VOLume 21 ISSUE 01, 2026
The Smart Way to Buy a Franchise in Australia
latest news
in franchising
Your Franchise Has KPIs.
cover story
Price Attack
40 years of change – and what it takes to survive in hair and beauty retail
But What About You? special feature
trending franchises
$4.95 (AUD), $7.95 (NZ) inc. GST.
“Taking the leap from corporate life into business ownership was the best decision we made.” - Sunel & Manori Pathi LEWRAP EASTERN CREEK
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6 r e h t o n a with
RESERVE YOUR
TERRITORY TODAY
S O I D STU G N O STR NZ
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Club Pilates has grown to 40+ studios across Australia and New Zealand, built by franchisees who backed themselves, with a global brand behind them boasting 1,500+ locations worldwide. More studios are on the way, and we're just getting started. If you're ready to invest in a franchise built for growth, enquire today. business franchise MAGAZINE 3
4 business franchise MAGAZINE
VOLume 21
ISSue 01, 2026
AUSTRALIA and NEW ZEAL AND
Forty years in, we’re still giving business “ owners the opportunity to build their future.
VOLUME 21, ISSUE 1, 2026 On the cover: price attack
lAtest ne ws in franchisin
president: Colin Bradbury. colin@cgbpublishing.com Publisher: Vikki Bradbury. vikki@cgbpublishing.com.au editorial department: editor@cgbpublishing.com.au sales & marketing manager: Annie Bradbury. annie@cgbpublishing.com.au Advertising: Charlene Reyes. advertising@cgbpublishing.com Jastine Supleo. jastine@cgbpublishing.com Production: production@cgbpublishing.com.au accounts: accounts@cgbpublishing.com.au DESIGN: Michelle Quinn. michelle@cgbpublishing.com CGB PUBLISHING PO BOX 17 Pomona, QUEENSLAND 4568 TEL: (07) 5485 2704 www.businessfranchiseaustralia.com.au www.businessfranchisemagazine.co.nz
TO SUBSCRIBE: www.businessfranchiseaustralia.com.au or www.isubscribe.com.au 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.
We’re looking for people who want to build something that’s still standing in another 40.
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the smAr t wAy to buy A fr in AustrA Anchise liA g
your fr An hAs kPis. chise
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cov
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40 yeArs of whAt it tAk chAnge – And in hAir And es to survive beAuty ret Ail
special feat
trendi ure fr Anchng ises $4.95 (AUD),
$7.95 (NZ)
inc. GST.
Welcome to our latest issue of
Business Franchise Australia and New Zealand Magazine! One of the great benefits of buying a franchise from a reputable franchisor is the support that can come with the business model. A good franchisor has an incentive to see its franchisees succeed because the strength of the overall network depends on the performance of individual businesses. In this issue we have some great topics on franchising starting with our Cover story. Price Attack, who have been in business for over 4 decades. We meet Carol and Barry Jarrad Founders, who state the biggest lesson in staying in business is being prepared to change. You can read more about this on page 12. Our regular top experts continue to deliver great advice. This issue we start as always with our regular column from Jay Westbury of the FCA, his topic this issue is about the Smart way to buy a franchise in Australia. Raynia Theodore principal at MST Lawyers guides us through navigating the Franchise Documents. Hayley Busuttil from the ATO discusses GST, and getting it right in Franchising. Check out the contents page for more advice in this issue. Franchise systems that we have in focus this issue are varied and sure to offer a system that will work for you, such as, Jamica Blue and Muffin Break from the Foodco Group, Snap On Tools, Jim’s Bathroom and resurfacing, Plus Fitness and Inxpress to name a few. Our main Feature this issue is what’s Trending, On the Feature cover we have Gelatissimo’ who are entering another exciting period of expansion. Anthony Shina speaks with Business Franchise Australia/New Zealand about the brand’s evolution, its commitment to innovation and why sustainable franchise growth starts with finding the right people and the right locations. We also have our experts commenting on current trends and from Robert Toth his in depth article on What’s new in the Franchise Sector. Stewart Germann offers us an insights into what is Trending in New Zealand, and Tony Meredith discusses what never goes out of fashion. As always, I really hope you enjoy reading this issue and don’t forget to take a moment to scroll thorough to our A-Z Directory at the back of the magazine or visit our website www. businessfranchiseaustralia.com.au to find more exciting franchises and advice. Would also love to have your feedback on what you would like to see more of in the magazine. Happy Reading. Vikki Bradbury Publisher
SUPPLIER FORUM
business franchise MAGAZINE 5
conte nts Cover Story 12 Price Attack: 40 Years Of Change And What It Takes To Survive In Hair And Beauty Retail
In every issue 8
What’s New! Announcements from the Industry
14 Franchise Council of Australia (FCA): The Smart Way To Buy A Franchise In Australia 27 Feature Supplement: Trending Franchises
12
66 Behind the Headlines 68 Professional Services Listings 70 Franchise Listings 73 A-Z Franchise & Services Directory
Franchisor in Depth 24 MyHome: MYOP™ - The Increadible App That Powers Every MyHome Business
Franchisee in Action 20 Jetts Fitness: How A 24/7 Gym Franchise Turned A Corporate Marketer Into A Successful Dual Business Owner
20
24
58 InXpress: One Franchisee’s Journey From Corporate To Business Ownership
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also in this issue:
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AIP Vend............................................................................................................... 35, 73 Aramex................................................................................................................................ 73 Betta..............................................................................................................................26, 73 Big Bowl Kitchen................................................................................................ 73 Chargrill Charlies.....................................................................................53, 73 Chicken Treat................................................................................................. 53, 74 Craveable Brands...............................................................................................53 Club Pilates.............................................................................................................. 3,74 Cycle Bar............................................................................................................................. 74 Dr Tint & Wrap......................................................................................................... 74 First Class Accounts........................................................................... 69, 74
Expert Advice 18 Elise Balsillie: The Customer Memory Growth Advantage Franchisees Cannot Afford To Waste
62 Amanda Lee Walker: Your Franchise Has KPIS. But What
Gelatissimo................................................................................................................... 64
About You?
Hello Harry.....................................................................................................................75
Have Your Say
IP Partnership.......................................................................................................... 68
22 Phil Chaplin: Before You Book The Builder: The Real Cost Of A Refurb
16 Lauren Clement:
56 Raynia Theodore: Navigating The Franchise Documents: A 2026 Guide For Prospective Franchisees
Engine
60 Hayley Busuttil (ATO): GST Check-Up: Getting GST Right In Franchising
Franchising Expo............................................................................................... 64
Clicks Or Control: Why Social Media Is Your Brand’s Greatest Growth
InXpress....................................................................................................................... 4, 75 Jamica Blue...................................................................................................................75 Kumon..................................................................................................................................76 Le Wrap................................................................................................................ IFC, 76
Profile
Mizael Partners.................................................................................. 68, OBC
64 Franchising Expo 2026:
Morgan Mac.............................................................................................................. 68
Business Ownership on The Rise as Franchising Expo Looks to 2027
MST Lawyers..............................................................................................................32 My Home..............................................................................................................71, 76 Oporto...................................................................................................................... 53, 76 Petbarn Mobile Dogwash................................................................ 77 Price Attack.................................................................................................................. 77 Red Rooster.....................................................................................................53, 77 Right at Home.............................................................................................55, 77 Rumble Boxing..................................................................................................... 77 Shoebox Books and Tax........................................................................78 Snap-on Tools..............................................................................................54, 78 StageCoach......................................................................................................28, 78 StretchLab......................................................................................................................78
60
Sushi Sushi................................................................................................................... 78
business franchise MAGAZINE 7
How a Mining-Town Coffee Franchise Has Become a Top Performer in Less Than Two Years A young couple in a remote mining town in Western Australia have turned an under-performing coffee store into one of the top improvers in the franchise, giving back to the community and creating local job opportunities.
Revenue is up almost 45% and customer numbers up 35% over the past year alone.
Codi Davies and Dio Wiringi purchased Muzz Buzz in Newman in December 2024, despite both already being employed by a local mining company and having minimal business experience.
CEO Joyce Reynolds says while the Muzz Buzz franchise model provides the structure, training and support for franchisees, she credits the current success of the Newman store to the hard work of Codi and Dio.
“We wanted to be part of a business that offered the same level of service and coffee that you find in the big cities and also contribute to the local community,” says Dio. “We focused on refreshing the store culture and staff training and re-invested the profits. It made an impact right away.”
A major challenge has been around staff, but Codi says by focusing on culture and supporting working holidaymakers they’ve been able to build a stable team of workers.
“What Codi and Dio have managed to achieve in a short period of time is testament to their work ethic and determination, and we’re proud to see them succeed.” “Also, their support of the local community aligns perfectly with the Muzz Buzz value of
being part of the communities in which we operate.” Newman Muzz Buzz currently supports a handful of local sporting clubs, which Codi says is born out of love for the town. “We have felt so welcomed to Newman since moving here in 2020, and this is our way of giving back.” About Muzz Buzz Muzz Buzz is a WA owned and operated franchise business, marking its 25th anniversary in 2026. There are currently more than 30 Muzz Buzz stores across metropolitan and regional WA, specialising in Great Coffee on the Go.
Piccolo Me Brings New Energy to Homebush’s Historic Ford Factory Piccolo Me has opened its new flagship store at the historic former Ford Factory in Homebush West, bringing fresh energy, bold design and a distinctly Australian cafe experience to one of Sydney’s recognisable industrial landmarks. Located at Goodman Business Park, 350 Parramatta Road, the new store brings the brand’s contemporary interiors and bright, playful personality to the striking heritage building of the former factory site, first opened in 1936. More than a cafe, the new Homebush West location is a milestone for the popular Australian quick-service cafe and franchise chain, serving as its flagship store and an innovation and training hub for the rapidly growing hospitality brand. Piccolo Me Homebush West showcases the brand’s latest operational systems, menu development and customer experience standards, while providing a dedicated space to train and support team members and franchise partners. Piccolo Me Co-Founder Charlie El Hachem said: “It’s pretty special to bring Piccolo Me into a place with this much history — giving an old Sydney landmark a bright yellow burst of life and energy with great food and plenty of great coffee.” The dual-brand venue also features Piccolo Me’s sister concept, SolBowl, giving visitors access to premium coffee, signature cafe 8 business franchise MAGAZINE
favourites including the globally viral Cheesy Frenchy, and nutritious bowls under one roof. The opening marks another milestone for Piccolo Me, which began as a single espresso bar in 2012 and has since grown to 50+ locations across Australia, alongside its recent international expansion into Lebanon. By preserving the character of the former Ford site while introducing a colourful, modern hospitality destination, the flagship connects Homebush’s industrial past with the surrounding business community and wider west as a welcoming meeting place with seriously great coffee and food.
Soul Origin Ramps Up Expansion as It Marks 15 Years Soul Origin is accelerating its expansion as it marks 15 years since opening its first store in 2011. The family-run business has grown into 178 locations across Australia and New Zealand, recording 22 million customer visits annually. The brand was ranked number one for customer satisfaction among QSRs in the December 2025 Fonto rankings. Soul Origin aims to reach 400 locations globally over the next decade and plans to open 15–20 stores annually. CFO George Gebran will become CEO, and Co-founder and Managing Director Hao Quach will focus on long-term strategy, formats, continued New Zealand growth and international opportunities. Alongside its shopping-centre network, Soul Origin is expanding through regional locations, drive-throughs, airports, hospitals, universities and service-centre partnerships. Six stores are expected to open before Christmas, including a company-owned flagship airside at Sydney International Airport’s T1 terminal. Soul Origin also plans approximately 10 additional New Zealand stores over two years, a second drive-through at Cranbourne West in February 2027 and two more Ampol servicecentre locations before the end of 2026. Soul Origin is investing $1 million in technology and data. More than 80 per cent of stores use FLOW, which gives baristas live visibility into coffee extraction and identifies training opportunities. Coffee remains a frequency driver, with around 30,000 cups served each day. Approximately 70 per cent of Soul Origin’s original menu remains available, including two soups developed from recipes from Hao’s mother. Soul Origin is developing a dinner menu, expanding iced drinks and matcha, and rolling out new sides and add-ons. Central production supports quality, consistency and supply as the network grows. Fresh food made daily and quality specialty coffee will remain central as the business expands into new markets.
ANYTIME FITNESS AUSTRALIA Surpasses 800,000 Members Anytime Fitness, Australia’s largest fitness network, has cemented its market position this month, reaching the 800,000-member mark and being named Franchise Group/ Brand of the Year at the 2026 AUSactive National Awards. The peak industry body accolade recognises operational excellence, franchisee support, and performance across Australia’s health and fitness sector. Anytime Fitness Australia’s 800,000-strong member base equates to one in 27 Australian adults, reflecting the network’s core focus on convenience and accessibility. With 61% of the population living within three kilometres of a club and 24/7 access across 630 locations, the business has built a leading position in the market, commanding a 21.4% market share. Over the past 12 months, Anytime Fitness Australia has delivered 12.6% revenue growth while expanding its national footprint. Backed by 50 new club openings and 119 existing clubs refreshed nationally, the business is firmly on track to reach its long-term targets of 800 clubs and one million members by 2030. This local growth contributes to a broader global scale, with Anytime Fitness recently reaching 6,000 clubs worldwide. Reciprocal access across this network remains a core driver of member engagement, with one in five active Australian members regularly using multiple clubs. Long-term sustainability has been backed by ongoing investment in operational performance, member retention, and social impact. Through targeted behavioural research on long-term health outcomes, the business introduced new retention strategies, including a personalised onboarding app focused on the critical first six weeks of membership. Simon Thompson, Anytime Fitness Australia Managing Director, said: “I want to congratulate our entire network on these achievements. Passing 800,000 members while taking out Brand of the Year at the 2026 AUSactive Awards is a testament to the dedication of our Support Office, franchisees and club teams right across Australia. www.anytimefitness.com.au business franchise MAGAZINE 9
Poolwerx Attracts New Wave of Franchise Investment Amid Economic Pressures As Australian households tighten their spending amid ongoing cost-of-living pressures, Poolwerx is seeing strong investment activity across franchise development, with a growing number of entrepreneurs and existing Franchise Partners backing the pool and spa sector. Australia’s largest pool and spa maintenance network has recorded significant momentum across new-to-industry franchise partners, franchise resales and acquisitions, with the value of franchise transactions projected to more than double from $9 million in CY25 to $20 million in CY26. The expansion momentum accelerated with additional transactions in the past month two resales to new partners and two to existing Poolwerx Franchise Partners expanding their footprint. Poolwerx’s COO Steve Halls, said the current environment is prompting business owners and entrepreneurs to look closely at the value of proven systems, scale and specialist support when considering their next move. “Running and growing a business in today’s environment requires operators to be increasingly strategic about where they invest their
time and capital. We’re seeing entrepreneurs attracted to the strength of an established network and the opportunity to build a business with proven systems, collective buying power and specialist expertise behind them,” Mr Halls said. Another key driver of Poolwerx’s recent expansion is its focus on supporting existing franchise partners to acquire independent pool stores and mobile service businesses. This strategy allows established partners to rapidly scale their businesses, increase market share, and build long-term equity, while also giving owners an easy transition out of the business whether that’s retirement or a new opportunity. Poolwerx’s recent acquisitions include multi-retail operator Kewba Pools in NSW, alongside Country Pools and Spa in Tamworth, which was acquired out of administration to secure its future. Mobile operations also expanded with acquisitions such as Lukes Pool Care in Western Australia.
JAX Tyres & Auto Launches JAX Inspect to Deliver Greater Transparency for Customers JAX Tyres & Auto has launched JAX Inspect, a new digital vehicle inspection platform designed to provide customers with greater transparency, clearer communication and increased confidence throughout the servicing process. The new platform enhances the customer experience by providing a comprehensive digital inspection report, complete with photos, videos and colour-coded vehicle health assessments, giving customers a clear understanding of their vehicle’s condition before any repair recommendations are made. Delivered directly to customers via SMS, JAX Inspect enables customers to review inspection results in real time, track the progress of their service and make informed decisions with complete visibility of the work being done. Each digital inspection uses a simple traffic light system that identifies urgent repairs, items requiring future monitoring and components that are performing as expected. Steve Grossrieder, CEO and Managing Director of JAX Tyres & Auto, says, “For many Australians, understanding exactly what their vehicle needs can feel overwhelming. JAX Inspect removes that uncertainty by giving customers a clear, visual overview of their vehicle’s condition, allowing them to see exactly what our technicians see and help them make informed decisions with confidence.” 10 business franchise MAGAZINE
Daniel Spiteri, Franchisee, JAX Tyres & Auto Narellan says, “People really appreciate being able to see exactly what their vehicle needs, rather than just hearing about it. It builds confidence, creates more open conversations and helps customers feel reassured they’re getting honest advice. It’s a simple change that’s making a real difference to the experience our customers are having in-store.” JAX Tyres & Auto continues to invest in innovation that enhances the customer experience, building on its reputation as one of Australia’s most trusted automotive service providers. Today, the brand supports more than 1,000 employees across Australia.
STRONG Pilates expands into Saudi Arabia with Healthpreneurs Master Franchise Agreement STRONG Pilates has signed a Master Franchise Agreement with Saudi Arabian franchise operator Healthpreneurs to drive its expansion across the Middle East. Led by business and wellness operator Turki Alnowaiser, Healthpreneurs is committed to opening 21 locations over a 10-year period. The rollout will begin with five corporateowned studios - including three launching in Jeddah and Riyadh from 2026 - before scaling through regional sub-franchising. Entering Saudi Arabia builds on STRONG’s existing Middle Eastern footprint, which includes active studios in Jumeirah, Dubai, and Saar, Bahrain. Co-founder and Chief Executive Officer of STRONG Pilates, Michael Ramsey, said: “We’ve had our eye on Saudi Arabia for a while, but a market like this only works with the right operator on the ground. Our Rowformer and Bikeformer put Pilates, strength and cardio into one 45-minute class, and that suits a market that wants more from its training time. Turki and the Healthpreneurs team understand that shift and have the capability to scale behind it. Twenty-one locations is our floor, not our ceiling.”
Managing Partner at Nakhla Ventures and lead of Healthpreneurs, Turki Alnowaiser, said: “Healthpreneurs’ decision to bring STRONG Pilates to Saudi Arabia reflects its conviction in the long-term growth of the
preferences. With continued investment in sports and wellness under Vision 2030, we see a strong opportunity to establish and scale the brand in Saudi Arabia.”
brings a proven international model that
STRONG currently operates over 130 studios in 14 countries, including Australia, the US, UK, Japan, Singapore, and the UAE, alongside recent expansion into Central & Eastern Europe.
is well aligned with evolving consumer
Visit strongpilates.com.au
Kingdom’s fitness and wellness sector. As the market shifts towards more specialised, experience-led concepts, STRONG Pilates
LONGSTANDING ZARRAFFA’S FRANCHISEES RETURN TO SPRINGWOOD WITH NEW DRIVE THRU After nearly two decades with Zarraffa’s Coffee and 14 years serving the local community, longstanding franchisees Mayur Patel, Hemal and Mona Keniya, Rupa and Nik Patel are returning to Springwood with a brand-new drive thru store. The Springwood store marks the next chapter for the franchise group, whose Zarraffa’s story spans almost 20 years with the brand collectively and across 6 stores in Queensland. The new site is a relocation of the group’s former Chatswood Road store, which served the community for 14 years before closing in 2025 to make way for the transition to Zarraffa’s latest iteration of its innovative drive thru model, offering greater convenience for customers. Zarraffa’s CEO Marnie Sheldon said the opening was a strong example of the long-term partnerships and community connections that underpin the brand’s success. “One of the strongest indicators of a successful franchise network is seeing our franchisees love what they do and continue to reinvest into the brand,” Ms Sheldon said. “Mayur, Hemal, Mona, Rupa and Nik have been part of the Zarraffa’s family for almost 20 years and have grown alongside the brand during that time. Their decision to return to Springwood and invest in our evolved store format reflects both their confidence in the future
of the brand and their ongoing commitment to a community they know so well.” The new Springwood store represents the sixth store for the group and is expected to create up to 25 local jobs. Leading the way in retail coffee innovation, the Australian owned and operated brand is celebrating 30 years and continues to grow towards its goal of expanding to 200 sites nationally by 2032. Zarraffa’s Coffee now proudly operates over 85 stores across Queensland, New South Wales, Western Australia, South Australia and Victoria. business franchise MAGAZINE 11
cover story: Price Attack
40 years of change
and what it takes to survive in hair and beauty retail Forty years in retail has taught Price Attack founders Carol and Barry Jarred plenty about customers, technology and shifting times, but their biggest lesson is that staying in business means being prepared to change. For a business that has spent four decades selling everything from shampoo and hair colour to professional hairdressing products, it’s always been about change. Consumers now shop online, click and collect, compare prices instantly, expect convenience, discover products through social media -with access to products and trends that would have been unimaginable when Price Attack began. Carol and Barry started with a hair salon in Bendigo, Victoria, before establishing Price Attack and ultimately taking ownership of the national brand.
Price Attack founders Barry and Carol and Jarred
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In 1990, the couple sold the Bendigo business - which was then franchised - and relocated to South Australia to establish the Price Attack master franchise for South Australia and the Northern Territory. They opened their first Adelaide store and went on to open a further 10 stores across the two states in just 22 months. What began with a single store would ultimately lead the couple to own the brand they had once operated as master franchisees.
“
The focus is on attracting franchisees who want to build sustainable, long-term businesses, supported by the operating experience, systems and infrastructure the Jarreds have developed over four decades.
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now sitting alongside online retail, clickand-collect and a customer rewards program - none of which existed when the first store opened 40 years ago.
Above: With 32 years under his belt, Simon Finlay, who owns five stores is Price Attack’s longest serving franchisee. He is pictured with Chermside store manager Josie Wootton. Below: Hannah Diamantis with Price Attack national marketing manager Natalie Postruzin and Georgia Supple.
“We’ve had to make decisions about the business at different points in our history,” Barry said. “You have to look at what the market is doing, what customers want and what franchisees need, and then make the decisions that give the business the best chance of moving forward. “Technology has changed significantly since the eighties: the way people discover and buy products has changed, and the expectations of franchisees have changed. Our job is to keep investing so franchisees have what they need to compete.” Retail conditions in 2026 remain challenging, with modest spending growth, subdued consumer confidence and continued cost pressures across goods, energy, freight and labour. “The conditions right now aren’t a crisis, but they’re not easy either,” Barry said. “Spending is holding up more than confidence is, and every retailer is feeling the cost side of that squeeze. But we’ve seen tighter conditions than this and come through them.”
In 2007, Carol and Barry purchased Price Attack and became the franchisors of the national system, taking on the responsibility of steering the brand through another period of significant change in the national hair and beauty industry. Carol said the journey had been shaped by changing economic conditions, shifting consumer behaviour and the need to continually adapt – their eyes on the next 12 months rather than the next four decades. “We know exactly how hard every one of those 40 years was to earn,” Carol Jarred said. “When we franchised the Bendigo store to start the master franchise, we knew little about South Australia or the Northern Territory market. We weren’t thinking about 40 years - we were thinking about the next 12 months.” Co-founder and managing director Barry Jarred said retailing continued to be about making decisions, adapting and continuing to move forward. “You get there by getting back up more times
than you get knocked down,” he said. “It’s a franchising milestone, not a finish line. The brand belongs to every franchisee who has opened a store on a Monday morning and made it work.” CEO John Pascoe is not only overseeing recruitment but the marketing challenge of ensuring the heritage brand remains relevant but also draws the next generation of customers. “Forty years of heritage only matters if you can make it relevant to the next generation,” Mr Pascoe said. “We have a brand people know and trust, but we can’t stand still. Our challenge is to take what people have trusted about Price Attack for four decades and make sure it remains relevant to someone walking into one of our stores for the first time today. “The next generation of franchisees and consumers shouldn’t have to do things the way we did them 40 years ago.” Today’s product offer has evolved with leading Australian and international brands
Against that backdrop, Price Attack is continuing to invest in the future, with the network launching a franchise recruitment drive targeting 10 new store openings. The focus is on attracting franchisees who want to build sustainable, long-term businesses, supported by the operating experience, systems and infrastructure the Jarreds have developed over four decades. For Barry the next chapter is about applying that experience rather than standing still. “You can’t sit back and say, ‘We’ve been around for 40 years, so that’s enough’,” he said. “The market doesn’t stand still, and neither can we.” Carol said the same philosophy applied to finding the next generation of Price Attack franchisees. “Forty years in, we’re still giving business owners the opportunity to build their future,” she said. “We’re looking for people who want to build something that’s still standing in another 40. That’s always been the Price Attack story, and it’s not having an ending anytime soon.” v business franchise MAGAZINE 13
franchising council of australia (fca)
a y u B o t y a W t a r i l a a m r The S ise in Aust h c n a Fr
For many Australians, buying a franchise can be an attractive pathway into business ownership. Rather than starting from scratch, a franchisee can step into an established brand, proven operating systems, supplier relationships, marketing programs and a business model that has already been tested in the marketplace. But there is an important distinction between buying a franchise and simply buying a business. A franchise is a long-term relationship between the franchisee and franchisor, and the quality, integrity and transparency of that relationship can have a significant impact on the success of the investment. That is why choosing the right franchisor may be one of the most important decisions a prospective franchisee makes. 14 business franchise MAGAZINE
A transparent and reputable franchisor should be willing to provide clear information about the opportunity, including the costs, obligations, risks, expected investment and the realities of operating the business. Prospective franchisees should be wary of anyone who appears reluctant to answer difficult questions or who focuses exclusively on the potential rewards while glossing over the risks. In fact the Australian Government requires a franchisor to make clear disclosures to a prospective franchise and this is covered by the Franchising Code of Conduct. Membership of the Franchise Council of Australia can also be a useful indicator when assessing a franchisor. It demonstrates a commitment to operating within the professional framework of the franchising industry and can provide prospective franchisees with another factor to consider when comparing franchise systems. However, membership alone should never be regarded as a guarantee of commercial success. It is one part of a much broader due-diligence process. One of the great benefits of buying a
franchise from a reputable franchisor is the support that can come with the business model. A good franchisor has an incentive to see its franchisees succeed because the strength of the overall network depends on the performance of individual businesses. That support can include initial training, operational manuals, marketing, technology, site selection, ongoing coaching, purchasing arrangements and access to an established brand. For someone entering business ownership for the first time, that infrastructure can significantly reduce some of the uncertainty associated with starting an independent business. There is also the benefit of learning from an existing network. Franchisees can often share experiences, challenges and practical solutions with other operators within the system. A strong franchise community can provide a valuable sense of support that an independent business owner may have to build from scratch. However, these benefits should not blind prospective franchisees to the risks.
them. Never assume that the performance of another franchise automatically translates into your own success. Perhaps most importantly, speak to existing and former franchisees. Their experiences can provide insights that no glossy brochure can replicate. Ask what they like about the system, what they dislike, whether the support is as strong as promised, whether unexpected costs have arisen and whether they would make the same investment again. Prospective franchisees should also investigate the franchisor itself. Check the Australian Government's Franchise Disclosure Register and examine the information available about the franchise system. A franchisor that is not appropriately registered should be treated as a significant warning sign. A further reason to check if the franchisor is a member of the Franchise Council of Australia (FCA) as many of these checks are conditional of a membership with the FCA. Finally, obtain independent professional advice. A franchise lawyer should review the franchise agreement and disclosure documents, while an experienced accountant or business adviser should test the financial assumptions and help determine whether the investment stacks up.
The first rule of franchising is simple: do your homework. Under Australia's Franchising Code of Conduct, prospective franchisees must receive important information and documents before entering a franchise agreement. There are considerable resources available on the ACCC website along with various other information guides and fact sheets. It’s worth taking a look at these materials before you start the process of reviewing a franchise opportunity and do your research. Read the disclosure document carefully. Understand the initial investment, ongoing royalties, marketing contributions, lease arrangements, supply restrictions, capital expenditure requirements and other costs. Look beyond the headline franchise fee and calculate what it will really cost to establish and operate the business, including working capital and your own living expenses. Financial projections deserve particular scrutiny. If earnings information or forecasts are provided, ask how the figures were calculated and what assumptions underpin
The best franchise opportunities are not necessarily those making the biggest promises. They are the ones where the numbers, the contract, the business model, the relationship and the people involved with the franchisor stand up to scrutiny and can form a long-lasting trusted relationship to underpin the success of the franchise into the future. For the prospective franchisee, perhaps the greatest lesson of all: don't buy the dream. Buy the facts. When the right franchisor, a sound business model, realistic numbers and thorough due diligence come together, franchising can provide Australians with a powerful pathway to business ownership. But the goal should never be simply to buy a franchise. The FCA is the peak body for franchising in Australia and has members who are franchisors, franchisees and service providers to the franchise industry. The FCA runs several nationally significant events during the year including the Franchise Industry Awards (FIA) typically presented in May each year and includes categories for all parts of the franchise industry. In addition, the FCA operates the National Franchise Convention typically in October of each year with people from all over the country and who
About Jay Westbury: CEO Jay Westbury brings over two decades of experience in leading peak industry bodies, including his previous roles as CEO of Retail Drinks Australia (formerly Australian Liquor Stores Association) and the Australian Travel Industry Association (formerly Australian Federation of Travel Agents). Both sectors have close ties to franchising, giving Jay a deep understanding of the unique challenges and opportunities within this industry.
The Franchise Council of Australia (FCA) is the peak industry body for franchising in Australia, representing both franchisors and franchisees. With a rich history spanning four decades, the FCA is committed to promoting excellence, best practices, and innovation in the franchising sector. As a national voice on franchising, the FCA advocates for the interests of its members and works collaboratively to ensure the growth and success of franchising in Australia. Phone: 03 9508 0888 Email: info@franchise.org.au Web: www.franchise.org.au are connecting to franchising come together to network, learn, discover and educate themselves on all this franchising. Choose the smart way to buy a franchise by being smart, asking questions and investigating fully before you sign. v business franchise MAGAZINE 15
have your say: Lauren Clemett | Keynote speaker, International award-winning Personal Branding Specialist and Best Selling Author
Clicks Or Control:
Why Social Media is Your Brand’s Greatest Growth Engine Social media algorithms don’t care about postcodes. When an operator in Queensland posts an engaging video showcasing a pool restoration or a lawn transformation, and it racks up hundreds of thousands of views, it builds trust in the overarching brand logo nationally. A customer in Sydney who sees that video doesn’t track down the specific interstate operator; they call their local franchise.
Standing on stage at the Jim’s Pool Care Conference on the Gold Coast recently, looking out at a room full of passionate business owners, I was reminded of a persistent challenge across the franchise industry.
exceeding 200,000 followers on Facebook.
As I delivered my keynote on personal branding, sharing how franchise operators navigate the crossroads between relying on brand awareness and building their profile with local area marketing, it occurred to me that most franchise brands haven’t kept pace with an ever-changing online ecosystem.
What we do know is that by clinging to total control or neglecting a structured strategy, franchise brands are missing out on an extraordinary opportunity to build national brand awareness, generate highconverting local leads, and attract prospective franchisees. The franchise sector as a whole has been surprisingly slow to adapt to modern marketing.
The question I always ask before I speak at franchise conferences is: Who retains control over social media? Are local franchisees empowered to build their online profile, or do they need head office to do it for them? This way I can tailor the action steps I present, but it has me wondering if franchise brands know which is best. Joel Kleber, Chief Marketing Officer of The Jim’s Group, attended the conference, and we had a chance to dive deeper into this topic together. He confirmed that Jim’s Pool Care takes a common structural approach: head office manages the overarching social media presence and encourages franchisees to send in raw job-site content. Yet, even within that setup, individual leadership shines through. For instance, single operators like “The Pool Guy” have built massive personal brands 16 business franchise MAGAZINE
What struck me during our conversation is that across the entire franchise sector, there is no hard-and-fast rule. Every brand handles social media differently. Yet, far too many franchise systems fall into one of two traps: demanding total corporate control out of fear, or having no clear system in place at all.
The Fear of the Wild West The main reason franchisors lock down social channels is control. Head office marketing teams worry that local posting will lead to off-brand messages, legal missteps, or territorial disputes over franchise boundaries. When a franchisee in one suburb posts a video that goes viral, it inevitably reaches potential customers in another franchisee’s exclusive territory. In traditional franchise thinking, this triggers anxiety about “encroachment.” In modern digital marketing, that mindset is obsolete because, in my opinion, a rising tide lifts all ships.
Yes, absolutely, local businesses need Google Reviews; that’s a proven method of converting leads to clients, but when head office and franchisees recognise that building local profiles strengthens the entire nationwide footprint, territory friction vanishes. Broad brand awareness created anywhere benefits every single operator everywhere. Because it’s all about general brand awareness, most think controlling the narrative from head office is the answer, but the math suggests the opposite.
Why Head Office Can’t Do It Alone Every franchisor faces an inescapable operational limitation: a central corporate team (or an external agency on retainer) can never produce enough content to cover an entire network and reach into local marketing levels with personalised, location-based bespoke content. Corporate marketing teams make polished assets. However, they produce them at a fraction of the pace territories can, and at a higher cost, with less authentic local context. To compensate, many brands rely on templates - pushing identical graphics, generic stock photos, and stock captions across every local franchisee page. This traditional approach fails for three distinct reasons: • Algorithm Suppression: Social platforms penalise duplicate assets, drastically reducing organic reach across every account posting them. • Ad Fatigue: Polished, generic posts look like corporate advertisements. Modern audiences scroll straight past them. • Lack of Trust: A corporate logo can build credibility and recognition, but relationship
Lauren Clemett is a leading personal branding specialist for franchisors who need to systemize consistent, magnetic performance across their entire network. She solves the challenge of scaling leadership, transforming operationally sound franchisees into powerful local market leaders who drive exponential growth. Drawing on her deep expertise from global brand management and unique insights into neurological brand processing (how the brain sees and remembers brands), Lauren equips every franchisee to move beyond the manual to become a unified, magnetic leader, effortlessly recruit A-Player talent and draw in high-value, ideal customers. www.yourbrandtruenorth.com
trust comes from the individual behind the business. Customers want to see a real person in their environment, doing an honest job. As Joel highlighted, Jim’s central video team consists of just three people. Yet, by encouraging franchisees across their divisions to post authentic job-site moments, the network generated over 1 billion organic views in 18 months - at zero media cost to the franchisor. Franchisors can’t buy that level of authentic reach with traditional head-office ad spend. The content the market wants to see is already being generated in the field every day, with franchisees standing right at the coalface, holding smartphones. They capture exactly what they do, their insights, experiences, innovations and the community, events and everyday culture everyone can relate to. And that’s content that’s not just attractive to prospective customers; it can attract ideal franchisees too.
Missing Out On The Greatest Recruitment Tool While franchisors expect local content to drive customer enquiries, they often overlook its impact on franchise recruitment. Franchise buyers no longer begin their journey by simply filling out a form on a corporate landing page. They research across dozens of digital touchpoints. When prospective buyers follow a franchisee online and watch their day-to-day operations, candidate discovery happens naturally. Prospective franchisees routinely message active local operators directly in their DMs:
• What is the business really like on a day-today basis? • What are the hours and benefits like? • How hard was it to get started or to sustain the business?
your operators. Teach franchisees to capture 15-second raw clips on their phones - showing job-site transformations, quick tips, or client interactions - and upload them to a shared drive. 3. Embed Social Media Training Introduce content capture and personal branding basics during initial and ongoing franchisee training. The more you support your new and established operators to think for themselves and be self-driven and motivated to stand out as local leaders, producing lead-generating and conversion content, the more value they will get from their agreement with head office.
Because the franchisee is speaking authentically rather than reading from a head-office recruitment script, they provide unvarnished, peer-to-peer validation. By the time the lead reaches your franchise sales team, the prospective candidate is already sold on the brand culture.
4. Leverage Supplier Partnerships
Finding the Middle Ground
Embrace the Power of Local Voices
Meeting in the middle doesn’t mean turning your franchise network into an unguided influencer channel. It means moving away from rigid scripts and implementing clear guardrails and supportive guidelines. Whether your network model requires franchisees to post on their own local pages or feed raw video to head office, success requires a structured system. 1. Set Guardrails, Not Scripts Define clear guidelines covering brand safety, uniform standards, customer privacy, and legal claims. Protect the brand’s integrity, but leave creative control and local personality to the operator. Provide them with themes or topics for the month or season, so they have creative licence while staying within the bounds of the brand voice. Take a leaf out of the retail sector and pre-plan key leveraging dates so your teams can collaborate. 2. Establish a Simple Content Pipeline If head office wants to manage local social media channels centrally, remove friction for
When local franchisees build strong online presences, equipment and product suppliers take notice. High-performing operators often secure supplier brand deals, getting featured in co-branded campaigns that generate free, high-quality exposure for your franchise logo.
The franchise sector stands at a turning point. Brands that insist on total control at the expense of local authenticity will continue fighting declining organic reach and rising ad costs. Brands that empower their operators will dominate local feeds and build lasting market equity. You don’t need every franchisee in your network to become a full-time creator. Getting just 1% to 2% of your network to capture and share quality content will generate more trust and reach than a central marketing budget can buy. Once others in the network see the results, FOMO kicks in, and they want to start doing what the top performers are achieving. Stop letting your network’s greatest marketing asset sit idle in the field. Establish your guardrails, equip your operators with basic social media content creation training, and give your network the confidence to show the world the real people behind your brand. v business franchise MAGAZINE 17
expert advice: Elise Balsillie | Head of Thryv, Australia and New Zealand
The customer memory growth advantage franchisees cannot afford to waste Franchise growth is often discussed through the lens of expansion, new leads, stronger marketing, bigger territories and increased brand awareness. Those levers are important, however they do not tell the full story of how franchisees grow sustainably. For many business owners across Australia and New Zealand, the next growth opportunity may already be sitting inside the business, in the enquiries, bookings, payments, reviews, referrals and customer conversations that happen every day. The question is whether the business knows how to use them. Franchising has always been built on the strength of a recognised brand and a proven operating model. Yet the franchisee still has to turn that foundation into local commercial momentum. A customer may trust the brand, however the location still has to earn the booking, deliver the experience, capture the payment, encourage the return visit and create the reason for that customer to recommend the business to someone else. That is where customer memory becomes a growth advantage. Not memory in a casual sense, where one staff member remembers a regular’s name or the owner knows a long-term customer’s preferences. Those personal touches remain valuable, although franchisee growth now requires something more reliable. The opportunity is to build a business that captures and acts on customer context. What did the customer ask for? What prompted the enquiry? Which service did they use? What quote did they consider? When are they likely to need the business again? What feedback did they leave? Which customers are ready to return, refer or spend more? For franchisees, this is a practical growth discipline. It helps the business stop treating every transaction as isolated and start building more value from every relationship. 18 business franchise MAGAZINE
Move from service to growth intelligence Good customer service has long been part of franchise success, however service alone is no longer enough to drive stronger performance. The next step is growth intelligence, using what the business already knows about customers to create better timing, stronger relevance and more consistent revenue opportunities. A customer who booked a seasonal service last year should not need to rediscover the business this year. A parent who enquired about a children’s program before the last school term should not disappear because the next intake was not yet open. A customer who requested a quote and paused, should not be treated the same as someone who has never shown interest. These moments have commercial value when they are captured properly. For a franchisee, the growth opportunity is not only in finding more people. It is also in understanding which people are already warm, which customers are likely to need the business again and which relationships have earned enough trust to become repeat business or referrals.
That shift can improve growth without adding unnecessary pressure to the owner, the team or the marketing budget.
Keep the story behind the enquiry Every enquiry carries so much more than contact details. A customer may be solving an urgent problem, comparing options, planning ahead, responding to a life event or testing whether the business feels organised enough to choose. If the franchisee only records the name, number and service request, much of the commercial context is lost. That context can influence conversion. A customer asking about availability may be ready to act quickly. Someone focused on price may need a clearer explanation of value. A person asking detailed questions may need confidence before they commit. A customer who goes quiet after receiving a quote may need one relevant follow-up rather than a generic sales message. Franchisees that preserve this context are better placed to grow because the next conversation starts with insight, not guesswork. The goal is to keep the useful parts of the
customer journey visible so the business can respond with greater relevance, improve conversion and avoid letting warm opportunities drift away.
Build repeat business before the customer leaves Repeat business is one of the most underused growth levers in franchising. Many franchisees invest heavily to bring customers in, then rely on memory, timing or chance to bring them back. That approach leaves too much value exposed. A stronger model builds the next interaction while the current one is still fresh. A wellness franchise can prompt the next appointment based on treatment cycles. A home services business can schedule seasonal reminders. A fitness franchise can identify changes in attendance before a member disengages. A pet care franchise can encourage the next grooming appointment based on the customer’s usual pattern. This is where customer memory becomes directly connected to revenue. It gives the business a reason to communicate before the customer has gone cold. Re-engagement should feel timely and useful, not forced. The best prompts are based on behaviour, timing and relevance, which means the customer feels understood rather than chased.
Turn reviews into growth insight Reviews are often treated as a reputation tool, and they are certainly important for local trust. However, they can also reveal what drives business growth at location level. The words customers use in reviews often show why they chose the business, what they valued, what reassured them and what they would recommend to others. Speed, clarity, warmth, convenience, professionalism, reliability, expertise and communication often appear in customer language before they appear in formal reporting. For franchisees, that language can shape local messaging, staff coaching, service improvements and referral prompts. If customers repeatedly praise the ease of booking, the business should make that strength more visible. If they mention a staff member’s communication, the franchisee can use that behaviour as a standard. If reviews show that customers value convenience over price, local campaigns can focus on confidence and ease rather than discounting. Growth often comes from understanding why customers already choose the business and then making those strengths easier for the next customer to see.
As Head of Thryv Australia and New Zealand, Elise Balsillie leads teams across customer channels, helping businesses streamline operations, embrace technology and grow with confidence through digital transformation. With more than 25 years of experience in media, education and technology, including two decades at Thryv, Elise is passionate about empowering small businesses and delivering solutions that provide them a competitive edge. Under her leadership, Thryv has been recognized as an ‘Employer of Choice’ for two consecutive years, reflecting her commitment to people and culture.
Protect growth when staff change
A business that gets paid cleanly can plan more confidently.
Franchisees often rely on people who know the customers well. That can be a strength, although it becomes a risk when customer knowledge is held only in someone’s head.
Use technology to make growth repeatable
Staff turnover, changing rosters, leave and multi-location growth can all weaken customer continuity. A new team member may not know who prefers a phone call, who had a concern last time, which customer is likely to rebook soon or which client needs extra reassurance before making a decision. When that knowledge is not captured, the customer experience becomes inconsistent and the business loses growth momentum. A stronger customer memory system protects the relationship beyond any one staff member. It helps the team understand history, follow up with confidence and avoid asking customers to repeat information they have already provided. For ANZ franchisees managing tight labour markets and busy frontline teams, this continuity can be the difference between a customer feeling valued and a customer quietly moving to another provider.
Make payments part of the growth pathway Payment is often seen as the end of the transaction, although it can influence whether a customer returns. A confusing or delayed payment process creates friction at the final stage of the experience. It can also add pressure to cash flow, increase administration and take staff away from growth-focused activity. Franchisees should view payment as part of the customer journey. A clear payment request, an easy payment method and a timely receipt all reinforce professionalism. When the process is smooth, the customer leaves with confidence and the business protects cash flow. This is important for growth because cash flow gives franchisees more control. It supports staffing, marketing, stock, local partnerships and reinvestment into the customer experience.
Technology has the greatest value when it helps franchisees turn good habits into repeatable growth. Enquiry capture, booking confirmations, payment links, reminders, review requests and re-engagement prompts should not depend entirely on memory or manual effort. These moments are too commercially important to be left to the end of a busy day. The right systems help the business see what has happened, what needs attention and which customers are ready for the next step. They reduce the number of places where information is scattered and give teams a clearer view of the customer relationship. A customer who receives a relevant reminder feels supported. A customer whose history is understood feels valued. A customer who can book, pay and return with ease is more likely to stay connected.
The growth advantage hiding in plain sight Franchisees do not need another reminder that competition is strong. They know customers have more choice, less patience and higher expectations. The greater opportunity is to build more growth from the customer activity already flowing through the business. Customer memory helps franchisees convert more effectively, re-engage more intelligently, protect relationships through staff change, improve cash flow and strengthen the pathway from one transaction to the next. It turns everyday interactions into a clearer growth engine. The next generation of high-performing franchisees will not only be visible in their local markets. They will be the operators who remember well, act with relevance and make each customer interaction build toward the next commercial opportunity. That is the customer memory growth advantage, and it may become one of the most valuable assets a franchisee can create. v business franchise MAGAZINE 19
franchisee in action: Jetts Fitness
How a 24/7 Gym Franchise Turned a Corporate Marketer Into a Successful Dual Business Owner Career changes are often portrayed as a single, impulsive moment. For Jetts Fitness business owner Angelique Woods, it was anything but. Becoming a business owner was a calculated move away from the traditional corporate lifestyle she had known and equally, it’s one she’s never looked back on. Angelique had spent years building a successful career in CRM and customer loyalty, eventually working her way into a senior role at a large organisation. But over time, internal politics and the unpredictability of corporate life started to take their toll. She knew she wanted to build something of her own, but she wanted to take the time to find the right opportunity rather than rush into starting from scratch. “I don’t do things fast. I think about it, and then I plan, and then I save, and I research, and I sort of think through what I’m capable of, what’s possible, and what timeline I could work on,” says Angelique. Franchising offered the balance she was 20 business franchise MAGAZINE
craving, with the independence of running her own business and backed by a proven framework she could take and make her own. But choosing the right franchise was just as important as deciding to franchise in the first place, and for Angelique, it was the people behind Jetts who ultimately gave her the confidence to purchase her first franchise in 2013. “They weren’t showy. They weren’t telling me grand stories about massive success. They were just genuine people that had a conversation with me and answered questions honestly.” As Australia’s leading 24/7 gym franchise, Jetts reputation for being a culture-first community was also a major drawcard for Angelique, complemented by its globally recognisable brand, systems and ongoing support network which reassured her she could build her own club. Angelique ran Jetts Templestowe in Victoria in parallel with her corporate career, easing into business ownership while maintaining the security of her full-time role. Over the next five years, she would use it as an experience to learn the ropes, test the model and prepare for the eventual transition into full-time franchising - a leap she finally took in 2018.
in health and fitness, she didn’t have professional experience in the industry. Instead, she focused on the skills she had already developed in previous roles and how they could translate into business ownership; customer engagement, marketing, planning, budgeting and strategy. “You don’t need previous industry experience, but you do need to bring your existing skills, be willing to learn and upskill where needed” From the outset, Angelique treated her club as a hands-on business rather than a passive investment. She applied the same strategic approach she had developed in her corporate career, while recognising that building the right team was just as important. “I don’t work 9 to 5 in an office, and I’m not influenced by anyone else’s agendas or politics. I choose the people that I work with. I nurture them, I care about them.” And it’s a responsibility she has willingly taken on. After building her first club, Angelique expanded her portfolio, purchasing a second Jetts franchise in Cranbourne West in 2020.
“I thought, alright, I’ve just got to make this happen for myself ”.
Building a genuine community within her clubs has become one of the most rewarding parts of her role. At a minimum, Angelique spends a full day in each club every week, keeping closely connected with her team and members to ensure everyone feels valued.
While Angelique had a personal interest
“If I go into one of my clubs and don’t know
ten people by name, and well enough to say “hi, how are you? how’s life?”, then I’m not doing myself, my community or my clubs justice”. Today, she continues to run both businesses while encouraging others to consider franchising as a pathway to craft something of their own and find the same sense of fulfilment she has through Jetts. Angelique’s advice for anyone considering a franchise: • Take your time. Buying a franchise isn’t a quick decision. Research, plan and understand what you’re getting into. • Look beyond the numbers. The people and culture behind a brand matter as much as the model. • Be ready to be responsible for everything. From major business decisions to an alarm going off in the middle of the night. • Show up. Relationships with members and staff are built in person, week after week. • Think long term. Success comes from consistency and relationships, not overnight luck. For Angelique, leaving her corporate marketing role to become a business owner wasn’t a decision she made lightly but with patience, preparation and the right partner behind her, it’s one she wouldn’t change and one she’d encourage anyone to explore. v business franchise MAGAZINE 21
expert advice: Phil Chaplin | CEO | CFI Finance Group
Before You Book the Builder: The Real Cost of a Refurb It has already been a long road: reviewing plans, talking to builders and getting quotes. You’ve checked the bank balance, spoken about finance, and worked out how to cover the shortfall. It looks like you can afford the refurb. But can your business afford everything that surrounds it? Hopefully, the project pricing already includes the physical transformation of your premises, perhaps even a contingency. But does it cover the wages paid while you’re closed? How about the rent that keeps falling due? What about the stock and marketing needed to reopen and regain lost ground? A refurbishment certainly doesn’t guarantee that all of your customers will return immediately.
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Don’t get me wrong, a refurbishment can be a worthwhile investment in your franchise, and it’s often a requirement of your franchise agreement. The trick is to make sure you have enough money to realise those benefits without getting caught short halfway there.
Be clear about your goals A refurbishment might update tired premises, replace unreliable equipment, or bring your business into line with the latest brand standards. It could also improve workflow, increase capacity or support new products. But it’s important to be clear about your intended benefits. A better-looking store may help attract customers, but improved equipment or layout might create greater value through faster service, less waste or lower maintenance costs. It can pay to ask your franchisor about comparable projects. What improved and how quickly? What would those franchisees
do differently? If possible, talk directly to those franchisees and listen to their stories. Treat any sales uplift forecasts with caution. A refurbishment might allow for improved performance, but new signage doesn’t automatically translate into new profits. Ideally, your business should still be able to meet its commitments, even if the benefits take longer than expected.
Check the timetable before booking the builder For franchisees, refurbishment isn’t always optional. Your franchise agreement may require periodic upgrades, or a renewal may come with refurbishment conditions. Landlords may have their own requirements. Check the scope, timing and approvals early. Also understand how much time remains on your franchise agreement and your lease. Spending heavily with limited time left on either deserves particular scrutiny. In
Australia, significant capital expenditure is also subject to requirements under the Franchising Code, including disclosure and discussion obligations. From a business perspective, the aim is to align the investment, your right to keep trading, and the time needed to generate a return.
The quote is a scope, not the whole budget Before comparing prices, compare what’s included. Does the quote cover demolition, rubbish removal, electrical work, equipment installation, signage and final cleaning? What about design, approvals, freight and storage? Are allowances realistic? Is GST included? Clarify who coordinates the trades, how variations are approved and when payments fall due. Existing premises can also conceal problems. Removing old equipment or opening a wall may reveal work that nobody could price accurately beforehand. Allow a contingency that reflects the project’s uncertainty. Keep it separate from optional improvements. If every spare dollar has already been allocated to a nicer counter or extra equipment, it isn’t much of a contingency.
Your business still has bills while it’s closed A closure reduces some expenses. You might buy less stock and use fewer casual hours. But rent, insurance, existing loan repayments, and other commitments can continue. That’s why the budget needs to cover the works, the interruption to trading, and the restart. A $120,000 fitout quote might sit alongside $25,000 of net cash outgoings during closure, and $15,000 for your reopening period. The total funding need is therefore $160,000, and that’s before any contingency. Make sure you build a detailed weekly cash flow forecast from before the first progress payment until trading has settled again. Include contractor payments, normal bills and realistic receipts. Also remember to account for costs saved while closed, rather than treating every dollar of lost sales as an additional funding need. The forecast should identify the actual cash shortfall.
Phil Chaplin the Chief Executive Officer of the CFI Finance Group, a specialist finance company servicing the franchise, accommodation, and fitness sectors as well as small businesses more broadly across Australia and New Zealand. Phil has over 25 years’ experience in providing finance to businesses across Australia and New Zealand and has managed finance companies in the private and banking sectors, he is a former chair of the Equipment Finance division of AFIA.
A two-week closure needs a three-week plan Choosing when to close can make a big difference. Look at your quieter trading periods, local events, holidays and contractor availability. Closing through a peak period may cost more than paying slightly more for a better construction window. Staged or after-hours works might preserve some revenue, but consider the customer experience and additional costs. Trading around noise, dust and restricted access isn’t always worthwhile. Consider what might delay reopening: equipment delivery, inspections and council approvals, landlord sign-off or the completion of another trade. Then test the consequences of an extra week or two. A delayed opening usually has two financial effects: further costs and a longer wait for revenue. Your forecast needs to capture both.
Keep your team and customers with you Your team needs to know what happens during the closure. Discuss leave, training, temporary duties or work at another site, and check employment obligations before settling the arrangements. Keeping an experienced team can make reopening much smoother. Allow time to learn new equipment and practise the revised workflow. Finding out how the new system works while customers queue isn’t an ideal launch. Customers also need clear communication. Explain the closure, keep them informed and update your website, listings, booking systems and delivery platforms. Avoid promising a reopening date before you have reasonable confidence in it. Include local marketing in the budget so customers know when to return.
Match the finance to the job The amount borrowed matters, but so does the repayment structure. A long-lived equipment purchase creates a different funding need from a temporary cash shortfall during closure. Trying to repay both over a very short period can put unnecessary cash flow pressure on the business. Equally, extending repayments simply to make them look comfortable can increase total financing costs. Consider the term, fees, security, guarantees and total repayments alongside the interest rate. Discuss the funding plan early. Confirm whether deposits and progress payments can be funded, what documents are needed and when repayments begin. If a landlord contribution is involved, establish when it will actually be paid, and consider the timing of any GST payments or refunds. Remember, approved finance and available cash aren’t always the same thing.
Reopening is still part of the project For the builder, completion means the premises are ready. But for you, it doesn’t necessarily mean the business has recovered. You may need to restock, rebuild customer routines and resolve early operating issues. Revenue might still be down even though your repayments have already started. Forecast a gradual recovery, not just your preferred outcome. Once reopened, track sales, margins, labour efficiency and cash against the plan. If the refurbishment was intended to reduce waste or improve throughput, measure those results too. Remember, a refurbishment should leave you with a stronger business and enough financial capacity to operate it. Before accepting the quote, make sure your plan reaches beyond the finished fitout and all the way to the point where the business is trading comfortably again. Only then can you breathe easy. v
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franchisor in depth: MyHome
MyOP™ – The Incredible App that Powers Every MyHome Business Owning a business should be exciting. But for many owners, it brings the headaches of administration, people to organise, customers to track, invoicing, payroll and the majority of their time spent simply trying to stay on top of everything. But with MyHome it’s different. At the heart of their residential cleaning management franchise business sits MyOP™ – their bespoke operations app designed specifically around the way a MyHome business works. Rather than franchisees having to piece together multiple disconnected systems, spreadsheets and processes, MyOP™ brings the day-to-day operation of the business together in one place. Designed to streamline and simplify daily operations, MyOP™ is the “engine room” of the business, helping franchisees manage customers, cleaning teams, schedules, vehicles, administration and performance with maximum efficiency and minimal effort.
they have an internet connection, using a laptop, tablet or mobile phone, so they’re no longer tied to a desk or office.
circumstances change with just a few taps, and see whether teams have arrived at or completed a job.
Added to this, is one of the app’s key features: My Day.
All in one place.
MyDay not only gives MyHome Owners a clear picture of what they and their teams are doing each day and week, to make the business run smoothly, but also helps them create a business that works around their life. Personal time can be scheduled alongside business commitments – whether that’s collecting children from school, exercising or meeting friends, meaning MyHome Owners can run a thriving business while still making time for the things that matter most. “There is so much investment by head office going into technological infrastructure like the MyOP™ app that helps you run your business from anywhere.” Alex Charles-Ffrench, MyHome Owner – Brighton
Customers, Scheduling and Teams – All Connected
A Business in the Palm of Your Hand
When building, and running, a business, keeping control of customers and teams is paramount. MyOP™ gives franchisees a central view of prospects, estimates and active customers, together with the information needed to manage each relationship.
MyOP™ gives MyHome Owners freedom and flexibility – they can access the app anywhere
MyHome Owners can allocate their cleaning teams and vehicles, adjust schedules when
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And for the cleaning team members, the app provides their daily schedule, route information and job details. Best-in-class mapping and navigation software means addresses can be opened quickly for customer visits and appointments, helping everyone move efficiently from one location to the next. It is this connectivity that makes MyOP™ so powerful. Customers, appointments, people, jobs and operational details aren’t scattered across different systems but all work together seamlessly. “With the MyOP™ app and the robust tech systems behind it, we spend far more time serving our clients and supporting our staff rather than getting caught in manual operations. The structure creates freedom, and that combination has been a game changer for us.” Claudia Forward, MyHome Owner – Cronulla.
Supporting Consistently High Standards MyOP™ also supports the delivery of MyHome’s consistently outstanding levels of service, which creates industry leading levels of repeat and referral business.
MyOP™ automatically generates a comprehensive range of reports and KPIs, giving franchisees a clear view of performance and helping them make better-informed decisions as they grow. Instead of waiting until the end of a month or quarter to work out how things are going, key information is available through the app every day, putting the MyHome owner in full control.
The app includes access to detailed instructions and step-by-step videos of MyHome’s unique Tri-colourTM Cleaning System. It also provides job-specific information for individual homes, including notes relating to security systems, pets and other customer requirements or requests. This combination helps teams deliver the premium service MyHome prides itself on, without the MyHome Owner having to personally oversee every detail.
Removing the Administration Burden For many business owners, the least enjoyable parts of running a business happen after the working day should have finished: invoicing, payroll, paperwork and financial admin. MyOP™ is designed to remove a significant part of that burden. When teams record the start and finish of a job, the system already has the customer requirements and agreed pricing needed to support automated invoicing. MyOP™ can automatically create and send the customer invoice, removing a task that can consume evenings and weekends in many businesses. It also handles team member time logs and supports payroll-related tasks including payslips, superannuation, leave and other HR admin – saving significant time while helping MyHome Owners stay on top of their employer responsibilities.
MyOP™ is integrated with Xero – a global leading cloud accounting company – and links each franchisee’s dedicated Xero account directly to their nominated bank account, which means that all bank transactions flow automatically into Xero, meaning they always have an up-to-date picture of their finances. MyOP™ also links to the Australian Taxation Office (ATO) for automatic GST returns, and automates Business Activity Statements (BAS) making end-of-year tax returns hasslefree. “The MyOP™ platform has been a gamechanger… It makes it so easy to stay on top of my business, giving me a clear, single-view snapshot on my phone, wherever I am.” Nicole Ramos, MyHome Owner – Malvern East
Turning Information into Better Decisions Running a successful business isn’t only about getting the work done – owners also need to understand what is happening within the business and where opportunities for improvement lie.
“The MyOP™ app makes it really easy to manage my business, including customer insights and requirements, scheduling and team management, and commercial performance reporting... I have everything I need at my fingertips.” George Beddoes, MyHome Owner – Black Rock
Executive earnings – lifestyle flexibility… MyHome has invested thousands of hours of development and many hundreds of thousands of dollars into MyOP™ and the result is an incredible app designed not simply to facilitate a residential cleaning business, but to help franchisees build and manage their business without being consumed by it. From winning and managing customers to scheduling cleaning teams, handling the financial admin and tracking performance, MyOP™ covers everything you need to run a $1m+ business from your phone or tablet. And better still, giving you more time and energy to focus on growing the business you dream of while being present for the people and things that matters most… enjoying the life that the business is intended to create. “I’m not tech savvy at all, so if I can use MyOP™, anyone can. I can manage appointments, scheduling, customer details – everything, all from the app on my iPad. I’ve even run the business while on the beach!” Mary Miridakis, MyHome Owner – Balwyn
Find out more about the MyHome Management Franchise opportunity and request an Information Pack now by visiting www.myhomefranchise.com.au or scan the QR code for instant access business franchise MAGAZINE 25
: r e h t e g o T a t t Be k c a B l a c o L Bringing A Franchise Network That Supports You and Australian Families
Balonne Betta
ilt on local u b s s e in s u b A faces. ly d n ie r f d n a trust oday! Get in touch t Benefits to Joining the Brand
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Personalised customer experience
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Established brand with over 60 years of experience
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Trusted partnerships
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Robust marketing support
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Australia’s largest independent Electrical and Furniture buying group
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Bespoke Elev8 training
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Flexibility for your lifestyle
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Access to exclusive product ranges
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Multiple revenue streams
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Seamless technology solutions
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Competitive bulk buying power
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Over 150 stores nationwide
No retail experience needed - full training and ongoing support are provided.
Scan to learn more or contact our franchise team!
Phone: (07) 3414 8700 Email: franchiseenquiry@bsrgroup.com.au www.bsrgroup.com.au/franchise-opportunities
VOLume 21 ISSUE 01, 2026
cover story
GELATISSIMO:
FLAVOUR, INNOVATION AND A RECIPE FOR SUSTAINABLE FRANCHISE GROWTH
Franchising Trends
What’s new in the franchise sector in Australia?
What Never Goes Out of Fashion TRENDING FRANCHISES IN NEW ZEALAND business franchise MAGAZINE 27
Make Performance Your Business Make Performance Your Business With potential profits of up to and above $54,000* With potential profits of up to and above $54,000*
Single Unit and Single Unit and Master Opportunities Master Opportunities
InitialFee Feefrom from Initial $40,000plus plusVAT VAT $40,000
Start Up Up Cost Start Cost from from $11,000 $11,000
Investing in a Stagecoach franchise gives you the opportunity to combine a love Investing in a Stagecoach franchise gives you the opportunity to combine a love of the arts and children’s services with a business that truly performs. of the arts and children’s services with a business that truly performs.
Own a Performing Arts School Own a Performing Arts School
t moree find ou find out mor
australia.stagecoachfranchise.com australia.stagecoachfranchise.com *Potential earnings over second year of trading with full school of +122 students. *Potential earnings over second year of trading with full school of +122 students.
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Creative Courage For Life® Creative Courage ®
conte nts
trending fr anchises Featured Cover Story 30 Gelatissimo: Gelatissimo: Flavour, Innovation and A Recipe For Sustainable Franchise Growth
Franchisee in Action 38 Plus Fitness: From One Gym To Six 48 Jamaica Blue and Muffin Break: From 14-Year Old Team Member To Jamaica Blue Franchisee Of The Year
Franchisor In Depth
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44 Snap on Tools: Snap-On Tools And Penrite Racing Team Up To Drive Cancer Support
Have Your Say 36 Magdalena Schoeman: Why More Australians Are Looking Beyond Property And Towards Franchising 42 Stagecoach | Lisa Stead: The Art Of Predictable Entrepreneurship
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50 Jim’s Bathrooms and Resurfacing Australia: The Renovation Boom Is Showing Franchise Business Exactly Where The Consumer Is Heading
Expert Advice 32 Robert Toth: Franchising Trends: What’s New In The Franchise Sector In Australia? 40 Tony Meredith: What Never Goes Out Of Fashion 46 Tiffany English: Why The Future Of Australian Franchising Relies On Centralised Human Resources
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52 Stewart Germann: Trending Franchises In New Zealand business franchise MAGAZINE 29
franchising feature
cover story: GELATISSIMO
GELATISSIMO: FLAVOUR, INNOVATION AND
A RECIPE FOR SUSTAINABLE FRANCHISE GROWTH World Dairy Expo Awards recently held in the USA. Gelatissimo was also recognised with several QSR Media Awards with the Brand Transformation Award in 2024, and most recently at the 2026 Awards, the Best Menu Innovation - Limited Time Offer for their Dubai Chocolate Slice campaign reflecting the continued evolution of the business.
The Right People Behind the Brand After more than two decades of serving up fresh gelato and memorable customer experiences, Gelatissimo is entering another exciting period of expansion. Anthony Shina speaks with Business Franchise Australia/New Zealand about the brand’s evolution, its commitment to innovation and why sustainable franchise growth starts with finding the right people and the right locations. From a single store on King Street in Sydney to an internationally recognised gelato brand, Gelatissimo’s story is one of steady growth, product innovation and a passion for creating memorable customer experiences. The Australian-owned family business opened its first store in 2002 and began franchising just two years later. Today, Gelatissimo has 60 stores across Australia and a further 19 internationally, with the network continuing to expand. In 2026 alone, the brand is on track to open 10 new stores – an impressive level of activity for a business approaching a quarter of a century in operation. But for Anthony Shina, Gelatissimo’s Chief Development Officer, the future of Gelatissimo isn’t simply about adding more locations to the map. The focus is firmly on measured, sustainable expansion. “We take a considered approach to network growth,” Anthony explains. “It is about finding the right location and the right franchise partner. Those two things need to come together if you want to build a sustainable business.” 30 business franchise MAGAZINE
Flavour obsessed At the centre of the Gelatissimo proposition is, of course, gelato. The brand describes itself as “Flavour Obsessed”, with a strong emphasis on highquality ingredients, fresh production and continual innovation. Gelato is made fresh in every store daily, while an in-house product innovation and development team continually explores new flavours, formats, processes and consumer trends. For Anthony, innovation is an essential part of maintaining customer engagement in an established food category. “Innovation is incredibly important to us,” he says. “Customers want their favourites, but they also want to discover something new. New flavours and seasonal products create excitement and give people another reason to come back.” That approach is increasingly taking Gelatissimo beyond the traditional scoop. Recent innovations include the addition of the new gelato slice format with new creations such as the Tiramisu Slice, Cheesecake Slice made with Biscoff and Dubai Chocolate Slice, demonstrating how the brand is responding to emerging flavour trends and finding new ways to create indulgent experiences. Product quality has also earned Gelatissimo considerable industry recognition. In 2026, the brand received two Gold and four Silver medals at the Sydney Royal Fine Food Awards, adding to its history of domestic and international accolades. Not only are they recognised for flavour quality in Australia, but internationally as well. This year the brand won 1st, 2nd, and 3rd prize at the
For prospective franchisees, a recognised brand and established operating model can provide an important foundation. However, Gelatissimo is equally focused on ensuring its franchise partners are suited to the realities of running the business. The ideal Gelatissimo franchisee is an energetic, personable and hands-on owneroperator who enjoys working with customers and teams. “We want people who genuinely enjoy the product and enjoy dealing with people,” Anthony says. “Being an owner-operator means being involved in your store and understanding your customers, your team and your local market.” Commercial awareness is important, as is the ability to manage the financial and operational requirements of the business. Franchise partners must also be prepared to embrace Gelatissimo’s established systems and processes. A growth mindset is another attribute the brand values. While some franchisees may choose to concentrate on building one successful store, others may see the opportunity to develop into multi-site
operators over time. 30% of their stores are currently owned by a multi-site operator. Regardless of their ambitions, Anthony says franchise partners should be passionate ambassadors for Gelatissimo within their local communities.
Supporting franchise partners Behind every Gelatissimo store sits an established support structure designed to help franchisees navigate the day-to-day challenges of business ownership. New franchisees undertake structured onboarding and training, while ongoing Head Office support extends across operations, marketing, product and store support. One of the more significant developments within the business is Plan G, Gelatissimo’s own AI-enabled operating system. The bespoke platform provides franchise partners with a structured, step-by-step framework for operating their stores, while delivering tools, intelligence and visibility designed to support better business decisions. It has been developed to assist both first-time business owners and experienced multi-site operators. “We want to provide franchise partners with a best-in-class operating platform so they can concentrate on their people, customers and commercial performance,” Anthony explains. A centralised marketing function supports national brand campaigns as well as local store marketing, helping franchisees build awareness within their individual trading areas. Gelatissimo’s annual conference also brings the network together, providing access to speakers, peer networking and an opportunity to recognise and celebrate franchisee achievements.
the next stage of expansion will come from. Western Australia represents an important growth market, while regional Australia is another area where the brand sees considerable opportunity. Existing regional stores have demonstrated what can be achieved when a committed local franchisee, suitable location and the Gelatissimo concept come together. The business has also recently opened kiosks in several shopping centres, with early results proving positive. This format potentially creates another pathway for sustainable expansion with local franchise partners. But Gelatissimo is not interested in opening stores simply to increase its store count. The brand has identified more than 150 potential locations where it believes a Gelatissimo store could work. However, finding the right site and the right franchise partner remains paramount. Westfield North Lakes demonstrates this philosophy particularly well. Gelatissimo waited approximately four years for the right location to become available before moving forward when the appropriate site and franchisee aligned.
Where are the opportunities?
It is a level of patience Anthony believes is important when building a sustainable franchise network.
With an established Australian footprint, Gelatissimo is now looking carefully at where
The road to 100 stores Looking ahead, Gelatissimo has an ambitious but measured vision for its Australian network. Over the next five years, the company would like to grow to 100 Australian stores, while maintaining the disciplined approach to site selection and franchisee recruitment that has underpinned its expansion. Technology will also play an increasingly important role. Plans for 2026/27 include the development of an interactive website and further development of Gelatissimo’s data-enabled loyalty app, designed to improve the customer
experience while providing greater visibility for franchise partners. Product development will continue at pace too, ensuring innovation remains central to the Gelatissimo experience.
Do your homework For anyone considering buying a franchise – whether with Gelatissimo or another brand – Anthony’s advice is clear: do your due diligence. Prospective franchisees should take the time to understand the franchise model, financial requirements, operating costs and market before making a commitment. Developing a comprehensive business plan, considering different financial scenarios and establishing the expected break-even point are important parts of that process. Anthony also recommends speaking directly with existing franchisees. “Talk to people who are already operating the business,” he says. “Ask them about the dayto-day reality, the support they receive and what is expected of them.” There should also be a genuine connection with the product and brand. For a Gelatissimo franchisee, that means more than simply enjoying gelato. It means embracing customer service, becoming part of the local community and being prepared to work within an established franchise system. As Gelatissimo approaches 25 years since opening its first store, the business finds itself in the enviable position of being both established and still growing. Its ambition to reach 100 Australian stores signals confidence in the opportunity ahead. Yet the philosophy behind that expansion remains refreshingly straightforward. For Gelatissimo, sustainable franchise growth comes down to finding the right location, providing strong systems and support, continuing to innovate – and putting the right franchise partner behind the counter. v business franchise MAGAZINE 31
franchising feature
EXPERT ADVICE: Robert Toth | Special Counsel | Sanicki Lawyers
Franchising Trends
What’s new in the franchise sector in Australia? Robert Toth is Special Counsel and Franchise Specialist at Sanicki Lawyers with over 35 years of experience in franchise, licensing and distribution law. Robert is also an Accredited Commercial Law Specialist and regularly publishes articles on franchising in Australia and overseas journals and acts for a number of overseas, local and master franchisors and acts in dispute resolution and mediations. Named by global law experts as Franchise Law Expert of the Year 2025 in Australia. Contact Robert@sanickilawyers.com.au or call him on mobile 0412 67 37 57 www.sanickilawyers.com.au
There have been so many changes to the franchise sector over the past 2 years it is hard to keep track! The new Franchise Code which came into effect 1 April 2025 brought considerable changes and compliance obligations (and cost) to franchisors around disclosure of specific purpose funds, an obligation on franchisors to give franchises the opportunity to make a return on their investment and curtailing the ability to enforce non-compete/ restraints at the end of a franchise term, if the franchisor has not offered the franchisee reasonable compensation. Despite these new obligations it has had little impact on new franchisors coming into the market both local and overseas.
What has influenced the popularity of franchising? Despite all of the possible business models available to grow and expand a business whether overseas or interstate franchising is often the model that works best for an existing brand or business. We always consider other options for expansion with our clients which can include, raising further capital via debt (not so attractive!) or bringing on additional shareholders silent or active into the business which has its own risks and issues or entering into a joint venture. The other option often considered is offering existing staff and management a share of profit or equity in the business or simply 32 business franchise MAGAZINE
appointing new managers to operate the business but that has increased cost and often payroll tax issues that are a burden on the existing business. The reality is that growing a business organically over time is slow and expensive whereas by offering a franchise right the franchisee takes on the cost of establishing and operating the business. I often have the discussion with a successful client who has grown their business who will say that they were much more profitable when they were smaller so even though their revenues increased their profit decreased. That’s what I call growth pains in business and that growth needs to be managed very tightly to be able to grow into the next phase of business. The franchise model can actually solve that issue. The other driver of recent franchise growth is the rate of small business closures; companies being wound up and increase in redundancies which mean that there are many more people out in the market looking for ways to earn an income.
Change is good and we should embrace it ! This is all great news for franchisors, as the pool of prospective franchisees have grown in the market but there are also more systems on offer, so franchisors need to lift their game to attract franchisees.
What are the latest Trends? There are Mega Trends which are mainly global forces that affect an economy such
as an aging population, urbanisation and climate changes or for example trade sanctions and wars. There are Micro trends which tend to be more local impacts such as changes in consumer behaviour, niche markets which then lead into Consumer trends which can come and go such as in fast food, eco friendly services and products, the impact of social media for example in fashion. All businesses need to be aware and plan for these trends and read their market sector, that is what’s coming up next year where is the consumer demand?
The Metaphor for life and business I had an epiphany when taking a ski school lesson from an older ski instructor at Aspen in the USA when I was trying to ski moguls. He said “don’t look at the mogul you are on, always look 3 moguls ahead” that is plan your track. It was a David Carradine moment from the master to Kwai Chang Caine in Kung Fu (1972 TV series). That metaphor stuck with me, and I use it in all aspects of life and business. If you do not look forward you are already at the back of the peloton! Franchising gives a person the ability to operate their own business under the franchisors system, brand and training with the groups marketing support.
successful which then will lead to success for the Franchisor. Establishing a viable franchise model requires expert advice to ensure Code compliance and that proper financial modelling has been conducted to ensure the long-term financial viability for all parties. The upfront costs legal and accounting to set up the correct corporate structure and Code complaint agreements can be from $50,000 (low end) to $120,000 (higher end) depending on the complexity of the franchise model and the business sector it is in. This covers the cost to establish the systems, support, training, operations procedures and technology needed to support a franchise system.
Australia is open for business Australia now more than ever, is an attractive market for overseas companies and franchisors looking to expand their brand and we have seen with the advances in technology that many franchise systems now can operate more efficiently and have greater feedback and reporting than they did in the past. The growth of AI has also led to major changes in employment where many jobs have now been replaced so these people need to find an alternate means of earning an income. People also have a different view on work life balance, seeking greater flexibility to work from home or work more flexible hours. There are many franchise systems that offer that flexibility with work from home models to mobile franchises
The franchise model as a means of expansion Franchising is not just the fast food and QSR brands we all know but now expands into sectors such as health and beauty, aged care, NDIS and home care, fitness, freight and logistics, mobile home services, finance, real estate, childcare and early learning and activities. There is virtually no business that cannot use franchising as the platform to expand their brand and footprint interstate or internationally. All businesses need to “leverage” to grow that is, they need to rely on the efforts of others to generate greater revenue and profit. Franchisees and Master Franchisees invest their own capital to establish their business, and this means the brand can expand more quickly. Franchisees have a vested interest in being
What are the sector trends Over my 38 years in the franchise sector I have seen many “franchise trends” come and go and we have had many trends such as the chicken and burger era in the 90’s, the ice cream and yoghurt franchise pop ups on every corner, pizza franchises galore, coffee and chocolate franchises, and now it’s all Bubble Tea and Pilates studios! We have the continuing “my burger is best” wars in Australia with the influx of US brands such as Taco B, Five Guys, Wendys and Carl’s Jr coming into the market competing with our local brands. No doubt the consumer will decide who sells the best burgers!!
Key challenges for business The challenge for all businesses great and small continues to be cost of goods and inflation, labour shortages, data security issues as well as the adoption of automation and AI and the need to be sustainable and environmentally responsible.
Franchisees demand more from their Franchisors For any new franchisor in the market or coming into the Australian market they need to: • Ensure they are Code complaint and register their system on the ACCC database before offering a franchise. • Work harder on innovation, data systems and data protection and really understand their consumer market - a franchisor that embraces technology and provides effective training and support and implements the use of technology in their operations to maximise profitability, will be ahead of their competition. • Ensure they have uniform financial reporting and benchmarking of franchisees performance, a clear marketing message, and an attractive brand and use creative social media.
What do franchisees expect? Franchisees expect franchisors to: • Be more open and transparent and inclusive in their approach (something they were not previously good at). • Show greater interest in the financial performance of their franchisee.
There are many overseas franchisors entering the Australian market in sectors such as Health and Beauty, Seniors and Home care, Childcare/ Early Learning and Home improvement / smart living services.
• Ensure the franchise opportunity can offer the franchisee a reasonable opportunity to make a return on their investment ( a requirement now under the Code) this means the model must enable the franchisee to take a reasonable salary for their effort and pay their staff at the minimum award rates after all the franchise fees and overheads are paid.
All of these sectors are expected to grow between 7 % to 10% over the next 12 months.
What’s in store over the next 3 - 5 years?
Every business sector is intensely competitive, and franchisees are more educated and selective. They expect more from their franchisors so franchisors need to ensure they can offer a system that meets those expectations. Franchisees have a “smorgasbord” of systems on offer, but franchisees still need to do their homework and seek specialist legal and financial advice because once you get into a franchise there is no easy way out!
Technology and AI Franchisees need to consider how the franchise they take up will be impacted by changes in technology and use of AI. Some business services will simply disappear being replaced by AI it is predicted over the next 3 to 5 years ! while other businesses may thrive, grow and be more profitable from use of AI. We are already seeing many business sectors business franchise MAGAZINE 33
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EXPERT ADVICE: Robert Toth | Special Counsel | Sanicki Lawyers
such as the banking sector laying off thousands of employees to cut costs and employing staff offshore at lower cost.
deceptive conduct in relation to ESG disclosures and highlights the risk for businesses that are caught.
What’s for lunch?
The Federal Court recently imposed a $10.5 million penalty against Active Super a super fund manager for greenwashing misconduct. ASIC has also issued several infringement notices against companies in the investment sector where they engaged in misleading conduct asserting eco-friendly investments.
I was having my regular pizza and Sangiovese lunch with a good friend of mine Ernest Stabek of SIP Management Consultants, discussing the future of this crazy world we are living in as we head into AI and this new world order we are all facing … we did have more red wine than pizza! Ernest is a trusted strategic advisor and executive coach who has assisted many of my clients with their strategic growth and executive training working with business founders and their executive team with strategic thinking and planning. Ernest works closely with businesses in the tech space and start-ups, to help get them off the ground and highlighted that despite all of the advances in technology around us and the rapid rate of change and uptake of AI, good old human interaction and communication will still be a key element to running a successful business. “The challenge is to balance the rapid technological advances while retaining a human touch” Ernest Stabek.
Greenwashing issues All businesses need to be aware of the risks of incurring substantial fines and penalties for Greenwashing, which may be considered misleading and deceptive conduct under the ACL. Greenwashing occurs when a company exaggerates or falsely claims environmental benefits to appear more sustainable than it is, to capitalize on consumer demand for eco-friendly options. ASIC indicates they are closely monitoring net zero statements and use of terms such as “carbon neutral”, “clean” or “green” and investment exclusions relating to ecofriendly investments. Using vague language such as “eco-friendly" or "100% biodegradable” (when not) and marketing which gives the impression that the companies products or practices are better for the environment than they are in fact, are all potentially greenwashing.
This conduct can be applied to any business sector even to Franchisors in the way they market and promote their services or product. Apart from the penalties a company can suffer reputational damage and loss of consumer confidence if they are named and shamed by ASIC.
Data and Privacy Act issues Under the Privacy Act, the maximum penalty for a serious contravention can be substantial, calculated based on the organisation's benefit or turnover. All businesses need to implement strong data security measures to prevent breaches, which can include locking down systems, staff training and ensuring they have policies and protocols in place if a breach occurs for reporting. Small business with an annual turnover of $3 million or less (which includes all income from all sources excluding assets held, capital gains or proceeds of capital sales) are excluded however we suggest it is good business practise and sends a positive message to your consumers if your business follows the necessary systems and protocols. A small business that provides health services or trades in personal information must comply with the Act even if their turnover is below the threshold. The Act also allows a small business to opt into the Act which can be a positive statement by the business to its customers that it is committed to good privacy practise. The fines are up to $360,000 for individuals who fail to report a data breach and $2.1 million for businesses. Businesses need to ensure they have in place a process for dealing with and reporting a data breach.
This has also been driven by the need for companies to meet there Environmental, Social, and Governance (ESG) or green credentials.
What steps should you take for cyber security?
Recent cases indicate a shift in the courts’ approach to assessing misleading and
• Implement firewalls for protection such as multi factor authentication.
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• Ensure your software is updated to protect personal information.
• Train staff to recognize threats, and regularly back up data. • Engage experts and don’t leave it to your in house It team. • Limit employee access and remove exemployees’ access. Businesses can subscribe to the Australian Cyber Security Centre (ACSC) for more information and tips to help secure their systems and data.
Thinking outside the “CBD” square - regional opportunities With the growth in regional areas and housing affordability pushing families and many new migrants to live in outer city regions this has led to the great urban growth corridors and opportunities for small business. In all these regional centres and growth corridors they need supermarkets, medical and childcare centres and supporting businesses which offer excellent opportunities for franchisors and franchisees outside the traditional CBD and Metropolitan area. Another benefit here, is that the occupancy costs such as rents are lower in regional areas which can make the franchise model more profitable for franchisees. Both franchisors and franchisees can also contribute to the local community which is good for the business, the brand and the community. A great example of this was the Bendigo Community Bank franchise model which I was involved in for over the last 15 years which reinvigorated regional towns and metropolitan areas.
What does all of this tell me? Franchising continues to be an exciting and dynamic business sector with excellent opportunities and continues to be the most successful model for rapid market and brand expansion. There are many challenges facing franchisors but at the same time it is a sector that will continue to grow and provide opportunities to many people who otherwise would not be able to run their own business. As with any investment or business opportunity there is a risk, and franchisees need to choose wisely and seek Specialist Franchise Legal and financial advice, to limit their risk and make an informed decision. v
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have your say: Magdalena ‘Mags’ Schoeman | General Manage - Sales | Genesis Health & Fitness
Why more Australians are looking beyond property and towards franchising For decades, property has been the investment strategy Australians could explain in a single sentence: buy an asset, borrow against it, and wait for capital growth.
provides an opportunity to actively create value.
But a new generation of investors are asking a different question: what if I invested in a business I could actually influence?
The appeal of franchising is that it offers a middle ground between employment and starting a business completely from scratch.
From experienced property investors reassessing the tax landscape to senior executives questioning how secure their careers will be in an AI-driven economy, signs point to a broader shift toward business ownership, and franchising is increasingly part of that conversation.
You have ownership and responsibility, but you don’t have to invent the brand, operating model, customer proposition, marketing strategy and systems yourself.
As someone who has owned multiple businesses and startups, and spent a decade in franchising, I’ve seen first-hand that the motivations behind becoming a franchise owner are changing. Increasingly, it isn’t simply about wanting to be your own boss. It is about wanting greater control over your financial future.
From property investor to business owner Australia’s property market remains a significant wealth-building vehicle,but the investment equation is changing. From 1 July 2027, negative gearing on established residential property purchased after 12 May 2026 will be restricted, meaning losses from those properties can no longer be deducted against non-residential income such as wages. At the same time, the Government will replace the current 50 per cent CGT discount with an inflation-based system for capital gains accruing from 1 July 2027. Existing properties acquired before the May 2026 announcement are grandfathered. For investors, these changes are prompting a closer examination of where their next investment dollar should go. And unlike property, where the investor’s ability to influence the underlying asset can be relatively limited, owning a business 36 business franchise MAGAZINE
That distinction is one of the reasons franchising can be so compelling.
Why franchising is attracting experienced professionals
A strong franchise gives an owner an established framework to work within, while still allowing them to lead people, manage performance, build relationships in their community and ultimately grow the value of the business. This is particularly relevant to experienced professionals. We are increasingly speaking to people who have spent 15 or 20 years building successful corporate careers and are now considering what they want the next 10 or 20 years to look like. Some are looking for more autonomy. Others want to build something they can eventually pass on or sell. And increasingly, some are questioning whether their corporate career will remain as secure as it once felt.
AI is changing the career conversation Artificial intelligence is adding another dimension to this thinking. Deloitte Access Economics’ latest Australian employment forecasts identify 82 occupations expected to experience weaker employment demand as AI automates tasks, with white-collar workers among those expected to experience the greatest disruption. Deloitte estimates that, once AI effects are incorporated, white-collar employment growth could be around 77,900 jobs lower over the next five years than in a scenario without those effects.
That doesn’t mean lawyers, finance executives, software engineers or other professionals are suddenly going to disappear. In fact, Deloitte expects AI to augment many roles rather than simply replace them. But it does mean the definition of career security is changing. For some high-performing professionals, the question is becoming: if technology can change my role, why shouldn’t I start building something I own? And this is why franchising is becoming more attractive for these type of professionals.
The attraction of an established business model Of course, buying a franchise doesn’t remove risk. A franchise is a business, and business ownership requires capital, commitment and hard work. But the proposition is fundamentally different from starting an independent business. With a franchise, an owner can gain access to an established brand, tested systems, training, marketing resources,better financing, purchasing power, technology and the experience of an entire franchise network. The Franchise Council of Australia represents a sector worth an estimated $174 billion, comprising more than 1,400 networks and more than 94,000 franchised outlets across Australia. The important word is system. For a first-time business owner, having experienced people around you who have already navigated site selection, recruitment, marketing, member acquisition, operations and compliance can significantly change the experience of becoming an owner.
Why fitness and wellness are attracting franchise investors Fitness is particularly interesting because it sits within a broader consumer shift towards health, longevity and wellbeing. People don’t simply want somewhere to
selection and lease negotiations, while its project coordination team supports the build and fit-out process, systems implementation and operational setup. Its presale strategy is designed to build membership ahead of opening, with the objective of giving a new club the strongest possible trading start. That end-to-end approach is particularly important for professionals entering business ownership for the first time. The aim is not simply to open a beautiful club. It is to create a viable operating business as quickly and sustainably as possible, with early cash flow and the path to break-even considered throughout the development and presale process.
What should prospective franchisees look for? The most important thing is to do your homework. Understand the total investment, working capital requirements, ongoing fees, lease obligations and realistic financial assumptions. Speak with existing franchisees, including top/bottom performers or newly opened as well as established. Review the disclosure documents carefully and obtain independent legal and accounting advice And perhaps most importantly, understand yourself. Franchising for the most part isn’t passive investing. The most successful franchisees are often those who embrace the business, understand their customers, lead their teams and actively engage with the support available to them. For someone coming from a corporate career, that can be one of the biggest adjustments,but also one of the greatest opportunities. exercise. Increasingly, they are looking for places that support different aspects of their health and lifestyle.
For an investor, that diversification of the customer proposition is important.
That is reflected in the evolution of Genesis Health + Fitness.
The support behind the investment matters
Established in Ringwood, Victoria in 1997, Genesis has more than 25 years of experience in fitness franchising and is part of Belgravia Health & Fitness, Australia’s largest privately owned health and leisure business. The network has more than 130,000 members.
One of the biggest considerations when evaluating a franchise shouldn’t simply be the brand. It should be how much support you actually receive between signing the agreement, opening the doors, and after you open.
The modern Genesis proposition is also much broader than the traditional gym model.
This is an area where we have invested heavily with Genesis Health + Fitness.
Its current franchise models include 950sqm+ clubs, through to 1,500sqm+ full-service health clubs with gym floors, group fitness studios, Coaching Zone, Reformer Pilates and options including Recovery Zones and saunas.
A new franchisee isn’t expected to find a site, negotiate a lease, manage a major construction project, source equipment, establish systems and generate thousands of prospective members alone. Genesis’ property team assists with site
A different way to think about ownership The conversation around investment is changing. Property will continue to play an important role in Australian wealth creation, but it is no longer the only obvious path. For experienced professionals and investors looking for greater control, an established franchise can offer something fundamentally different: the opportunity to put capital behind a business, while also putting your experience, leadership and energy into building it. Ultimately, franchising isn’t about escaping work. It is about changing who you are working for and what you are building. v business franchise MAGAZINE 37
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franchisee in action: Plus Fitness
From one gym to six:
the partnership behind a growing Plus Fitness portfolio For Pourya Nourbehesht, the fitness industry was never part of the original career plan. With a background in finance and law, and a current role in blockchain technology, his professional career might seem a world away from running gyms.
already owned a pharmacy in Hurstville with their friend, Louis Chiotis, when he suggested they look at the 24/7 gym franchise model and Pourya saw an opportunity to apply his financial background to the business.
Pourya’s father, Mansour, had always encouraged him and his older brother Bardya to consider business ownership. Bardya
More than a decade later, the partnership has grown to six Plus Fitness clubs across southern Sydney in Engadine, Ramsgate,
The four eventually joined forces, combining their different skills and experience to open their first Plus Fitness club in Engadine in 2012.
Hurstville, Menai, Caringbah and Sutherland. For Pourya, the appeal was the opportunity to build something for the community while enjoying the flexibility to pursue other interests and careers while supporting his young family. Before settling on Plus Fitness, the partners looked at several of the major 24/7 gym franchises. “We crunched the numbers and understood the capital required. Plus Fitness stood out because we liked the franchisor and financial model. Despite it being less established than some alternatives at the time, we’ve never looked back.”
A partnership built around complementary strengths As the portfolio has grown, responsibilities have been divided, with each partner focusing on particular areas and clubs while major strategic decisions are discussed collectively. “We each bring different and very complementary skills and perspectives and everyone wants the best for one another,” Pourya says. “We meet regularly to discuss major decisions and can respectfully challenge each other’s thinking before reaching a consensus, while still giving each other room to take ownership of our respective areas.” This approach paid off when the partners were deciding whether to relocate one club to Caringbah. Despite two being unsure initially, they backed the decision to rebuild the club in the new location and the move ultimately doubled membership. “There have been many times when the diversity of thought proves really valuable.”
Learning through the challenges The biggest test came during COVID-19, when the entire gym industry was forced to close. “I had worked through worst-case scenarios for the different clubs, but a situation where all our clubs were forced to shut was not one I had anticipated,” says Pourya. 38 business franchise MAGAZINE
Having come through the experience they renewed their focus on diversification, reinvestment and continual improvement. “We concentrate on improving the clubs we have, investing in equipment, refurbishments, technology, staff training and the member experience.”
Building a community, not just a membership base For Pourya, one of the most rewarding aspects of owning a gym is seeing the impact it can have on the local community. At Menai, the partners bought the site and developed a vision for what the club could become. Seeing that vision turn into a thriving gym has been one of his standout achievements. “Seeing something move from an idea on paper through to fruition to become a thriving gym is very rewarding. That’s the wholesome part of it. You’re building a community and making a positive impact,” he says. “Our Plus Fitness clubs aim to cater to people across different stages of their fitness journeys. When a new member joins, we seek to understand their goals and use that information to shape their membership journey. Experienced gym-goers may want to be left to their own routines, while people new to fitness can receive more support.” The owners also place importance on developing their employees. “I’ve seen some of our team members join the business straight out of high school and develop their skills, confidence and careers over time. We’ve grown so much as owners,” he says. “But we’ve also seen the people around us grow.”
The value of a franchise network As the business has grown, Pourya says the support, systems and technology provided through the Plus Fitness franchise model have become increasingly important.
Left - Right: Bardya, Mansour and Pourya Nourbehesht, and Louis Chiotis.
of where the market is moving, what works and what doesn’t.” The franchisor also tests and develops initiatives that can subsequently be introduced across the network, including technology designed to make the member experience easier.
“Training, operational processes and standardised systems help us manage multiple locations and create consistency across the portfolio. The broader Viva Leisure network has also brought developments in technology, data, HR and compliance that we’ve incorporated.”
The freedom to build something of your own
For Pourya, access to data is particularly useful in informing decisions and understanding what is happening across the market.
Pourya continues to work in finance and technology while pursuing other interests, including property development. Mansour can also start thinking about retirement, while Bardya and Louis continue to operate their pharmacy business.
“The tech stack and improvements with Viva Leisure getting involved have been really beneficial. The data helps inform decisionmaking and gives us a better understanding
More than 10 years after opening their first club, Pourya and his partners have built a business that gives them both an income stream and greater flexibility.
“Becoming a Plus Fitness franchisee has given me more freedom. I can work in different
spaces and follow my passions,” he says. But the experience has also taught him that owning a franchise requires considerably more than simply investing the money and stepping back and he had some advice for others considering franchise opportunities. “It’s not a passive investment and we weren’t an overnight success. We went through growth stages and improvement stages,” he says. “If you are entering into a partnership, make sure everyone is aligned on the direction of the business.” “Do the numbers. Be prepared to put in the work and time to grow it and improve it. The decision to do it is one thing, but execution is the most important part and people management matters,” Pourya says. For the four partners, that execution has turned one Plus Fitness club into six, built around shared ownership, complementary skills, continual improvement and a commitment to the communities their clubs serve. v business franchise MAGAZINE 39
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EXPERT ADVICE: Tony Meredith | Director and Head Coach | Tony Meredith Coaching
What Never Goes Out of Fashion Every business wants to know what’s trending.
What’s the next big product? What are customers responding to? Which technology should we be using? What is changing in the market, and where is the next opportunity going to come from? These are important questions. Businesses need to pay attention to what is changing around them. Customer expectations evolve, new competitors appear, and the way people discover, compare, and buy from businesses keeps changing. But after many years working with business owners, franchisees and leadership teams, I’ve found that some of the things that matter most to customers don’t really change at all. In fact, they often become more important as a business or franchise network grows.
The Search for What’s New Businesses naturally tend to look for the next thing. A new product, promotion, platform, technology, or way of generating sales can create momentum, and sometimes those changes are exactly what a business needs. The challenge is knowing when you’re genuinely improving the business and when you’re simply chasing something because it is new. 40 business franchise MAGAZINE
I’ve seen businesses put considerable effort into attracting new customers while paying far less attention to the experience they give the customers they already have. The focus becomes getting someone through the door, making the sale and moving on to the next opportunity. But what happens after the sale is often where a business creates its real value. A customer who has a good experience once may return. A customer who consistently has a good experience is much more likely to become a regular customer, recommend the business to others, and stay as their needs change. That isn’t a new idea. It has been true for as long as businesses have existed.
What Customers Remember Think about the businesses you return to regularly. It might be a café where the staff remember your order, a restaurant where you know the food will be good, or a service business where you know someone will listen when you have a problem. There may be cheaper alternatives, newer businesses, or competitors offering something that seems more fashionable, yet you keep returning. Usually, that decision isn’t based on one
particular feature. It’s based on trust. You know what you’re going to receive, and you’ve developed enough confidence in the business that you don’t feel the need to keep looking for another option. For a food franchise, that confidence might come from the quality of the meal, the cleanliness of the restaurant, the way the team treats customers, or how a problem is handled when something goes wrong. In another business, it might be as simple as returning a phone call when you said you would, delivering a service when you promised or remembering something that matters to the client. These things aren’t particularly fashionable. They are simply good business, and good business has a habit of remaining relevant.
The Customer Experience Is the Real Trend This is where I think “trending” becomes particularly interesting. Businesses can spend a great deal of time trying to predict what customers will want next while overlooking what customers have always wanted. They want to feel valued. They want to be treated with respect. They want businesses to
do what they said they would do. They want problems dealt with rather than passed from one person to another, and they want to know that the experience they had last time wasn’t simply a good day for the business. These are fundamental expectations that have been part of business for generations. The tools we use to deliver them may change, but the expectations themselves remain remarkably consistent. That distinction matters because it is very easy for a business to confuse innovation with improvement. A new system may make the business more efficient, but if the customer feels less valued, has the experience actually improved? A new sales process may generate more enquiries, but if the business can’t deliver consistently once those customers arrive, what has really been achieved? Growth matters, but growth without the ability to deliver on the promise can create problems faster than it creates value. In franchising, that challenge is amplified. Every new location increases both the brand's reach and the number of places where its promise must be delivered consistently.
Where Franchising Has an Advantage Franchising offers a compelling example because the model is built around creating a repeatable experience. A strong franchise gives customers a reason to expect a particular standard before they even walk through the door. The brand, the product and the operating model create a level of familiarity that can be a significant advantage.
Tony Meredith is a Business Coach and founder of Tony Meredith Coaching. He works with franchisors and franchisees across a range of sectors to strengthen leadership, team performance and sustainable business growth. With more than 25 years of experience in business, sales and team development, Tony helps franchise owners build businesses that grow through strong people, consistent standards and customer trust. Email: info@tonymeredithcoaching.com.au Website: tonymeredithcoaching.com.au LinkedIn: linkedin.com/in/tony-meredith-coach Facebook: facebook.com/tonymeredithcoaching
That is why leadership becomes increasingly important as a business grows. The owner can’t be everywhere, and eventually the business has to operate through the people they’ve developed.
What Leaders Choose to Notice Teams pay attention to what their leaders pay attention to. If the conversation is always about sales, people will naturally focus on sales. If the only measure that matters is speed, speed will become the priority. If cost reduction becomes the dominant conversation, the customer experience can eventually feel the consequences. None of those things are wrong. Every business needs to manage revenue, efficiency and costs. The question is what else the leader chooses to protect. The strongest businesses I’ve worked with tend to have leaders who notice the small things. They notice when a customer isn’t being looked after properly. They notice when standards are slipping. They notice when a team member is doing something particularly well, and they make a point of recognising it.
make isn’t to introduce something completely different. It’s to take something that already works and become exceptionally good at delivering it consistently. That might mean improving the way a team communicates, making the sales process more thoughtful, giving managers greater accountability or spending more time developing the people responsible for the customer experience. Those improvements may not generate the same excitement as a new technology or product launch, but they compound. A customer who feels valued is more likely to return. A team that understands what good looks like is more likely to deliver it. A leader who consistently reinforces the right standards creates a business that doesn’t depend on their personal involvement in every decision. Those are the foundations that allow a business to grow without losing what made it successful in the first place.
What Will Still Matter Tomorrow? Trends will continue to change.
But that advantage also creates a responsibility.
Those behaviours matter because leadership is not simply about making decisions. It is about continually reinforcing what matters to the business.
As a franchise grows, maintaining the same experience gets harder. More locations mean more people, more managers and more opportunities for standards to be interpreted differently.
New technology, new customer preferences, new marketing channels, and new ideas will keep emerging and changing how we do business.
Over time, what leaders notice becomes what teams notice. What teams notice becomes what they prioritise. And what a team consistently prioritises eventually becomes part of the customer experience.
We should pay attention to those things. But we shouldn’t allow them to distract us from the fundamentals.
That is where leadership and systems come in.
That’s how culture is built. Not through a statement on a wall, but through behaviours repeated when nobody is thinking about the company values.
Customers will still want to be valued. They will still want businesses to deliver on their promises. They will still appreciate people who listen, teams that care and businesses that make their lives easier.
Don’t Confuse New With Better
The way we deliver those things will keep evolving. The expectation won’t.
I’ve seen businesses with excellent procedures struggle because the people responsible for delivering them didn’t understand why those standards mattered. I’ve also seen businesses with relatively simple systems perform exceptionally well because their leaders understood what the customer should experience and reinforced that expectation every day. A franchise can replicate a product. It can replicate a process. The greater challenge is replicating the thinking and behaviours that sit behind both.
There is nothing wrong with embracing change. In fact, businesses that refuse to change eventually become irrelevant. The important question is whether the change helps the business become better at what customers already value or simply gives everyone something new to talk about. Sometimes the best decision a business can
Perhaps that’s the real lesson in a conversation about what’s trending. You don’t necessarily need to be the business that is doing something nobody else has thought of. Sometimes you need to be the business that consistently does what customers already value, better than they expected. v business franchise MAGAZINE 41
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have your say: Lisa Stead | Stagecoach
The art of predictable entrepreneurship
Entrepreneurship is so often painted as a wild ride. While building something of your own is deeply rewarding, without the right structure, it can quickly turn into long, unpredictable hours and a constant scramble to react to whatever lands on your desk next. Going into business doesn’t have to mean embracing non-stop chaos. Franchising offers a much steadier path forward – and performing arts franchising, in particular, strikes a special balance. You get all the vibrant energy and heart of running a creative school, supported by a surprisingly predictable operational rhythm. Here, Lisa Stead, CEO of Stagecoach Performing Arts, shares her advice on how using a structured model turns the natural cycle of performing arts into an engine for business growth. Build a business around a natural calendar Performing arts education naturally follows the school year. Terms have clear start and end dates, school holidays offer built-in 42 business franchise MAGAZINE
breathing room and end-of-term shows create natural highlights for everyone involved. For a franchisee, this structure makes planning so much easier. Working within a proven framework for recruitment, staffing, marketing and rehearsals means you can spot your busiest periods months before they arrive. The trick is using this calendar as a strategic tool rather than just a timetable. At the start of the year, map out all three terms on a single page – highlighting your critical two-week windows for student re-enrolments, local promotional drives and team scheduling. Working backwards from those key dates ensures you’re stepping ahead with confidence rather than scrambling at the last minute.
Let systems give you room to be creative There’s a common myth that structure kills creativity but, in practice, the exact opposite is true. When the operational side of your business runs smoothly, you gain the mental breathing space to focus on what really counts: building relationships, mentoring your teaching team and creating a fantastic experience for local families.
This is where the franchise model shines. A good franchisor gives you tested systems, compliance frameworks and everyday resources that would otherwise take years of trial and error to build from scratch. At Stagecoach, for example, expert-led curricula give franchisees a high-quality foundation from day one. Instead of spending endless hours writing lesson plans, you can channel your energy into spreading the word about your school, connecting with parents and making sure every class is brilliant.
Turn recurring events into strategic milestones Big performances are the perfect example of creativity and smart operations working hand in hand. They give students something exciting to aim for, while providing reliable moments to raise your profile in the community and keep families coming back term after term. Whether you’re preparing for Stagecoach’s exclusive performance opportunities at Disney or putting on a local showcase, the core operational steps stay reassuringly similar: plan, rehearse, keep families informed and enjoy show day.
Lisa Stead, CEO of Stagecoach
Performing Arts
Lisa Stead is the CEO of Trafalgar Education – parent company of global children’s performing arts franchise, Stagecoach Performing Arts. With over 20 years’ experience in operational leadership, an MBA and a QFP from the British Franchise Association, she specialises in franchise systemisation and business growth. Before joining Trafalgar, Lisa ran her own children’s theatre company and held senior roles with Platinum Property Partners and Shuttercraft.
• Which marketing activities brought in our happiest families? • Where did things feel a bit rushed or clunky during peak weeks? • What simple tweak can we make to our routine before next term?
Align the model with your ambition To keep these events running smoothly without the stress, set up a simple rolling timeline: a 90-day checklist for venue bookings and licensing, a 30-day checklist for costumes and parent updates and a seven-day run sheet for show week itself. Repeatable steps turn potentially hectic weeks into calm, celebrated highlights.
Know the numbers – and the patterns A term-based model gives you a clear view of how your business behaves over time. Once you’ve got a couple of terms under your belt, clear patterns emerge. You’ll learn exactly when enquiries peak, when families make re-enrolment decisions and when your marketing needs an extra push. It really pays to embrace the business side alongside the creative heart. Track three main numbers from term to term:
• Your conversion rate from trial to full enrolment • Your student retention rate • What it costs to welcome a new student through the door. Loving the performing arts fuels your passion, but keeping an eye on these simple numbers builds a lasting, profitable business.
Make quieter periods count Quiet periods never need to catch you off guard – you can see them coming well in advance and use them to your advantage. The breaks between school terms are the ideal time to step back from the daily hustle. Use the holidays to refresh your local digital ads, check over equipment, catch up with prospective families and give your teaching team extra support before the next intake. At the end of every term, sit down for a quick review and ask yourself three questions:
You don’t need to start from a blank sheet of paper to be a real entrepreneur. For many brilliant business owners, the smartest move is taking a proven framework, launching it in their local area and pouring their energy into growing their team, scaling the business and making a genuine splash in their community. Working with children and families means no two weeks will ever feel dull or repetitive. Having a solid operational structure sitting beneath you ensures that your growth is steady, manageable and entirely in your hands. That’s the true art of predictable entrepreneurship: having complete confidence in where your business is heading, without having to figure everything out from scratch every single morning. To find out more about franchise opportunities with Stagecoach Performing Arts, visit www.stagecoachfranchise.com business franchise MAGAZINE 43
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franchisOR in DEPTH: SNAP-ON TOOLS
Snap-on Tools and Penrite Racing Team Up to Drive Cancer Support
Snap-on Tools is taking its Socket to Breast Cancer fundraising initiative from the workshop to the Supercars racetrack, joining forces with Penrite Racing to bring its partnership with the McGrath Foundation to Australia’s motorsport community. The collaboration will put cancer care firmly in the spotlight at one of Australia’s biggest motorsport events, with the team and its drivers getting behind the fundraising effort both on and off the track. Penrite Racing Supercar drivers Matt Payne and Kai Allen are in the driver’s seat helping Snap-on Tools with a bold new goal of raising a further $350,000 for the McGrath Foundation. This is the third year of Snap-on’s partnership with the McGrath Foundation, following two years of fundraising that have generated more than half a million dollars for cancer care. The funds help support McGrath Cancer 44 business franchise MAGAZINE
Care Nurses across Australia, providing specialist, life-changing care to individuals and families experiencing cancer. This year will see the fundraising initiative hit one of the largest motorsport events in Australia, the Gold Coast 500, where limitededition apparel worn on track by Payne and Allen throughout the race weekend will be auctioned off for charity. Supercars Championship driver Matt Payne, who drives the #19 Penrite Mustang says, “Socket to Breast Cancer is a really important initiative and we are excited to be part of it as a team and do what we can to fight cancer.” “Cancer impacts so many people and for us to be able to help raise funds through our racing allows us as a sport and the entire motorsport community to get behind a very worthwhile cause and make a difference to the lives of those who are impacted,” Matt said. As the fundraising shifts into top gear, Snap-on’s iconic limited-edition Pink Tools will also return for another year to raise much-needed funds. They are sold
throughout October during Breast Cancer Awareness Month. In 2025, over 180 Snap-on franchisees across Australia rallied behind Socket to Breast Cancer, wrapping trucks in pink, selling pink tool kits and raising donations across the country. Kai Allen, Driver #26 Penrite Mustang says, “We’re eager to see everyone getting behind Socket to Breast Cancer and support the amazing work of Snap-on in bringing this initiative into the Supercars paddock.” “Cancer has such a significant impact on so many families around Australia, so for us as a team at Penrite Racing to be able to support this campaign is something that means a lot to all of us. We’ll be encouraging everyone to dig deep and get behind this important campaign throughout October,” says Kai. Paul Lynch, Managing Director of Snapon Tools ANZ, says “We’re pleased to be returning as a partner of the McGrath Foundation and to see our partners and the wider motorsport community get behind Socket to Breast Cancer this year. Their
support demonstrates just how much this cause resonates beyond our own industry. “Motorsport has an incredibly passionate and engaged community, and we have a real opportunity to use that platform to raise awareness and funds for people experiencing cancer. Cancer has touched the lives of so many Australians, including within our own Snap-on community, which makes supporting the McGrath Foundation and its work particularly meaningful to us.” Brenton Grove, CEO of Penrite Racing said, “We’re proud to be supporting the Socket to Breast Cancer initiative in 2026 together with our partner, Snap-on.” “The ability for us to raise much-needed funds for such a worthwhile cause is certainly something we’re proud to play a part in and we encourage all our fans and the broader Supercars community to get behind this campaign that will help the McGrath
Foundation continue its life-changing work across the country.”
Pink Tools Snap-on Tools will once again offer its limited-edition Pink Tools range, including, screwdriver sets, hammers, pry bars, pliers, shears, ratchets, cutters ATECHS and toolboxes giving automotive professionals and enthusiasts the opportunity to support cancer care while purchasing Snap-on’s professionalgrade tools. A portion of proceeds from the sale of the Pink Tools will be donated to the McGrath Foundation, helping fund the vital work of McGrath Cancer Care Nurses who provide support to people and their families experiencing cancer.
Get Involved People can support the Socket to Breast
Cancer initiative by donating directly via the McGrath Foundation website; https://www. pinkisthecolour.com.au/fundraisers/snapon or purchasing product from the limitededition pink tool range through Snap-on franchisees across Australia. While the McGrath Foundation was founded with a focus on breast cancer, its support now extends to people experiencing all types of cancer. The Foundation’s 430 McGrath Cancer Care Nurses provide free, specialist support to people with cancer and their families, wherever they live in Australia. Their care goes beyond treatment, helping people navigate the practical, emotional and physical challenges that can come with a cancer diagnosis and providing vital support throughout their cancer experience. Around one in two people in Australia will be diagnosed with cancer in their lifetime[1]. It’s estimated there will be around 170,000 cases of cancer diagnosed in Australia this year, with one in seven women diagnosed with breast cancer. Since 2005 the McGrath Foundation has supported over 186,000 people and their families through cancer. v business franchise MAGAZINE 45
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EXPERT ADVICE: Tiffany English | Founder and Managing Director | Access Offshoring
Why the Future of Australian Franchising Relies on Centralised Human Resources The latest industry data paints a clear but challenging picture for the Australian franchise sector. While 69% of networks reported revenue growth in the first quarter of 2026, a persistent bottleneck remains: nearly half of all franchisors (46.8%) cite finding suitable people as a high or very high concern. When you add the 40% of the industry struggling with employment relations complexity, it becomes clearly evident that the traditional local hiring model is hitting a ceiling.
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For years, the conversation around offshoring in franchising has been limited to head office functions. A franchisor might hire a bookkeeper or a digital marketer in the Philippines to support the corporate team, while franchisees are left to fend for themselves in an increasingly tight and expensive local labour market. This disconnected approach creates a value gap where the head office is lean, but the individual franchise units are drowning in administrative burdens and recruitment fatigue. It’s time for a radical shift in how we view human capital. By centralising human resources and offering shared global teams to the entire network, franchisors can move from being mere brand owners to becoming strategic resource providers. First, though, the perception around using offshore talent needs to shift.
Breaking the Order-Taker Cycle Many are wary of sourcing teams offshore, and given the staggering 70% failure rate of the global offshoring sector, it’s no wonder that many Australian-based franchises have historically shunned the idea of Filipino teams. In fact, the failure usually happens because businesses consider offshore talent as a set-and-forget transaction, with teams treated as order-takers rather than integrated into their professional team. In a franchise context, this risk is doubled. If a franchisee tries to offshore in isolation, they often lack the systems or cultural intelligence to manage remote staff effectively, leading to inconsistent brand representation and wasted capital. But there is a solution. Centralisation solves this by moving the design of the workforce to the head office
Tiffany English is the Founder and Managing Director of Access Offshoring, a strategic partner specialising in building high-performing global teams. A recognised expert in business improvement and sustainable growth, Tiffany is dedicated to redefining the offshoring industry by shifting the focus from outsourced talent to integrated team members. By prioritising cultural alignment and shared values, she helps Australian organisations bridge the gap with exceptional talent in the Philippines. An authoritative voice on productivity and ethical leadership, Tiffany is committed to dismantling industry myths and empowering businesses to scale through cohesive, humancentric global workforces.
can’t focus on local community engagement or strategic growth because they are stuck processing invoices or managing basic customer service enquiries. By creating a centralised offshore resource, the franchisor provides: • Access to high-calibre professionals at a 5070% reduction in staffing costs compared to local rates. • Operational parity where every franchisee gets the same high level of backoffice support, regardless of their own recruitment skills. • Compliance peace of mind as the franchisor manages the global legalities, payroll, and hardware requirements, removing the employment relations complexity that plagues 40% of the sector.
level. When the franchisor establishes a centralised global team, they’re not just providing a person - they’re providing a pre-vetted, culturally aligned professional who is already trained in the brand’s specific operating systems. This ‘design once, deploy many’ approach ensures that whether an administrator is supporting a location in Brisbane or a unit in Perth, the output remains identical. It replaces the administrative burden of remote management with a predictable, scalable ecosystem.
The Value-Add for Franchisees The most compelling reason to centralise is the immediate value it delivers to the franchisee. The 46.8% of operators struggling to find people are often bogged down in the firefighting of day-to-day operations. They
One national brand we work with, Hog’s Breath Cafe, used this model to centralise its social media and graphics specialists. Instead of every location trying to figure out brand-consistent marketing, one specialist handles the entire network’s branding in one place. This not only reduced overhead by 70% but also improved response times and brand consistency across the board. The secret to not only acquiring but also retaining core teams is in confirming alignment even before you appoint them.
The Key to Retention Centralising HR doesn’t mean losing the personal touch. It requires being more deliberate about fit from the very beginning. It’s not enough to find a professional with the right technical skills - they must align with the brand’s communication style, pace, and the specific expectations of the network. In a franchise system, this alignment is critical because a single offshore professional may support multiple locations and different franchisees simultaneously. Without a centralised approach to culture and onboarding, you risk a fragmented brand experience. By managing this at the head office level, you ensure that even when a team member is shared across the network, they
Centralising HR doesn’t “ mean losing the personal touch. It requires being more deliberate about fit from the very beginning. It’s not enough to find a professional with the right technical skills - they must align with the brand’s communication style, pace, and the specific expectations of the network.
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deliver a consistent, high-standard service that feels like a seamless extension of the local brand. This rigour is why our staff tenure is nearly triple the industry average. When you centralise, you protect the intellectual property of the franchise. If an individual franchisee exits the system, the operational knowledge and brand continuity remain within the global team, ensuring a seamless transition for the next operator and zero disruption to the business.
Moving Beyond the Local Talent Ceiling For the franchise sector to stabilise in uncertain times and high costs, we have to stop viewing the workforce through a purely geographical lens. The local talent pool is no longer keeping up with franchise growth ambitions. Centralising your human resources allows you to tap into the top 5% of global talent - people who are not just cheap resources but dedicated experts embedded in your culture. The goal is to empower local teams to focus on high-value, strategic tasks by streamlining the operational heavy lifting. When a franchisor can say to a potential franchisee, "We have your back-office and marketing team ready to go from day one," they aren't just selling a brand - they are selling a scalable business solution. v
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franchisee in action: JAMAICA BLUE & MUFFIN BREAK
From 14-Year-Old Team Member to Jamaica Blue Franchisee of the Year owners, but leaders within the Jamaica Blue network. Their Franchisee of the Year win recognises far more than strong results. It celebrates the commitment they have made to their business, their team and the Jamaica Blue brand over many years.
Where could your Jamaica Blue journey take you? You don’t need to have started at Jamaica Blue at 14 to build your own success story. Jamaica Blue franchisees are supported with established systems, comprehensive training, marketing and ongoing operational support, giving business owners the foundations to build and grow their café. For Anita, the journey started with her first job at 14.
About Jamaica Blue She started at Jamaica Blue when she was just 14. Today, Anita is one of the brand’s most celebrated franchisees. At the recent Foodco Franchise Conference, Anita and her mum, Anne, from Jamaica Blue Riverton in Western Australia, were named the Jamaica Blue Trans-Tasman Franchisee of the Year, the highest franchisee honour within the Jamaica Blue network. Announced at the Gala Dinner in front of more than 400 franchisees, team members and partners from Australia, New Zealand and the United Kingdom, the award recognises the highest level of commitment, operational excellence and brand pride.
A Jamaica Blue journey years in the making Some awards come from a great year. This one comes from years of hard work, showing up and doing things properly.
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Anita’s Jamaica Blue story began when she joined the brand as a 14-year-old team member. What started as a teenage job became a career, and ultimately, a business of her own. Alongside her mum Anne, Anita has built an exceptional team at Jamaica Blue Riverton, creating a café known for great coffee, quality food, strong customer service and consistently high operational standards. Her progression from young team member to award-winning franchisee is also a great example of what can be possible within an established franchise network.
From first job to business ownership For Anita, Jamaica Blue has been part of her working life since she was a teenager. Along the way, she has learned the business from the ground up – understanding the importance of customers, people, consistency and the everyday details that make a café successful. Today, she and Anne are not only business
Jamaica Blue is an established café franchise built around premium coffee, quality food and creating a welcoming place for customers to take time out from their day. With a strong presence across Australia and New Zealand, Jamaica Blue combines the strength and systems of an experienced franchise network with the warmth and personality of a local café. Our franchisees benefit from comprehensive training, ongoing operational and marketing support, product innovation and the backing of Foodco Group, an experienced global franchisor. From shopping centres and high streets to hospitals and other high-traffic locations, Jamaica Blue continues to evolve and pursue new opportunities across a diverse range of locations. For people looking to own a café business with an established brand, proven systems and an experienced support network behind them, Jamaica Blue offers the opportunity to build a business within a recognised café franchise.
From Retail Excellence to Franchisee of the Year: Colin and Serena Do It Again For Colin and Serena, that commitment has resulted in a thriving multi-site business and recognition at a national level. Their journey is a great example of how ambitious franchisees can grow with an established brand while continuing to be part of the communities they serve. Justin Fu, Franchisee Could one café be just the beginning?
Muffin Break provides franchisees with comprehensive training, established systems, marketing and ongoing operational support to help them build their café business. For some franchisees, one successful café can become the foundation for the next opportunity.
One award-winning café is impressive. Building a successful multi-site business, and being recognised at two consecutive conferences, is an achievement worth celebrating. At the recent Foodco Franchise Conference, Colin and Serena of Muffin Break Cairns Central, Queensland, were named Muffin Break Franchisee of the Year – Australia, the highest franchisee honour in the Australian Muffin Break network. The award was announced at the Gala Dinner in front of more than 400 franchisees, team members and partners from across Australia, New Zealand and the United Kingdom. And it marks another significant achievement for this multi-site Muffin Break team.
Two conferences. Two major awards. Colin and Serena are multi-site franchisees in Cairns, working across their two Muffin Break cafés to deliver exceptional products and service to their local community. At the previous Foodco Franchise Conference, their second location was recognised with the Retail Excellence Award. This year, Colin and Serena went one better, with Muffin Break Cairns Central named Franchisee of the Year, Australia. The award recognises franchisees who demonstrate the highest levels of commitment, operational excellence and brand pride – qualities Colin and Serena continue to demonstrate across their business.
For Colin and Serena, that journey has now resulted in two Cairns locations, a Retail Excellence Award and the title of Muffin Break Franchisee of the Year – Australia. Congratulations to Colin, Serena and their teams on another outstanding achievement and for continuing to be exceptional ambassadors for Muffin Break.
About Muffin Break Muffin Break is an established Australian café franchise known for quality coffee, freshly prepared food and, of course, its famous muffins. With decades of experience in the Australian market, Muffin Break has built a loyal customer following and a proven franchise model that continues to evolve to meet changing consumer needs and retail environments. Franchisees benefit from comprehensive training, ongoing business and operational support, national marketing, product innovation and the backing of Foodco Group, an experienced global franchisor. From established shopping centres to emerging locations including transport hubs, Muffin Break continues to explore new ways to bring the brand to customers. For people looking to own a café franchise with strong brand recognition, established systems and experienced support, Muffin Break offers the opportunity to run your own business while being part of a proven franchise network.
Their consecutive conference wins are testament to the work they have put into developing their teams, maintaining high operational standards and creating consistently great customer experiences across multiple locations.
For more information on Muffin Break or Jamica blue muffinbreakfranchise.com.au | jamaicabluefranchise.com.au
Growing from one café to a multi-site business
Foodco is a leading Australian franchisor with 35 years of experience in building and growing successful café and retail brands. Their portfolio includes Jamaica Blue, Muffin Break, and other popular brands, with hundreds of franchises operating across Australia and internationally. Foodco is committed to supporting its franchisees with exceptional training, marketing, and operational resources to ensure long-term success.
Colin and Serena’s story also demonstrates what growth within the Muffin Break network can look like. Operating multiple cafés requires more than simply opening another location. It means building capable teams, creating strong systems and maintaining the same standards of quality and service as the business grows.
About Foodco
business franchise MAGAZINE 49
franchising feature
have your say: Steven Sousamlis | Divisional Franchisor | Jim’s Bathrooms and Resurfacing Australia
The renovation boom is showing franchise businesses exactly where the consumer is heading
There is a significant shift taking place inside Australian households right now and for franchise businesses it provides an important lesson in how quickly economic conditions can reshape consumer behaviour and create new areas of demand. Australians have long been obsessed with climbing the property ladder: buy a home, build equity, sell it and eventually move into something bigger or better. Increasingly, however, homeowners are questioning whether that approach still makes sense, particularly when selling, buying and moving can involve substantial costs and uncertainty. At Jim’s Bathrooms and Resurfacing Australia, enquiries for bathroom and kitchen renovations have increased by more than 50 per cent compared with this time last year, while around 70 per cent of customers add additional areas of their home to the renovation once work gets underway. We are calling this trend nest-feathering, where rather than selling and upgrading to another property, homeowners are looking at the home they already own and asking what 50 business franchise MAGAZINE
it would take to turn it into somewhere they are happy to stay for the longer term. For those of us in franchising, the significance of this goes well beyond bathrooms and kitchens because it demonstrates why successful franchise systems need to constantly watch what is happening in their customers’ lives, listen to what those customers are telling them and be prepared to adapt their offering accordingly.
Consumers are looking at value differently Buying another home is expensive once you factor in agent fees, stamp duty, conveyancing, removalists and potentially significantly higher mortgage repayments. There is also the uncertainty of whether you will achieve the price you want for your existing property and whether you will end up paying too much for the next one. For many households, there is another important consideration: they actually like where they live. Their children may be settled at school, they know their neighbours, they like their suburb and their commute works, so the house itself may be the problem rather than the location. Instead of spending significant amounts
of money changing properties, people are increasingly investing that money into changing the property they already have. We are seeing homeowners add ensuites, completely transform bathrooms, modernise kitchens, improve laundries, update tired surfaces and make their homes more functional and enjoyable. Importantly, these aren't necessarily renovations designed for an auction campaign six months from now. People are increasingly renovating for themselves and, when they decide they are going to remain in a property for years rather than preparing it for sale, the entire renovation conversation changes.
The home itself is becoming the upgrade For decades, the phrase upgrading your home generally meant buying another one, but I think that definition is changing as people realise that they may be able to achieve many of the things they want without leaving the property they already own. For an older three or four-bedroom home, upgrading might mean finding a way to add an ensuite, turning a tired kitchen into the centre of the home or creating better storage and more functional wet areas. With clever
planning, underutilised parts of a house can sometimes be reconfigured in ways that dramatically improve how the property works for the people living in it. The other interesting change is that homeowners who intend to stay can make decisions based much more heavily on their own tastes and lifestyle rather than constantly worrying about what an unknown future buyer might think. There is still a strong argument for renovating sensibly and considering the long-term value of the property, but homes are also places where people spend an enormous part of their lives. If you are planning to remain there for another decade, there is considerable value in creating a kitchen, bathroom or ensuite that you genuinely enjoy using every day.
What does this mean for franchising? For franchise systems, changes in consumer behaviour can create enormous opportunities, provided those changes are recognised early enough and the business has the capacity to respond. One of the great strengths of franchising is having operators on the ground talking directly with customers every day. A large franchise network effectively becomes an enormous listening system, with individual franchisees hearing firsthand what customers are asking for, what they are worried about, where they are prepared to spend and where they are pulling back. This is something Jim’s Group has always been very good at. Listening to customers and responding to what they need is fundamental to the way the group operates, and I believe it is one of the reasons so many franchisees are able to build successful businesses while maintaining strong relationships with their customers. When you listen carefully, customer feedback becomes much more than a measure of whether somebody was satisfied with a particular job. It becomes business intelligence that can help franchisees and franchisors understand where demand is moving, what customers value and where services need to evolve. There is also a very simple commercial reality behind this approach: happy customers come back, and they recommend you to other people. The Jim’s Service Guarantee reinforces that customer-first approach by providing customers with confidence in the service they receive and giving the network another mechanism for maintaining high service standards. That trust matters enormously because repeat business, referrals and reputation are particularly important for local franchisees who are building businesses in their own communities.
For us, listening to customers is therefore directly connected to franchisee success. If the network understands what customers want, responds appropriately and provides a level of service that gives them confidence to use Jim’s again, both sides of the franchise relationship benefit. Customers receive a service they are happy with and franchisees have a stronger foundation on which to build sustainable local businesses. When similar customer conversations begin happening across multiple territories, that information becomes even more valuable because it can provide an early indication of broader changes taking place in the market. In our case, rising renovation enquiries tell us something much bigger than the fact that Australians want new bathrooms. They suggest consumers are reconsidering how they allocate substantial amounts of household expenditure and, rather than spending that money on moving, many are redirecting at least some of it into improving their existing homes. For a franchise business operating in home services, that creates a significant opportunity, but it also creates a responsibility to ensure the network has enough people and capacity to service the additional demand.
Growth creates a franchise recruitment challenge A 50 per cent increase in enquiries is obviously positive, but increased consumer demand only translates into sustainable business growth when you have the capacity to meet it, which is why we are actively looking to grow the Jim’s Bathrooms and Resurfacing network. One of the fundamentals of franchising is matching territories and operators with genuine underlying customer demand. You can have an excellent brand, sophisticated marketing and strong systems, but ultimately franchisees need customers and the network needs to be able to service those customers properly. When consumer behaviour shifts in your favour, the challenge becomes ensuring you have enough appropriately supported operators in the right locations to take advantage of that demand without compromising the customer experience. For prospective franchisees, I believe this is also an important consideration when evaluating any franchise opportunity. It isn't enough to simply look at what consumers are buying today; you need to understand the economic, demographic and lifestyle trends that could influence what they will buy tomorrow, the problem the business solves and whether that problem is likely to become more or less important over time.
Franchise businesses need to listen before they sell There can be a temptation in business to decide what customers should want and then market it aggressively, but often the better approach is to listen carefully because consumers tend to show businesses where markets are heading long before a trend is given a name. They do it through the enquiries they make, the questions they ask, the additional work they request once a job begins and, just as importantly, through the things they are no longer prepared to spend money on. For a franchise network, that feedback should never be treated as background noise. It is one of the most valuable sources of information available to the business, because thousands of individual customer interactions can collectively tell you a great deal about where consumer behaviour is heading. Our customers are telling us that for many Australians the aspiration to improve their lifestyle hasn't disappeared; they are simply finding a different way to achieve it. Instead of assuming they need a better house, they are increasingly asking how they can make their existing house better. That distinction is creating a substantial opportunity for the renovation sector, but there is also a much broader lesson in it for Australian franchising because economic uncertainty doesn't necessarily mean consumers stop spending. In many cases, it simply changes where they spend their money and what they consider to be valuable. The franchise systems best positioned to benefit will be those that stay close to their customers, listen carefully to what they are saying, adapt their services accordingly and ensure they have sufficient franchisees and capacity to meet emerging demand. Just as importantly, they need to continue delivering the service standards that turn first-time customers into repeat customers and advocates for the brand. Australians aren't necessarily giving up on upgrading their lifestyles; increasingly, they are finding ways to do it without changing their address, and for franchise businesses paying close attention to what their customers are telling them, that change can create substantial new opportunities. v
ABOUT Steven Sousamlis: Steven Sousamlis is Divisional Franchisor of Jim’s Bathrooms and Resurfacing Australia, part of Jim’s Group. Jim’s Group has approximately 5,800 franchisees across more than 50 divisions servicing household, business, corporate, government, health and education sectors. business franchise MAGAZINE 51
franchising feature
expert advice: Stewart Germann | Franchsing Lawyer | Auckland, New Zealand
TRENDING FRANCHISES IN NEW ZEALAND Certainly, health and fitness is a winner with the Government and media preaching the benefits of leading a healthy lifestyle, threats about epidemics of obesity and diabetes, and the statistical reality that people are living longer and wanting to stay fit and active longer.
Franchise Codes
Stewart Germann who is acknowledged as New Zealand’s leading franchising lawyer with over 40 years’ experience in this area, is a recognised national and international guest speaker at franchise conferences in New Zealand, Australia and USA. Stewart Germann Law Office (SGL) is New Zealand’s longest established specialist franchising law firm and Stewart is recognised in the Lexology Index Thought Leaders 2025: Global Elite in the Franchising Category. SGL’s clients include many of New Zealand’s best known national and international franchise brands and Stewart has extensive franchising contacts worldwide and locally. Stewart Germann is actively involved in international franchising, has published articles in the International Journal of Franchising Law and has attended and participated in many FCA conferences. Stewart was awarded the ONZM in the New Year Honours List 2026 for services to franchise law. Email: stewart@germann.co.nz | Web: www.germann.co.nz
New Zealand is deregulated for franchising and is the most franchised country in the world per capita. Franchising is positive with a great number of opportunities.
of the British Franchise Association, has said “…my recent visit to this wonderful country has shown me that New Zealand is probably one of the most sophisticated, discerning, and well-developed franchise markets in the world”. New Zealanders are hearty eaters and I personally love trying new food types from anywhere in the world.
What are the most searched franchise systems?
Entrepreneur Magazine has listed franchises under the following categories: Automotive, Pets, Business Services, Children’s Business (tutoring/childcare), Financial Services, Food, Health and Wellness and Home Improvement.
Franchise New Zealand website has a section “Popular Searches” and it lists six types of franchise systems as follows: • Computer and IT • Lawnmowing, gardening and outdoor • Building, renovation and maintenance • Home-based • Fast Food • Eco-friendly Food is always very popular and many overseas food franchisors are attracted to New Zealand. Why? Because a number of American food franchisors have told me that New Zealand is dynamic, the people are friendly and food is very important to Kiwis. Also, Farrah Rose, who is head of the International Development at The Franchising Centre in the UK and a member 52 business franchise MAGAZINE
What is popular in New Zealand? Back to trending franchise systems in New Zealand. How do I view it as a franchising lawyer acting for many franchisors but also acting for franchisees who want to go into a franchise system? In relation to food and beverage, McDonald’s must be mentioned together with The Coffee Club and Taco Bell. Other franchise systems that are doing well and are popular include Anytime Fitness, Refresh Renovations, HireA-Hubby, Body Fit Training, Snap Fitness 24/7 and Poolwerx to name but a few.
In New Zealand there is no specific franchise legislation but we have the Franchise Association of New Zealand (FANZ). It publishes a Code of Practice and Ethics and all members must comply with the Code and operate according to the Constitution. In Australia there is a specific Code of Conduct which must be adhered to. Regardless of what franchise system a person is looking at, you will be asked to sign a franchise agreement and it will cover the payments which must be made, including the upfront payment and ongoing royalty, the term of the franchise and rights of renewal of term, the training and support which the franchisor will provide, precise boundaries of the territory awarded to you, the nature and extent of the franchisee’s obligations, including buying supplies and services, and the right to sell or transfer the franchised business. When a prospective franchisee is doing its due diligence in relation to any franchise system, a lot of information must be ascertained from the franchisor including the franchisor’s financial health and history, how it has been franchising, the total cost of taking up the franchise, realistic working capital required, types and amounts of advertising support, any requirement to buy products from the franchisor, and the launch or opening assistance.
Survey Franchise development has experienced a significant amount of change over the last few years. The FANZ together with Massey University undertook a Survey of Franchising in 2024. That survey confirmed that there were 546 business format franchise systems in New Zealand with an estimated 29,750 units operating in business format franchises, and more than 114,300 people are employed directly in business format franchises. New Zealand embraces franchising and would welcome any franchise systems from Australia. v
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The focus is on attracting franchisees who want to build sustainable, long-term businesses, supported by the operating experience, systems and infrastructure the Jarreds have developed over four decades.
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now sitting alongside online retail, clickand-collect and a customer rewards program - none of which existed when the first store opened 40 years ago.
Above: With 32 years under his belt, Simon Finlay, who owns five stores is Price Attack’s longest serving franchisee. He is pictured with Chermside store manager Josie Wootton. Below: Hannah Diamantis with Price Attack national marketing manager Natalie Postruzin and Georgia Supple.
“We’ve had to make decisions about the business at different points in our history,” Barry said. “You have to look at what the market is doing, what customers want and what franchisees need, and then make the decisions that give the business the best chance of moving forward. “Technology has changed significantly since the eighties: the way people discover and buy products has changed, and the expectations of franchisees have changed. Our job is to keep investing so franchisees have what they need to compete.” Retail conditions in 2026 remain challenging, with modest spending growth, subdued consumer confidence and continued cost pressures across goods, energy, freight and labour.
40 years of change
and what it takes to survive in hair and beauty retail Forty years in retail has taught Price Attack founders Carol and Barry Jarred plenty about customers, technology and shifting times, but their biggest lesson is that staying in business means being prepared to change. For a business that has spent four decades selling everything from shampoo and hair colour to professional hairdressing products, it’s always been about change. Consumers now shop online, click and collect, compare prices instantly, expect convenience, discover products through social media -with access to products and trends that would have been unimaginable when Price Attack began. Carol and Barry started with a hair salon in Bendigo, Victoria, before establishing Price Attack and ultimately taking ownership of the national brand.
Price Attack founders Barry and Carol and Jarred
In 1990, the couple sold the Bendigo business - which was then franchised - and relocated to South Australia to establish the Price Attack master franchise for South Australia and the Northern Territory. They opened their first Adelaide store and went on to open a further 10 stores across the two states in just 22 months. What began with a single store would ultimately lead the couple to own the brand they had once operated as master franchisees.
“The conditions right now aren’t a crisis, but they’re not easy either,” Barry said. “Spending is holding up more than confidence is, and every retailer is feeling the cost side of that squeeze. But we’ve seen tighter conditions than this and come through them.” In 2007, Carol and Barry purchased Price Attack and became the franchisors of the national system, taking on the responsibility of steering the brand through another period of significant change in the national hair and beauty industry. Carol said the journey had been shaped by changing economic conditions, shifting consumer behaviour and the need to continually adapt – their eyes on the next 12 months rather than the next four decades. “We know exactly how hard every one of those 40 years was to earn,” Carol Jarred said. “When we franchised the Bendigo store to start the master franchise, we knew little about South Australia or the Northern Territory market. We weren’t thinking about 40 years - we were thinking about the next 12 months.” Co-founder and managing director Barry Jarred said retailing continued to be about making decisions, adapting and continuing to move forward. “You get there by getting back up more times
than you get knocked down,” he said. “It’s a franchising milestone, not a finish line. The brand belongs to every franchisee who has opened a store on a Monday morning and made it work.” CEO John Pascoe is not only overseeing recruitment but the marketing challenge of ensuring the heritage brand remains relevant but also draws the next generation of customers. “Forty years of heritage only matters if you can make it relevant to the next generation,” Mr Pascoe said. “We have a brand people know and trust, but we can’t stand still. Our challenge is to take what people have trusted about Price Attack for four decades and make sure it remains relevant to someone walking into one of our stores for the first time today. “The next generation of franchisees and consumers shouldn’t have to do things the way we did them 40 years ago.” Today’s product offer has evolved with leading Australian and international brands
Against that backdrop, Price Attack is continuing to invest in the future, with the network launching a franchise recruitment drive targeting 10 new store openings. The focus is on attracting franchisees who want to build sustainable, long-term businesses, supported by the operating experience, systems and infrastructure the Jarreds have developed over four decades. For Barry the next chapter is about applying that experience rather than standing still.
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“You can’t sit back and say, ‘We’ve been around for 40 years, so that’s enough’,” he said. “The market doesn’t stand still, and neither can we.” Carol said the same philosophy applied to finding the next generation of Price Attack franchisees. “Forty years in, we’re still giving business owners the opportunity to build their future,” she said. “We’re looking for people who want to build something that’s still standing in another 40. That’s always been the Price Attack story, and it’s not having an ending anytime soon.” v
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franchise@rightathome.com.au www.rightathomefranchise.com.au business franchise MAGAZINE 55
expert advice: Raynia Theodore | Principal | MST Lawyers
Navigating the Franchise Documents
A 2026 guide for prospective franchisees Buying a franchise is an exciting venture, usually the result of much thought and consideration. However, sifting through the franchise documents can feel a bit like climbing a mountain. This guide will help you navigate the key documents: the Information Statement, the Disclosure Document, the Franchise Agreement and, where relevant, the Lease or Property Licence Deed. What has changed? On 1 April 2025 a new Franchising Code of Conduct came into effect – the Competition and Consumer (Industry Codes— Franchising) Regulations 2024 (Cth) (the Code). It applies to franchise agreements entered into, transferred, renewed or extended on or after that date. The Key Facts Sheet has been abolished, the Disclosure Document has been renumbered and expanded, and penalties for many obligations reach the greater of $10 million, three times the benefit obtained or 10% of annual turnover. If you have purchased a franchise before, do not assume the rules are the same.
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The Information Statement The franchisor must give you the ACCC’s Information Statement within 7 days after you formally apply or express interest in a franchise.
The Disclosure Document The Disclosure Document must be given to you at least 14 days before you sign the Franchise Agreement, together with the Code and the Franchise Agreement. It must follow the format set out in the Code and be updated within 4 months after the end of each financial year. When reviewing it, ask: • Is the franchisor involved in litigation? Item 4 discloses current proceedings, serious offences (last 10 years), civil judgments (last 5 years), insolvency (last 10 years) and the percentage of franchisees involved in mediation or arbitration in the last year. • How have previous franchisees fared? Item 6 shows how many franchises were transferred, closed, terminated or not extended in the last 3 years, with former franchisees’ contact details. Speak to as many current and former franchisees as you can.
Pictured: Louise Wolf and Raynia Theodore
• What about your site and territory? Item 9 states whether your territory is exclusive and whether the franchisor or others may compete within it; Item 12 covers online sales. Item 13 discloses any franchise that operated at your site or territory in the last 10 years and why it ceased.
Raynia Theodore is the Principal heading the Franchising Team at MST Lawyers, a firm renowned for its franchising expertise that acts for franchisors and franchisees across Australia.
• Who owns the intellectual property? Item 8 explains who owns the brand and how secure the franchisor’s rights are. Where an overseas brand is run by an Australian master franchisee, Item 7 also explains what happens to your franchise if the master franchise ends. • What must you buy, and from whom? Items 10 and 11 cover mandated suppliers, supplier rebates received by the franchisor, and restrictions on what you may sell. • What will it really cost? Items 14 and 15 set out upfront and ongoing payments, marketing fund contributions and any significant capital expenditure (such as a refit) you will be required to undertake. Generally, undisclosed significant capital expenditure cannot be required later. • Is the franchisor financially sound? Item 21 requires a director’s solvency statement supported by two years of financial reports or an independent audit. Any earnings information must appear in Item 20. Review both with your accountant.
For more information contact Raynia at: Phone: 03 8540 0242 Email: Raynia.theodore@mst.com.au
by the franchisor. Check that the term aligns with any lease, as some agreements end when the lease ends.
Termination, end of term and restraints For certain serious breaches, such as insolvency, fraud or abandonment, the franchisor may terminate on 7 days’ notice. Otherwise, it must give a breach notice and a reasonable time (of up to 30 days) to remedy. Franchisees may now propose early termination, and the franchisor must respond within 28 days with reasons. Agreements must also provide for compensation if the franchisor terminates because it withdraws from Australia, rationalises its network or changes its distribution model.
For new agreements you also have a 14-day cooling-off period after signing, during which you may terminate and recover your payments, less any reasonable expenses set out in the agreement.
Most agreements restrain you from operating a competing business for a period after the agreement ends. Restraints are enforceable only if reasonable, and the Code makes them unenforceable in some cases where the franchisor declines to extend the agreement.
The Franchise Agreement
The Lease or Property Licence Deed
The Franchise Agreement gives you the right to operate under the franchisor’s system and sets out both parties’ rights and obligations. Check that it is consistent with the Disclosure Document, that your territory is clearly defined, and that any special conditions you negotiated are included. Unfair terms in standard form small business contracts are prohibited, so look closely at clauses allowing the franchisor to change fees, suppliers or the operations manual unilaterally.
If the franchisor holds the head lease, you may occupy the premises under a Property Licence Deed requiring you to pay rent and outgoings as if you were the tenant. The franchisor must disclose its interest in the lease and give you a copy of it. Read it carefully, check that its term aligns with your Franchise Agreement, and seek leasing advice where retail leasing legislation may apply.
Consider whether the term is long enough to recover your investment. The Code now requires agreements to give franchisees a reasonable opportunity to make a return on investment required
There is no substitute for quality legal and accounting advice before you buy a franchise. Getting it right at these initial stages should pave the way for a lasting and healthy franchise relationship. v
Final thoughts
business franchise MAGAZINE 57
franchisee in action: InXpress
One Franchisee’s Journey from Corporate to Business Ownership We sat down with InXpress Franchisee Stella Earp to explore why she left a decades-long corporate sales career to build something of her own in global shipping & logistics. The last decade has seen a distinct shift in the corporate workplace, from workforce reductions to hiring freezes and AI-related disruptions. This ever-evolving labour market can make even an established career feel less certain than it once did. For some, that uncertainty is 58 business franchise MAGAZINE
prompting a different question: What if your next move was about taking greater control of your future? Across Australia, corporate employees are deciding to take their future into their own hands, not as solo entrepreneurs but as franchisees who combine the benefits of business ownership with the backing of an established global brand.
setting appointments. In the late afternoons, I address back-office work. With corporate, you’d have to plan your day around company-set meetings. But for myself, I can move things around to suit me. And it’s more rewarding than corporate, because you get a sales order — and see your business grow and make money.
How has owning a logistics franchise given you stability, even when the economy seems uncertain? One of the biggest things I’ve appreciated about owning a logistics franchise is the sense of stability it gives me, particularly when the economy feels uncertain. Businesses still need to send and receive goods, so there’s a consistent demand for the service.
35+ year logistics sales professional Stella Earp began her franchising journey just last year, opening the doors of her home-based InXpress office in May 2025. Her franchise — InXpress 205 — is already making waves in the way Queensland businesses ship, earning her the title of InXpress Australia’s 2025 Rising Star: an honour awarded to a franchisee who’s hit the ground running and embraced the InXpress network from day one. “From the moment she started her franchise, Stella’s dedication, drive, and work ethic have been incredible,” says Michelle Price, Chief Commercial Officer of InXpress’ APAC region “She is a true example of what can be achieved through hard work, commitment and a genuine determination to succeed.” Here’s what Stella had to share about starting her own franchise and how it compares to the corporate roles she left behind:
After decades in a successful corporate sales career, what made you take the leap into franchise ownership? When I was in corporate, I was moneydriven, but I always felt like I was making everybody else rich instead of myself. People kept telling me I should start my own business, but when you’re earning good money, you don’t look outside the square. Then one day it just hit me — in corporate, they decide when it’s over for you. That’s when I knew it was time to do this for myself. Now I’m my own boss. I’m in charge of my own destiny, and I get to decide when I stop working. It’s such a good feeling.
Corporate jobs come with builtin structure and support behind you. Did leaving that worry you, and how has InXpress filled that gap? I’ve obviously got a lot of sales and customer service experience, but I have no background of operating my own business. So, when it came to my first invoice, it was quite daunting. With InXpress, having all of it already set up — and with a few video calls from the staff — I knew how to do invoicing. The InXpress back-office support makes it easier to drive my business forward.
How has owning a franchise compared to the corporate roles you had before? Having worked in the corporate environment for most of my life, I wanted to be my own boss and to not limit my earning potential. Opening a franchise with InXpress allowed me to have some flexibility over my life and the hours I work. The nice thing is that I can work anywhere — I can even go on holiday and work.
How does a typical day as a franchise owner differ from your past corporate life? I’m a bit of an all-arounder now. I sell, service customer accounts, and do my back-office work, though I’ve since added a part-time customer service person and my sister, who helps remotely with admin. I start early by tracking all my freight movements and attending to my emails. Halfway through the day, I start working on new business and
For me, it’s also about having the support and systems of an established franchise behind me. I’m not trying to figure everything out on my own, and I can focus on looking after my customers and building those long-term relationships. That doesn’t make the business immune to economic pressures — logistics operators are still dealing with rising costs and changing demand — but having an essential service, recurring customers, and a proven franchise system gives me a greater sense of predictability and control.
Looking back, would you make the same decision again? I’d absolutely do it again — my only regret is not making the decision sooner. If I’d taken the leap a few years earlier, I could already be hiring staff, maybe even relaxing on the beach by now.
Ready to take control of what comes next? While economic conditions might change, countless Australian businesses still rely on the global supply chain to connect them to their customers. InXpress franchise ownership offers the opportunity to put your sales experience to work for yourself, while shipping logistics puts you in an industry built around lasting demand. InXpress franchisees have access to top carriers and an unmatched behind-the-scenes support system, all without the costly need for a large staff or shipping vans. That unique combination allows our network to build residual income in the ever-growing global logistics market. It’s the freedom to work for yourself without ever having to work by yourself. Learn more about the InXpress franchising opportunity today at au.inxpress.com/bfm. business franchise MAGAZINE 59
expert advice: Hayley Busuttil | Assistant Commissioner in the International, Support and Programs business line | ATO
GST check-up: Getting GST right in franchising GST and franchising: why it matters Whether you’re opening your first franchise location or managing a national network, getting GST right is an important part of running a successful business. GST affects many aspects of franchise operations, including reporting, product classification, franchise fees, loyalty programs and vouchers. Understanding your responsibilities helps you make informed decisions and meet obligations. While many franchises have established processes, changes to business models, adding new products and evolving customer preferences can create new GST risks. Regularly reviewing your processes, systems and controls helps you meet your obligations and reduces the risk of involvement in GST fraud. Consistent GST treatment across a franchise network can help reduce compliance risks, 60 business franchise MAGAZINE
improve operational efficiency and support business growth. Search ‘franchising and tax’ on the ATO website.
Managing common GST risks GST obligations exist across many areas of franchising, with some presenting a higher risk of error than others. 1. Registering for or exiting from GST GST registration obligations can change throughout a business lifecycle. You must register for GST when your GST turnover reaches $75,000 or more. This is gross business income, less GST. Monitor your turnover, including if you’re operating a new business that is expected to reach the GST threshold within its first year. Growing sales, expanding locations and increasing operations may mean you reach the threshold sooner than expected. If you don't register for GST when required,
you may need to pay GST on sales made since the date registration was required. This could happen even if GST wasn’t included in the price of those sales. Cancel your GST registration if there is no longer a requirement for you to be registered. GST registration must be cancelled within 21 days of selling or closing the business. A change in business structure may also require a new registration. Tip: Before registering for GST, you need an Australian business number (ABN). You only need to register for GST once, even if you operate more than one business under the same entity. Check each month to see if you have reached the GST threshold or are likely to exceed it. Work out your GST turnover and determine whether you are correctly registered for GST. 2: Not setting GST aside GST you collect on taxable sales is intended to be paid to the ATO through your Business
Activity Statement (BAS). Not setting aside GST as you collect it can make it difficult to meet BAS payment obligations when they are due and can create cash flow pressures. Tip: Plan ahead for GST and set it aside as you collect it, so funds are available when it is time to lodge and pay your BAS. Adopting good cash flow habits will help your business. 3. Assuming GST classifications don’t change GST classification is the process of determining whether a product or service is taxable, GST-free or input taxed. It’s not a ‘set and forget’ exercise and can change over time, including where there are changes to a product, its packaging, the way it’s marketed, or customer usage patterns. In the food and health industries, determining whether a product is GST-free or taxable is not always straightforward, and can depend on factors such as product ingredients, preparation, packaging and marketing. Franchise operators often face GST challenges when introducing new product lines, seasonal products or reformulated items. Products that appear similar may have different GST treatments. Inconsistent GST treatments applied to the same product, promotion or service across a franchise network can create compliance risks, affect the accuracy of GST reporting and make it more difficult to identify and address GST issues early. Tip: Regularly review the GST classification of products, services and promotions. Ensure GST treatments are applied consistently across your franchise network and maintain good records that explain and support GST decisions. Remember to communicate the GST treatment of new products, services and promotions throughout the franchise network. If you supply food products you can access the following on the ATO website:
Hayley Busuttil is an Assistant Commissioner in the International, Support and Programs business line of the Australian Taxation Office (ATO). She leads governance and assurance for the GST product and Tax Avoidance Taskforce (TAT), ensuring the ATO meets its performance commitments to states and territories and fulfils its obligations to Government under the TAT initiative. With over 25 years of experience in the ATO, Hayley has held senior leadership roles spanning strategic planning and reporting, data and analytics, and risk. She has a strong focus on engagement, transparency, accountability, and delivering outcomes for government and the community.
or services, GST is accounted for only when the voucher is redeemed. The sale must be reported on your BAS in the same reporting period that the voucher is redeemed.
fraudulent GST refund claims that exploit the GST system can have serious GST and compliance consequences, whether involvement is intentional or unintentional.
For non-face value vouchers, which can only be redeemed for specific goods and services, GST is accounted for when the voucher is sold, and only when the redeemable goods or services are taxable supplies. The sale must be reported on your BAS in the reporting period that the voucher is sold.
Tip: Be cautious of GST arrangements that seem unusual or too good to be true. Promote awareness of GST fraud risks across your franchise network and encourage staff to raise concerns about suspicious arrangements. Strong governance, robust controls and staff awareness can help reduce this risk.
Tip: Review the GST treatment of vouchers and gift cards on the ATO website before they are introduced to customers and when any of the features change.
The ATO encourages you to make a voluntary disclosure if you become aware of a GST fraud arrangement. You can anonymously report suspected tax crime or shadow economy activity by making a tip-off online.
5. Failure to review GST processes regularly Regular reviews should extend beyond product classifications. As your business evolves, GST processes, systems and controls that are no longer fit for purpose can increase GST reporting and compliance risks, making GST issues more difficult to identify and address across the franchise network. This includes point of sale (POS) systems where incorrect GST coding can create reporting errors that flow through to BAS and result in GST being incorrectly reported. The way POS systems create, capture, collate and report GST-affected transactions plays a critical role in correct GST reporting. Ensure GST is correctly applied to taxable supplies, customer fees and service charges, while maintaining accurate reporting processes and systems.
Resources and courses to help you get GST right The ATO website provides resources, including web guidance, checklists, online tools and self-paced online courses on GST topics through the ATO’s online learning platform ‘Essentials to strengthen your small business’. You can also register for one of the ATO’s free small business masterclasses, providing access to experienced ATO staff who can help clarify your responsibilities, walk through real-world scenarios and provide practical guidance. Search these topics on the ATO website for more information: • Registering for GST
• The ‘Detailed food list’ that provides details of the GST status of major food and beverage products.
Tip: Assess GST processes, systems and controls regularly so they remain fit for purpose as the business grows, introduces new products or changes the way it operates.
• BAS and GST tips
• The ‘GST food and beverage search tool’ that can help to determine whether food and beverage products are taxable or GSTfree.
Check your POS system settings and ensure GST coding within your POS system aligns with current GST classifications to avoid reporting errors in your BAS.
• GST refund fraud attempts
4. Voucher obligations and GST treatment
Use the ATO’s ‘self-review checklist for small to medium business’ or ‘self-review guide for medium to large business’ to assess the robustness of business systems, processes and controls that directly impact your GST classification decisions.
Different types of vouchers have different GST treatments. Understanding how and when GST applies is important when operating gift card, loyalty or promotional voucher programs. For face value vouchers, which can be redeemed for a reasonable choice of goods
6. Involvement in GST fraud arrangements Artificial transactions, false invoicing or
• GST and food • GST and health • Small business masterclasses If you're unsure about the correct GST treatment, seek advice early. While AI tools may be helpful, GST decisions should be verified against trusted sources, including ATO guidance and resources. You can also seek advice from a registered tax professional to help you understand your GST obligations, review GST classifications, meet BAS reporting requirements and navigate complex GST issues. v business franchise MAGAZINE 61
expert advice: Amanda Leigh Walker | Founder | Lord of the Fries
Your Franchise Has KPIs. But What About You? When you become a franchisee, you quickly learn to measure things. Sales. Labour. Customer satisfaction. Conversion. Food cost. Local area marketing. Staff performance. Compliance. You have targets, standards, systems, meetings, training and expectations around how your franchise should perform. But I wonder how many franchisees have ever stopped and asked: What are my KPIs? Not the KPIs of the business. Yours.
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How is your energy? Are you developing your people or doing everything yourself? Are you still connected to why you bought the business? Most importantly: is the business supporting the life you wanted to create, or has the business become your life?
Your business is not the only system that needs maintaining I spent many years building Lord of the Fries. What began as one food van grew into stores across Australia and New Zealand. I know what it feels like to give an enormous amount of yourself to what you are creating.
— and the personal KPIs that tell us whether
There is always somewhere for your energy to go. Customers and staff need something. Something has broken and needs your attention.
it is working.
Business is extraordinarily good at absorbing
I think we need to talk more about the personal operating system of the franchisee
whatever energy you are prepared to give it. And when you care deeply about what you are building, it can be very easy to keep giving. And giving. And giving. The question I eventually had to learn to ask was: if all of my energy is moving outward, what am I doing to bring some of it back in? At some point, something starts to suffer. Sometimes it is your health. Sometimes it is your relationships. And sometimes, ironically, it is the business itself.
Amanda Leigh Walker is an entrepreneur, business mentor and franchise advisor who co-founded Lord of the Fries, growing the business from one food van into a multi-store franchise network across Australia and New Zealand. Today she works with founders, franchisees and business leaders on leadership, systems, sustainable growth and building businesses that work for the people behind them. www.amandaleighwalker.com
The leader is part of the business infrastructure If a piece of machinery runs continuously, we maintain it. But as business owners, we do not always give ourselves the same consideration. Yet the franchisee’s internal state affects almost everything. How you walk into your business affects your team. Your clarity affects your decisions. So perhaps some of the most important indicators in your business never appear on your P&L.
What are your personal KPIs? If your personal operating system is the way you lead, work, restore and live, what are the KPIs that tell you whether it is actually working? I am not suggesting we need another spreadsheet. But every franchisee needs some way of measuring whether their life and leadership are working. How much proper sleep am I getting? When did I last take a day away from the business? How many decisions can now be made without me? Did I do something this week that restored me? Did I spend time with people I love? It sounds simple. But these things matter.
Your personal KPIs are leading indicators Most business KPIs tell us what has already happened. Revenue tells us what sold. Staff turnover tells us someone has left. But our personal behaviours can be leading indicators. Before the culture deteriorates, perhaps you have stopped being present with your team. Before burnout arrives, perhaps you have spent months ignoring every signal your body has been giving you.
Meditation became a way of bringing my attention back to myself. Walking helped me clear my head. Nature restored me. Nourishing food, music and simply stopping to breathe became ways of putting energy back in.
The state of the leader often shows up in the business eventually. Checking in with yourself is part of business performance.
These were not things I did because they made me a better entrepreneur. They helped me come back to myself. And when I came back to myself, I was a better leader anyway.
There is one KPI every franchisee should keep in mind: is this business becoming more dependent on me or less dependent on me?
Build a business that works for you too
Building a successful franchise should not
mean becoming permanently trapped inside it. Over time, your systems should become stronger. Your people should become more capable. And ideally, your life should become bigger, not smaller. So yes, know your sales numbers. Know your margins. Know your customer metrics. But perhaps it is worth sitting down this week and creating another scorecard. One that is just for you. Ask yourself: what does a high-performing version of me actually look and feel like? Not an exhausted version of you producing more. Not the franchisee who holds everything together because nobody else knows how. You, clear, present and rested enough to lead, and still able to enjoy the life you are working so hard to build. Because your franchise has an operating system. And so do you. Take care of both. v
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profile: Franchising Expo
Business Ownership on the rise as Franchising Expo looks to 2027 The Franchising Expo is heading into 2027 with plenty of momentum after a hugely successful year, culminating in a record Melbourne crowd and the biggest show in 10 years.
an opportunity and actually sitting down with someone, asking questions and having a real conversation about whether it could be right for you,” Tim said.
to meet prospective business owners faceto-face, build genuine connections and introduce their franchise to people actively considering their next move.
New for 2027: The Tradie Pavilion
Across the 2026 series, thousands of visitors came through the doors looking to explore franchise opportunities, learn more about starting their own business and speak directly with the brands and experts who could help them take the next step.
There’s something new coming to the Expo floor in 2027. The Tradie Pavilion will be a dedicated space for tradies and handymen looking to make the move from employee to business owner.
“2026 showed us that the appetite for business ownership is absolutely there,” Tim said. “We’re looking forward to building on that in 2027 and continuing to connect people who want to work for themselves with the brands, opportunities and support that can help them get there.”
For Event Director Tim Collett, the results reflect a growing interest among Australians in what working for themselves could look like. “We have never seen so much interest in working for yourself,” Tim said. “People are looking at all sorts of ways to take control of their future, whether that’s buying a franchise, starting a business from scratch or turning the skills they already have into something of their own.”
A place to explore what’s possible For almost 40 years, the Franchising Expo has connected prospective franchisees with franchise brands and industry experts, giving visitors the opportunity to compare different business models, ask questions and have valuable face-to-face conversations.
Plumbers, electricians, carpenters, landscapers and other hands-on professionals will arrive with real plans, real questions and real intent. For some, the next step could be finding a franchise matched to their skills, while others may be looking for the products, services and expertise they need to start their own business. Running alongside the Franchising Expo and Start Your Own Business Expo, the Pavilion creates a new opportunity for exhibitors to connect with tradies at the exact moment they are considering their next move. If your franchise or business can help tradies make the move into business ownership, the Tradie Pavilion will feature in Brisbane, Sydney and Melbourne in 2027, with exhibition stands now available.
Looking ahead to 2027
Running alongside it, the Start Your Own Business Expo gives visitors an even broader opportunity to explore business ownership and connect with the products, services and support they need to get started.
The Franchising Expo and Start Your Own Business Expo will return to Brisbane, Sydney and Melbourne in 2027, with stand bookings already well underway. All three shows are now more than 60% sold, with space filling quickly across the 2027 series.
“You can do plenty of research online, but there’s a big difference between reading about
For franchise brands looking to grow their network, the Expos provide an opportunity
64 business franchise MAGAZINE
For more information on visiting or exhibiting, please contact David at david@specialisedevents.com.au or visit www.franchisingexpo.com.au.
Diary Dates: Brisbane: 6–7 March 2027 Sydney: 29–30 May 2027 Melbourne: 7–8 August 2027
franchising expo2027 Searching for a place to launch, grow and showcase your franchise?
> Bigger floorplans > Expanded visitor promotion > New tradie pavilion > Stand bookings now open Brisbane 6-7 March 2027
Sydney 29-30 May 2027
Melbourne 7-8 August 2027
ENDORSED BY
Book now at franchisingexpo.com.au business franchise MAGAZINE 65
NZ franchisor collapses after debt judgements Two companies behind New Zealand-based national property services franchise Candoo have gone into liquidation, according to a media report. The companies folded after becoming embroiled in disputes with former franchisees and employees over payments owed to them, and had failed to honour scheduled financial obligations as prescribed by regulatory authorities.
behind the
headlines
At least three former staff members and six former franchisees made separate claims against Candoo with disputes including bullying, unjustifiable dismissal, breach of contract, and unpaid wages. Resolved disputes resulted in further issues for claimants when Candoo failed to pay penalties totalling NZD $150,000 as ordered by New Zealand’s Employment Relations Authority (ERA) and the Dispute Tribunal. At least 12 other franchisees have made similar claims but have not yet sought compensation. In July, the companies were renamed to remove the Candoo brand, however a new franchisor potentially associated with Candoo’s founders has reportedly agreed to provide existing franchisees continuity under the new operation.
Franchise parent exits tutoring business due to AI competition Jason Gehrke is the Director of the Franchise Advisory Centre and has been involved in franchising for more than 30 years at franchisee, franchisor and advisor level. He advises both existing and potential franchisors and franchisees, and conducts regular education courses for franchisors in Australia and overseas. He has been awarded for his franchise achievements, and publishes Franchise News, Australia’s only fortnightly electronic news bulletin on franchising issues. www.franchiseadvice.com.au
Franchisee wins costs order in battle against corporate competitor A franchisee of hardware chain Mitre 10 has been granted a no adverse costs order (NACO) in the Federal Court which allows him to take Bunnings to court without the threat of paying Bunnings’ legal bills if he loses, according to a media report. Using the Competition and Consumer Act, the franchisee is legally contesting the proposed opening of a Bunnings outlet next door to his premises in south-east Queensland. He is seeking damages for losses and an injunction to stop Bunnings from opening its store, arguing that Bunnings’ 66 business franchise MAGAZINE
conduct has, or is likely to, substantially lessen competition in the local retail hardware market around Jimboomba where the franchisee owns his store in partnership with his father and brother. NACOs were introduced for business owners in 2019 under laws designed to assist smaller businesses to legally challenge larger corporations. Bunnings is owned by listed Australian company Wesfarmers. It has previously defended itself against anti-competitive concerns and intends to continue to respond to legal proceedings brought by the Mitre 10 franchisee.
Dymocks Tutoring and Talent100, which operate under the same corporate parent as the Dymocks bookstore chain, have closed their five centres across Sydney due to competition from artificial intelligence (AI), according to a media report. The education and tuition business has advised parents that their money would be better spent on artificial intelligence for their children’s exam preparation and study. While the company acknowledges that humans still provide a superior service to AI, in general they no longer offered good value for money. According to a Dymocks’ spokesperson, most students would receive a similar service from specialised AI learning services such as Claude, Gemini, and OpenAI for around $30 per month, compared with between $800 and $900 per subject per term with a human tutor.
Franchise chain suffers data security breach Accommodation chain Quest Apartment Hotels has suffered a data security breach
with personal information including names, email addresses, and dates of birth being compromised, according to a media report.
20-year agreements despite terminating the contracts early due to a dispute with their franchisor.
granted a stay on the cost orders until subject to the appeal outcome, according to company statements.
Quest is working with privacy and cyber security authorities, and has apologised to customers and reportedly contacted those affected by the breach to be cautious of unexpected calls, texts or emails, which relates to records prior to June 2025. The breach has been attributed to a vulnerability through a third-party service provider.
The franchisees both signed similar agreements in early 2024 to operate home and commercial cleaning franchises, and were obliged to pay a weekly royalty and monthly brand levy fee, both backed by personal guarantees.
The Federal Court found that DPE misled franchisees when they were instructed to pay in-store workers and delivery drivers under enterprise bargaining agreements when the Fast Food Industry Award applied instead, and which would have provided greater loadings for casual workers, minimum threehour shifts and penalty rates for weekend, public holidays and after-hours shifts. Workplace training, a centralised payroll system, pay calculation tools, compliance and audit activities undertaken by Domino’s on behalf of its franchisees meant that it had represented to franchisees that its pay arrangements were correct.
Store footprint shrinks as listed chain reports reduced profit Multi-brand Gold Coast-based listed franchisor Retail Food Group (RFG) has closed 35 underperforming or non-core locations during FY26 amid declining samestore sales and profits, according to a media report. In the year to June 30, RFG’s net store footprint shrunk by 29 outlets across its network with six new outlets opening throughout the period. The company claims its store closures have been strategic as the it attempts to optimize its network and improve the quality and profitability of its stores while also working toward future expansion. RFG recorded $489.5 million in domestic network sales in FY26 with underlying EBITDA reducing 31.4% to $20.3 million, in line with the company’s FY26 guidance of $20 million to $24 million.
Auto chain reports worstever result, blames customer frequency Listed automotive aftermarket operator Bapcor, the parent of auto aftermarket franchises including Autobarn, Midas, and Autopro, has posted its worst annual result since listing on the ASX in 2014, according to a media report. Bapcor reported a $432 million net loss for FY26 despite a partial recovery in the business during the final five months of the financial year when prices were reduced and a range of products related to electric vehicles and hybrids were updated. The company has blamed its current performance on a decline in car servicing frequency as consumers grapple with the cost-of-living crisis.
NZ court orders ex-franchisees to pay fees for remaining term Two franchisees of New Zealand franchisees who operated cleaning franchises under the Green Acres brand have been found liable to pay franchise fees for the balance of their
The franchisee terminated their agreements in November 2025, alleging that the franchisor had failed to deliver a guaranteed weekly income of $1,500 per week, and that the franchisor had failed to refer sufficient work to reach that figure. However the NZ High Court found that the franchisor had no obligation to refer a minimum amount of work, that the income guarantee was only tested after nearly two years in the franchise, and that franchisees had to meet their own obligations to find work. As such, the court found that the franchisees’ termination of their agreements amounted to a repudiation, and awarded the franchisor the value of the royalties and levies it would have collected over the balance of each franchisee’s term, discounted to a present-day amount of NZD (7,123.95 and NZD$62,894.55 (including GST) respectively.
Food chain misleads on delivery costs McDonald’s Australia is modifying three television advertisements related to its delivery services after the Ad Standards Community Panel found the advertisements breached the advertising code, according to a media report. The ads claimed “Get Maccas delivered for a 99-cent delivery fee” but failed to make clear that delivery menu items were priced at a 20 to 25% premium compared with in-store prices. A complaint sent to the Ad Standards claimed that the advertisement created the impression that delivery would only increase the cost of an order by 99 cents. The claim was upheld by the panel. McDonald’s maintained that a reasonable consumer would understand this as a representation about the specific fee component of the transaction.
Pizza chain to appeal underpayment judgement Australia’s largest pizza chain operator, Domino’s Pizza Enterprises (DPE) will appeal the Federal Court’s August 3 decision related to the underpayment of workers over a five year period from 2013 to 2018, and has been
Domino’s successfully sought to stay the costs of $11,869.33 plus interest as well as the lead plaintiff’s costs of proceeding, including the initial trial to be assessed on a lump sum basis, until the determination of the appeal. The court ruling in favour of the plaintiff does not consider the underpayments to other members of the class action. The company says the extent of any liability with respect to the class action is uncertain and unquantifiable and depends on a separate hearing and determination, the number of members involved, each member’s individual claim of causation, and individual calculations of loss, among other things.
New insights into the pros and cons of multi-unit franchising A webinar to help franchisors and franchisees understand the risks and advantages of granting multiple outlets to one franchisee will be later this month. The Managing Multi-Unit Franchisees webinar will be held live online in two parts on October 26 and 28, and provide essential insights into selecting, supporting and performance-managing multi-unit operators. Multi-unit franchising can be attractive to both franchisors and franchisees to grow their respective businesses, however creates greater challenges for both, especially when multi-unit operators overextend themselves financially or don’t have the management skill set to be successful beyond one outlet. The webinar is recommended for franchisor senior executives and recruitment personnel, as well as existing franchisees considering becoming multi-unit operators. For more details, visit www.franchiseadvice.com.au business franchise MAGAZINE 67
professional services listings
Your external inhouse legal team specialising in Commercial, Franchise and Intellectual Property Law since 1995. • Australian & International Trade Marks • Intellectual Property Licence & Transfer Agreements • Creation of Franchise Systems • Review and advice on Franchise Documentation • Commercial Disputes • Business purchases and sales • Commercial Leases • Distribution & Supply Agreements • Shareholders Agreements • Business Structuring sr@ippartnership.com.au | (07) 5591 2522 | www.ippartnership.com.au
Mizael Partners is a trusted accounting, audit, and advisory firm helping businesses grow through expert tax, financial, and business advice. We deliver tailored solutions with a focus on results, integrity, and long-term partnerships. Telephone: 1300 444 004 Email: hello@mizaelpartners.com.au Website: www.mizaelpartners.com.au Year Established: 2016
AUSTRALIA and NEW ZEAL AND
We have over 25 years’ experience in the franchising sector in:
the magazine for franchisees
• Purchase and sale of franchise businesses • Preparing and advising on franchise documents • Franchise mediations • Franchise dispute resolution • Advising on franchise renewal and exit • Commercial and retail leasing (07) 3221 2221 info@morganmac.com.au Level 3/145 Eagle St, Brisbane City QLD 4000 www.morganmac.com.au 68 business franchise MAGAZINE
Professional services listings are a great way to promote your business For more information call 03 9787 8077 (or +61 3 9787 8077 from outside Australia) and speak to one of our sales executives.
www.businessfranchiseaustralia.com.au www.businessfranchisenz.co.nz
Stop working for someone else! Time to start your own bookkeeping franchise with First Class Accounts Join First Class Accounts to work for yourself, but not by yourself. Make bookkeeping a rewarding career and a business of your own. Australia’s leading bookkeeping franchise is looking for motivated individuals to be part of our nationwide network. If you want the opportunity to be in business for yourself and to live your ideal lifestyle, and you have the drive to be successful, then you could be perfect for our team.
We are looking for people who:
How we get you started:
Want to be self employed yet still appreciate the need for support and mentoring of a national office
You’ll be supported every step of the way to build your business and obtain a competitive advantage. You’ll benefit from:
Are computer literate and have an interest or some experience in record keeping, bookkeeping or accounting Enjoy helping others grow their businesses Like to learn, share knowledge and be part of a national team.
Why join our franchise network: Low start up costs Work from home Enjoy national and local area marketing support
Our initial nine-week intensive training course A comprehensive 13-week ‘Kick Start’ business launch program to assist you in developing your own client base Unlimited access to our National Office support team Regular state-based Regional Training Sessions and annual National Conference Access to our members’ website, training webinars, and one-on-one business development meetings.
Utilise the resources of our help-line, forum and website Access to proven business systems and leading edge tools Professional partner status with MYOB, Xero, Reckon and QuickBooks Belonging to a group of like-minded, mutually supportive colleagues. Be motivated by the strong spirit of camaraderie in the network.
“Starting a business can feel overwhelming, but
with First Class Accounts you’re never on your own. The combination of training, mentoring, compliance support, and a collaborative franchise network has helped me build a business that fits both my professional goals and lifestyle.” Abbey Vu, First Class Accounts – Point Cook
JOIN AUSTRALIA’S LARGEST BOOKKEEPING NETWORK NOW!
Call 1800 082 066 or email recruitment@fcfg.com.au
www.firstclassaccounts.com
At First Class Accounts, we are there every step in your pathway to being a Registered BAS Agent. We work with you and provide the supervision as required by the Tax Practitioner Board (TPB) whilst you gain your hours under a registered FCA BAS Agent, obtaining your Cert IV and the 1000 hours** required to become a BAS Agent with as little pressure as possible. We are supported by a registered Training Organisation who will oversee your completion of your Cert IV in Accounting and Bookkeeping. ** All Franchisees are part of the Australian Bookkeepers Association (ABA).
business franchise MAGAZINE 69
franchise listings FRANCHISE
NATURE OF BUSINESS
OUTLETS
ASSOC MEMBER
INITIAL FEE
MIN INVEST
AIPVend
Automated Retail | Smart Vending Solutions
-
-
-
From AUD $29,970 + GST per machine*
FREIGHT & LOGISTICS/ COURIER
28 (AUS) 18 (NZ)
FCA
Available upon application
Dependant on Territory
Hospitality QSR
7
Franchise Council of Australia (FCA)
$50,000
$300,000
Retail Franchise
169
-
$500 refundable application fee, $15,000 start-up fee non-refundable
-
Hospitality QSR
30
Franchise Council of Australia (FCA)
Available upon application
$900k
Hospitality QSR
63
Franchise Council of Australia (FCA)
Available upon application
$400k
Pilates Studio
27
-
-
-
Indoor Cycling
-
-
-
-
Car window tinting and vehicle vinyl wrapping
6
-
-
$60,000 to $80,000
Accounting and Financial Services
125
-
-
$60,000 to $80,000
Frozen Desserts | Gelato | Ice Cream
50 and growing
FCA
-
$300-$450K
Burger Bar and Restaurant
21
FCA
$45,000 + GST
POA
Shipping, Freight and Logistics
46
-
$85,000
$85,000
Cafe
111 Nationally
FCA
9% Royalty Fee
$350,0000
AFTER SCHOOL TUITION
300
FCA
$5000
$5,000 - $30,000
Food- Fresh QSR
21
-
$50,000
$450,000
Bakery Café
140
FCA
10% on-going Royalty Fee
$250,000
premium home cleaning services
25
FCA
$75,000
$110,000
Hospitality QSR
225
Franchise Council of Australia (FCA)
Available upon application
$450k +GST
DogWash
18
FCA
$30,000
$40,000
Hair care and salon services
49
-
-
-
Hospitality QSR
320
Franchise Council of Australia (FCA)
Available upon application
$450k +GST
A leading provider of in-home aged care, clinical nursing, allied health and disability support
60+
FCA and ACCPA
$120,000
$200,000
Boxing Inspired Fitness
-
-
-
-
Accounting & Bookkeeping Services
70 + locations
-
Starting from $29,990 plus GST
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MOBILE TOOLS AND EQUIPMENT FRANCHISE
180+
FCA / FANZ
$43,000
Varies
Children’s Performing Arts Education Franchise
350
-
$20,000
$17,000
QSR
180
FCA
$55,000
$350,000 + gst
Australia Wide Ph: 0431 986 989 Email: info@aipvend.com Website: 1300 709 359
ARAMEX Level 9, 491 Kent Street, Sydney, NSW 2000 Email: (AU) recruitment.au@aramex.com (NZ) Recruitment.nz@aramex.com Website: www.aramex.com.au www.aramex.co.nz
BIG BOWL KITCHEN Suite 8001, Level 8, Westfield Doncaster, Doncaster VIC 3108 Ph: 0431 986 989 Effie Wu Email: franchise@bigbowl.com.au Website: https://bigbowlkitchen.com.au/
BSR Group - Betta 4 Da Vinci Boulevard, Brisbane Airport 4008 Ph: 07 3414 8700 Email: Rene.welter@bsrgroup.com.au Website: www.betta.com.au
Chargrill Charlie’s Level 12, 12 Help Street, Chatswood, NSW, 2067 Email: qsrhfranchising@craveablebrands.com Website: www.craveablebrands.com/franchising-chargrill-charlies
Chicken Treat Level 12, 12 Help Street, Chatswood, NSW, 2067 Email: qsrhfranchising@craveablebrands.com Website: www.craveablebrands.com/franchising-chicken-treat
Club Pilates Email: bill@boutiquefitnessstudios.com.au Website: https://www.clubpilates.com.au/franchise
CycleBar Email: bill@boutiquefitnessstudios.com.au Website: https://www.cyclebar.com.au/franchise
Dr Tint & Wrap Pty Ltd Brisbane, Queensland Ph: 03 9999 5488 Email: ccrawford@franchisedevelopments.com.au Website: www.drtint.au
First Class Accounts Suite 302/237 Scottsdale Drive, Robina, QLD 4226 Ph: 07 5553 8200 or 1 800 118 611 Email: info@firstclassaccounts.com or recruitment@fcfg.com.au Website: www.firstclassaccounts.com
Gelatissimo Ph: 02 8845 0100 Email: franchise@gelatissimo.com.au Website: www.gelatissimo.com.au
Hello Harry Franchising Pty Ltd Email: hh@helloharry.com.au Website: www.helloharry.com.au
InXpress Level 5/116 Adelaide Street, Brisbane QLD 4509 Ph: 1300 469 765 Email: kellie.edge@inxpress.com Website: au.inxpress.com, nz.inxpress.com
Jamaica Blue Level 12, 15 Blue Street North Sydney NSW 2060 Ph: 1800 622 338 Email: ktan@foodco.com.au Website: www.jamaicabluefranchise.com.au
KUMON EDUCATION PO Box 5363, West Chatswood, NSW 1515 Ph: 02 9467 2200 Email: info-au@kumon.com.au Website: https://www.kumonfranchise.com.au/
Le wrap Email: Manal@retailsystemsgroup.com.au Website: www.lewrap.com
Muffin Break Level 12, 15 Blue Street North Sydney NSW 2060 Ph: 1800 622 338 Email: ktan@foodco.com.au Website: www.muffinbreakfranchise.com.au
MyHome 104 Auburn Rd, Hawthorn, Victoria, 3122 Ph: 0483 913 804 Email: discover@myhomefranchise.com.au Website: https://myhomefranchise.com.au
Oporto Level 12, 12 Help Street, Chatswood, NSW, 2067 Email: qsrhfranchising@craveablebrands.com Website: www.craveablebrands.com/franchising-oporto
PETBARN MOBILE DOGWASH (Formerly City Farmers Dogwash) Quarter One, Level 2, 1 Epping Road, North Ryde, NSW 2113 Ph: 0402 902 620 Email: scott.mcintosh@cityfarmers.com.au Website: www.petbarn.com.au/mobiledogwash
Price Attack 1 Abbotsford Road, Bowen Hills, 4006, Queensland Ph: 07 3215 6025 Email: marketing@priceattack.com.au Website: www.priceattack.com.au/
red rooster Level 12, 12 Help Street, Chatswood, NSW, 2067 Email: qsrhfranchising@craveablebrands.com Website: www.craveablebrands.com/franchising-red-rooster
Right at Home Level 1, 12 Cribb Street, Milton, Brisbane QLD, Australia 4064 Phone: 07 3177 9906 Email: rightathomefranchise.com.au Website: https://rightathomefranchise.com.au
Rumble Boxing Email: bill@boutiquefitnessstudios.com.au Website: https://www.doyourumble.com.au/franchise
Shoebox Books & Tax Unit 3/19 Cotton St, Nerang QLD 4211 Ph: 1300 653 583 Email: enquiry@shoeboxbooks.com.au Website: https://shoeboxbooksandtax.com.au/
SNAP-ON TOOLS PO Box 6077, Blacktown NSW 2148 Ph: Aus: 1800 762 766 NZ: 0800 762 766 Email: sota.franchise@snapon.com Website: www.snapontools.com.au
Stagecoach Performing Arts 12th Floor, Export House, Wolsey Walk, Woking, Surrey GU21 6QX Ph: +44 (0)1483 247 400 Email: franchiserecruitment@stagecoach.global Website: australia.stagecoachfranchise.com
Sushi Sushi Level 2, 545 Blackburn Road, Mount Waverley VIC 3149 Ph: 0404 231 661 Email: franchising@sushisushi.com.au Website: https://www.sushisushi.com.au/
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“I run a million-dollar business, but I’ve still been able to work it around my family – you can’t put a price on that” Mary Miridakis, Owner – MyHome Balwyn
Build a $1m+ business with MyHome Discover the management franchise with high earnings, predictable income and lifestyle flexibility – but without the risk of starting from scratch. Looking to start your own business? Combine your hard work and excellent people skills with MyHome’s world leading systems, technology, support and premium brand to carve out a lucrative slice of a 5.4 billion-dollar market in your own location with a MyHome management franchise. With high margins, low overheads, consistent recurring income, great cashflow and high demand - MyHome’s proven business model will help you create the business you’ve always dreamt of, enjoying high-income with regular working hours, lifestyle flexibility AND you’ll be building a valuable asset in the process If you have what it takes to be a motivated and proactive owner-manager you’ll be able to build a fantastic business of your own (with our help) and enjoy executive earnings without the stress, hassle and commute. ENQUIRE NOW To find out more about the MyHome management franchise and how it could be the perfect business opportunity for you, visit https://myhomefranchise.com.au/bfm-Mary Or scan the QR code for instant access
Why Choose a MyHome Management Franchise Premium Home Cleaning Business Low Initial Investment Industry Leading Training & Support Turn Key Operation & Fast Track Start-up Proven Business Model & Systems Market Worth 5.4 Billion Dollars Annually
Could MyHome be your ideal business? Request your information pack…
my
Inform ation Pack
Request your information pack now to discover why MyHome is probably the most exciting and fastest growing business opportunity in Australia today, and how becoming a MyHome Owner gives you executive earnings without the stress, long hours and commute. Visit https://myhomefranchise.com.au/bfm-Mary Or scan the QR code for instant access business businessfranchise franchiseMAGAZINE MAGAZINE7171
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AIPVend
Products & Solutions
AIPVend is an Australian provider of premium automated retail solutions, helping businesses, investors and location partners generate revenue through intelligent unattended retail.
FLIPnGO – Automated Footwear Retail SLIDEnGO – Automated Footwear Retail STOPnGO – Drinks & Convenience Retail BeachGO – Beach Essentials Retail AI Prize – Promotional Prize Machines
Our systems are designed for shopping centres, airports, hospitals, universities, resorts, entertainment venues and tourist destinations. AIPVend combines cashless payments, remote management and turnkey support.
Contact Website: www.aipvend.com Email: info@aipvend.com Phone: 1300 709 359 Service Area: Australia Wide
Aramex
support and technology they need to run their own rewarding franchise business in their local communities. No prior experience is needed. Find out more and apply to join the network that delivers.
Put yourself in the driver’s seat of success when you join Aramex, a leading global provider of transport, logistics and courier services. In Australia and New Zealand, more than 1,000 courier franchisees and 46 regional franchisees benefit from the award-winning Aramex franchise system that has been honed by more than 40 years of success. Aramex offers courier franchisees the training,
BIG BOWL KITCHEN Big Bowl Kitchen was founded in Melbourne in 2022 by a group of Chinese food enthusiasts who longed for the authentic flavors of home. They set out to offer customers bowls that are both delicious and satisfying, creating a unique and comforting dining brand. In Australia, Chinese cuisine is celebrated for its distinctive flavors and comforting warmth, yet it is often considered difficult to standardize, which limits the growth of fast-food chains. Big Bowl Kitchen addresses this challenge by automating kitchen processes and standardizing products and procedures, ensuring a consistent and high-quality dining experience across all locations. One of Big Bowl Kitchen’s key advantages is the introduction of one of China’s most advanced and authoritative intelligent cooking
BSR Group - Betta Betta is one of Australia’s most trusted and recognisable appliance, electronics and furniture retail brands, proudly serving local communities for over 60 years. With a national network of more than 187 independently owned and operated stores, Betta combines the strength of a well-known brand with the personal service of local ownership. Guided by the philosophy “Go Local, that’s Betta,” Betta franchisees are deeply embedded in their communities, actively supporting local groups, sporting clubs and charities through sponsorships,
Chargrill Charlie’s Gourmet food at its best - Since 1989. At Chargrill Charlie’s, we’ve been serving up homestyle cooking that brings people together; families, friends, and communities. What began as a humble kitchen feeding those closest to us has grown into a beloved brand with 24 stores across Sydney, Melbourne and Brisbane. And we’re just getting started, with bold plans to double our footprint over the next three years. When you step into Chargrill Charlie’s, you’re more than a customer, you’re family. That philosophy extends to our loyal customers, our dedicated staff, and our valued Franchise Partners. We’re built on genuine relationships, an
For more information contact: AUS: recruitment.au@aramex.com www.aramex.com.au NZ: Recruitment.nz@aramex.com www.aramex.co.nz
robots into its kitchen system. This technology precisely replicates professional chef techniques, significantly reducing reliance on highly experienced chefs and enabling franchise stores to consistently produce signature dishes and best-selling menu items — even without a traditional head chef. We warmly invite passionate entrepreneurs to join us and be part of the Big Bowl Kitchen family. For franchise opportunities or more information, please contact: Effie Wu Franchising Manager Phone: 0431 986 989 Email: franchise@bigbowl.com.au
events and donations. At the heart of every Betta store are passionate local owners and teams who understand their customers and deliver personalised service with care and expertise. As part of the Narta Group, one of Australia’s leading independent retail buying groups, Betta franchisees benefit from strong buying power, competitive pricing and proven systems. With flexible store formats across metro and regional locations, Betta offers franchisees the opportunity to build a rewarding business and a meaningful local legacy. www.betta.com.au
unwavering work ethic, and a passionate team that keeps people coming back. It’s no wonder we’ve earned our place as Australia’s most extraordinary chicken shop. We stay true to what we do best: creating delicious, wholesome food made from scratch daily using real ingredients and a whole lot of love. We don’t follow fleeting trends, we honour tradition with thoughtful, crafted meals that feel like home. As a Chargrill Charlie’s Franchisee, you’ll have the backing of Craveable Brands, home to Chicken Treat, Oporto and Red Rooster with 600+ restaurants and 180 experts supporting your success. www.craveablebrands.com/franchising-chargrill-charlies
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Chicken Treat At Chicken Treat, we’re on a mission to share our craveworthy chicken with more people across the country. Whether it’s our golden, crispy fried chicken or our juicy, slow-roasted rotisserie, we serve up the best of both worlds, making it deliciously hard for our loyal customers to choose. Proudly Australian and founded in 1976, Chicken Treat is a true WA icon, with over 64 stores across the state. Now, we’re taking things to the next level. With an ambitious growth strategy underway, we’re expanding through new store openings, modern refurbishments,
Club Pilates Club Pilates is the world’s leading Pilates franchise, offering a modern, inclusive approach designed for everyBODY. Since launching in Australia in 2021, our studios have become uplifting, community-driven spaces where people of all ages, shapes, and fitness levels come together to move, grow, and thrive.
As a Chicken Treat Franchisee, you’ll be backed by Craveable Brands, the force behind Chargrill Charlie’s, Oporto and Red Rooster. With a network of over 600 restaurants and 180 industry experts, we’re here to support you every step of the way. www.craveablebrands.com/franchising-chicken-treat
meets members where they are — challenging the body and engaging the mind. Our reformer-based group workouts provide a lowimpact yet powerful way to build strength, mobility, stability, and posture. Classes are designed to strengthen from the inside out while enhancing mind-body awareness, reducing stress, and improving overall wellbeing.
Far beyond traditional reformer classes, Club Pilates offers nine signature class types across multiple levels, using a range of professional equipment and apparatus to deliver a truly versatile experience. Each session
For more information contact: Bill Gordin (Head of Franchise Development) bill@boutiquefitnessstudios.com.au https://www.clubpilates.com.au/franchise
CycleBar
lifestyle built around connection, motivation, and selfdiscovery.
CycleBar is the world’s largest premium indoor cycling brand, redefining what it means to ride. With rhythmbased classes, state-of-the-art bikes, and music-driven energy, CycleBar delivers an immersive and inclusive experience that’s as fun as it is effective—welcoming riders of every age, body type, and fitness level. Each ride is designed to challenge the body, elevate the mood, and revive the senses. Led by motivating instructors and set to epic playlists, CycleBar classes blend cardio, strength, and community into one powerful experience. It’s more than a workout—it’s a
Dr Tint & Wrap Pty Ltd Dr Tint & Wrap is a specialist window tinting and car wrapping business established in 2018. Originally from New Zealand, Dr Tint & Wrap is now in Australia with franchises available in Queensland. Services include car window tinting, home and office glass tinting, car and truck vinyl wraps, paint protection and ceramic coatings for surface protection. As a franchise, Dr Tint & Wrap offers business owners an exclusive territory, a fully set up workshop premises, best buying prices for vinyl film and coatings, extensive on-the job training, ongoing on-call support and
First Class Accounts First Class Accounts is Australia’s largest bookkeeping franchise. Our Franchisees collectively service around 10,000 businesses throughout Australia and take pride in delivering a range of services helping smallmedium sized businesses work smarter through the delivery of accurate, compliant bookkeeping services.
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and exciting menu innovations, all while staying focused on delivering an exceptional customer experience. After more than 40 years of satisfying chicken cravings, the demand is growing - and we’re looking for passionate Franchisees to help us meet it.
Since its launch in 2004, CycleBar has grown into a global movement with hundreds of studios worldwide. In 2021, Boutique Fitness Studios brought CycleBar to Australia, opening the first studio in Currambine, Western Australia. The brand continues to expand across the country, inspiring more riders to clip in, tune in, and Rock Their Ride™. For more information contact: Bill Gordin (Head of Franchise Development) bill@boutiquefitnessstudios.com.au https://www.cyclebar.com.au/franchise
centralized marketing with an emphasis on social media and on-line promotions. Dr Tint & Wrap franchise owners have an eye for detail, enjoy working on cars and take pride in a job well done. Customer service is a high priority and so excellent customer rapport is a key to success. This is a great business opportunity with an expanding market. Contact us today and secure your location in Brisbane or Gold Coast for 2026. For more information please contact Colin Crawford at: ccrawford@franchisedevelopments.com.au or visit www.drtint.au
You will receive extensive on-going training in our proven systems as you establish your own bookkeeping business from our dedicated business support manager, dedicated marketing department and dedicated technical team. For more info contact our National Office at: Phone: 07 5553 8200 or 1 800 118 611 Email: info@firstclassaccounts.com or recruitment@fcfg.com.au Web: www.firstclassaccounts.com
Gelatissimo At Gelatissimo, we are flavour obsessed. This dedication drives us to create innovative award-winning gelato flavours using the finest ingredients, made fresh in-store to ensure every scoop delivers a delightful experience. Our commitment to quality and freshness is at the heart of our brand, making each visit to Gelatissimo memorable.
business model that is simple and efficient, and designed to minimise complexity and maximise profitability. With a focus on growth and expansion, Gelatissimo is dedicated to sharing our passion for gelato with more communities across Australia. Join us to bring the finest gelato and exceptional customer service to more people, and become part of a brand built on quality, innovation, and unforgettable experiences.
Our flavour obsession extends to our modern, inviting store designs that reflect our vibrant personality and create a welcoming environment for everyone. As a Franchise Partner, you’ll benefit from our proven
For more information: Phone: 02 8845 0100 Email: franchise@gelatissimo.com.au Web: www.gelatissimo.com.au
Hello Harry Franchising Pty Ltd
environment. Behind the scenes, state of the art technology keeps operations smooth and efficient — from modern kitchen equipment to integrated POS and accounting systems, the HH Club loyalty program, and seamless online ordering.
Since opening his first burger joint in Maroochydore in 2014, Harry’s commitment to crafting exceptional burgers has only strengthened. His buns are baked exclusively for the brand (he does like things done his way), and every ingredient is chopped, sliced, grilled, and prepared fresh in-store each day. While his enthusiasm sometimes outpaces his filter, his talent for creating unmistakably good, forking great burgers speaks for itself. At Hello Harry, we focus on what matters: high quality, handcrafted burgers delivered in a no fluff, no nonsense
inxpress InXpress is a global leader in shipping and logistics, offering tailored freight solutions to businesses of all sizes. As a trusted third-party logistics provider (3PL), we leverage strong partnerships with major carriers— including DHL, FedEx, TNT, UPS, StarTrack, and other domestic providers, to deliver competitive shipping rates with exceptional customer service. Our cutting-edge technology platform simplifies the shipping process, allowing businesses to book
Jamaica Blue Jamaica Blue is an established café franchise built around premium coffee, quality food and creating a welcoming place for customers to take time out from their day.
If you’re keen to run your own burger venture, Harry’s proven systems and a dedicated support team across operations, marketing, and business management ensure you’re backed every step of the way. For more information contact Rob McCue at: hh@helloharry.com.au www.helloharry.com.au
and manage their freight with ease. Whether it’s domestic or international shipping, our innovative solutions help companies streamline logistics, reduce costs, and enhance efficiency. With a commitment to personalised support and industry-leading technology, InXpress empowers businesses to take control of their shipping needs with confidence. For more information contact Kellie Cranch at: Phone: 1300 469 765 Email: kellie.edge@inxpress.com au.inxpress.com, nz.inxpress.com
From shopping centres and high streets to hospitals and other high-traffic locations, Jamaica Blue continues to evolve and pursue new opportunities across a diverse range of locations.
With a strong presence across Australia and New Zealand, Jamaica Blue combines the strength and systems of an experienced franchise network with the warmth and personality of a local café.
For people looking to own a café business with an established brand, proven systems and an experienced support network behind them, Jamaica Blue offers the opportunity to build a business within a recognised café franchise.
Our franchisees benefit from comprehensive training, ongoing operational and marketing support, product innovation and the backing of Foodco Group, an experienced global franchisor.
For more information contact Kristine Tan at: Phone: 1800 622 338 Email: ktan@foodco.com.au Website: https://www.jamaicabluefranchise.com.au
business franchise australia and new zealand
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KUMON EDUCATION Kumon is a unique franchise opportunity for you to make a positive difference for children in your community, while building a rewarding and profitable small business. Through Kumon franchise ownership, you will instruct students through the Kumon Mathematics and English programmes, create individualised study plans for each student, assign the worksheets they are ready to learn next, and support students to develop self-learning ability through study at the centre and at home. You will also provide parents with regular progress updates.
LeWrap LeWrap is a fresh, fast-casual dining brand redefining good food with vibrant, made-to-order wraps, bowls, and salads. Built around quality ingredients and bold flavours, LeWrap offers a modern menu that caters to busy lifestyles without compromising on taste or nutrition. From classic favourites to globally inspired combinations, every item is crafted using fresh produce, premium proteins, and house-made sauces. With a strong focus on convenience, consistency, and customer experience, LeWrap has become a
uffin Break Muffin Break is an established Australian café franchise known for quality coffee, freshly prepared food and, of course, its famous muffins. With decades of experience in the Australian market, Muffin Break has built a loyal customer following and a proven franchise model that continues to evolve to meet changing consumer needs and retail environments. Franchisees benefit from comprehensive training, ongoing business and operational support, national marketing, product innovation and the backing of Foodco Group, an experienced global franchisor.
myhome For over 15 years, MyHome has stood alone as the premium home cleaning business in the Australian market, revolutionising the industry with its highly systemized and digitally-led management franchise. This is an exceptional management franchise opportunity, a turn-key business with huge potential. With a low-cost entry, extensive centralised support, and digital innovations, empowering owners to manage much of their business from a mobile or tablet. MyHome offers its owners an unprecedented work life balance and more time for the things they value most. MyHome owners are not cleaners, they come from various
oporto Oporto is one of Australia’s most recognisable quickservice restaurant brands, bringing the vibrant flavours of Portuguese-inspired flame grilled chicken and burgers to customers across the country. With its upbeat, contemporary branding, and vibrant, modern menu, Oporto has carved a unique space in the QSR industry, standing out as the home of Portuguese inspired flavours. Right now, Oporto is in a period of rapid growth, with a network of 212 restaurants across Australia and forecasted to grow to 250+ in next 3 years. Oporto is
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You will help each student build confidence and achieve their potential. They will develop confidence, a daily study habit, and a high level of maths and reading ability. As a Kumon franchisee, you’ll have the opportunity to make a meaningful difference in the lives of your students, every day. Join us and make a lasting difference for children in your local community! For details and to register, visit https://www.kumonfranchise.com.au/ Or, contact our recruitment team at: info-au@kumon.com.au.
go-to destination for professionals, students, and families alike. The brand’s clean, contemporary aesthetic and efficient service model make it ideal for both dine-in and takeaway. Driven by innovation and a commitment to freshness, LeWrap continues to expand its footprint, delivering wholesome, satisfying meals that align with today’s demand for healthier, flavour-packed food on the go. For more information contact Manal Haydar at: Email: Manal@retailsystemsgroup.com.au Web: www.lewrap.com
From established shopping centres to emerging locations including transport hubs, Muffin Break continues to explore new ways to bring the brand to customers. For people looking to own a café franchise with strong brand recognition, established systems and experienced support, Muffin Break offers the opportunity to run your own business while being part of a proven franchise network. For more information contact Kristine Tan at: Phone: 1800 622 338 Email: ktan@foodco.com.au Website: https://www.muffinbreakfranchise.com.au
backgrounds and are skilled individuals who efficiently manage and cultivate thriving residential cleaning enterprises. They aspire to run their own businesses while benefiting from the experience and proven framework offered by MyHome’s established model. MyHome are now awarding a limited number of management franchises covering the finest suburbs across Australia. If you aspire to a work life balance with great financial rewards, take the first step by visiting https://myhomefranchise.com.au
driven by strong customer demand and a relentless focus on fresh, flavoursome Portuguese inspired food. Australians can’t get enough of our signature Portuguese flame-grilled chicken, and burgers, including the iconic Bondi Burger and we need more passionate Franchise Partners to help us expand into key locations across the country. Oporto is a proud member of Craveable Brands, alongside Chargrill Charlie’s, Chicken Treat and Red Rooster, supported by a dedicated team ready to help franchise partners succeed. Join us and be part of the Oporto legacy, delicious food, a fun experience, and the chance to make a real difference! www.craveablebrands.com/franchising-oporto
PETBARN MOBILE DOG WASH Be part of the Petbarn Mobile Dogwash franchise system with all the support that comes with it, it allows you to concentrate on your business; • Work your own hours • Group marketing power to support your business • Managed website including optimized search engine listing and adwords • 24/7 call centre • Social media management and support • Lead generation
• Initial & ongoing training & support. Be part of a team of like-minded franchisees. We also have back-up equipment should you have a breakdown you can use to keep you working, including a spare van! • Take a holiday knowing your fellow franchisees can help look after your customers when your away and they are still yours on your return • Group buying power for equipment and consumables saving you $ that no independent operator could ever receive. • We use a van, not a cumbersome trailer. The hydrobath comes out of the van so the dog is washed in its yard and is more relaxed. The van is much easier to drive and reverse than a trailer too!
• LARGE EXCLUSIVE TERRITORY – ALL LEADS COME TO YOU with NO COST PER LEAD FEE
For more information call Scott McIntosh on 0402 902 620 or visit
• Lowest franchisee fee in this market
www.petbarn.com.au/mobiledogwash.
Price Attack
your own. Price Attack franchisees come from all walks of life: you don’t need a hairdressing background, just a passion for great service.
Price Attack Salons offers franchisees dual income streams: a full-service hair salon and retail of professional hair and beauty products - two complementary sides of the business that have helped the brand remain resilient through changing retail conditions. The destination for everything hair, Price Attack has been helping Australians discover their style for 40 years, combining professional hair services with access to leading products across its national store network. This is your opportunity to be your own boss, backed by a dedicated Support Network so you’re never truly on
red rooster Red Rooster is one of Australia’s most iconic food franchises, blending over 50 years of experience with modern tastes and customer centric technology. With a network of 325 stores across Australia, Red Rooster has become a household name. Founded in the 1970’s and Australian owned, it’s a roast and fried chicken franchise offering vast opportunities for aspiring Franchisees. For generations, Australians have turned to Red Rooster to satisfy their chicken cravings. As Australia’s first and favourite chicken shop, and the only fast-food company that truly specialises in both roast and
right at home Right at Home is Australia’s leading provider of quality support at home and in-home care. Our mission is to improve the quality of life for those we serve™ ensuring the Right Care, Right at Home™. Right at Home was one of the first companies to enter in-home aged care and is now a global industry leader. We support people living with complex and post-operative care needs, dementia and cognitive decline, older Australians, and adults living with a disability including NDIS participants. With 53 established offices and counting, Right at Home has available territories in regional New South Wales including the
Rumble Boxing Rumble is the boxing-inspired group fitness franchise redefining the fight game for a new generation. Designed for all fitness levels—from first-timers to seasoned pros—Rumble blends boxing, HIIT, strength, and cardio into a full-body, high-energy workout that hits different. Every class combines powerful training with addictive beats, strobe-lit energy, and a crew that brings equal parts sweat and swagger. Since launching in Australia, Rumble has built
Franchisees also benefit from the buying power of the national group, with a dedicated products manager securing exclusive deals and advantageous trading terms with leading suppliers - helping deliver value to customers while supporting franchisee profitability. For more information contact Natalie Postruzin at: Phone: 07 3215 6025 Email: marketing@priceattack.com.au Website: https://www.priceattack.com.au/
fried chicken, we have earned a special place in the hearts of Aussie customers. But while our history is built on tradition, our future is driven by innovation and customer demand. Red Rooster’s parent company, Craveable Brands, operates more than 580 restaurants with 13,000 employees across four chicken brands, serving over 1 million customers weekly. Our Franchisees benefit from our customer focused approach and innovative technology, including online delivery, app-led services, catering, and contactless service. When you join Craveable Brands, you’ll have a team of experts by your side, supporting you every step of the way. www.craveablebrands.com/franchising-red-rooster
New South Wales north coast, regional Victoria, Melbourne, Adelaide, regional South Australia, Northern Territory, and Tasmania. If you are passionate about supporting the most vulnerable members of your community, our caregiving management franchise system is an incredible opportunity to own your own business. Right at Home’s quality systems and processes provide a framework to launch your business in the highly regulated home care industry. We are the Right People, providing the Right Care, the Right Way, for the Right Reasons.
more than just studios—it’s built a movement. With locations across the country, Rumble has become the home for those who crave more than a workout. It’s a space where confidence is built round after round, stress gets knocked out on water-filled bags, and community fuels every punch. For more information contact: Bill Gordin (Head of Franchise Development) bill@boutiquefitnessstudios.com.au https://www.doyourumble.com.au/franchise
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Shoebox Books & Tax A Smart Investment in Your Future Join a National Network of Trusted Financial Experts Shoebox Books & Tax is Australia’s leading bookkeeping and tax franchise, providing businesses of all sizes with dependable, toptier financial services. With over 70 franchisees supporting 10,000+ businesses nationwide, we’ve built a strong, scalable network you can rely on. As a Shoebox Books & Tax franchisee, you’ll tap into a proven business model backed by efficient systems, clear processes, and exceptional support. From day one, you’ll receive comprehensive training and ongoing guidance — so you’re never starting from scratch.
SNAP-ON TOOLS Snap-on Tools Australia & New Zealand leads the way in innovation to providing technicians, engineers and other professional tool users the gold standard in tools, tool storage, equipment, diagnostics, repairs information and management systems.
With a focus on professional development and personal achievement, we empower our franchisees to create a business they can be proud of. Recognised with multiple industry awards, Shoebox Books & Tax stands for excellence, innovation, and proven success in the franchise world. Ready to take the next step? Become part of a winning team today! https://shoeboxbooksandtax.com.au/
We are a complete retail mobile showroom that brings high quality tools and equipment to customers at their place of work. Our highly targeted marketing techniques promotes our Snap-on Tools brand so it reaches your customers. Each month, we develop specials to give customers a reason to buy immediately. With extensive training and ongoing support,
Snap-on Tools continues to grow and perform with a network of over 180 franchisees across Australia and New Zealand.
Join the world’s largest tool franchise and drive your own success
Stagecoach Performing Arts
is pinned around skills development for each stage of learning. Stagecoach enriches the lives of 60,000 students worldwide, each week.
At Stagecoach Performing Arts we are all about performance – on stage, in life and in business. We are here to inspire children and provide them with the confidence to be themselves. The demand for extra-curricular performing arts opportunities for children continues to increase. Stagecoach’s unique model of running three disciplines (singing, dancing and acting) simultaneously, means its franchisees are well placed to capitalise on this demand.
www.snapontools.com.au
As a Stagecoach franchisee, you are responsible for driving and growing your business and managing a team of talented teachers. You will not be required to teach any classes yourself, but our model actively encourages you to put your own stamp on the creative process. From marketing to recruiting and retaining teachers, Stagecoach will provide you with the guidance and support you need, when you need it.
Stagecoach developed Educational Framework which
australia.stagecoachfranchise.com
StretchLab
StretchLab appeals to everyone: from athletes seeking peak performance and faster recovery, to individuals managing mobility challenges, or anyone simply wanting to feel and move better in everyday life.
StretchLab is redefining how people move, recover, and feel through the power of assisted stretching. Founded in 2015, our mission is simple — to help people move better. Once a technique reserved for elite athletes, assisted stretching is now accessible to everyone through StretchLab’s personalised and professional approach. Our Certified Flexologists™ come from diverse health and wellness backgrounds — including personal training, massage, and physical therapy — and deliver one-on-one or small group sessions designed to meet each individual’s needs. Every stretch is customised to improve flexibility, increase range of motion, reduce muscle tension, and support recovery for every body.
Sushi Sushi Australia’s Iconic Sushi Brand — A Franchise Opportunity Like No Other Rolling since 1998, Sushi Sushi has been serving fresh, premium, handcrafted sushi that Aussies can’t get enough of. With over 180 locations across Australia, we’ve made sushi easy, accessible, and part of everyday life. Known for exceptional quality, sleek contemporary design, and industry-leading food safety, these are the things that make our brand truly iconic! Our franchise partners are at the heart of our success. We back them with a proven business model, hands-on training, and
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This is your chance to thrive in a growing industry while enjoying the freedom and flexibility of owning your own business. Plus, you’ll be part of a brand that values human connection, offering a relatable, customer-first approach that fosters trust and growth.
Inside each studio, you’ll find a welcoming, supportive environment where wellbeing comes first. Using our innovative MAPS technology to assess how your body moves, every program is tailored to your goals and adapts as your body and lifestyle evolve. The result? Lasting improvements, greater freedom of movement, and a motivating experience that keeps members coming back. For more information contact: Bill Gordin (Head of Franchise Development) bill@boutiquefitnessstudios.com.au https://www.stretchlab.com.au/franchise
ongoing operational and marketing support, helping owneroperators thrive in communities across Australia. Whether you’re an experienced hospitality professional or an ambitious entrepreneur ready to step into business ownership, you’ll benefit from the strength of an established brand, nationwide availability, and a dedicated support network. Own a business customers already love, backed by a brand that’s fresh, iconic, and built to grow. Ready to explore your future with Sushi Sushi? Contact us today. E: franchising@sushisushi.com.au W: https://franchise.sushisushi.com.au
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Packed with information relating to many different sectors of the franchising industry, Business Franchise Australia and New Zealand is a valuable and informative source of guidance. Scan the QR code to order your 6 issues of Business Franchise Magazine Australia and New Zealand for only $69.95 (including GST, Postage & Handling) or go to: https://www.isubscribe.com.au/business-franchise-magazine-subscription.cfm
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Accounting and Auditing that Builds Confidence and Drives Franchise Growth Franchising remains one of Australia’s most resilient and scalable business models. As franchise networks expand, robust financial governance becomes a cornerstone of sustainable success. At Mizael Partners we view accounting and auditing not just as a task – but a strategic advantage. Our accounting and auditing services provide clarity, consistency, and confidence across every level of your franchise network.
Accounting and Auditing Services Melbourne and Sydney With specialist accounting and auditor teams in Melbourne and Sydney, Mizael Partners delivers consistent, practical solutions for franchise systems in food, retail, health, professional services and education sectors.
Why Leading Franchises Choose Mizael Partners:
Local knowledge and national insight combine to ensure your franchise receives reliable, scalable audit support at every stage of expansion.
3 Deep Franchise industry expertise
3 Independent High-Quality Audits
3 Nationwide coverage with local teams 3 Transparent actionable insights
Melbourne Office Unit 6, 12 Maroondah Highway Ringwood VIC 3134
Sydney Office
1300 444 004 www.mizaelpartners.com.au
Level 17, 1 Denison Street North Sydney NSW 2060
Accounting and Auditing that Adds Long Term Value to Franchise Success.
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