would the franchisor automatically have the first option to buy if you decide to sell and under what circumstances could they decline to accept a potential buyer? What share of the sale price would the franchisor be entitled to?

• Franchisee Financial Performance

Here’s another ‘what if’ that more and more franchisees wish they had considered in advance. What if new business models or more innovative products and services threaten your market? This is happening all the time in today’s fast-paced and continually evolving business environment. The cliché that franchising is all about a ‘proven business model’ no longer applies. What is the franchisor doing to keep ahead of the game? What involvement would franchisees have in innovation and change management?

What assistance would be available from the franchisor if costly changes needed to be made?

• Compliance and Assurance

• Franchisee Engagement and Satisfaction • Franchisor Training and Support • Franchisor Financial Performance • Lender Relations While this kind of rating system can be useful, it doesn’t answer the two crucial questions above. ould complement not be a substitute for your own due diligence and appropriate professional advice.

And if all this homework sounds too much like hard work? Stick to your day job. *Franchisees’ Optimism Bias and the Inefficiency of the FTC Franchise Rule by Uri Benoliel and Jenny Buchan

My final word is about franchise rating schemes. In Australia, US-based FRANdata uses a set of standards to independently evaluate Australian franchise systems across what they call ‘critical areas of a franchise system’. These are:

Robin La Pere is a franchise consultant with more than 20 years’ experience as a franchise manager, CEO and owner as well as a consultant, coach and speaker on franchising. Based in Auckland, New Zealand, he works with clients throughout Australasia and internationally. He is a specialist in business model development, strategic planning, process improvement and franchise recruitment marketing.

• System Performance

www.noordinary.co.nz

78 Business Franchise Australia and New Zealand

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h av e yo u r say

What I Learned When my Franchise Burned Down 80 Business Franchise Australia and New Zealand

and started on my path to recovery – a path that led me to understand the power of the mind intimately, and how this is the determining factor of success – in all areas of life. I learned that the main factor holding my franchise, health and happiness back was my inability to show up as myself.

I subconsciously lived in fear that I wasn’t good enough or I wouldn’t be liked. So, as a result, I was constantly trying to prove myself by working ridiculous hours, setting goals that were too high to be achieved and then beating myself up for failing. I was at the mercy of my perfectionism and need to be the best, and regularly engaging in selfsabotaging behaviours. I was living in fight or flight mode, and it was wreaking havoc in my body, business and life.

It was 4:30 pm on a Friday, and I decided to pack up and leave my team to run the show at my personal training franchise. It had been another long week of waking up at 4 am and going to bed at 11 pm, so I felt I deserved an early night to crash on the couch and watch mindless TV. I’d just got myself settled in when I had a call from my head trainer to tell me, “There’s been a big bang, and there’s some smoke”.

Not really knowing what he was going on about I headed back to the studio, a little disgruntled as it had disturbed my precious chilling out time. On the way there, I received a text message from the alarm company saying ‘Overload’, and as I drew closer, I could smell smoke and hear sirens. “Oh, dear”, I thought.

As I pulled up, I could see smoke streaming out the back of the studio, and over the next few hours, we watched as the roof collapsed and the building fell into the street. That franchise was like my baby – I’d raised it from a failing video store into a fully fitted out boutique gym with a solid team, strong culture, and consistently growing client base.

I’d given it everything I had – physically,

emotionally, mentally and financially – and just like that it was all gone.

Or was it? I wasn’t going out without a fight. I’d worked too hard for too long, and I’d made a commitment to my team and clients that I wasn’t prepared to go back on.

So the next day I ran a boxing class in the park. Monday morning, we conducted the personal training sessions on the beach. And

by Monday afternoon I’d relocated us to new premises with a fully equipped gym, 25-metre swimming pool, steam room and views over the ocean! Not a bad result!

I continued in aggressive fight mode for a while. I thought I was killing it, but actually, I was just running on adrenaline, and underneath I was quietly falling apart. I was constantly worrying about all the clients, trainers, people at the new gym and everyone in the franchise network. I felt like it was my fault and I had personally inconvenienced them, so I focused all my energy on trying to make up for that and show them how driven and determined I was to make it work.

Eventually, however, I hit rock bottom. I realise now that I’d been burning out for a long time before the fire, but this finished me off. I had adrenal fatigue, unexplained weight gain, extreme bloating and digestive issues, hormonal imbalances, erratic moods, clouded thinking and periods of anxiety. To the rest of the world, I was a ‘phoenix rising from the flames’, but behind closed doors, I was a broken woman.

I couldn’t carry on. I exited the franchise

I don’t want anyone else to have to go as low as I did – it sucks down there. So I’ve picked out a few of the key learnings I’ve taken from my experience and now teach to others, to help you get (or stay) on the right path towards success – and most importantly, enjoy the process.

1. Know who you are and what drives you

To show up as yourself 100 per cent you first have to know exactly who you are.

Often we get stuck in a cycle of doing what we think we “should” do and being who we “should” be, as a result of these common fears of not being good enough and not being liked. We subconsciously compare ourselves to what’s going on around us and try to adapt to “fit in” and avoid being rejected. This can be particularly pertinent within a franchise, as you’re surrounded by a lot of other people doing the same thing as you, so constant comparisons are inevitable.

Consequently, you don’t feel fulfilled because you’re not working on the things that matter to you, and you feel like life is just taking you along for the ride rather than you being in the driver’s seat. So you try to fill the void by working harder for longer and seeking external gratification. Of course, this then pushes you further into the stress cycle until eventually, something has to give – your franchise, health, relationships and even sometimes your life.

However, when you’re living according to your core values and consistently taking action towards what you want,

Business Franchise Australia and New Zealand 81

h av e yo u r say

3. Master the way you communicate with yourself

You are absolutely what you think.

The brain wants your internal and external worlds to be aligned. So it will organise all the information you absorb to determine how you interpret and experience the external world, based on what’s going on internally inside your mind – your thoughts, experiences, beliefs, values, memories and attitudes.

If you can identify and focus on those elements of the mind that align most with who you are and what you want, and change those that don’t, you can take control of how you interpret the world and therefore take control of how you respond. Which means less time in fight or flight mode because the brain is not misinterpreting situations as “dangerous”, so less stress response activation and therefore more optimal functioning of the body and mind.

Ultimately giving you more energy, clarity, confidence, motivation and satisfaction to drive your franchise forward and build the life you deserve.

Laura Piccardi is an International Stress Management Expert, Performance Coach and Author of the bestselling book, Unfaked. Her mission is to make a massive dent in the statistics of lifestyle related disease and levels of distress, that is rapidly increasing as a result of our highly pressured and busy lifestyles. Her incredible story of transforming her life is the inspiration behind her mission. that’s when you show up as your real self, and operate at your optimum and achieve true balance – because your external behaviours are in alignment with your internal drivers.

2. Understand and respect the connection between the mind and body

When you’re always busy, worrying and never switching off, your brain thinks you’re in danger and activates your sympathetic nervous system (your fight or flight mode). So consistently communicating to your mind that you’re safe is critical when it comes

to your wellbeing, as it triggers the parasympathetic nervous system (your rest and digest mode) and counteracts this stress response.

So doing anything that creates a feeling of calm and contentment right at your core is the aim of the game, as this will cause the brain to naturally assume that danger is not present and therefore fight or flight mode is not necessary. As well as the obvious strategies like breathing and meditation, doing things you love and exploring your creativity are very powerful ways to trigger the parasympathetic nervous system. Your core values provide the perfect guide for what to do here.

82 Business Franchise Australia and New Zealand

What does Uppy mean, I hear you ask? Uppy is you, the real you and nothing but the real you. Through her own experiences and those of her clients, Laura realised that the key to having the health and life you want is to just be yourself 100 per cent without restrictions. This ultimately allows you to take control of the way you think and behave, and therefore take control of the way you feel, and therefore take control of the way you experience life.

Everything Laura teaches is focused on helping people to get there Uppy out, and keep it out! +61 420 704 679 laura@uppy.com.au www.uppy.com.au/franchises

Darryl Morris

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Business Franchise Australia and New Zealand 83

PR OFI L E : franchising expo

Learn from the

Leaders and Legends of Small Business

Anyone dreaming of starting their own business in 2020 shouldn’t miss this opportunity to visit the Sydney Franchising & Business Opportunities Expo, at ICC Sydney Darling Harbour from Friday 20 until Saturday 21 March.

Each Franchising & Business Opportunities Expo showcases a huge range of business ideas. You will have the opportunity to come face to face with the people behind emerging brands as well as established businesses, such as Poolwerx, Snap Print & Design, Battery World, Experimac, Speed Queen Equipment Sales, The Graffiti Eaters, Miniso, Minuteman Press, Swimart, Roll’d and many more.

The show has been revamped this year with new ‘Start Your Own Business’ workshop and the Franchisee Success Summit, in addition to the popular seminar program featuring industry experts, franchisees and franchisors.

In addition to meeting exhibitors, visitors find great benefits in attending the free seminars held as part of the show. Free seminars help visitors to understand the difference between franchises, finding a business that matches your skills, success strategies and pitfalls to avoid.

“Small business is the driver of our economy and many people find it offers a fantastic lifestyle and steady income,” says Exhibition Manager Fiona Stacey.

“But it’s also crucial to do your research and make sure you choose the best concept for your circumstances. The Expo is independent and gives you the perfect chance to see the options, speak with the experts and have all your questions answered.”

Concepts on offer for the first time in Sydney include Stagecoach Performing Arts, The Great Greek, 1800 Blinds, Hey Juice, Ninja Kids, Duck Donuts, Elite Carpet Drycleaning and Darbecca.

“The seminars and free panel sessions are always a highlight of the Expo,” says Stacey.

“It’s a good idea to check the program on our website before you attend, to make sure you’re in time to hear from any speakers who particularly interest you.

“Once again the 2020 shows have been well supported by the small business and

84 Business Franchise Australia and New Zealand

franchising community” she says. “Any company wishing to take a stand at this year’s shows and reach thousands of potential new franchisees should get in touch with our team to discuss the benefits of exhibiting.”

Gain the freedom and flexibility of being your own boss with an established brand and support network behind you. Visit the show to explore a wide variety of franchises, advisors and business ideas, all under one roof.

For more information go to www.franchisingexpo.com.au For information on exhibiting contact Fiona Stacey at: 03 9999 5464 or fiona@specialisedevents.com.au

Reader special: Register to visit any Franchising & Business Opportunities Expo in 2020 for half price at: www.franchisingexpo.com.au by using the code CGB

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Sydney: 20-21 March Perth: 3 May Brisbane: 19-20 June Melbourne: 21-22 August Business Franchise Australia and New Zealand 85

h ot to pi c s

Behind the

headlines

Franchising steps up for bushfire relief The franchise sector is showing tremendous support for bushfire relief and recovery efforts through a variety of fundraising initiatives, according to media reports.

Initiatives include giving and collecting donations, franchises matching the donations made by employees, offering customers the chance to round-up the price of their purchase with the difference being donated, and amending volunteering policies to provide open-ended paid leave for volunteer firefighters and reservists during this natural disaster.

Support has come from across the sector, including coffee, food, gaming, real estate and property, retail, travel and hospitality, with one international brand also contributing from its operations in the United States.

Franchisor fined $4.2m, directors banned

the former hand car wash and detailing companyâ&#x20AC;&#x2122;s director Sanam Ali, and $656,000 against national franchise manage Charles Cameron. Ali and Cameron were also disqualified from managing corporations in Australia for five and four years, respectively.

Mobile service franchisor Geowash Pty Ltd has been fined $4.2 million by the Federal Court for breaches against Australian Consumer Law, according to an Australian Competition and Consumer Commission (ACCC) media release.

A three-year investigation into the company by the ACCC culminated in Geowash being found guilty in February 2019 of offences including acting unconscionably, making false and misleading representations, and breaching the Franchising Code of Conduct by failing to act in good faith. Geowash was placed into voluntary administration in October 2016 and

The penalty includes $1.045 million against

went into liquidation in April 2019.

86 Business Franchise Australia and New Zealand

charges. Young, who represented himself in court, attempted to shift blame to his younger brother Bradley Wendell Young, who was jailed for the same offences in 2016.

However Bradley Young launched an appeal against his sentence based on evidence produced during his older brother’s trial. The Queensland Court of Appeal rejected the appeal but did shorten Bradley Young’s nonparole period from 21 to 15 months, which means he will be eligible for parole from 5 May 2002.

Meanwhile, his older brother Andrew was found to be mentally competent during his recent trial, despite a “transient amnesiac event” which he unsuccessfully argued should have resulted in a mistrial. Andrew Young previously thwarted three trials for the same offences by forcing his legal team to withdraw and sacking another team appointed by Legal Aid. Kleenmaid collapsed in 2009 with debts of more than $100 million that left more than 30 franchisees without businesses and 6000 customers emptyhanded after they had paid deposits for whitegoods that were never supplied. The Kleenmaid brand has since been sold to new owners.

Food chain sales lift following restructure Healthy fast-food alternative franchise Oliver’s has grown sales to $9.6 million during the second quarter from $8.9 million the year prior following a 2019 leadership shuffle and restructure to focus on cost control, increasing employee confidence, and returning to preIPO strategies to increase turnover and profit, according to a media report.

Perth franchisee faces $630,000 fine for underpayments Franchise director jailed as brother set for early release Evidence presented in the trial of the last of three former directors of failed whitegoods retail franchise Kleenmaid has been used to appeal the sentence of one of the other already-jailed directors, according to a media report.

The fourth trial of Kleenmaid founder Andrew Eric Young on charges of knowingly operating the company while it was insolvent, and for defrauding the Westpac Bank of $13 million prior to the 2009 collapse of the whitegoods retail franchise concluded in January with Young found guilty on all

A former franchisee of Asian food chain outlet, Han’s Café, in Western Australia is facing legal action and a fine of up to $630,000 for serious contraventions of the Protecting Vulnerable Workers laws, according to a Fair Work Ombudsman (FWO) media release.

The FWO alleges vulnerable workers were underpaid by the franchisee who had previously faced court for similar conduct.

The breaches occurred between October 2017 and April 2018 and affected 11 employees who were underpaid a total of $5,022.

The employees have been back-paid. The franchisee is facing the prospect of a tenfold increase in penalties because they had previously been prosecuted last year by the FWO for similar breaches.

Jason Gehrke | Director Franchise Advisory Centre

Underpayments common in Asian franchises: FWO A Fair Work Ombudsman (FWO) investigation into emerging fast food, restaurant, and café franchises have discovered underpayments to be common in Asian franchises, according to an FWO statement.

The national investigation audited seven franchises selected on data and intelligence that raised concerns related to workplace law compliance. Six of the seven franchises were founded overseas: five in Asia and one in the US. Underpayments totalling $731,648 were recovered for 780 workers.

Franchisees reported receiving little guidance from franchisors on workplace law compliance with the most common breaches related to pay slip obligations, penalty rates, and record keeping.

Ruling eases US joint employer fears A ruling by the National Labor Relations Board (NLRB) in a long-standing labour dispute with McDonalds Corporation has relieved concerns that franchisors in the United States are considered to be joint employers of their franchisees’ workers, according to a media report.

The dispute, which started in 2012, was triggered when workers were disciplined and in some cases fired by McDonald’s franchisees for participating in protests to increase minimum wages to USD$15 per hour. McDonald’s Corporation argued that it was not the employer of the fired workers, but offered a settlement that was initially rejected by a judge before the latest ruling ordered that the settlement be accepted.

The acceptance of the settlement offer settles the question of joint employer liability and ends years of uncertainty for franchisors across the United States, according to the International Franchise Association, which represents franchising in the US. www.franchiseadvice.com.au

Business Franchise Australia and New Zealand 87

GLOBAL

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PO Box 5039, Wheelers Hill, VIC, 3150

Level 1, 349 Coronation Drive, Milton 4064

P 03 9533 0029 Contact Corina Vucic E hello@fcbs.com.au https://www.fcbs.com.au/

P 1300 659 676 E info@franchisefinanceaustralia.com.au www.franchisefinanceaustralia.com.au/

FIX the gaps in your franchise offering There are often gaps in a franchising offering – whether that’s because the franchise has just started, the franchise is deliberately being kept small and manageable, or because a decision has been made to keep the overheads of the Corporate Office low.

Whatever the reason, those gaps in the offering can be critical to not only the success but also the legal compliance of your franchise.

That’s where FC can help. We can provide you with as much (or as little) support as you need. We cover all areas of franchising from strategic business advice and modelling to audits, manuals and policies to ensure you are compliant. We can do all your marketing – from graphic design to website design, social media lead generation and full advertising campaigns.

We can run your events, handle your PR, do your recruiting, facilitate your training and even set up and run your Franchise Advisory Council.

We have a team of highly skilled, innovative people with decades of expertise in all area of franchising.

Contact us to see how we can help build your business by providing a richer offering for your franchisees.

About Us Franchise Finance Australia is a specialist funder to the franchise sector. We have unrivalled knowledge of franchisees funding requirements as well as direct relationships with the franchise networks operating in Australia. Founded in 2014 by directors with a background in franchising, we have remained committed to offering flexible funding solutions that allow franchisees to start a new business or improve their existing business.

What Can We Fund?

Franchise Finance Australia can finance new & used equipment, fitouts and refurbishments including: • New Store Fitouts • Store Refurbishments • Business Re-sales • New Equipment Purchases • Used Equipment Purchases • Vehicles, Trailers & Vehicle Fitouts • Change of Ownership & Re-Sale requirements • Refinancing Existing Finance Contracts Why Choose Franchise Finance Australia Franchise Finance Australia can finance new & used equipment, fitouts and refurbishments including: • Competitive Rates • 24/7 Customer Service • Preserve Precious Capital • Fast Online Application Process • Terms Start From Just 12 Months • Flexible End Of Term Options • Repayments Can Be 100% Tax Deductible

Level 27 Governor Macquarie Tower, 9 Farrer Place, Sydney, NSW 2000 Level 6, 64 Marine Parade (PO Box 10857) Southport Qld 4215 P 07 5591 2522 F 07 5591 2511 Contact Sam Rees E sr@ippartnership.com.au www.ippartnership.com.au A specialist Franchising and Intellectual Property legal firm, providing advice for Franchisors from conception to recruitment and ongoing management.

The firm takes great pride in its long term relationships with Franchisors and providing clients with expert, tailored and cost-effective advice. Expert advice and assistance is also provided to Franchisees buying & selling businesses as well as in relation to disputes.

P 1300 858 818 Contact Jessica Gadiel E systems@safetynavigator.com.au www.safetynavigator.com.au

Safety Navigator is a cloud-based health and safety platform used by over 10,000 Australian and New Zealand businesses. Our focus is on making health and safety compliance easy for business to allow them to reduce the risk of a workplace incident occurring. We specialize in servicing the Franchise industry.

Business Franchise Australia and New Zealand 89

f r an c h i s e l i st i n gs

FRANCHISE

NATURE OF BUSINESS

OUTLETS

ASSOC MEMBER

INITIAL FEE

MIN INVEST

HEALTH AND FITNESS

800+ worldwide, 19 in Australia

Fitness Australia

30,000 + GST

$150,000 - $250,000

LAUNDRY SERVICES

100+

-

20%-30% Deposit

$100,000 financed over 5 years

ELECTRICAL TEST AND TAG

57

FCA

$35,000

$57,000 + GST + Vehicle

Largest Retail Bakery Franchise

Over 600 bakeries across New Zealand, Australia, Canada and USA

Retail Association, Franchising Council of Australia

Existing Site Bakery Purchase $50,000 - $1,000,000 +gst Training $8,000 +gst New Site Bakery Purchase $500,000 $550,000 +gst

Training $8,000 +gst

BATHROOMS

20

FCA & HIA

-

$45,000 plus vehicle Investment required

BATTERY RETAILER

110

FCA/ARA

Initial Fee $55,000 (Excl GST)

$250,000 (Excl GST) Incl the initial franchise fee

RETAIL: Bedroom mattresses and furniture

37 throughout Australia

FCA

$75,000

$650,000

RETAIL, FOOD AND BEVERAGE

545

-

$280,000$450,000 + GST

$280,000 + GST

FLOORING AND WINDOW FURNISHINGS RETAILER

130

NRA, ATFA

$25,000

$80,000

MOBILE DOG WASH

21

FCA

$20,000

$30,000

DECK AND TIMBER RESTORATION

8

HYGIENE PRODUCTS & SERVICES

33 in AUS, 18 in NZ

FCA

None

$10,000 - $300,000

AUTHENTIC ITALIAN FAMILY FOOD FRANCHISE

20

FCA

$50,000 + GST

$500,000 $700,000

LEADERS IN FIRE, ELECTRICAL & SAFETY

10+

FCA

-

$31,500 to $49,500 ex GST

RESTAURANT

75

FCA,FANZ

$50,000

$350,000+

SHIPPING & LOGISTICS

Aust 50 Intl 200+

-

$64,950

$64,950

MOBILE POOL SHOP & POOL SERVICE

100+

FCA

$69,000

$69,000 + Vehicle

$20,000$50,000

$20,000

9ROUND – 30 MINUTE KICKBOXING FITNESS 1/238 Old Cleveland Road, Coorparoo, Queensland, 4151 +64 27 672 2312 Email: ppowerman@liftbrands.com Website: www.9round.com.au/own-a-franchise/

ANDREW BARTON 67 Colebard Street, Acacia Ridge, Qld 4110 Phone: 1800 304 030 Email: mls@andrewbarton.com.au Website: www.andrewbarton.com.au

APPLIANCE TAGGING SERVICES 80 Patterson Road, Bentleigh VIC 3204 Ph: 1300 287 669 Fax: 03 9557 4854 Email: steve@ats.com.au Website: www.appliancetaggingservices.com.au

BAKERS DELIGHT 36 Enfield Street, Mt Eden, Auckland 1024 NZ Phone: 0800 225 388 Fax: 0011 61 3 9811 6100 Email: franchise.recruitment@bakersdelight.com.au Website: www.bakersdelight.com.au/franchise/

BATHROOMWERX 3 Harrow Street Preston VIC 3072 Phone: 1800 644 171 Fax: 1300 765 266 Email: franchise@bathroomWerx.com Website: www.bathroomWerxfranchise.com

BATTERY WORLD Level 3, 203 Wharf Street, Spring Hill QLD 4000 Ph: 1300 793 209 Email: franchise@batteryworld.com.au Website: www.batteryworld.com.au/Franchise-Opportunities

BEDSHED Bedshed Franchising Pty Ltd 75 Howe Street, Osborne Park, WA 6017 Phone: 0447 891 158 or 08 9204 6408 Email: gprussia@bedshed.com.au Website: Bedshed.com.au

BOOST JUICE Chadstone Shopping Centre, 1 Tower 2, 1341 Dandenong Rd, Chadstone VIC 3148 Ph: +61 (3) 8593 45 46 Email: boostinfo@retailzoo.com.au Website: www.retailzoo.com.au/franchising-information

CARPET CALL AND SOLOMONS FLOORING 24 Jutland St, Loganlea, QLD 4131 Ph: (07) 3489 1361 Mobile: 0402 791 187 Email: jack.mcclane@floorstores.com.au Website: www.carpetcall.com.au/about-us/franchises

CITY FARMERS DOGWASH Unit 6 / 372 Eastern Valley Way, Chatswood NSW 2067 Ph: 0402 902620 Email: scott.mcintosh@cityfarmers.com.au Website: www.cityfarmers.com.au/dogwash

DECKSEAL PO Box 4093, Burwood East VIC 3151 Ph: 1800 332 525 Email: admin@deckseal.com.au Website: www.deckseal.com.au

ECOMIST Unit 4/28 Barcoo Street, Chatswood NSW 2067 Ph: 0447 743 157 Email: info@ecomist.com.au Website: www.ecomist.com.au

FASTA PASTA PTY LTD Level 1, 137 The Parade, Norwood SA 5067 Ph: 08 8304 8600 Fax: 08 8332 8389 Email: franchise@fastapasta.com.au Website: www.fastapasta.com.au

FCF FIRE & ELECTRICAL 1/6 Victory East St, Hervey Bay Qld 4655 Ph: 1300 323 753 Email: sales@fcfnational.com.au Website: www.firesafetyfranchise.com.au

FCA & AIG $65,000 + GST (Australian Industry $30,000 + GST (incl Franchise Fee) Group) + vehicle

HOG’S BREATH H/O 153 Shore Street Cleveland QLD 4163 Ph: 1800 464 783 Email: disco@hbca.com.au Website: www.hogsbreath.com.au

INXPRESS AUSTRALIA PTY LTD 3/14 Burke Crescent North Lakes QLD 4509 Ph: 1300 097 857 Email: sales.au@inxpress.com Website: www.inxpress.com.au

JIM’S POOL CARE 48 Edinburgh Road, Mooroolbark VIC 3138 Ph: 131 546 Email: info@jimspoolcare.com.au Website: www.jimspoolcare.com.au

MAGNETITE WINDOWS 36 garema Circuit, Kingsgrove NSW 2208 Phone: 02 9565 4070 Fax: 02 9565 4080 Email: info@magnetite.com.au Website: www.magnetite.com.au

90 Business Franchise Australia and New Zealand

WINDOW INSULATION

6 franchises AWA, HIA, WFAANZ & 12 dealers

FRANCHISE

NATURE OF BUSINESS

OUTLETS

ASSOC MEMBER

INITIAL FEE

MIN INVEST

NURSE NEXT DOOR

IN-HOME AGED CARE AND DISABILITY SUPPORT

4

FCA

$70,0000

$150,000

24 HOUR GYM

FCA

Site Specific

$350,000 to $500,000

$80,000 - $240,000

RETAIL

2

-

$50,000

$100,000

FLEXIBLE WORKSPACE & CO WORKING SOLUTIONS

3,300

-

$50,000

$1M

HYDRAULIC SERVICE AND MOBILE CONNECTOR SPECIALISTS

120

-

$15,000

VARIOUS OPTIONS

HEALTH & FITNESS

21 Locations Australia wide

Fitness Australia

$62k

$500k

MOBILE TOOLS AND EQUIPMENT FRANCHISE

175+

FCA / FANZ

Start-up cost from $50,000

-

PRINT, DESIGN, WEBSITES

150+

AUS & NZ FCA, FCNZ & Print Industries Association of Australia

$35,000 AUD

From $50,000 AUD

FOOD - QUICK SERVICE RESTAURANT (QSR)

1354* (AU) 263* (NZ), 41,526* in 108 countries *as of 5 Sept 2019

-

AUD15,000 + GST (Australia), USD12,500 + GST (New Zealand)

Site dependent

ENERGY EFFICIENT PRODUCTS

81 in 9 countries

FCA

$48,000 + GST

$85,000 Incl.

Franchise fee, sign written, equipped van. + vehicle lease

LOTTERIES

Approx. 4000

-

Varies dependent State/Territory

Varies dependent State/Territory

FCA, BFA

$40,000

$150K - $400K depending on size & concept

AWA

$40,000

Varies depending if vehicle needed

10 Oxley Road Hawthorn VIC 3122 Ph: 1300 010 247 Email: matt.fitton@nursenextdoor.com.au Website: www.nursenextdoorfranchise.com.au

PLUS FITNESS PO Box 76, Camden NSW 2570 Ph: 02 4648 2099 Email:franchising@plusfitness.com.au Website: www.plusfitness.com.au

POLISHED DIAMONDS 30 New Regent Street, CBC, New Zealand PH: +64 800 233 299 Email: dan@polisheddiamonds.com Website: www.polisheddiamonds.co.nz

REGUS / IWG (HOLDINGS) AUSTRALIA PTY LTD Ph: (02) 9220 5000 Email: Franchise.AU@iwgplc.com Website: franchise.iwgplc.com/en-gb

RYCO 24•7 19 Whitehall Street, Footscray VIC 3011 Ph: 03 9680 8000 Fax: 03 9680 8001 Email: sales@ryco247.com Website: www.ryco.com.au

SNAP FITNESS 1/238 Old Cleveland Road, Coorparoo, Queensland, 4151 Ph: 0435 841 811 Email: gcondello@liftbrands.com website: snapfitness.com.au

SNAP-ON TOOLS PO Box 6077, Seven Hills NSW 2148 Ph: Aus: 1800 762 766 NZ: 0800 762 766 Email: sota.franchise@snapon.com Website: www.snapontools.com.au

SNAP PRINT & DESIGN Ground Floor, Building G, 12-24 Talavera Road, North Ryde NSW 2113 Ph: 1300 810 233 Email: franchiseenquiries@snap.com.au Website: www.snap.com.au

SUBWAY SYSTEMS AUSTRALIA PTY LTD Level 1, 42 Amelia Street, Fortitude Valley QLD 4006 Ph: 1800 630 355 Email: australia_development@subway.com Website: www.subway.com.au

SUPERGREEN SOLUTIONS FRANCHISING 161 Ingham RD, West End, QLD, 4810 Ph: 07 4772 7655 Email: franchise@supergreensolutions.com.au Website: www.supergreensolutions.com.au

THE LOTT 87 Ipswich Road, Wooloongabba QLD 4012 VIC, TAS & NT – Tatts, Tatts NT – 07 3877 1095 NSW & ACT – NSW Lotteries – 07 3877 1118 QLD – Golden Casket – 07 3877 1117 SA – SA Lotteries – 07 3877 1096 Email: franchiseenquiries@thelott.com Website: www.thelott.com/franchisee

THEOBROMA, CHOCOLATE LOUNGES, PAVILIONS, BARS 3A Kia Crt, Preston VIC 3072 Ph: 03 9480 1030 or +61 431 727 004 Email: franchising@theobroma.com.au Website: www.theobroma.com.au

THERMAWOOD RETRO-FIT DOUBLE GLAZING PO Box 1007, South Melbourne VIC 3205 Ph: 04 555 55 330 Email: info@thermawood.com.au Website: www.thermawood.com.au

CHOCOLATE LOUNGES, 11 worldwide PAVILIONS, BARS

RETRO-FIT DOUBLE GLAZING

6 AUS, 42 NZ

A-Z Listings are a great way to promote your business For more information call 03 9787 8077 (or +61 3 9787 8077 from outside of Australia) and speak to one of our Sales Executives or go to: www.businessfranchiseaustralia.com.au

Business Franchise Australia and New Zealand 91

F R A N CHISE a—z d i r ecto ry

9Round – 30 Minute Kickboxing Fitness ™

A specialised fitness centre that brings boxing, kickboxing and functional training to the masses in a convenient, affordable, 30 minute full body circuit format!

Workouts involve aerobic, anaerobic, and resistance training, getting you results, fast!

business model simple and the cost of entry low.

With a proven business model, a network of dedicated support staff, and other franchise owners, 9Round owners always have somewhere to turn for support and guidance.

Contact Paige Powerman to request a prospectus and learn more about opportunities to own a 9Round.

The 9Round Fitness Franchise is breaking the mold in the fitness industry, dedicated to keeping the

+64 27 672 2312 ppowerman@liftbrands.com 9round.com.au/own-a-franchise/

Andrew Barton

additional profits become even more attractive.

Andrew Barton Laundry Systems was established over 60 years ago to service the Queensland laundry market. The business was built around sole distributors of the world-famous Speed Queen brand of commercial laundry products.

The Laundry industry is going through its very own digital revolution, and Andrew Barton is officially launching its unique Managed Laundromat Service (MLS). The Managed Laundromat Service has been designed to take advantage of the latest digital technology, including their own cashless payment system and remote security monitoring, which has opened up the laundromat market to investors who want a truly hands-off approach.

Andrew Barton laundromats are an excellent long term investment primarily because the Speed Queen machines last for so long. An investor can expect day after day of reliable running for 15 years or more without the need for significant reinvestment, so once the initial set up costs have been recouped the

APPLIANCE TAGGING SERVICES Looking for a franchise with on-going repeat business, large territories and access to an existing client base to get you started?

With over 12 years’ experience, ATS are Australiawide specialists in Electrical Testing and Tagging in accordance with AS/NZS 3760:2010. 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.

bakers delight With almost 40 years of experience in the franchise sector, Bakers Delight has become one of the nation’s most recognisable brands but, did you know most of the network’s over 600 outlets are operated by franchisees who entered the business with no prior knowledge?

A 16-week competency-based training program, both in-store and online forms the foundation of the onboarding process. Additionally, franchisees receive strategic marketing support, with workshops, offered an on an ongoing basis.

BATHROOM WERX Breathe New life into any bathroom – domestic or commercial - without the hassle and expense of renovating.

Established in 1986, Bathroom Werx specialises in quick and affordable bathroom makeovers saving our Clients thousands of dollars. Our Clients include Hotels, Government Housing, real estate Groups, Facilities Managers and home owners.

92 Business Franchise Australia and New Zealand

Please contact us at mls@andrewbarton.com.au or call us on 1800 304 030

No prior electrical experience is required, just a passion for safety and a commitment to growing your business.

With low entry fees, minimal franchisee administration, and average returns between $1,000 and $3,000 per week an ATS franchise may be just the opportunity for you.

ATS were named FCA Emerging Franchisor of the Year 2011 and the FCA National Franchisee of the Year 2013 (less than 2 staff).

For further information please contact Steve Wren, National Sales Manager on 1300 287 669, email steve@ats.com.au or visit www.appliancetaggingservices.com.au

Purchasing a franchise business involves a lot of trust so we approach the entire process like a partnership and make information on just about every aspect of the business freely available to you.

If you have the passion and drive to be the local face of a bigger brand.

Take the first step and contact our team to learn about any local business opportunities available within your area.

Email: franchise.recruitment@bakersdelight.com.au Website: www.bakersdelight.com.au/franchise

We manufacture our own unique Werx enamel specifically formulated for bathrooms and CSIRO tested.

With over 30 years’ experience in the business you too can make big money in bathrooms!

In the first instance Phone: 1800 644 171 and speak with George Yammouni or email franchise@bathrommwerx.com www.bathroomwerxfranchise.com

Battery World Over the past 20 years Battery World has expanded to be the largest and most comprehensive Australian battery retail franchise.

The Battery World franchise network is a fast growing, sustainable, reputable franchise that continues to dominate the specialist battery market.

With over 111 stores Australia wide and with more set to open, it’s never been a better time to

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

BEDSHED Are you looking for the freedom and flexibility to be your own boss? Independent research shows our franchisees are more financially satisfied than 84 per cent of the franchising sector. Our mix of industry knowledge and specialised advice and training, mean greater success for our franchisees.

Bedshed is an accredited franchise business model led by a professional management team.

Backed by over 35 years of successful operation,

boost Boost Juice is one of the world’s most famous and loved smoothie and juice brands. With its winning combination of fresh fruit and love life ethos, Boost Juice offers a healthy alternative to fast food and strives to have customers leave feeling just that little bit better.

Founded by Australian adventurer and entrepreneur, Janine Allis, the first Boost Juice store opened in Adelaide on King William Street in 2000. From humble beginnings, Janine transformed her smoothie and juice empire from her kitchen bench

start your own business backed by a nationally established franchise network.

Our Batteryologists are everyday people who have a passion for their work and for helping their customers.

To find out more on becoming a Batteryologist and becoming your own boss contact us today!

Call us on 1300 793 209 or visit: www.batteryworld.com.au/Franchise-Opportunities

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

Bedshed provides support, specialised advice, training and a proven structure which takes a lot of the risk out of running your own business.

Bedshed is committed to partnering with franchisees to help them achieve business success, while offering flexible hours and a fulfilling lifestyle.

Got a question? Just want to have an initial conversation? Contact our National Business Development Manager, Greg Prussia on +61 (0) 447 891 158 www.bedshedfranchise.com.au

to the International success story it is today, with over 500 stores in operation. The Boost Juice concept is not only about providing customers with healthy and great tasting products, it’s about creating an entire in-store experience. Franchise Partners and staff members want their customers to experience the energy, passion, vibe and “love life” ethos that Janine infused in her first store.

Contact Phone: +61 (3) 8593 45 46 Email: boostinfo@retailzoo.com.au www.boostjuice.com.au/franchising

city farmers dogwash

looking for Franchisees with big smiles and big hearts to come on board and enjoy the ride.

Beginning more than 20 years ago as a small enterprise, City Farmers Dogwash is now part of Greencross Ltd (City Farmers, Petbarn & Greencross Vets).

• No experience necessary

Greencross Ltd comprises 220+specialty large format pet Stores (City Farmers & Petbarn) throughout Australia, a mobile network of over 20 City Farmers Dogwash vans as well as 150+ Veterinary clinics and an online store.

• Strong brand recognition

Our Franchisees love what they do and are so passionate about the part they play in a dogs’ health and wellbeing. But with more than 3.7 million pet dogs in Australia, we’ve got plenty of work to do and are always

AUSTRALIA AND NEW ZEALAND

• Full training & support • Exclusive Marketing Zone • All-inclusive start-up package • Work outdoors & be your own boss For more information call Scott McIntosh on 0402 902 620 or visit www.cityfarmers.com.au/dogwash.

Business Franchise Australia and New Zealand 93

F R A N CHISE a—z d i r ecto ry

DeckSeal DeckSeal lead the way in deck and timber restoration and maintenance services, specializing in the treatment of new and existing timber decks, structures and features.

We are a unique business, delivering in an extremely underserviced market space. DeckSeal 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.

Specialists in all aspects or timber restoration, preservation and outdoor maintenance, we undertake a wide range of projects including: decking, timber cladding, fences, screens and garage doors to name a few. We also clean and seal concrete and paving.

ECOMIST AUSTRALIA Established in 1994, Ecomist Australia is a leading provider of premium quality hygiene products and services, specialising in Odour Control and Insect Control.

Our core product is an innovative programmable aerosol dispensing system that won an award for the Best New Product from The Aerosol Association of Australia and New Zealand. Our aerosol products are manufactured in New Zealand and we offer a natural insect killer and over 50 fragrance options with French perfume.

FASTA PASTA With our authentic Italian background and a 35 year success story, Fasta Pasta is now Australia’s largest, independently owned group of ‘fresh pasta’ Italian restaurants.

An innovative ever-evolving menu, with healthy options and a commitment to outstanding service, have all contributed to Fasta Pasta being voted Roy Morgan’s ‘Quick Service Restaurant of the Year’ in 2018. Loved for our affordable, fresh, family meals in relaxed, fully licensed surroundings, this is a

FCF FCF are industry leaders in the Fire, Electrical and Safety Industries. Having a major focus on business compliance allows for routine checks and repairs to correct the failure points. Being a legislated business allows for long term clients on a repetitive basis.

Utilizing a software system that is purpose built to FCF means job management from the lead stage right through to invoicing and

business franchise australia and new zealand AUSTRALIA AND NEW ZEALAND

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

94 Business Franchise Australia and New Zealand

A timber deck is an iconic part of the Australian outdoor lifestyle and a key feature in countless homes across the country.

With a continual flow of enquiries and an overwhelming demand for our services, we just cannot keep up. DeckSeal currently has territories available in the Western, Northern, South Eastern, Bayside, Geelong/Bellarine Peninsula and Mornington Peninsula regions of Victoria and now also has franchise’s available in Queensland.

Our territories are large and are all in huge demand for our services. Our current franchisees are enjoying the benefits of the DeckSeal model and are booking at least 6 weeks in advance.

If you want to be your own boss and have the support of a franchise system, love working outdoors and want a better work/life balance then a DeckSeal franchise is not to be missed.

Contact Danielle on 1800 332 525 or email admin@deckseal.com.au

Our ultimate aim is to enhance the environments of our customers through our high quality products and excellent after-sales service.

Over the last 23 years we have developed a secure and proven franchising business model. Each Ecomist franchise has its own exclusive territory based on post codes and purchase price is generally 2x the net income of the existing business.

If you are interested in finding out more, please contact Gary Vandoros on 0447 743 157, email gary.vandoros@ecomist.com.au or visit www.ecomist.com.au

great opportunity to be part of our award winning national organisation. Extensive initial training and ongoing support is provided. New franchisees undergo 12 weeks of training in one of our company restaurants covering areas such as, front of house, kitchen (all areas), necessary bookwork, PPS, and Management skills.

For more information on joining a successful franchise call 08 8304 8600 email franchise@fastapasta.com.au, or visit our website www.fastapasta.com.au

then integration with Xero or Myob. FCF have worked tirelessly to create a system that means more time in the field completing jobs and less time quoting and following up with clients due to the automation.

To find out more about FCF contact Jacob Foster on 0488446625 or alternatively to find out more information head to https://www.firesafetyfranchise.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 Executives or go to www.businessfranchiseaustralia.com.au or www.businessfranchisenz.co.nz

floor stores franchising carpet call and solomons flooring

Carpet Call and Solomons Flooring group has been a part of Australian flooring for decades. Solomons started in 1890 and Carpet Call opened in Brisbane in 1975. We have over 120 stores nationally.

With over 70 franchised stores across Australia, we have fantastic opportunities for growth throughout QLD, VIC and NSW, as well as small pockets of areas in the other states.

Hog’s Australia’s Steakhouse As one of the nation’s most iconic brands, Hog’s Australia’s Steakhouse is home to the famous 18hour slow-cooked prime rib and curly fries. In 2019, Hog’s reached an impressive 30 years of operation and boasts 60 restaurants across Australia.

Each restaurant is owned and operated by franchisees from diverse business backgrounds, who all have one thing in common: a passion for providing great food and service to their local

InXpress Do you want to join one of Australia’s fastest-growing franchise businesses? As an InXpress franchisee you have the rare opportunity to capitalise on one of Australia’s fastest growing industry sectors: freight and logistics!

Utilising global super brands like DHL,TNT, TOLL and Startrack, InXpress Franchisees consult small/medium business on their freight and logistics ensuring they receive world-class service and extra mile customer service. InXpress is not your average franchise.

Benefits: • Low entry costs • Low risk • No inventory and no warehousing,

JIM’S POOL CARE MOBILE POOL SHOPS Join our team and Australia’s largest franchise system to build a business that suits your goals and lifestyle.

Owning 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. This means your income is not limited by how many hours you can work and gives you

MAGNETITE WINDOWS Do you have a trade license or are you hands-on? Do you want to become your own boss?

Your WINDOW of opportunity is now.

As noise and energy efficiency are prominent issues plaguing home owners, now is the perfect time to become part of an expert team who solve these issues every day.

Magnetite specialises in double glazing existing windows, as the core offering in a product range that includes seals, tint and other complementary window treatments. Our

The beauty of our model is that it works well as a stand-alone flooring business, but it also can be bolted onto an existing business, like tile shops and window retailers. In as little as 40m2, existing retailers can add one of our stores into their existing business. The great benefit of this is low set up costs as well as little to no increase in overheads like wages, etc.

Interested? Contact Jack McClane, National Franchise Manager on 0402791187 to see if this sounds right for you.

communities, as well as the Hog’s way of life.

With a focus on quality, locally-sourced ingredients, Hog’s has developed a dynamic menu that offers the best of classic Aussie fare served up in fun and upbeat ambience with our signature brand of Hog’spitality.

Our franchisees have strong community spirit, and are committed to creating fun, memorable experiences for families and friends every time they dine at Hog’s.

Contact Greg Miller - disco@hbca.com.au

• No vans or trucks • High passive income What It takes to succeed: • High energy individuals who enjoy a fast paced environment • A passion to build a successful business • No previous experience in freight & logistics is required Locations currently available: • Newcastle,NSW • Perth.WA • Adelaide,SA • Brisbane,QLD

• Wolloongong.NSW • Melbourne.VIC • Sydney,NSW • Hobart,TAS • Geelong,VIC For more information, visit http://inxpressfranchises.com/ Contact our franchise development team on 1300 097 857 or sales.au@inxpress.com.

scope to grow the business to a level that suits you.

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

solutions provide all the benefits of double glazing without the hassle of replacement windows. At Magnetite, we aim to exceed our customer’s expectation of comfort.

We believe this starts with the first contact and continues through an assessment, installation and after sales service. Join the team that has: • 18+ years technical and practical experience • #1 place in a niche market, with a unique product range • Comprehensive, hands-on training, with ongoing business and technical support • Average franchisee tenure now over 15 years.

To learn more, visit www.magnetite.com.au

Business Franchise Australia and New Zealand 95

F R A N CHISE a—z d i r ecto ry

Nurse Next Door Home Care Services With a core purpose of Making Lives Better™, Nurse Next Door provides in-home aged care and disability support services built on our philosophy of Happier Ageing® focusing on possibility rather than disability.

Award winning systems, world class processes and operational excellence have enabled Nurse Next Door to become one of the fastest growing home care franchises in North America.

Under the leadership of Melbourne based Master Franchisors Matt Fitton and Amber Biesse, Nurse Next

plus fitness Plus Fitness is an award winning Australian company that has been trading in the Australian Fitness industry since 1996. Since launching its 24/7 gym franchise model in 2011, Plus Fitness has sold over 300 franchises with gyms located in Australia, New Zealand and Asia.

A Plus Fitness franchise is a true turn key solution that provides everything you need to get your Plus Fitness up and running including gym equipment, aesthetic fit-out, signage, access control systems

business franchise australia and new zealand AUSTRALIA AND NEW ZEALAND

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

polished diamonds We are looking for a Franchisee with strong sales and marketing experience and the ability to think laterally. Manufacture of the product is supplied so excellent selling skills is essential.

Strong communication with excellent English for business writing/emails and formal in store design consultations. We are looking for people with enthusiasm and energy to grow Polished Diamonds into a big business across the entire NSW / VIC / QLD

IWG (Regus) Imagine being given the chance to work with hugely successful established franchise industries such as restaurants or gyms at the beginning of their growth explosions.

This is an opportunity to diversify away from traditional franchise markets, and benefit from strong cash returns and attractive returns on investment.

Now is your chance to start a new franchise with IWG plc, the global operator of leading workspace providers, with brands to match every requirements and style, like Regus and Spaces.

96 Business Franchise Australia and New Zealand

Door has quickly penetrated the Australian home care market. The ‘Bold Pink’ brand is disruptive (check out the pink cars!) reflecting our unique approach to home care.

With no requirement for a medical or healthcare background, we’re looking for people to partner with who have a tender touch and the tenacity of a bulldog.

Take the first step to building a home care franchise business with heart.

Contact Matt Fitton 1300 010247 matt.fitton@nursenextdoor.com.au

and much more. This low staff model also provides exclusive territories and extensive franchisee training and support with an unfaltering commitment to see its Franchisees succeed.

With finance options available, the model operates in 350sqm to 650sqm premises and offers consumers 24 hour access to all Plus Fitness gyms from only $13.95 per week. With no lock in contracts, modern equipment and a great range of classes, Plus Fitness provides consumers exactly what they are looking for from a gym membership.

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

States. Jewellery knowledge is not required as this will be provided in training and all production and manufacture is supplied. Polished Diamonds now seek Interest to operate design studio showrooms and operate our business across NSW / VIC / QLD. Please contact Daniel Joines for a detailed brochure and to discuss this opportunity.

Phone 1800-233-299 or email dan@polisheddiamonds.com www.polisheddiamonds.com.au

IWG has been running successful workspaces for 30 years, ever since it founded the industry in 1989, and is present today in 3,400 locations, 120 countries and 1,100 towns and cities, with over 2,5 million customers.

The flex-office market has reached a tipping point and we are seeking franchise partners to help drive the pace of our growth across the World. Is this investment opportunity right for you?

URL: franchise.iwgplc.com Email: franchise.AU@iwgplc.com

Ryco 24•7 RYCO Hydraulics is one of the largest hydraulic hose and fittings manufacturers in Australasia.

The RYCO Trade Mark has been established in the industrial market for over sixty years and is a trusted name for quality products and service.

RYCO 24•7 is a member of the Franchising Code Council Limited, which administers the Franchising Code of Practice.

The RYCO 24•7 Mobile Connector Specialists franchises was established over twenty years ago

Snap-On Tools Snap-on Tools Australia & New Zealand is a mobile franchise operation putting high quality tools and equipment in the hands of mechanics, engineers, and other professional tool users across the country.

and is a successful channel to market for the RYCO group.

Target markets for RYCO 24•7 “product and services” being emergency breakdown and installation of hose and fittings to a large range of industries.

Training is provided and conducted at RYCO’s design centre in Melbourne, or at the RYCO 24•7 Mobile Connector Specialists designated Service Centre. RYCO’s training packages meet a Nationally Recognised Standard and cover all aspects of the identification of hydraulic hose and fittings.

technicians, with an established network of franchise operations across the globe.

After 35 years in the Australian market, Snapon continues to perform, providing robust financial results for its network of over 175 franchisees.

Snap-on Tools is a subsidary of Snap-on Incorporated, a leading global innovator, manufacturer of tools, diagnostics and equipment solutions for professional

Extensive training and ongoing support is provided - no previous mechanical experience required. Snap-on offers an exclusive finance package to assist new franchisees.

snap fitness

and 1.5 million members and counting! With 24/7 member access, daily high intensity workouts, and heart rate training technology, Snap Fitness is changing the face of fitness worldwide. Our proven method for success features a turnkey operation with financial support, a flexible club footprint to fit your needs, and more.

Turn your passion into an innovative investment.

Snap Fitness is the premier fitness brand that offers success in a variety of markets across the globe.

With Snap Fitness you have the opportunity to partner with a global fitness franchise that knows no boundaries.

The results driven culture of our fitness centres offers a fitness experience unlike any other across 26 countries, with over 2500 clubs worldwide,

SNAP PRINT & DESIGN Passion is the backbone to any successful business. At SNAP, our passions are print and building businesses. As part of our network, you’ll be supported by a team with the expertise and passion to see your business reach its full potential.

Boasting a 120 year history in the print industry and with 40 years in franchising, SNAP is 100% Australian owned and operated. We have over 140 Snap Centres locally and we’re internationally franchised in Ireland, New Zealand and China.

Subway Systems Australia Pty Ltd Subway® offers a fresh alternative to traditional fast food.

Guests can choose from 37 million combinations of premium-quality meats, cheeses, fresh vegetables, and cookies & bread baked daily.

If changing lives and transforming communities is your passion, Snap Fitness is an investment that fits.

For more information visit: www.snapfitness.com.au

SNAP is one of the most recognised brands in Australia with a reputation for fast, personalised service and high quality print & design solutions.

SNAP caters to all business print needs, from marketing materials and business stationary through to signage.

If you want to learn more about becoming part of our Multi Award Winning Australian Franchise network, we’d love to hear from you!

Phone: 1300 810 233 Email: franchiseenquiries@snap.com.au snap.com.au

With more than 1,350 locations across the country, Subway® is Australia’s largest restaurant chain*, serves nutritious and delicious subs, salads and wraps along with its iconic cookie range.

For franchise inquiries, please contact Michelle Milne at 1800 630 355 or australia_development@subway.com. *based on number of restaurants.

Business Franchise Australia and New Zealand 97

F R A N CHISE a—z d i r ecto ry

SuperGreen Franchising for SuperGreen Direct

needed. i.e. Home shows, Display Homes, Builders, Eco- Fiesta’s, Commercial and residential clients.

SuperGreen Solutions have been globally trusted energy efficient products specialist for over 20 years’ with over 81 locations in 9 countries.

SuperGreen recently released a mobile version of the bricks and mortar model in the form of SuperGreen ‘Direct’. Which is simply a mobile One stop - Energy Efficient products showroom.

Our Franchisees Demonstrate & Display, Print the Quote, Sign the deal, Email the invoice and take the deposit from within a fully connected SuperGreen Mobile office. At the same time, these franchisees enjoy the freedom of working when they want, without the need for costly premises and leases.

SuperGreen Direct Franchisees enjoy the ability of going directly to where the business is, when

the lott Join us at the Lott – Australia’s official lotteries!

The Lott offers Australia’s official lottery games which Australians trust and love! We are one of Australia’s largest franchise networks with almost 4,000 franchisees operating across all of Australia, except WA. Our franchise system complements a range of businesses including convenience stores, convenience supermarkets, convenience fuel outlets, pharmacies, tobacconists, newsagencies, hotels and clubs (SA), and more!

Theobroma, Chocolate Lounges, Pavilions, Bars The earliest record of chocolate was over two thousand years ago in the central American rainforest where the tropics is the ideal climate for the cultivation of the plant from which chocolate is derived, the Cacao Tree, Latin name “Theobroma Cacao” or “Food of the Gods”.

The concept was developed in response to the spiraling demand of high quality chocolate and chocolate beverages with the added enhancement of a full food menu, with some stores even offering a licensed venue.

AUSTRALIA AND NEW ZEALAND

To secure your area, Call Sean on 07 4772 7655 or 0481167423 or Email franchise@supergreensolutions.com.au

Incorporating the Lott in your outlet could be more attainable than you think. If you would like to find out more information, contact us on the contact details below!

The Lott Thelott.com/franchisee Email: franchiseenquiries@thelott.com Phone: VIC, TAS & NT – Tatts, Tatts NT – 07 3877 1095 NSW & ACT - NSW Lotteries – 07 3877 1118 QLD - Golden Casket – 07 3877 1117 SA - SA Lotteries – 07 3877 1096

Our franchise offers: • Innovative and unique concept that includes all of life’s pleasures- chocolate, coffee, food, alcohol and retail.

• Highest quality chocolate products.

• Full training provided.

• Professional support team with a range of skills to assist you.

With new stores opening in countries across the globe, be part of something special.

Contact Ben on +61 431 727 004 E: ben@theobroma.com.au www.theobroma.com.au

Thermawood

Become part of the success story with:

Thermawood Retro-Fit Double Glazing System is designed to retro-fit double glazing into existing wooden windows.

Proven systems and processes with the Thermawood Patented drainage system.

• Full Training and ongoing support • Strong industry Growth • Full Advertising & Marketing • Patented product new to the Australian Building industry.

We are looking for passionate self-motivated people to join the Thermawood team.

Retro-Fitting fitting double glazing into existing wooden windows allows the home owner to retain the character of their windows, be more energy efficient, reduce energy costs and reduce noise.

Please contact Thermawood Retro-Fit Double Glazing for more information.

Along with installing double glazing Thermawood installers also fit draft/sound seals to all types of windows including double hung windows, casement windows and doors.

Info@thermawood.com.au www.thermawood.com.au 0455 555 330

business franchise australia and new zealand

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

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

98 Business Franchise Australia and New Zealand

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