FRANCHISING
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EDITORIAL
Editor: Anthony Sharpe
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Some good news, please
As a South African, it’s easy to feel worn down by bad news. Corruption, unemployment, crime, service delivery failures – the list goes on. However, this is what makes the franchising sector, of all things, such a glimmer of hope.
By connecting entrepreneurs with established brands and proven systems, South Africa’s hundreds of franchise outlets create employment for tens of thousands of people and contribute massively to our economic output. It’s an engine for small business growth, which is ultimately what will lift our country out of the bad news and into a brighter future.
We kick off this issue of Franchising with the Franchise Association of South Africa looking at the facts and gures of the sector’s economic contribution, along with the organisation’s plans and partnerships to grow this throughout the coming year.
With supply chains once again in the spotlight due to the impact of the United States’ tariff war, we consider the question of who controls the supply chain in a franchise arrangement and how this can impact business operations.
We examine social franchising, which takes the principles of franchising and applies them to social upliftment causes, and learn some lessons from the rebranding of seafood restaurant John Dory’s.
To wrap up, we look at World Franchise Day and some of the top business performers across the country. Because we all deserve a little good news, don’t we?
Anthony Sharpe EDITOR
Contents
6 TRENDS
The state of franchising in South Africa, and how we can grow the sector.
10 SUPPLY CHAINS
They’re the lifeblood of any business, but who controls them in a franchise operation?
13 SOCIAL FRANCHISING
Addressing social issues through the robust framework of franchising.
14 PROFILE: JOHN DORY'S
Insights on revamping an established brand and rolling this out across franchises.
19 WORLD FRANCHISE DAY
Shining a spotlight on successful brands and their franchisees.
The state of franchising in South Africa
Can franchising in South Africa keep up with global growth? GIULI OSSO , Franchising Association of South Africa spokesperson, digs into the numbers and noises around the sector
Franchising has emerged as a powerful engine of growth and economic development worldwide and South Africa is no exception. In a country grappling with high unemployment, economic inequality and the need for sustained entrepreneurial activity, franchising offers a viable and sustainable business model. This was the overriding sentiment at the 46 th Annual General Meeting of the Franchise Association of South Africa (FASA), which has overseen the remarkable growth of franchising over more than four decades, contributing exponentially to the South African economy.
It comes on the back of FASA’s 2023/24 Franchise Survey, sponsored by Absa, covering the three years of COVID-19,
which showed the remarkable resilience of this sector in weathering those turbulent years, with the 727 franchise systems and its 68 463 franchisees contributing 15 per cent to the country’s gross domestic product and employing around 500 000 people.
Despite the headwinds created by global political and economic shifts, franchising worldwide remains buoyant, viable and the backbone of many economies. Leading the eld is the United States, where a report from the International Franchise
Association, produced in partnership with Frandata, projects an economic output from franchised companies in the United States to exceed $936.4-billion in 2025, generated by 830 876 franchise establishments that create 8.8 million direct jobs.
Ayabulela Njingolo
FASA’S CHAIRMAN FOCUSES ON THE COUNTRY’S YOUTH
Newly appointed as chairman for the 2025/2026 term is Ayabulela Njingolo, an accountant and business developer with the OBC Group. Still in his twenties, Njingolo represents the future of youth in the country, bringing a unique and refreshing perspective to the franchise arena.
“BY SUPPORTING AND NURTURING TALENT THROUGH EDUCATION, FUNDING AND MENTORSHIP, FRANCHISING CAN BECOME A CATALYST FOR MEANINGFUL
“In planning my career trajectory, I chose a career in franchising aimed at building relevant relationships within a sector that has a positive impact on the country from the fertile stage of youth, which, in the long term, stimulates entrepreneurship and addresses unemployment across the country,” says Njingolo.
Franchising has long been recognised as a gateway to entrepreneurship, providing a unique opportunity for individuals from diverse backgrounds to venture into business ownership with a structured support system. In this day and age, where economic inclusion and transformation have become the driving mandate proposed by the South African government, franchising offers a proven model for success, enabling industry participants and interested investors to take their rst steps into entrepreneurship with con dence and guidance.
For South African youth, this represents immense potential to drive innovation, stimulate job creation and foster sustainable development. With the right support from key stakeholders, particularly government and private institutions, the franchising model can unlock growth, especially for youth and emerging entrepreneurs.
“WITH GOVERNMENT COMMITTING BILLIONS TO TRANSFORMATION THROUGH SMALL BUSINESS DEVELOPMENT, IT NEEDS TO LOOK AT THE FRANCHISING BUSINESS FORMAT AS THE IDEAL WAY TO ROLL OUT VIABLE BUSINESS ENTERPRISES BASED ON THE TRIED-AND-TESTED UNIVERSAL FRANCHISING PRINCIPLES.” – FRED MAKGATO
“Looking ahead, 2025 must be seen as a year of growth and inclusiveness in franchising,” says Njingolo. “The industry’s ability to bridge gaps for aspiring entrepreneurs, particularly women and youth, cannot be overstated. By supporting and nurturing talent through education, funding and mentorship, franchising can become a catalyst for meaningful economic development and transformation.”
KEY INITIATIVES TO HELP GROW THE ECONOMY
Franchising plays a signi cant role in the South African economy, yet there is still room for growth. As a franchise commercial sector, this is attainable. Government initiatives, such as social, commercial, tandem and micro-franchising (albeit within the legal structures), should consider franchising to contribute to South Africa’s economic growth. By leveraging franchise systems, communities across South Africa can be empowered. FASA continually urges the government to take a more proactive approach in engaging with it to develop creative solutions. Such collaboration would not only assist entrepreneurs with funding in establishing new franchise concepts, but it should also use the franchise business format to solve its many service delivery challenges.
According to Fred Makgato, FASA’s incumbent CEO, the global fallout from the United States’ tariff war has added another layer of challenges to companies still struggling to regain their footing after the past ve years. “Franchise concepts are impeded by political uncertainty, higher interest rates, rising cost pressures and cautious consumer spending. With government committing billions to transformation through small business development, it needs to look at the franchising business format as the ideal way to roll out viable business enterprises based on the tried-and-tested universal franchising principles – not only on the commercial front, but also in terms of using franchise business principles to roll out public-private partnerships.”
ENGAGING WITH GOVERNMENT
For 2025, FASA has identi ed three critical areas of development:
• A serious commitment to private-public collaboration in relation to access to market.
• An affordable and responsive funding approach.
•Training and development with the focus on entrepreneurship.
FASA has committed to strengthening its engagement with various government departments and agencies to drive franchising to be the centre of economic growth in the country.
Department of Trade, Industry and Competition
The engagement with the Department of Trade, Industry and Competition has taken a promising direction in that the department has now instructed the National Consumer Commission to undertake the consultative process and prepare a project roll-out plan on the Draft Franchise Industry Code and accreditation of the Franchise Ombud Scheme in collaboration with FASA.
Department of Small Business Development
FASA has partnered with the Department of Small Business Development through a newly signed Memorandum of Understanding that will bene t the industry by ensuring potential and deserving franchisees are funded through the funding mechanism and structured by government for entrepreneurship development. This powerful collaboration is designed to unlock real opportunities and support across the franchise landscape. Together, FASA and the department have committed to:
• Fast-tracking nancial applications for FASA members.
• Cutting through the red tape that slows down funding access.
• Delivering focused training to small, micro and medium enterprises (SMMEs) with franchising potential.
• Offering ongoing support to help emerging franchisees succeed.
FRANCHISE INDUSTRY QUALIFICATION AND TRAINING
The professional franchise industry quali cation is now complete in that the module is accredited by the South African Quali cations Authority and administered by the Quality Council for Traders and Occupations. This will allow specialised training in unlocking real opportunities for those who want to become quali ed across the franchise landscape.
PROMOTING FRANCHISING TO SMMEs
With key initiatives in place, FASA will be doing roadshow seminars to promote franchising to stakeholders and the public to share knowledge and promote franchise entrepreneurship among developing SMMEs countrywide.
In 2025, the franchising industry stands at a crossroads of opportunity and challenge. Success will hinge on the ability to adapt to economic shifts, engage with government on meaningful initiatives, embrace technological innovations and align with evolving consumer values.
Fred Makgato
CHAIN REACTION
Supply chains are the lifeblood of any business, making them a crucial component to address in the franchise relationship.
By JAMES FRANCIS
What are the most prominent factors when considering a franchise? A 2023 survey by the Franchise Association of South Africa (FASA) and Absa found that franchisees were most concerned about the operating costs, while franchisors were most concerned about franchisees having enough capital, experience and an ability to operate within the franchise’s standards.
Anita du Toit
Other concerns raised in the survey include load shedding, staff issues and marketing.
Only at the lower end does one encounter “Products and services offered,” as cited by 12 per cent of respondents. Yet, this area might be the most crucial part of a franchise operation, encapsulated in one term: supply chains.
Supply chains impact every type of business – and are particularly important for franchise relationships and resiliency. As stipulated by the franchise agreement, a franchisee can depend on the franchisor to deliver everything from goods and services to serviettes, marketing materials
and even pens. How much control does a franchisee have to source what they need? How much do they need? Even the distance between a franchise branch and its supply chain hubs can have a massive impact on performance, resilience and how much the franchisee controls their destiny.
“Many franchises allow franchisees some freedom for localisation, albeit a minor part of the product range,” says Anita du Toit, franchise development consultant at Franchise Fundi. “Before introducing a product, franchisees must get franchisor approval. In some instances, franchisors will specify certain products, such as fresh produce, to be sourced locally. Therefore, franchisees have some freedom in sourcing local products.”
In some cases, absolute franchisor control matches customer expectations, such as ensuring the same products and services are always available, no matter which franchise location they visit. In other cases, franchises do best when the owners control their sourcing.
“One needs to establish upfront what the relationship will be, how you will manage it, and what the strategy around sourcing and supply chain management would be,” says Karen Pretorius, founder of KPI Cubed Supply Chain Consulting and Training, and a South African Production and Inventory Control Society board member.
IN A FRANCHISE RELATIONSHIP, INTERROGATING THE SUPPLY CHAIN IS VITAL, EVEN THOUGH MANY OVERLOOK THIS ASPECT.
In other words, in a franchise relationship, interrogating the supply chain is vital, even though many overlook this aspect.
BROKEN ICE CREAM MACHINES
Franchises of a popular fast-food brand all use the same ice cream machine, a complex system that can take hours to run heating and cooling cycles for hygiene purposes. Yet, if anything goes wrong with it, there is little staff can do to troubleshoot other than rerun these lengthy calibrations. If that doesn’t work, they must wait for a certi ed technician to visit the site.
Karen Pretorius
Such immediacy will in uence the supply chain’s design and logistics. A franchisee must consider the implications carefully. How long would it take to resupply them? Will they incur more costs because of transport and insurance, and who carries those costs? Are there potential delays and should they have storage for additional stock? Will that stock age well? Bear in mind that not just food ages; branding does too. What if the business buys a thousand branded containers and the franchisor decides to change the branding before that stock is depleted?
many likely buy into franchises because they want the support of a strong supply chain they don’t have to manage. However, the supply chain signi cantly in uences success, particularly during challenging times or business expansion.
“If supply chain shortages are detrimental to sales, the rst port of call should be consultation with the franchisor,” says du Toit. If franchisees can show resulting losses, “the franchisor should assist franchisees with nding alternative products”, adding that most franchise agreements will allow for variation.
Supply chain knowledge is crucial for franchisors and franchisees. Whether the former handles everything or the latter has enormous control, it’s important to understand supply chains, as they ultimately represent the franchise’s culture and the terms of its relationship with the franchisee.
The consequence is that the franchise’s brand has become synonymous with broken ice cream machines. Even if the issue is overblown in popular imagination, it’s enough to taint the brand and hurt sales.
“A lot of franchisees step into that pitfall of not really considering what the supply chain networks should look like – whether it should be centralised or decentralised or indeed if it is the same for everyone coming into that network,” says Pretorius.
Franchisees need to understand how supply chains will determine and control their choices, particularly two crucial supply chain considerations: distance and strategic sourcing.
DISTANCE MATTERS
How long does it take to move a box?
The answer is relative. If it’s a block away, the box will be there in no time. If it’s a few towns over, the journey could take hours or days – even weeks if it’s sourced further away. Franchisees are often at the mercy of franchisor distribution points, which are sometimes located near the franchise’s headquarters.
“You often nd that, in the franchise model, supply chains are most established where the company started,” says Pretorius. “They do well, so they become a franchise. The next ve franchises are in their direct vicinity because of geographical reach and the ability to manage those locations while the franchise is still small.”
SOURCING OPTIONS
All franchisors want to maintain a level of control over their franchisees. In some cases, they can have a light touch, only dictating branding and service options. In others, they control practically everything, including where they source their materials and services.
The ability to use strategic sourcing can inhibit or support the franchisee depending on the product category. For example, the franchisor can source capital-intensive equipment at volume and gain discounts – useful if the franchisee is an equipment rental business or is installing new facilities. However, some franchisees cannot even order stationery or uniforms from a third party.
“The franchisee and the franchisor should look at strategy for the supply chain,” Pretorius advises. “Where are they physically in relation to each other, where are the suppliers and where are their customers? How do the centralised agreements bene t them and when will these just be additional red tape?”
KNOW YOUR SUPPLY CHAIN
Supply chains are possibly the most overlooked part of franchise arrangements;
“For you to service your customer, you need to know where goods and services come from,” says Pretorius. “How are you going to get it, how are you going to sell it and how much do you need? That starts with the knowledge, planning and forecasting techniques that are part of supply chains.”
IMPROVING SUPPLY CHAIN KNOWLEDGE
Supply chains can reveal much about a franchise, from its culture to its standards. Even if a franchisee wants the franchisor to handle everything in terms of supply, which can range from goods to equipment and branding elements, a good foundational knowledge of supply chain management will help them understand the nature of their relationship with the franchise.
The Association of Supply Chain Management offers a free online course, Introduction to Supply Chain Management Using SCOR (Supply Chain Operations Reference model). Professional groups such as the South African Production and Inventory Control Society also offer various supply chain courses.
Follow: Anita du Toit www.linkedin.com/in/anita-du-toit-a094611 Karen Pretorius www.linkedin.com/in/karenpretoriuscscp
BRINGING SOCIAL ISSUES INTO FOCUS
Social franchising offers a potentially effective solution to many of South Africa’s social problems, including lack of access to healthcare and education. LISA WITEPSKI unpacks this model
While franchisors and franchisees traditionally trade in the pro t-making space, social franchising sees them teaming up with donors and other stakeholders to achieve social goals.
Sasha-Lee de Bod Smith of Franchising Plus explains that this not-for-pro t model, particularly suited to sectors like health and education, is successful because it allows for both scalability and sustainability by leveraging the principles of franchising, such as replication of a proven model, brand consistency and training.
TRADITIONAL VERSUS SOCIAL FRANCHISING
That’s where the similarities end, however. Where traditional franchising is a vehicle to drive commercial success and individual wealth, social franchising has a strong focus on social issues, with an eye to long-term sustainability.
De Bod Smith notes other differences: “With traditional franchising, the pricing strategy revolves around market-related prices; with social franchising, prices are subsidised. Demand differs as social impact relevance is taken into account compared to traditional franchising, which focuses solely on consumer demand. Marketing approaches may also differ, with social franchisors using social marketing and awareness campaigns rather than national marketing campaigns.”
Although the traditional franchising sector is well established in South Africa, social franchises are still nding their feet. While a small number have been founded, varying from sports outreach to education, one of the most successful is Unjani Clinics, which leverages an owner-operator model to provide basic healthcare to underserved communities.
Globally, the industry is still in its infancy. In 2024, Deloitte released a report, Social Franchising: A Marketing Analysis, citing research conducted by the British Council and Social Enterprise UK. This was the rst time the industry has been researched, revealing that the average year of establishment of social enterprises is 2010.
Since then, India has led the way with the establishment of 2 million social franchises, followed by 448 000 in Pakistan.
THE ADVANTAGES
De Bod Smith notes that the model offers several advantages for stakeholders, particularly in terms of sustainability.
“Sustainability is boosted by standardised service delivery through proven systems, using standard operating procedures that ensure consistent quality, ef ciency and replicability across locations. This builds trust with stakeholders and end users. Moreover, the model empowers local individuals and organisations to function as entrepreneurs.”
Social causes bene t from diversi ed funding streams such as a combination of end-user payments, donor funding, government contracts or subsidies, royalties and license fees. The usual bene ts of the traditional franchise model apply, including quality assurance and support systems.
Sustainability is also enhanced by factors like the ability to provide social-impact metrics, community embeddedness (as social franchises often operate in partnership with community-based organisations, making them more adaptable to local contexts and more resilient over time), and access to data and feedback that enables continuous improvement.
“To strengthen sustainability, it is critical to explore the feasibility of generating some income from end-user payments where affordable, while maintaining strong donor relations and building long-term funding partnerships. Without reliable income or consistent donor support, the model may become vulnerable or unsustainable,” de Bod Smith explains.
THE CHALLENGES
Maintaining quality control is similarly important, de Bod Smith continues. Ongoing monitoring and evaluation form part of this.
At the same time, there are several other potential pitfalls: nancial viability may be a stumbling block as many franchisees operate in low-resource environments where service or user fees are minimal, while royalties received from franchisees are often too low to support the network infrastructure and central operations adequately. She also warns about donor dependence: “The model is often heavily reliant on donor funding, and if funding is discontinued or inconsistent, the entire franchise system can become unsustainable or collapse.”
“THE MODEL EMPOWERS LOCAL INDIVIDUALS AND ORGANISATIONS TO FUNCTION AS ENTREPRENEURS.” – SASHA-LEE DE BOD SMITH
It may be dif cult to attract skilled and committed franchisees, especially in rural or underserved areas, and cultural and operational misalignment and limited business skills often exacerbate this problem. In addition, complex or unsuitable legal frameworks in some regions may pose a barrier to scaling, and weak technology infrastructure and limited access to digital tools can hinder activities like communication, data collection and performance constraints. “Sadly, failure or underperformance by one franchisee can affect the credibility of the entire system,” de Bod Smith concludes.
Fast fact
Be Girl is one of Africa’s most successful social franchises. Operating in Mozambique, Ghana and Kenya, it addresses girls’ need for menstrual products by selling them to nonprofit companies that distribute them for free. Be Girl also makes products available to commercial entities that sell them at a low price.
Source: https://www2.deloitte.com/content/ dam/Deloitte/us/Documents/public-sector/ sf-market-analysis-d2i-social-business-cop.pdf
REFRESHED, NOT REINVENTED
Updating a brand involves walking a fine line between retaining its essence and catering to evolving expectations. DONOVAN CRONJE, CEO of John Dory’s, reflects on lessons learned from the franchise’s brand evolution
After 28 years as part of the South African dining landscape, it was time to write a fresh chapter for this beloved seafood brand. Our goal was not to reinvent John Dory’s but to build on what our customers already know and trust, retaining the brand’s essence while adapting to changing customer needs.
Donovan Cronje
With customer expectations constantly evolving, reimagining our dining spaces to feel more modern was vital, but so too was preserving the elements our customers, especially families, cherish most. Our mission was clear: evolve without losing what makes us unique.
The refresh introduces a warm and welcoming colour palette, a softened wave motif and a re ned logo that pays homage to our nautical heritage. These changes re ect the mood of today’s consumers, who appreciate simplicity, sustainability and thoughtful design while staying true to John Dory’s generous spirit. Features such as our lighting and wall designs take inspiration from marine life, subtly weaving in the source of our mouth-watering menu.
CATERING TO EXPERIENCES
also experiences that resonate with their lifestyles, values and preferences. With seafood in particular, the landscape is changing: lighter meals, sustainable sourcing and health-conscious choices are driving demand. John Dory’s remains well-positioned to meet these growing expectations.
Our refreshed restaurants create an ambience that encourages families to linger longer, savour more and return often. Beyond the interiors, we continue to evolve our menu to stay ahead of shifting tastes. Our focus remains on fresh, sustainably sourced seafood, expanded offerings and exciting new avour pro les. Signature dishes, such as our sustainably sourced hake and fresh sushi, remain fan favourites, reinforcing our position in the casual dining seafood category.
For franchise partners, these updates mean more than just aesthetics. They represent a deliberate strategy to increase the brand’s relevance, keep pace with emerging trends and drive sustainable commercial performance.
Early responses have been overwhelmingly positive. Guests are engaging enthusiastically with the refreshed spaces both online and in-store, while the new identity is being rolled out across the broader network.
DRIVEN BY PURPOSE
We are also broadening our appeal to new customer segments. The opening of our rst Halaal-certi ed location at Cavendish Square in 2024 marked a signi cant milestone, expanding our footprint and making John Dory’s more inclusive and accessible to South Africa’s diverse communities.
PILOTS AND PARTNERS
Today’s diners are more discerning than ever. They seek not just good food, but
Cavendish Square served as the pilot site for our brand refresh, providing invaluable insights from customers, staff and franchise partners. This was followed by the successful revamp of our Pavilion Mall restaurant in Durban, with more locations set to refresh according to their natural upgrade cycles.
However, the refresh extends beyond the four walls of our restaurants. Our commitment to offering quality, locally sourced seafood remains at the heart of the John Dory’s experience. By combining refreshed spaces, trusted menu favourites, sustainable sourcing and skills development, we are strengthening our foundation for long-term growth.
At its core, this evolution is about clarity of purpose. In an industry shaped by fast-moving trends, brands that endure are those that stay true to their identity while adapting thoughtfully. We believe staying grounded in your brand’s DNA, embracing data and insight and building the future alongside your partners form the recipe for growth.
For John Dory’s, this refresh is more than a new logo or colour palette; it’s a renewed commitment to the customer experience, franchise collaboration and building a brand that lasts.
RUN YOUR OWN BUSINESS WHILE UPLIFTING OTHERS
Maid4U offers female entrepreneurs an opportunity to become business owners by acquiring a franchise of this expanding business, offering high returns and the joy of helping others.
By LINDIWE SHIBAMBO, founder of Maid4U
Maid4U is a premier domestic worker, nanny, au pair, cleaner and home-based care worker training, recruitment and placement agency.
Maid4U provides a safe and secure platform for households, SMMEs and retirement homes to source reliable, screened and trained employees.
MAID4U prides itself on having built strong operational recruitment and staf ng software that is user-friendly and ef cient for both clients and candidates.
With over seven awards for Good Service, Job Creation, National Business Champion and a Premier Award, the agency is expanding its offering throughout South Africa.
SEIZE A MICROFRANCHISE OPPORTUNITY
Maid4U recently launched a microfranchise opportunity offering affordable start-up costs and high returns. Maid4U is looking
for female entrepreneurs with the drive, discipline and passion to build their own legacy while uplifting the lives of others.
Franchisees will receive a full seven days of training before launching, and ongoing training and support from the head of ce experts. Franchisees’ focus is on servicing clients in their assigned location and the head of ce takes care of the rest.
Maid4U houses a world-class system developed and managed by international IT specialists, This platform affords our franchisees an opportunity for rapid growth within their area without attracting any huge additional costs.
Maid4U’s head of ce takes care of all IT, marketing, HR, payroll and legal aspects as well as planning and executing recruitment marketing and training campaigns within the franchisee’s area. The head of ce is responsible for management and accounting to ensure compliance, operational licence
WHY JOIN MAID4U?
• Established business that has been in operation for more than 15 years.
• Ongoing support and training provided.
• You earn a passive income from day one.
• Options and marketing campaigns tailored for your area of operation.
• Wide range of services.
• Profitable.
renewals, client queries, compilation and registration of all employees and their pay slips, legal aspects, such as a lease, assisting franchisees with applicants’ training, moderation and assessments of trainees, national advertising, marketing, sales, IT aspects and assistance with branch opening dates and campaigns.
WHAT YOU NEED TO INVEST
The required investment for a franchise branch is R750 000 – a deposit of R250 000 and capital of R500 000. VAT and all related costs are included, excluding your working capital. A small price to get involved in an established and expanding business offering good returns.
Lindiwe Shibambo
20-YEARs STRONG: Join SA’s Largest PROFESSIONAL BEAUTY AND GROOMING BRAND
Invest in a trusted beauty brand with a track record of success, become a SORBET franchise partner
This year, Sorbet Group celebrates 20 years since the opening of our rst salon in Bedfordview, Johannesburg –and the opening of our 200th store in the Western Cape. It is a signi cant milestone for a much-loved South African brand – and proof that our compelling franchise model is built for growth.
A SOUTH AFRICAN FRANCHISE SUCCESS STORY
From our humble beginnings, we have grown into one of South Africa’s largest professional beauty and grooming brands, offering a wide variety of services and an extensive range of retail beauty products. Our franchise opportunities now include the following unique store formats:
• Sorbet Salon offers all things beauty, from manicures and pedicures to skincare, facials, waxing, lash and brows and body massages.
• Sorbet Hairbar offers blowouts, hair treatments, haircuts, hair colour, manicures and pedicures, and lash and brow treatments.
• Sorbet Salon & Hairbar: these are one-stop, combination-format stores offering
both beauty and hair treatments under one roof.
• Sorbet Man is our comprehensive grooming destination for men, where we take our cuts and shaves seriously. Professional barbers use only the nest products while grooming therapists add a double serving of awesome to our man cave experience with massages, waxes, facials, manicures and pedicures, and more.
Today, Sorbet proudly sits under the Clicks Group umbrella, bene tting from the scale and backing of a leading health and beauty retailer – a partnership that ensures strong retail alignment and support for its franchise partners.
“Our franchise partners are the heartbeat of Sorbet’s success,” says Linda Sinclair, head of Sorbet Group. “Built on a culture of putting people rst, we are passionate about serving with heart. With a proven business model, unwavering support and a commitment to excellence, Sorbet offers a rewarding opportunity for those ready to make a difference to the guests in their communities.”
BUILDING BUSINESSES, CREATING EMPOWERED CITIZENS
At the heart of our success lies a unique franchise model – one built on solid business principles and a passion for empowering people. At Sorbet, a sense of belonging and shared purpose creates a culture of connection and care.
That same care extends to our franchise partners. Whether franchise partners are seasoned entrepreneurs or taking the leap into business ownership for the rst time, we offer support from day one. From comprehensive training to ongoing operational, marketing and HR assistance, franchise partners become part of the Sorbet family.
EMPOWERING THE NEXT GENERATION OF BEAUTY ENTREPRENEURS
Franchising at Sorbet is more than a growth strategy – it is a vehicle for transformation. Through our agship Sorbet-Preneur programme, in partnership with Bidvest Bank, we empower our own
Citizens – often women from historically disadvantaged backgrounds – to become franchise partners.
In March 2023, four exceptional women were awarded the opportunity to own their own Sorbet salons through a mix of grants and loans. Selected from a pool of over 70 applicants, their stories showcase what is possible when a brand is focused on the growth and development of its people.
LEADING WITH HEART
Sorbet has always led with heart. It is what keeps our guests coming back – and why Citizens stay and grow within the business. Initiatives like SEW (Sorbet Empowering Wo+Men) help train and uplift aspiring beauty professionals while internal recognition programmes ensure excellence never goes unnoticed.
SORBET BY THE NUMBERS
Behind every Sorbet treatment is a tried-and-tested business model. This is what makes it a compelling franchise opportunity.
• 200 stores nationwide.
• 700 000+ loyalty members through the Sorbet Society loyalty programme.
• Customers have the benefi t of the Clicks ClubCard loyalty programme and earn rewards on their Clicks ClubCard with every transaction at Sorbet.
• 4 unique store formats catering to diverse markets and locations.
• Partnerships with top brands such as Dermalogica, Environ, Heliocare, Motherkind and more
GET THAT FEELING
200+ stores across South Africa
700 000+ happy guests
4 000 000+ treatments annually
3 300+ citizens nationally
• Clicks and Sorbet have partnered and launched an exclusive Sorbet-branded product range, available in Sorbet salons and selected Clicks stores, delivering a seamless cross-brand retail experience.
• Strong digital presence supported by an easy-to-use online booking platform and integrated gift card solutions. The booking app enhances the Sorbet experience by making it seamless and easily accessible.
• National marketing campaigns that support local store visibility.
INSIDE THE FRANCHISE MODEL
Becoming a Sorbet franchise partner means more than signing a business deal –it means joining our purpose-led brand that treats success as a shared journey. Here is what franchise partners can expect:
• Established brand trust: Sorbet is a household name in beauty and grooming, giving franchise partners immediate credibility.
• Training and support: from Citizens to franchise partners, Sorbet invests in people, offering thorough onboarding and ongoing upskilling and mentorship.
• Multiple revenue streams: with in-store treatments and retail sales, franchise partners bene t from a well-balanced model.
• Operational guidance: ongoing support to navigate HR, nance, marketing and day-to-day operations with con dence.
• Supplier access: enjoy cost ef ciencies through group purchasing power and negotiated supplier agreements.
JOIN THE SORBET FAMILY
As we celebrate 20 years of empowering South African entrepreneurs and delivering ’That Feeling’ in exceptional beauty services, there has never been a better time to become a franchise partner. With plans to expand further into underserved areas across South Africa and neighbouring regions, we are actively seeking franchise partners.
To become part of the Sorbet success story, scan the QR code, visit www.sorbet. co.za/own-a-franchise or email Brenda Schneiderman at brenda@sorbet.co.za
Celebrating success
The establishment of World Franchise Day will help shine a spotlight on successful brands and their franchisees. By
GIULI OSSO
In recognition of the profound impact of the franchise business model on global economies and entrepreneurship, the World Franchise Council has announced the establishment of World Franchise Day, which will be celebrated annually and falls on 11 June this year.
According to Simon Bartholomew, general secretary of the World Franchise Council: “World Franchise Day is dedicated to celebrating the global community of franchising, recognising their contributions and innovation within the business landscape. Through the establishment and expansion of the franchise businesses model, new opportunities are distributed globally, supporting business around the world and generating sustainable economic advancement.”
The Franchise Association of South Africa (FASA), a long-standing member of the World Franchise Council, is proud to represent the African continent on the international franchise stage and oversee franchising for the past 46 years in Southern Africa. It salutes the over 700 franchise systems whose more than 60 000 franchisees contribute to South Africa’s economic growth and job creation.
FASA’s 2025 Franchise Manual, which showcases its members, features some of the top-performing franchisees in various sectors and is a testament to the entrepreneurial tenacity of franchisors intent on growing the economy and providing business opportunities to people from all walks of life. These are just some of our success stories.
RETAIL
The retail sector boasts some of the oldest and most successful retail brands, contributing the most to the labour market by employing the largest number of people.
Cash Converters is celebrating 30 years of successful trading, navigating evolving market landscapes, diverse challenges and the shifting needs of customers, all while rooted in core values and fostering a positive community. OBC Better Butchery has also been around for more than three decades. It’s a supermarket that brings top-tier products
DID YOU KNOW?
Women-owned franchisees are on the rise in South Africa, with success stories such as Daphne Promise Zulu (Kauai) and Nompumelelo Madubedube (San Hair) showcasing the sector’s growing diversity.
Source: Business Partners Ltd Entrepreneurs of the Year Awards 2024
at affordable prices to the doorstep of local communities. Top franchisee Conway Mulaudzi of OBC Namakgale was the winner of the Chief of the Wors Award – one of many exemplifying mastery in growth and success.
FAST FOOD AND RESTAURANTS
This sector is the poster child of franchising worldwide, and South Africa has no shortage of successful brands.
Saadia Wadee of Mochachos, Gold Reef City, operates her outlet with an unyielding commitment to excellence, ensuring diners a memorable experience with impeccable service. Promise Nomthandazo Sithole of The Fish & Chip Co in Greenstone won the Overall Store of the Year Award for her dedication and passion as a multiple store owner building a successful business portfolio.
Daphne Promise Zulu, owner of multiple Kauai franchise stores, won Kauai’s Franchisee of the Year for the runaway success of her two West Rand outlets and for taking on two more stores – leading them to new heights of success.
Cash Converters
Kauai
“WORLD FRANCHISE DAY IS DEDICATED TO CELEBRATING THE GLOBAL COMMUNITY OF FRANCHISING, RECOGNISING THEIR CONTRIBUTIONS AND INNOVATION WITHIN THE BUSINESS LANDSCAPE.” – SIMON BARTHOLOMEW
EDUCATION AND TRAINING
This remains the cornerstone of our country’s future, with franchising playing a crucial role in growing the sector.
A+Students excelled on the international stage at the PAMA Champion of Champions competition, where student Thuhara Vather won the top Champions of Champions prize in his category and eight other A+ students also excelled. Monkeynastix franchisees Koos and Lynette Smith of North Pretoria have guided thousands of children over the past 30 years, fostering their mental and physical wellbeing.
STEMlab, a new FASA member, is fostering young innovators for a future in robotics, coding and engineering.
HEALTH, BEAUTY AND BODY
This sector has seen signi cant growth over the past 25 years with 2 FASA members
Fast fact
New education franchises are helping to develop future skills in areas such as science, technology, engineering and mathematics, fostering innovation among South African youth.
Source: FASA New Member Highlights 2025
picking up awards in the Business Partners Ltd Entrepreneurs of the Year awards in 2024.
Legends Barbershop’s Sheldon Tatchell won the Overall Entrepreneur Award for his phenomenal success from local barber to franchise leader with his trendy barbershop concept.
The San Hair’s Nompumelelo Madubedube won the Medium Entrepreneur of the Year Award for her innovative franchise specialising in a diverse range of human hair products.
Body20 held its Champ of the Year awards saluting the achievements of franchisees, coaches and support staff within their tness industry franchise.
Business-to-business, personal and professional services
This sector offers a wide range of services to both the private sector and to businesses-to-businesses.
Multiserv has served South Africans for 57 years, proving itself as a trusted brand in the footwear and key-cutting industries. Anthony Mameila is Multiserv’s top performing franchisee in the KwaZulu-Natal region where he operates ve stores.
Inxpress South Africa is riding the wave as a leader in the logistics industry.
Stuart Cochrane is one of its star performers, providing exceptional service, reliability and ef ciency.
Express Employment Professionals celebrated the success of top franchisee
Brenda Delport, who, along with her all-women team, offers exceptional staf ng solutions in permanent recruitment and temporary staf ng.
Building, office and home services
This covers a wide range of services in various “hands-on” businesses, from plant and tool hire to kitchens, security systems and home decor.
Blind Guys franchisee of the year Elreza Bloem operates her successful franchise in Secunda, and was recognised for her exceptional leadership and business acumen.
DID YOU KNOW?
The South African franchise sector generates nearly R1-trillion annually, contributing approximately 15 per cent of the national gross domestic product and employing over 500 000 people.
Source: Franchise Association of South Africa 2024 Survey
Sheerguard celebrated Samantha McEwan, their longest-running and most successful franchisee, whose dedication and focus set the benchmark for the entire network. Easylife Kitchens honoured its top franchise stores, Easylife Kitchens Cape Town City Bowl and Easylife Kitchens Little Falls, which stood out as top achievers.
Body20
Easylife Kitchens
INVEST IN A PROVEN FRANCHISE MODEL WITH EVERYDAY DEMAND: OWN A POSTLINK
For entrepreneurs looking to invest in a scalable, future-ready franchise with a strong value proposition, POSTLINK presents a compelling opportunity
In an era where convenience, speed and affordability are paramount, businesses that simplify everyday services are thriving. One franchise that has tapped into this growing demand is Postlink – a dynamic business concept offering a one-stop solution for printing, licensing, courier and digital services.
A CONCEPT BORN FROM REAL BUSINESS EXPERIENCE
Postlink was launched in 2012 by a team of experienced entrepreneurs who understood one crucial thing: busy individuals and small businesses need access to essential admin and operational services – fast, ef cient and affordable. They envisioned a place where people could walk in and do all their printing, scanning, emailing, couriering and licence renewals – all under one roof.
This idea led to the creation of Postlink and Postlink Bizhub, a franchise model built on real-world business needs, streamlined processes and customer- rst services. Today, the Postlink name is synonymous with reliability, convenience and everyday relevance.
WHAT MAKES POSTLINK A SMART FRANCHISE INVESTMENT?
Postlink franchises are designed to serve individual and small business clients with high-demand services such as:
• Copy and print.
• Scan and email.
• Local and international courier.
• Wide-format printing.
• Licence renewal and number plates.
• Internet access stations.
As these services are essential and repeatable, franchisees bene t from steady foot traf c, repeat business and multiple revenue streams from day one. Better yet, most services are offered on the spot while customers wait, meaning fast turnover and high satisfaction.
LOW OVERHEADS, HIGH ACCESSIBILITY
Unlike many retail franchises that require heavy investment in inventory or staff, Postlink keeps things lean. The setup is straightforward, with modest equipment needs, manageable overheads and exible space requirements. This makes Postlink ideal for urban centres and smaller towns, allowing franchisees to scale based on market demand.
FULL FRANCHISEE SUPPORT FROM DAY ONE
When you join the Postlink family, you’re not just buying a brand; you’re gaining access to the collective knowledge and experience of the founders and the broader franchise network. From site selection and store setup to training, marketing and supplier agreements, Postlink franchisees receive hands-on support every step of the way.
Franchisees bene t from:
• A recognisable and trusted brand.
• A turnkey business model.
• Ongoing training and business mentorship.
• Access to preferred suppliers and courier partners.
BUILT FOR GROWTH IN A DIGITAL AGE
While Postlink offers traditional services such as printing and courier, it’s far from outdated. In fact, the model is built to evolve with the times. As digital business needs expand and e-commerce grows, services like local drop-off and pick-up points, scanning, emailing and licence disc renewals are becoming more valuable than ever. In this way, Postlink isn’t just surviving; it’s thriving in a digital economy by serving as a vital link between physical and digital business transactions.
A BUSINESS THAT SUPPORTS THE COMMUNITY
Beyond pro ts, Postlink franchises offer something equally valuable: relevance. As a local Postlink owner, you’re providing essential services that save time and reduce hassle for your community. Whether a small business printing marketing materials, a freelancer emailing documents or a parent renewing a license disc –your store becomes a trusted, go-to resource.
READY TO OWN YOUR OWN POSTLINK?
If you’re an entrepreneur seeking a low-barrier, high-impact franchise opportunity built on everyday needs, Postlink could be the perfect t. With affordable startup costs, proven operational systems and a product mix that delivers real value, Postlink offers both nancial return and personal ful lment.
Visit www.postlink.co.za to learn more about joining our national franchise network, request a franchise information pack or speak with our team directly.
Get More, Pay Less …
