to suBscriBe: www.businessfranchiseaustralia.com.au or www.isubscribe.com.au
“ In today’s evolving business landscape, growth is no longer driven by compliance alone. It requires structure, intelligence, and disciplined execution. At Mizael Partners, we are a technology-led accounting and advisory firm built on exactly that philosophy.”
Welcome to our latest issue of Business Franchise Australia and New Zealand Magazine!
This issue is a bumper issue of information and great ideas Our Front Cover and Cover story is Mizael Partners: Accountants, Auditors and Business Advisors Who are Redefining Growth, Governance, and Advisory for Modern Australian Businesses, You can read more about this on page 12.
Our regular top experts continue to deliver great advice. t his issue we start as always with our regular column from Jay Westbury of the fca , his topic this issue is franchising in australia today. phil chaplin from cfi finance discusses, before you borrow: What franchise buyers need to know right now. Doug Downer touches on the subject of Multi- unit franchising and how we are seeing a structural shift in h ow franchise systems Grow. h elen Kay h elps us to understand how we can buy a franchise with confidence. We have a lot of great advice from the experts in this issue so turn to the contents page to find out more.
t his issue we feature a number of articles covering success and insights on franchisees who are succeeding and growing with their chosen franchise, such as My h ome, price attack and X-Golf, we also feature some great articles on franchise systems such as inXpress, sushi sushi, Kumon, big b owl Kitchen and club pilates.
Our main feature this issue is s enior and h ome c are franchising and our feature cover and cover story introduces us to Osan ability: c aring for a c ause and building a business While You’re at it, we asked and they answered your questions on what it takes to be an aged c are provider. turn to page 40 to learn more.
a s 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 the website www.businessfranchiseaustralia.com.au to find more exciting franchises and advice. happy r eading.
Vikki Bradbury Publisher
t he 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. t he 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.
12 Mizael Partners: redefining Growth, governance, and advisory for Modern business
What’s New! Announcements from the Industry
Franchise Council of Australia (FCA): Franchising In Australia Today
24 Elise Balsillie: ai that earns it’s place in a franchise business
28 Helen Kay: buying a franchise With confidence
32 Phil Chaplin: before You borrow: What franchise buyers need to Know right now
54 Lauren Clement: crossing the chasm: how Magnetic leadership Wins the battle for franchisee hearts
Franchisee In Action
16 X-Golf: from Markets to Mulligans
60 Price Attack: third store Opens as local retailer expands against the trend
68 My Home: time for the things that Matter Most
Franchisor in Depth
20 Big Bowl Kitchen: Wok-soul Os – powering a new era of chinese fast food franchising
26 Sushi Sushi: Joins forces With Genki Global Dining concepts to accelerate franchise Growth
36 Kumon: help aussie students e xcel in Maths and reading
18 Club Pilates: Why One pilates class isn’t enough anymore
56 InXpress: buying a franchise Won’t change Your life – building One Will
72 Franchising Expo 2026: franchising e xpo returns to sydney and Melbourne following strong brisbane event
FEATURE CONTENTS
Cover Story
40 Osan Ability: caring for a cause and building a business While You’re at it
Expert Advice
42 Robert Toth: senior and home care services
46 Tony Meredith: leadership Over Opportunity: the real Driver Of success in senior care franchising
48 Stewart Germann: What’s available for seniors On the home care front
50 Lyn Nguyen: succession planning
From One Studio to 60: The Australian Wellness Franchise Quietly Taking Over
Since opening its first studio in 2019, boutique fitness franchise inLIFE Wellness has expanded to 56 locations across Australia and the United States, with 12 more currently in development. According to founder and number one best-selling author Scott Capelin, much of that growth has happened organically, with instructors and even members choosing to open their own studios.
“When the people inside your community want to open their own studios, you know you’re doing something right,” c apelin says. “We built the model to work for franchisees first, and the growth has followed.”
b y minimising start-up costs and bundling everything from programming and marketing to member systems together, c apelin - who has built, scaled and sold more than 20 health clubs – says the brand is able to keep things simple and low-cost for franchisees while offering members a premium workout.
“We’ve taken 25 years of experience and bottled it into something
franchisees can step into and run successfully right away,” he says.
With nearly 60 studios expected by mid-2026, the philosophy behind the expansion remains unchanged. “ if our franchisees are happy, it flows onto the members, and the brand succeeds,” says c apelin. t hat’s always been the philosophy behind inlife .”
t he studio’s fusion concept blends r eformer pilates with barre, hiit and circuit training for workouts its founder describes as intentionally varied. “ people don’t want the same class every week,” c apelin, says. “ t hey want variety, energy and a sense of belonging.” it’s clearly resonating. around 70 per cent of inlife members had never tried r eformer pilates before joining, and half had never belonged to a gym. “Our sense of community is what keeps people coming back,” says c apelin. “Our studios are places where people feel comfortable walking through the door.”
Australia’s largest franchise builder welcomes nine new franchisees
Australia’s most successful home building network has welcomed nine new franchisees – seven of which are new locations – over the last six months, as families increasingly seek to build high-quality homes in key growth corridors across the country.
t he openings and new franchisees come at a time when the sector is seeing an increase in activity and rising demand for new build homes, with residential home commencements up close to seven per cent in the past reporting quarter (s ept 2025)1
G.J. Gardner h omes ceO trent Gardner said the builder was pleased to welcome the new franchises to its network and was eager to help the new franchise owners to do what they do best – build quality homes for families in their community.
“ t his expansion allows us to support more australian families in these growth corridors to build quality homes in the communities they love, while continuing to deliver the personalised service G.J Gardner h omes is known for,” Mr Gardner said.
located across australia, the new franchises are all locally owned and operated, while being well positioned in growing regions noted for their strong population growth and rising housing demand.
fraser coast franchise owner Josh Whitmore said he was thrilled to join the network with the franchise model providing confidence and stability.
“Joining the G.J. Gardner h omes franchise network has been an exciting opportunity because it combines the strength of a wellestablished international brand with the ability to build meaningful relationships within the local community,” Mr Whitmore said.
For more information on the new franchise locations or joining the franchise network, visit gjgardner.com.au.
References 1. Australian
gami reveals secrets behind the golden crunchy chips gaining cult status across Australia
Gami Chicken is celebrating a surge of national attention after its crunchy chips ranked second across 18 major Australian fastfood franchises.
founder Jun lee has revealed why the chips have gained cult status among australians, who are flocking to Gami restaurants. Doublefried, finger-thick and wrapped in a light, golden batter, the chips deliver a shattering crunch with every bite. t hey are also the most frequently ordered item alongside Gami’s Korean fried chicken, with approximately 20 tonnes served nationally over the past 12 months.
lee said the recognition reflects Gami’s growth from a small Melbourne laneway restaurant to more than 20 stores across australia.
“australians love our Korean flavour and our chips have had a loyal following for a number of years,” lee said. “australians also love crunch and these chips were developed to deliver the same sense of crispness people associate with Gami chicken.
“ t he batter was designed to create a chip that is crispy on the outside while still allowing the potato flavour to come through.”
Gami’s supplier processes potatoes close to harvest, often on the same day, helping retain natural flavour. t he cut and thickness were also intentionally designed to hold flavour and maintain crunch, inspired by Korean street-food techniques that prioritise texture and contrast.
“ t he thinking was to create chips that were not just a side, but with their own texture and flavour to stand alongside our Korean fried chicken,” lee said.
founded in 2006 by four Monash university students, Gami chicken combines authentic Korean recipes with Melbourne’s laneway culture. its rise reflects growing demand for Korean cuisine in australia, driven by the global popularity of K-culture.
For more information visit Gami Chicken.
Ja X t yres & auto Wraps Up High-Impact Showcase at Brisbane 4x4 Show
JAX Tyres & Auto has wrapped up a successful three-day showcase at the 2026 Brisbane 4x4 Show, held from 13-15 March at the Brisbane Showgrounds.
a highlight on the off-road calendar, the event once again brought together industry leaders and passionate 4x4 fans, with Ja X tyres & auto delivering a standout presence across the event. Visitors to the Ja X stand explored the latest in tyre innovation, received expert advice from the team, and took advantage of exclusive show-only deals.
a shlie agius, e xecutive Manager – Marketing, Growth & customer at Ja X tyres & auto said, “ t he brisbane 4x4 show continues to be one of the most important events for us to connect with the 4x4 community. from showcasing new products to giving visitors hands-on experiences and expert insights, it’s all about demonstrating how Ja X tyres & auto supports safer, more capable off-road adventures.”
a major drawcard across the weekend was the appearance of supercars driver David r eynolds, who met with fans at the Ja X stand on s aturday, adding to the energy of the event.
Ja X also captured attention with its “ b last from the past” feature, showcasing a 1998 toyota l and cruiser 105 s eries, transformed from a stock-standard vehicle into a fully-equipped off-road tourer. Displayed prominently within the showgrounds, the vehicle highlighted the breadth of 4x4 upgrades available across the Ja X network.
t he return of the Ja X top Gun - fastest Wheel changer competition proved a crowd favourite, with participants competing across two stations to set the fastest time on the live leaderboard. competitors pushed themselves to the limit for the chance to win a set of four hankook Dynapro tyres, valued at up to $2,400. t his year’s winner was l achie Jones, with an incredible time of 28.10 seconds.
Six new clubs, six weeks: why Australians are obsessed with Jetts fitness
With 129 clubs and six more opening soon, Jetts Fitness Australia is proving that flexible, affordable fitness isn’t just a trend, it’s what Australians actually want.
at a time when cost-of-living pressures are reshaping household budgets, australia’s original 24/7, no-lock-in contract gym brand is doubling down on the model it pioneered. according to the 2026 fitness trends r eport, 24/7 access, flexible memberships and holistic wellness offerings are the top priorities for australian gym-goers, and with more than 8 million australians now participating in regular fitness activities, the market has never been bigger.
for Jetts General Manager b en Mason, the brand’s rapid expansion comes down to one word: freedom.
“ n o lock-in contracts, 24/7 access and the ability to train at any club. We remove the friction and the ego, and simply support people to define progress their own way,” he says.
in practice, that means training at 3am, visiting any club while travelling, or pausing a membership without penalty. it’s a model
built around real life, and it’s delivering results. Jetts recently recorded 4% sales growth, driven by a broad and growing membership base spanning mums, shift workers, busy professionals and young australians all seeking the same thing: flexibility without compromise.
t he numbers are backed by something more telling — member love. Jetts has taken out the Member love award at the aus active national awards for the third consecutive year, an honour voted by members and independently assessed across more than 71,000 Google reviews. t he brand scored highly for consistency, member happiness and responsiveness across clubs.
from pioneering 24/7 training to now expanding into instructorled classes and recovery spaces, Jetts is redefining what accessible fitness looks like, on australians’ terms.
fitstop unveils performance-led brand refresh to support global scale
Fitstop’s Global Games represents a strategic evolution of the brand from a high performance group training model into a globally connected competitive fitness ecosystem. Positioned as a multi city event, the Global Games will take place across Brisbane, Singapore and Los Angeles, uniting Fitstop’s international network through a shared performance platform and reinforcing both brand cohesion and community engagement at scale.
at its core, the initiative builds on fitstop’s established training methodology, which combines strength, endurance and conditioning into a structured, performance driven program. t he Games translate this methodology into a competitive format, where
members, often referred to as “everyday athletes”, participate in team based challenges that test physical capability, resilience and collaboration. t his format not only enhances member engagement but also creates a clear pathway from participation to performance, elevating retention and long term customer value.
from a franchise perspective, the Global Games is a powerful commercial lever. events of this scale drive increased member acquisition through heightened brand visibility, while also strengthening loyalty within existing communities. fitstop’s model, already operating across more than 160 locations globally, is underpinned by a focus on measurable progress and community led accountability, both of which are amplified through competitive initiatives like the Games.
importantly, the Global Games aligns with broader fitness industry trends that favour experiential training and community driven engagement over traditional gym models. b y integrating competition, global connectivity and structured programming, fitstop is not only enhancing the member experience but also reinforcing its position as a scalable, lifestyle led fitness franchise. in doing so, the Global Games moves beyond a single event, instead functioning as a brand building mechanism that supports international expansion, franchise growth and long term market differentiation.
Jules Neale continues her wellness journey with acai Bros
Australian superfood bar Acai Bros has partnered with rising digital creator Jules Neale to launch Peaches & Cream, a limited-edition smoothie collaboration, available across its 11 stores nationwide.
Known for her beauty, lifestyle and wellness-led content, Jules has built a strong connection with a growing audience of health-conscious young aussies.
created in partnership with acai bros, Jules’ signature peaches & cream smoothie blends r emedy peach Kombucha, sliced peaches, coconut yoghurt, mango nectar, and banana, combined collagen and vanilla protein for a creamy, refreshing finish.
topped with goji berries and peach purée, the smoothie delivers a flavor-packed boost with 22g of protein. a hands-on collaboration, the recipe was developed around Jules’ favourite flavors and functional ingredients, balancing indulgent taste with nourishing benefits, a signature approach for acai bros, where flavor-first wellness sits at the heart of the menu.
“ peaches & cream is the type of flavor i love - fresh, creamy and easy to enjoy on the go,” says Jules n eale. “ i wanted to create something that tasted delicious and felt like a treat, whilst still being packed with
nutrient-rich ingredients that help fuel my day and make me feel good.”
Megan Dehaas, General Manager of Marketing at acai bros, says the partnership reflects the brand’s commitment to making wellness both approachable and exciting.
“at acai bros, we’re all about making healthy choices feel exciting, accessible and genuinely delicious,” says Dehaas. “Jules has
built a strong connection with an audience that values wellness, beauty and feel-good routines, so she felt like a natural partner for this launch.
” available for a limited time only, customers can try Jules’ signature peaches & cream smoothie while exploring the broader range of acai bros bowls and smoothies in-store.
International children’s computing franchise, computerXplorers , celebrates 20 years with new brand identity and growth strategy
This year, international children’s computing education brand, ComputerXplorers, celebrates its 20th anniversary, marking the milestone at the International Franchise Show 2026 with the launch of a refreshed brand identity and a forward-thinking growth strategy outlining the next phase of its international expansion.
founded in 2006, computerXplorers has grown into a leading global computing education franchise, now operating across five countries with over 40 franchisees and teaching an average of 35,000 children each week.
t he business delivers computing clubs and classes for children, offering a broad range of programmes spanning coding, robotics and emerging technologies.
following its expansion into the australian market last year, the brand is now targeting further international growth, with a new focus on the united states. a refreshed, head office-led expansion from florida, supported by senior team members from the uK and australia, is set to unlock a significant opportunity across more than 120,000 schools nationwide.
t he updated visual identity introduces a more modern look and feel, with a new logo, vibrant colour palette and refreshed design that better reflects the creativity, energy and innovation at the heart of the brand.
a s part of the refresh, computerXplorers has also launched a new website, designed as a central hub for both parents and educators, with a strong focus on accessibility and usability.
To explore the latest updates and discover upcoming opportunities, visit computerxplorers.co.uk.
Mizael Partners:
Rede
FI n I ng gR ow TH, g ove R n A nce, A nd Adv IS o Ry F o R
Mode R n AuSTRA l IAn BuSI ne SSe S
In today’s evolving business landscape, growth is no longer driven by compliance alone. It requires structure, intelligence, and disciplined execution.
At Mizael Partners, we are a technology-led accounting and advisory firm built on exactly that philosophy.
With offices in Melbourne and Sydney, Mizael Partners supports ambitious businesses, franchise groups, and highperforming entrepreneurs across Australia. Our approach integrates compliance, audit, business advisory, wealth growth, and SMSF strategy into a single, structured platform that enables sustainable and scalable success.
What sets us apart is not just what we do, but how we do it.
We are one of the few firms in Australia operating under multiple ISO certifications, including ISO 9001 for quality management, ISO 27001 for information security, ISO 14001 for environmental management, and ISO 45001 for occupational health and safety. These certifications are not marketing badges. They represent a deeply embedded operational framework that ensures consistency, accountability, and performance across everything we deliver.
This is where traditional accounting firms fall short.
Most firms operate reactively. They focus on compliance deadlines, historical reporting, and fragmented advice. At Mizael Partners, we operate proactively. We provide structured financial architecture, forward-looking advisory, and governance systems that drive real business outcomes.
understanding the real pain of Business owners
Business owners today face a common set of challenges.
Lack of clarity around financial performance. Inconsistent reporting across entities or franchise locations.
Time pressure from managing day-to-day operations.
Difficulty scaling without losing control. Uncertainty around compliance, tax, and audit requirements.
Limited visibility over long-term wealth creation.
For franchise groups, these challenges are amplified. Without consistent reporting and financial discipline across franchisees, growth becomes chaotic rather than strategic. This is where Mizael Partners delivers a fundamentally different solution.
A structured platform for growth
We have developed a structured advisory and compliance platform that integrates every aspect of a business lifecycle.
Our compliance services ensure accuracy, timeliness, and full regulatory alignment. This includes tax, financial reporting, and ongoing obligations across all entities. Our audit services provide independent assurance, transparency, and governance strength. This is critical not only for regulatory requirements but also for building trust with stakeholders, investors, and lenders.
Our business advisory services go beyond traditional consulting. We work closely with clients to design growth strategies, improve profitability, and implement systems that drive performance.
Our wealth advisory and SMSF services ensure that business success translates into long-term personal wealth. We help clients structure their financial future with clarity, control, and tax efficiency.
All of this is delivered through a unified framework, not as isolated services.
specialised support for Franchise groups
Franchise businesses require a unique level of coordination and consistency.
At Mizael Partners, we specialise in helping franchise groups establish standardised financial systems across all franchisees. This ensures that reporting is consistent, comparable, and actionable.
We implement structured reporting frameworks that allow franchisors to monitor performance across locations in real time. This enables better decision-making, improved accountability, and stronger overall growth.
Through our CFO advisory services, we act as a strategic partner to franchise groups.
We help define financial targets, track key performance indicators, and implement growth strategies that align with the longterm vision of the group.
Our goal is simple. To help franchise networks grow with clarity, control, and confidence.
cFo Advisory that drives results
Many businesses reach a point where they need more than compliance. They need financial leadership.
Our CFO advisory services provide exactly that.
We work with business owners to understand their goals, identify growth opportunities, and implement financial strategies that drive results. This includes budgeting, forecasting, cash flow management, and performance tracking.
More importantly, we help translate numbers into decisions.
We do not just report on what has happened. We guide what should happen next.
This is a critical difference between Mizael Partners and traditional firms.
Business Mentoring for sustainable success
One of the most overlooked challenges in business is the personal toll it takes on owners.
Long hours, constant pressure, and lack of structure often lead to burnout rather than success.
At Mizael Partners, we believe that true business success is not just about revenue. It is about creating a business that works for you, not the other way around.
Through our business mentoring programs, we help clients design systems and processes that reduce operational dependency. We focus on improving efficiency, delegation, and strategic decision-making.
The result is a business that delivers higher returns with less personal strain.
This is a key part of our philosophy and one of the reasons our clients achieve sustainable growth.
iso driven governance: A true competitive Advantage
Our ISO certifications are central to how we operate.
ISO 9001 ensures that our processes are consistent, measurable, and continuously improving.
ISO 27001 guarantees the highest level of information security and data protection.
ISO 14001 reflects our commitment to environmental responsibility.
ISO 45001 ensures a safe and structured working environment.
For our clients, this translates into reliability, trust, and confidence.
While many accounting firms claim quality, very few can demonstrate it through globally recognised standards.
This is one of the key reasons why Mizael Partners stands apart in the market.
technology Led, Future Focused
As a Xero Platinum Champion Partner, we leverage leading technology to deliver real-time insights and streamlined financial management.
Our systems enable clients to access accurate data, monitor performance, and make informed decisions quickly.
We also integrate AI-driven insights into our advisory approach, allowing us to identify trends, risks, and opportunities that traditional methods often miss.
This combination of technology and structured advisory creates a powerful platform for growth.
Building the Future of Advisory
At Mizael Partners, we are not just an accounting firm. We are a strategic partner for growth.
We combine compliance, audit, business advisory, wealth strategy, and SMSF expertise into a single, integrated offering.
We provide structure where there is chaos.
Clarity where there is uncertainty.
Strategy where there is stagnation.
For businesses and franchise groups looking to scale, improve performance, and build long-term wealth, the difference is clear.
We do not just manage numbers.
We build financial architecture for growth. And that is what makes Mizael Partners truly different.
Australia Wide, 1300 444 004 www.mizaelpartners.com.au
Franchising in australia today
I’ve been thinking a lot lately about what it really means to be an entrepreneur in Australia right now. Not the glossy, Instagram-friendly version of entrepreneurship, but the real, grounded experience of building something in an economic climate that feels, at best, uncertain and, at worst, unforgiving.
For me, franchising sits right at the centre of that conversation—a hybrid between independence and structure that reflects the broader tensions in today’s economy. Franchising builds on individual ability but provides the business model to amply success and enable to person entering the business to have a far greater chance of success.
When I joined the franchise industry a bit over 18 months ago as the CEO of the peak industry body, I really started to explore the franchise opportunities both in Australia and around the world. What become very apparent to me is that franchising is a safer entry point into business ownership, hands down. And in many ways, it still is. Franchising in Australia represents a massive part of the economy—worth over $174 billion annually to the Australian economy and employing more than 500,000 people . That scale alone tells me it’s not just a niche pathway; it’s a major engine of small business activity with some 90,000 businesses engaged in franchising.
But what’s changed is the context in which franchising operates. The Australian economy heading into 2026 is defined by what I’d call “cautious momentum.” Growth is expected, but it’s modest—hovering around 2–2.5%— and business confidence is mixed . I feel that tension everywhere: costs are rising, customers are more price-sensitive, and yet there’s still opportunity if you can navigate it correctly. The complexities of the economy potentially create more opportunities.
Entrepreneurship, at its core, is about ownership—of decisions, outcomes, and risk. Franchising doesn’t remove that; it reframes it, by offering a pathway with support and guidance yet enabling people to be their own boss.
One of the biggest insights I’ve gained is how much the current economic climate is pushing entrepreneurs, including franchisees, to focus on margins rather than revenue. There’s a shift happening across Australian businesses where “margin is the strategy” . With the latest fuel crisis abounding Australia and the content cost of everything seemingly ever increasing business management skills and knowing the detail about your business as become more important than ever. That is the strong value proposition of franchising.
At the same time, the broader economic environment is shaping customer behaviour in ways that directly affect franchisees. Cost-of-living pressures are real, and they influence how and where people spend. I’ve noticed that consumers are becoming more selective—they still spend, but they expect value, consistency, and convenience. That plays directly into the strengths of well-run franchise systems, which are designed to deliver predictable experiences.
But there’s another layer to this: population growth and migration. Australia’s growing population is driving demand for services, food, and retail, which in turn supports franchise expansion . I see this as one of the quiet advantages of operating here. Even in a slower economy, underlying demand is still expanding.
Still, I can’t ignore the challenges. Rising costs—energy, wages, insurance, fuel—are putting pressure on every business model. Many leaders describe the outlook as “uneven” or even “mediocre” . From my perspective, that means there’s less room for mistakes. You can’t rely on a rising tide to lift your business; you have to be deliberate, disciplined, and constantly adapt.
This is where I think the real entrepreneurial mindset becomes critical, even within a franchise system. It’s easy to assume that buying a franchise means buying certainty. But in reality, it’s more like buying a framework. The execution—the daily decisions, the customer relationships, the cost control—that’s still entirely on you.
Another shift I’ve noticed is the growing importance of productivity and technology. Australian businesses are increasingly focused on efficiency, automation, and smarter operations . For franchisees, this can be both an advantage and a challenge. The systems are often already in place, but the expectation to use them effectively is higher than ever.
So where does that leave someone like you, trying to make sense of franchising in this environment?
I see it as a balancing act. Franchising offers a structured path into entrepreneurship, which is incredibly valuable in uncertain times. It reduces some of the risks, shortens the learning curve, and provides a support network. But it doesn’t replace the need for entrepreneurial thinking—it amplifies it.
The current economic climate in Australia is not easy, but it’s not hopeless either. It’s selective. It rewards discipline, adaptability, and a clear understanding of what actually drives profit.
For me, that’s the key insight: entrepreneurship today isn’t about chasing growth at all costs. It’s about building something sustainable within constraints. And franchising, when approached with the right mindset, can be one of the most practical ways to do exactly that. v
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
Fro M M arK ets to Mulligans: de
An Pe TRIe’S S w Ing
In To FRAnc HISIng
When Western Australian entrepreneur Dean Petrie began exploring opportunities in sport and entertainment, he wasn’t looking to reinvent the wheel. Instead, he was searching for a concept that combined proven systems, national brand strength and genuine community engagement. That search ultimately led him to X-Golf, the rapidly expanding golf entertainment franchise network, and a $2 million investment in X-Golf Morley in Perth’s northeast.
The move builds on Dean’s track record of identifying underperforming assets and unlocking their potential. Prior to launching X-Golf Morley, he played a key role in revitalising Wanneroo Markets, increasing occupancy to full capacity before the long-
running retail precinct was sold earlier this year for close to $10 million, nearly double its previous valuation. The experience reinforced the value of strong operational systems and community-driven destinations - principles Dean recognised in the X-Golf franchise model.
For Dean, the decision to pursue franchising rather than build an entertainment concept independently was a strategic one.
“What attracted me to the X-Golf franchise model was the strength of the brand and the proven success it has already achieved across Australia,” Dean said.
X-Golf has grown into one of the most recognised golf entertainment brands in Australia, now with 33 locations nationwide. Each venue combines high-performance golf simulator technology with hospitality-driven experiences designed to function as sports venues and social destinations collectively.
That established infrastructure was a major advantage for Dean.
“When you’re starting something on your
own, you’re building the technology, the systems and the customer base from scratch,” Dean said.
“With X-Golf, those foundations already exist.”
While X-Golf’s ultra-realistic simulator technology initially drew his attention, it was the brand’s structured programs that reinforced the long-term strength of the model. National competitions, social leagues and development programs encourage repeat participation and help each venue build an active local community, a key factor in longterm sustainability, according to Dean.
“My experience at Wanneroo Markets showed me what’s possible when you combine strong business fundamentals with a genuine focus on community,” Dean said.
“One of the biggest lessons from Wanneroo Markets was understanding how people use shared spaces and creating environments where diverse groups feel comfortable spending time.”
Inside Dean’s new north-east Perth venue, X-League and Your Tour competitions connect players across venues nationally, allowing customers to compete locally while participating in broader ranking systems and events. Alongside these competitive formats are social leagues, women’s events and junior programs designed to introduce new players to the game and encourage participation across all skill levels.
The broader growth of the sport also reinforces the opportunity. Golf Australia’s most recent participation report shows more than four million adult Australians now play the game in some form - the highest figure ever recorded - with overall participation
rising by more than five per cent in the past year alone.
For players, the indoor format removes many of golf’s traditional barriers, allowing people to have a hit at almost any time of day and in any weather. Combined with a vibrant food and beverage offering, the venue creates a relaxed social environment where experienced golfers and first-timers alike feel comfortable having a go.
Positioned opposite Morley’s Galleria Shopping Centre during its major redevelopment, the launch of Dean’s 900sqm facility is driven by population growth and shifting demographics, alongside broader economic patterns reshaping leisure behaviour.
“Morley is a densely populated suburb with a large and diverse community, but it hasn’t seen many new entertainment options,” Dean said.
“We see X-Golf as part of that change, adding a modern, social venue where people can meet, compete and spend time together close to home.”
Located at 129 Russell Street, X-Golf Morley features six advanced simulators using proprietary ball-tracking technology capable of replicating some of the world’s most famous courses. Alongside the playing bays, the venue includes a dedicated “19th Hole Lounge”, a full-service bar and kitchen, overhead screens for live sport and additional social games such as pool and darts.
Dean says the concept reflects a broader shift in leisure behaviour, where more consumers favour shorter, social experiences over fullday activities.
“People are increasingly looking for experiences rather than simply going out for a drink,” Dean said.
“The combination of sport, hospitality and social interaction creates something far more engaging.”
The venue will employ around nine local staff, each focused on creating a welcoming environment that reflects the culture across the wider X-Golf network.
With five other franchises already operating across Western Australia, Dean has been able to draw on established operational systems and the collective experience of the network.
“Many of the challenges have already been encountered somewhere else in the network,” he said. “That knowledge and support make a significant difference when launching a new business.”
Having opened its doors in late March, Dean’s immediate focus is on building a space that becomes embedded within the Morley community.
“Success for us is creating a place the community truly embraces - somewhere people come to make memories and enjoy the game together,” he said.
For Dean, X-Golf Morley highlights how franchise systems allow experienced operators to apply proven business instincts in new sectors, blending technology, hospitality and community to create modern leisure destinations.
You can find out more about X-Golf Morley at https://www.xgolf.com.au/ locations/morley-wa/, or follow the team’s journey on Facebook at @X-Golf Morley.
dean’s five pieces of advice for those keen to get into franchising:
• Back proven systems: Building everything from scratch is riskystrong franchise systems accelerate growth and reduce costly trial and error.
• Start with the community: Successful venues are built around how people actually want to spend time, not just the product you’re selling.
• Look for sectors with momentum: Growth industries create tailwinds that make good business decisions even stronger.
• Make accessibility part of the model: The easier you make it for people to participate, the faster your customer base grows.
• Think experience, not just transaction: The most successful venues give people a reason to stay longer, return often and bring others with them.
Why o ne Pilates c lass i sn’t e nough any M ore
What was once a niche fitness method has become one of the most dominant forces in the global fitness and wellness space. Pilates— particularly Reformer-based Pilates—has experienced significant growth, with ClassPass reporting a 66% year-on-year increase in bookings, making it the most popular workout worldwide for the third consecutive year.
This surge reflects a broader shift towards low-impact, results-driven training, as more people prioritise strength, mobility, and sustainable movement practices in their fitness routines.
But as studios continue to emerge across Australia and New Zealand, the real question is no longer what is Pilates? It’s what makes one studio worth choosing over another?
Because today’s consumer isn’t just looking for a workout. They’re looking for value, variety, expertise, and an experience that delivers real, lasting results.
At Club Pilates, the answer lies in offering more than just a regular reformer Pilates class. It’s about creating a complete training environment, one that combines world-class equipment, expertly designed class formats taught by highly trained instructors, and a depth of programming that supports everybody, at every stage.
A workout built on innovation
Step into a Club Pilates studio and you’ll quickly realise this isn’t your standard reformer Pilates or boutique fitness experience. Each session is powered by a curated combination of apparatus, designed to both support and challenge your body in equal measure.
At the centre is the Reformer, the most recognisable piece of Pilates equipment. Its sliding carriage and spring-based resistance system allow for a seamless blend of strength, control, and mobility, adaptable for every fitness level, from beginner through to advanced.
Club Pilates classes integrate additional apparatus to elevate every workout. The EXO Chair introduces a new level of functional, weight-bearing resistance, challenging stability, balance, and control through a smaller base of support.
The Springboard adds another dimension, using wall-mounted springs to create dynamic resistance for both upper and lower body training. Meanwhile, TRX® suspension straps harness your body weight and gravity, unlocking hundreds of adjustable exercises that build strength, flexibility, and coordination.
Together, these elements create a workout that is endlessly varied, low-impact, and intelligently designed, supporting those who need additional assistance in their Reformerbased workouts, while also challenging those ready to push further and enhance their training, delivering results you can feel both in and out of the studio.
More than one way to move
Where Club Pilates truly sets itself apart is in its breadth of class offerings, with up to eight different class types available, seven days a week. Guided by highly trained instructors, some with over 500 hours of comprehensive education, every session is designed to ensure movements are both safe, effective and engaging, no matter your experience level.
This depth of programming ensures that no two workouts feel the same, while giving members the flexibility to tailor their training to their individual goals, energy levels, and lifestyles. Whether you’re looking to build strength, improve mobility, increase flexibility, or simply take time to reset and recover, there is a class designed to meet you where you are and evolve with you as you progress. It’s an experience that can support you through each stage of your life, no matter what you need.
At the core of the offering is Reformer Flow, a contemporary take on classical Pilates that builds strength, balance, and coordination through fluid, full-body movement.
For those looking to elevate their heart rate,
Cardio Sculpt introduces a dynamic, lowimpact cardio element using the Jumpboard, delivering a high-energy workout that’s powerful yet gentle on the joints. In contrast, Center + Balance provides a restorative reset, focusing on deep stretching and mobility to improve flexibility, reduce soreness, and support overall performance.
For a more functional challenge, Control takes Pilates into an upright, standing format targeting the lower body while enhancing stability and movement patterns that translate into everyday life. Restore complements this with a focus on recovery and regeneration, combining Reformer-based exercises with myofascial release techniques to help the body repair, rebuild, and perform at its best.
And for those ready to push further, Suspend integrates TRX® suspension training blending strength, coordination, and core stability in a way that carries over seamlessly into sport and daily movement.
It’s this carefully curated mix of class styles, combined with expert instruction and thoughtful programming, that transforms the Club Pilates experience from a single workout into a complete, well-rounded fitness solution.
And now, club pilates is taking that experience even further
Introducing CP Circuit, a new class designed to bring energy, intensity, and structure together in one dynamic session.
Built around three progressive rounds, CP Circuit combines strength, mobility, and controlled cardio across multiple pieces of apparatus, creating a full-body workout that is both challenging and engaging from start to finish.
It’s the perfect option for those who love the precision of Reformer Flow but are ready to turn up the intensity, building strength and fitness without compromising on form, control, or the core principles of Pilates.
As the first new class introduced to Club Pilates programming since launching in Australia in 2021, CP Circuit marks an exciting new chapter for the brand. With 35 studios set to roll out the concept, training instructors and integrating it into their schedules over the coming months, it signals not only innovation, but continued momentum in an already fast-growing network.
Because at Club Pilates, progression isn’t about doing more, it’s about moving better. With a model that supports variety, expertise, and scalability, it’s clear why more Australians are choosing not just to be a member, but to be part of what comes next. v
Big BoWl Kitchen:
Wok-Soul o S
— PoW ering a
n e W era
of Chine Se fa S t f ood fran C hiSing
A Bowl Made with heart. priced for everyone.
The essence of Chinese cuisine lies in the harmony of freshly stir-fried dishes and a steaming bowl of rice — a moment of simple yet profound satisfaction. That feeling of warmth and fulfillment is the very inspiration behind Big Bowl Kitchen.
Traditionally, authentic wok-fired dishes are either time-intensive and expensive in high-end restaurants, or inconsistent in fastcasual settings. Big Bowl Kitchen was created to bridge this gap. By curating 16 classic Chinese dishes and optimizing every step of the cooking process, we deliver high-quality, freshly prepared meals at an accessible price range of $14.9 to $22.9.
At Big Bowl Kitchen, we are not just serving meals — we are delivering a dining experience that embodies dignity, warmth, and the true spirit of Chinese cuisine.warmth and caring—qualities that reflect the true spirit of Chinese cuisine.
the challenge: chinese cuisine — A collection of unreplicable Masterpieces
Chinese cuisine has long defied standardization. Each dish is a delicate art form, demanding years of honed intuition, the deft hand of an experienced chef, and the elusive mastery of wok hei — that breath of the wok that no timer or thermometer can truly capture.
"If the art cannot be replicated, the experience cannot be sustained."
This tension has kept authentic Chinese food confined to small kitchens and individual chefs. It is this gap that Big Bowl Kitchen was built to close, right here in Australia.
the Breakthrough: When the chef's hands Met the engineer's Mind
To capture wok hei — the soul of stir-frying — co-founder Jacky Ju brought two worlds
together: the art of the kitchen and the logic of code.
turning Feel into Form
Our executive chef, with over 20 years of experience, collaborated with engineers to convert cooking techniques — including heat control, timing, and stir frequency — into precise system commands.
18 Months in the Making
After extensive testing and real-world optimization, over 90% of Big Bowl Kitchen locations are now powered by automated cooking systems.
More chefs, not Fewer
Within Big Bowl Kitchen, young operators can produce master-level dishes through intelligent technology — ensuring consistency without sacrificing craftsmanship. "Technology isn't here to replace the chef. It's here to make more of them." — Jacky Ju
What this Means for our partners
With smart cooking at its heart, Big Bowl Kitchen has grown from a single store into a family of seven — each one serving the same warmth, the same care, the same bowl you can count on.
As a Big Bowl Kitchen franchise partner, here's what you gain:
1. Product — The Craft, Perfected
Smart taste control honors Master Chef standards. The human touch endures; the inconsistency vanishes.
2. Operation — A Lighter, Steadier Kitchen
Less reliance on rare talent. Training builds capable teams faster, keeps them longer, and lets your kitchen run with quiet confidence.
3. System — Supply Chain & Support, Handled
Mature logistics and evolving technology
manage the complexity behind the scenes — so you can focus on what matters: your customers, your growth, your community.
Red, Big Bowl Kitchen's signature color, stands for passion and sincerity — the warmth in every bowl we serve.
We are looking for partners who believe in what we believe. Joining Big Bowl Kitchen is not just opening a restaurant. It is carrying a living craft into more neighborhoods, more lives.
Let's bring this warmth to more tables. Stay true. Keep going. v
Scan QR code for our info pack!
ai that earns its Place in a Franchise Business
Where does AI genuinely earn its place in a franchise business?
Not in abstract promises or overblown futurism, but in the daily pressure points that shape growth, the missed enquiry, the slow follow-up, the uneven customer experience, the local marketing that slips when the day gets away. For franchisees, that is where momentum is won or lost, and where AI is beginning to prove its value.
Franchising has always been built on a powerful tension, repeatable systems on one hand and local execution on the other. The strongest networks know how to protect the brand while giving operators enough room to respond to their own market. AI enters that picture at exactly the right point. It can strengthen consistency, sharpen customer engagement and return precious hours to franchisees who are carrying the weight of growth, people management and performance all at once.
There is already clear momentum behind that shift. The Thryv 2025 Business Index and Consumer Report found 59 per cent of Australian SMBs and 56 per cent of
New Zealand SMBs are already using AI, including AI-enabled software. Comfort levels are also stronger than many assume, with 66 per cent of Australian SMBs and 69 per cent of New Zealand SMBs saying they feel comfortable or very comfortable using AI tools. Nearly 80 per cent in both countries say they are somewhat or very confident using technology to drive growth and efficiency.
Those numbers matter because they signal something bigger than adoption. They show the conversation has shifted. Business owners are moving beyond curiosity and into application. For franchise networks, that opens a valuable window. The opportunity now lies in using AI in ways that feel practical, purposeful and commercially useful at ground level.
Why franchising
is ready for this moment
Franchise businesses are better positioned for AI than they often realise. They already understand process. They already know the value of playbooks, approved workflows and measurable performance. AI tends to deliver its best work in exactly that kind of environment.
Across Australia and New Zealand, business owners continue to define success through profitability, revenue growth and customer retention. They also point to hiring quality
staff, stronger marketing, affordable digital tools, strategic partnerships and more available time as leading growth drivers. Those pressures sit at the centre of franchise life. Every operator is chasing stronger local visibility, better service, more productive staff and cleaner operations, usually at the same time.
That is why AI deserves a place in the franchise conversation. It can help franchisees move faster through the work that clogs the day and steals energy from higher-value decisions. Think enquiry summaries, followup prompts, review response drafts, customer segmentation, basic content generation, reporting snapshots and lead prioritisation. None of these remove the operator from the picture. They give the operator more room to lead.
growth does not stall because ambition disappears
Most franchisees do not struggle with ambition. They struggle with bandwidth.
One of the most revealing findings in the report is how business owners say they would spend an extra 10 hours each week. The answers spread across upskilling, sales, rest and recovery, systems improvement, marketing, customer experience and planning. In other words, business owners already know where growth lives. The
problem is finding the time to reach it.
That is where AI becomes commercially interesting. Its value sits in the hours it can free and the friction it can remove. A franchisee with a full team and a healthy pipeline may use AI to create first-draft campaign copy aligned to brand standards. A leaner operator may use it to organise customer enquiries, prompt follow-up and spot which opportunities deserve faster attention. A multi-site franchisee may use it to surface patterns across locations and identify where service speed or conversion starts to slip.
The smartest use of AI in franchising begins with a simple question, where is time being lost in ways that affect growth?
the real prize is consistency at scale
Franchise growth has always depended on consistency. Customers expect the same confidence in the brand whether they walk into a flagship location or a smaller suburban site. That expectation has only become sharper as digital touchpoints multiply. The report highlights a telling perception gap. In Australia, more than 72 per cent of SMBs believe they have a strong digital profile, however only 49 per cent of consumers agree. In New Zealand, 75 per cent of SMBs believe
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.
“ Franchisees often care deeply about customer experience, but without supportive systems, good intentions are hard to sustain. When communication flows smoothly and customer information is easy to access, franchisees can be proactive rather than reactive.”
they have a strong digital profile, while 52 per cent of consumers agree.
For franchise networks, that gap should command attention. A brand can invest heavily in identity, training and standards, yet the customer still judges the business through local experience, response times, reviews, online visibility and ease of interaction. This is where AI can become a quiet force behind brand strength. It can help franchisees respond faster, communicate more clearly, maintain content flow, manage reviews more consistently and reduce the lag between customer intent and business action. That matters because the basics still shape buying decisions. Websites, search visibility, reviews and social channels remain central to customer acquisition across both markets. Businesses are also increasingly active in encouraging and responding to customer reviews, which shows how strongly reputation now influences growth.
For franchisees, AI offers a way to keep those fundamentals moving, even on the days when operational demands threaten to swallow everything else.
Where franchisees should start
The best AI rollout in a franchise business is rarely the flashiest one. It is the one that solves a real problem quickly and earns trust through results.
Start with customer communication. Every franchisee knows the cost of a delayed response. When an enquiry sits too long, the sale often drifts elsewhere. AI can help organise incoming messages, summarise customer intent and prompt faster follow-up.
Then look at local area marketing. Many franchisees understand what they should be doing, however the challenge sits in
producing content consistently and tailoring it to local relevance while staying on brand. AI can accelerate drafts, structure campaigns and reduce the blank-page burden.
The third area is reporting. Franchisees are surrounded by information, however clarity is often in short supply. AI can help pull signals from the noise, identify trends and highlight where attention is needed first.
The strongest advice I can offer is this, pick one pressure point that affects revenue, one that affects customer experience and one that affects time. Start there. Let momentum build through proof rather than persuasion.
the next advantage will look surprisingly practical
There is a temptation to talk about AI as though its value lives in complexity. For franchise businesses, the opposite is often true. The next advantage will come from franchisees who use AI to become more responsive, more visible, more organised and more consistent. It will come from operators who know how to blend intelligent support with strong judgement and local knowledge.
Franchising has always rewarded businesses that can scale trust. AI now offers a new way to do that. Used well, it can sharpen the systems behind the service, strengthen the local execution behind the brand and create more space for the work that actually drives growth.
That is where the real promise sits. In a franchise business, AI earns its place when it helps good operators become even better operators, clearer, quicker and more confident in the moments that count. v
s ushi s ushi joinS for C e S
W ith g enki g lobal d ining
Con C eP t S to aCC
elerate
fran C hiSe groW th
Sushi Sushi is entering a new phase of growth, creating new opportunities for franchise partners across Australia following its acquisition by Genki Global Dining Concepts. The partnership marks a strategic step focused on expansion, operational scale, and strengthening the brand’s longterm franchise network.
Founded in 1998, Sushi Sushi pioneered the grab-and-go sushi category in Australia and has grown into a household name with more than 180 stores nationwide. Known for premium ingredients, distinctive store design, and a consistently strong customer experience, the brand has built a reputation as a category leader with a scalable and proven franchise model. With more than 25 years of operational history, the business continues to attract franchise partners seeking a reliable, growth focused brand backed by an established national network.
A platform built for franchise success
At the heart of Sushi Sushi’s growth has been a franchise system refined over nearly two decades. The business provides a comprehensive operating platform supporting
franchise partners from day one, including training, operations, marketing, supply chain, and performance insights.
“Our franchise system has been designed with the success of our partners in mind,” says Stephen Anders, CEO of Sushi Sushi.
“We provide comprehensive support from day one, ensuring each franchise partner has access to operational insights, training, and the systems they need to deliver an exceptional customer experience and strong business results.”
This structured support model, combined with strong brand recognition and customer loyalty, allows franchise partners to focus on running their business while benefiting from the backing of an experienced national network. The company’s focus on product quality, curated ingredient sourcing, and brand consistency continues to drive customer demand and support long-term store performance across the network.
A partnership focused on growth
The partnership with Genki Global Dining Concepts brings additional scale, resources, and global expertise, supporting Sushi Sushi’s next phase of growth while maintaining its strong Australian identity and franchise model.
For the franchise network, the partnership is less about a change in ownership and more about growth capability. Increased supply chain scale, global product innovation, and operational insights from international markets are expected to support new store openings and ongoing network performance across Australia.
“Partnering with Genki allows us to accelerate our next phase of growth while staying true to what makes Sushi Sushi special,” Anders says. “Our franchise partners will benefit from the additional resources and expertise this partnership provides.”
Importantly, Sushi Sushi continues to operate with the same leadership team, strategy, and focus on franchise partner success locally.
growth opportunities across Australia
Sushi Sushi continues to see strong domestic growth opportunities, particularly in high traffic retail environments such as shopping centres, transport hubs, and large format retail precincts. New store formats and flexible footprints are also allowing the brand to expand into a wider range of locations across both metropolitan and regional markets.
An efficient operating model, scalable supply chain, and strong customer demand position the brand well for continued expansion, creating opportunities for both new franchise partners entering the network and existing partners looking to grow their store portfolios.
Why franchise partners choose sushi sushi
Franchise partners are drawn to Sushi Sushi for its proven performance, operational simplicity, and strong brand recognition. The business model is designed to deliver consistent performance across a range of locations, supported by an experienced operations and support team.
Franchise partners now benefit from:
• A proven model with more than 180 stores across Australia
• Strong brand recognition and customer loyalty
• Established systems and training designed for franchise partner success
• Efficient store formats and simple labour models
• Continued national growth opportunities
• Additional global expertise and supply chain strength
For franchise partners, the result is a business built for stability today and growth into the future.
A new era for sushi sushi
This partnership represents an important new chapter for Sushi Sushi, focused on expansion, innovation, and continued network growth across Australia. With a proven model, strong brand equity, and additional global backing, the company is well positioned for its next phase of growth.
“For our franchise partners, this is about opportunity and growth,” Anders says. “We are building on strong foundations, and this partnership allows us to invest further in the brand, the network, and the future expansion of Sushi Sushi.” v
Stephen Anders, CEO of Sushi Sushi
Buying a Franchise With conFidence
Earlier this year I presented at the Franchising Expo on the topic “Buy a Franchise With Confidence.” After working with franchisees and franchisors for many years, I have found that many of the problems in franchising do not arise when the franchise starts, but when a franchisee wants to exit, sell the business, or move on.
Very often, the difficulty is not caused by the franchisor or the system itself, but because the franchisee did not fully understand the agreement, the process, or the restrictions before they agreed to. It is often at that point that franchisees realise how important the franchise agreement and disclosure documents really were when they first signed them.
Buying a franchise is a significant legal and financial commitment. You are not just buying a business, you are buying into a brand, a system, and a long-term legal relationship governed by detailed legal documents and the Franchising Code of Conduct. Too often people get caught up in the excitement of starting a new business and rush the process without fully understanding what they are agreeing to. Doing your homework is the secret sauce to success.
This is also an important message for franchisors. Franchisees who obtain proper legal advice before signing usually understand the agreement better, have more realistic expectations and are less likely to end up in disputes. In my experience, the best franchisors encourage franchisees to obtain independent legal advice and often refer them to experienced franchise lawyers. Well-advised franchisees usually become better franchise partners and operate stronger businesses, which benefits the entire franchise network.
For franchisors, this article may also be useful to share with sales teams and prospective franchisees, as many of the issues discussed
is an accomplished business and franchise lawyer with over two decades of legal expertise. As the founder of Rise legal, Helen specialises in delivering strategic and practical commercial and franchise legal solutions. Her exciting career has seen her in pivotal roles at prestigious law firms, consistently offering exceptional legal counsel. Her unique combination of hands-on experience and visionary leadership positions her as an invaluable asset in the realm of commercial law and franchise expertise, assisting franchisors and franchisees in safeguarding their business through comprehensive commercial legal support.
elen Kay | Managing d irector | Rise legal Business l awyers | old Coast | perth | Sydney T: 1300 064 707 | E: info@riselegal.com.au | https://riselegal.com. au
below are the most common mistakes people make when buying a franchise.
the Biggest Mistakes people Make When Buying a Franchise
1. Not Understanding the Franchise Documents
One of the biggest issues I see in practice is not actually when people buy a franchise, but years later when they want to leave, sell the business or exit the system. This is often when new clients come to me for advice, and a very common issue is that they signed the franchise agreement years earlier without obtaining proper franchise legal advice and did not fully understand what was in the documents they received. When buying a franchise, there are several important documents that franchisees receive, and each of them has a different purpose. It is important not just to receive these documents, but to understand what they are telling you and what questions you should be asking.
the information statement
The Information Statement should be given right at the start of discussions. It is designed to explain the risks of franchising and encourage prospective franchisees to do their research and seek professional advice. This document must be provided early in the process, as soon as practicable after a person expresses interest in the franchise and before any other franchise documents are provided. Many people treat this document as just another piece of paperwork, but it is actually a very important document because it tells
you exactly what you should be doing before you commit to a franchise. It encourages franchisees to do their due diligence, speak to other franchisees, and obtain legal, accounting and business advice. My advice is that franchisees should take this document seriously, because it is effectively a warning document that explains the risks of franchising.
the disclosure document
The Disclosure Document is a very important document because it contains key information about the franchise system. This includes details of legal proceedings, contact details for current and former franchisees, the costs involved in operating the franchised business and what happens when the franchise agreement comes to an end. This document must be provided at least 14 days before the franchisee enters into the franchise agreement or makes a non-refundable payment.
Franchisees should not just file this document away. They should read it carefully and use it as a due diligence tool. It provides contact details for current and former franchisees, and one of the best things a prospective franchisee can do is actually call those people and ask about their experience. The Disclosure Document should also be analysed with financial advisers to understand all the costs involved in operating the business, not just the franchise fee.
the Franchise Agreement
The Franchise Agreement is the main legal document that sets out each party’s rights and responsibilities. This agreement will govern
the relationship for five years or more, so it is very important that franchisees understand their obligations, fees, restrictions and what happens if they want to sell the business or if the agreement comes to an end.
Many of the issues that arise later, particularly when a franchisee wants to exit, are usually dealt with in the franchise agreement. This includes things like transfer conditions, restraint clauses, renewal rights and termination provisions. This is why it is so important that franchisees understand this document before signing, because once the agreement is signed, those terms will apply for the entire term of the franchise.
2. Not Understanding the Timing and the Process
One area that often causes confusion when buying a franchise is the timing involved in the process. In particular, many franchisees are led to believe that they must sign the franchise agreement as soon as the 14 day disclosure period has passed. This is not correct.
Under the Franchising Code of Conduct, the franchisor must provide the Disclosure Document, the Franchise Agreement and the Code at least 14 days before the franchisee enters into the agreement or makes a non-refundable payment. This 14 day period is a minimum period, not a deadline. Franchisees do not have to sign on the 15th day. The purpose of this period is to give franchisees time to review the documents properly, obtain legal and financial advice and carry out their due diligence.
There is also a separate 14 day cooling-off period which starts after the franchise agreement is signed. During this period, a franchisee can terminate the agreement, although the franchisor may retain reasonable expenses if those expenses were disclosed in writing before signing. The cooling-off period is a protection for franchisees, but it should not be relied on as a safety net. The documents should be properly reviewed and understood before signing the agreement.
Franchisees should take the time to understand the business, review the documents, obtain expert advice, confirm their business structure and finance, and make sure they are comfortable with the agreement before signing. If a franchisee feels pressured to sign quickly, that is usually a sign that they should slow down and obtain advice before proceeding.
3. Not structuring the purchase correctly
One of the most common mistakes I see is franchisees starting the business with the wrong structure. Many people initially think about operating as a sole trader because it seems simple, but this can expose them to significant personal risk.
As a sole trader, you are personally liable for all business debts and obligations, including obligations to the franchisor, staff, landlords, customers and suppliers. In many cases, operating through a company structure can help limit personal liability and protect personal assets. This is something that should be considered early
in the process, not after the documents have already been signed.
Another issue that is often overlooked is who should actually be included in the company structure. Franchisees should think carefully about who is listed with ASIC as a director or shareholder. Usually, only the people who are genuinely involved in the business and understand the risks should be included, because those people are often also required to provide personal guarantees under the franchise agreement and, in many cases, under the lease as well. Many people do not realise that being named as a director or shareholder may carry real personal risk.
Structuring the purchase correctly from the beginning is important not only for liability reasons, but also for ownership, tax, succession planning and what happens if the business is sold in the future. It is something that should be discussed with both an accountant and an experienced franchise lawyer before any documents are signed.
4. Not doing enough (or any) due diligence
Another common mistake is not doing enough due diligence before committing to a franchise. Buying a franchise should involve proper investigation into the business and the franchise system, not just reading the marketing material or relying on what you are told during the sales process.
Due diligence means taking the time to properly investigate the franchise system
FRANCHISE LEGAL PURCHASE PROCESS
Step 1 – Receive Documents (Day 0)
Franchisor gives you: – Franchise Agreement – Disclosure Document – Copy of the Franchising Code – Lease information
Step 2 – Review Period (At least Day 14)
– You cannot sign or pay any non-refundable money during this period – Get legal and financial advice – Ask questions – Understand the risks
Step 3 –Sign the Agreement (After Day 14)
After 14 days have passed:
Sign the Franchise Agreement
Pay any fees
Step 4 – Cooling Off (14 Days) – You can terminate a new Franchise Agreement within 14 days – You’re entitled to a refund (less reasonable expenses)
and ask the right questions. One of the most important things a prospective franchisee can do is speak with existing franchisees and, if possible, former franchisees. They can provide valuable insight into what it is really like to operate the business, the level of support provided by the franchisor, the actual costs involved in running the business and whether the business met their expectations.
The Disclosure Document is also an important due diligence tool, not just a legal document. It contains contact details for current and former franchisees, information about legal proceedings, and details of costs and fees. This document should be used as part of your investigation into the franchise system, not simply kept on file because it was provided.
Prospective franchisees should also be asking practical questions of their franchisor and lawyer about the business itself, such as what training and support they will receive, what the minimum performance requirements are, what ongoing costs are involved, and what happens if they want to sell the business in the future. These are practical business questions, but they often have legal and financial consequences later.
Doing proper due diligence takes time, but it is one of the most important parts of buying a franchise. The more a franchisee understands the business and the system before signing, the fewer surprises there will be later.
5. Not Engaging Experienced Franchise Experts
One of the key messages I shared at the Franchise Expo is that franchising
is a specialised area. Not all lawyers, accountants or advisers understand franchising and the Franchising Code of Conduct. It is important that franchisees obtain advice from people who understand franchise agreements, disclosure documents and the franchise buying process.
This is also an important message for franchisors. Franchisees who obtain proper legal advice from experienced franchise lawyers before signing tend to understand the agreement better, have more realistic expectations and are less likely to end up in disputes. In my experience, the best franchisors encourage franchisees to obtain independent legal advice and often refer them to experienced franchise lawyers like us. Well-advised franchisees usually become better franchise partners and operate stronger businesses, which benefits the entire franchise network.
Final thoughts
Buying a franchise is an exciting opportunity, but it is also a long-term legal and financial
commitment. Many of the issues that arise later, particularly when a franchisee wants to sell or exit the business, can usually be traced back to decisions made and documents signed at the very beginning.
Taking the time at the start to properly understand the franchise documents, the process, the structure and the business itself can make a significant difference to how successful and how smooth the franchise journey will be. Too often, people focus on getting into the business quickly without spending enough time understanding the relationship they are entering into.
Franchising works best when franchisees start the relationship well informed and well advised, and when franchisors encourage franchisees to obtain independent advice before signing. In my experience, franchisees who understand the documents and the system from the beginning are far more confident, have more realistic expectations and are better equipped to build successful businesses within the franchise network. v
• Personalised customer experience
• Established brand with over 60 years of experience
• Australia’s largest independent Electrical and Furniture buying group
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.
Most people buying into a franchise for the first time don't spend a lot of time thinking about interest rates — until they have to. With the RBA lifting rates again in March, that moment has arrived for a lot of prospective franchisees. And while the immediate reaction is usually "my repayments will be higher," the reality is a bit more layered than that.
How much you can afford to repay ultimately drives how much you can borrow. As rates rise, those repayments increase, which affects both how lenders assess your application and how much breathing room you’ll have in those first months of trading.
In this environment, borrowing to your absolute limit is rarely a good strategy.
it’s not Just About higher repayments
Yes, repayments go up when rates rise. But what catches a lot of buyers off guard is that borrowing capacity often comes down at the same time.
Lenders don’t just assess your loan at the actual rate you’re paying — they build in buffers. As rates increase, those buffers increase as well. The result is that you may qualify for less funding than you would have
even six months ago, and nobody likes to get caught short.
At the same time, lenders tend to become more cautious about other factors. There’s generally more scrutiny on your personal financial position, your existing debts, and how realistic the business projections are. Even when applying for a fixed-rate loan, the lender may look at your other commitments and ask “what if?” So, it’s not just “can I get the loan?” — it’s “does the deal still make sense once everything is factored in?”
cash Flow Becomes More important than ever
For most franchisees, the first 12 to 24 months are where things either settle in or become stressful.
You’re building revenue, learning the business, and managing costs — often all at once. In that phase, consistency matters. When rates are low and stable, small movements don’t have much impact. In a rising rate environment, that buffer disappears pretty quickly. A few increases can start to put real pressure on your monthly
flow.
That’s why more buyers are starting to think less about “what’s the lowest rate?” and more about “how predictable are my repayments?” Certainty isn’t everything, but it does remove one variable at a time when you’re trying to get a business established.
Fixed vs variable: it’s not a right or Wrong Answer
This is the question that comes up in almost every conversation at the moment.
Variable rates give you flexibility. You can usually make extra repayments, refinance more easily, or adjust things if your situation changes. The trade-off is that you’re exposed to further rate movements.
Fixed rates do the opposite. You lock in your repayments, which gives you clarity and consistency. The downside is that you’re typically giving up some flexibility.
What’s important is not trying to “pick the market” or guess where rates are going. It’s about understanding your own situation. If you’re more risk-averse, or you’re going into a business where cash flow might take time to stabilise, certainty can be valuable. The more variable your expected income early on,
cash
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.
has over 20 years’ experience in providing finance
the more valuable it becomes to have fixed, predictable outgoings.
In some cases, a combination of both can make sense.
getting Approved May Be a Bit Less Forgiving
Another shift we’re seeing is that lenders are simply a bit less forgiving than they were.
Things like credit cards, personal loans, and even buy-now-pay-later facilities can have a bigger impact on your borrowing capacity than people expect. In some cases, it’s the difference between getting approved and falling short on serviceability
Your credit history also matters more. Missed payments or a messy credit file that might have been overlooked previously are now more likely to be flagged.
And beyond that, lenders want to see that you
understand what you’re getting into. A clear view of the franchise, realistic expectations around revenue, and how the loan will be serviced all play a role.
The stronger and cleaner the application, the smoother the process tends to be.
structure Matters More than the rate
One thing that often gets overlooked is how the loan is actually structured. Rate is important, but it’s only one piece of the puzzle. The term of the loan, the repayment profile, and how it aligns with the business all matter just as much — if not more.
For example, stretching the term slightly can ease pressure on monthly cash flow early on. That can make a big difference when you’re still building the business.
On the flip side, going too aggressive on repayments can create unnecessary stress,
even if the deal looks fine on paper.
In the current environment, getting that balance right is more important than trying to shave a small margin off the rate.
Final thought
Rates will keep moving — that's just part of the landscape. What matters for franchise buyers right now is that the margin for error is a bit thinner than it was, which means the finance decisions you make upfront carry more weight than they used to.
Getting approved is one thing. Setting your funding up in a way that gives the business room to breathe is another.
The buyers who come out of that first year in good shape aren’t necessarily the ones who secured the lowest rate — they’re the ones who thought carefully about structure, cash flow, and how much debt they could realistically carry. v
Franchise s tructure MistaK es: Why Many SyS te MS n eed a r e Set
Leading franchise expert says too many networks are built for head office convenience, not franchisee success. Here’s what needs to change.
Australia and New Zealand — As more founders explore franchising and established networks look to modernise, one mistake continues to weaken franchise performance: building the model around internal convenience, rather than franchise partner success.
According to Tereza Murray, Principal of franchise consultancy TMPlus, this misalignment is one of the most common and costly structural mistakes she sees among both emerging and established franchisors.
“A franchise structure should be designed to make it easier for your franchisees to succeed, not easier for head office to manage,” Murray said.
“Control might feel efficient in the short term, but it often creates long-term resistance, tension and missed growth opportunities.”
With more than 27 years of experience in franchising and business ownership, Murray and her team at TMPlus have launched more than 50 franchises in the past 12 months alone, with clients collectively selling over 100 franchises across both markets.
Increasingly, she is being called in to help franchisors modernise outdated systems and re-engage frustrated franchise partners.
Franchise models that don’t evolve get stuck
Murray says many new franchisors make the mistake of building their model around how the business operates today, rather than how franchisees will realistically operate day to day.
“Most franchise partners are great at what they do. They’re strong operators and brilliant
with customers. They know how to deliver the product or service,” she said.
“But most of them aren’t natural administrators.”
Despite this, many franchise systems still place responsibility for marketing, billing, reporting and compliance onto franchisees. The result is inconsistency across the network, a feeling of being overwhelmed and growing dissatisfaction.
“If you want franchisees focused on what they’re good at, serving customers and building the brand, you have to lift the weight of what they’re not good at,” Murray said.
This may mean centralising billing, automating reporting systems or having the head office run structured marketing campaigns with local opt-in variations. The goal, she said, is always the same: reduce friction so performance can rise.
More structure doesn’t mean more control
TMPlus works with many established franchisors undertaking what Murray describes as a “franchise refresh”, which is a strategic review of their foundational structure to improve alignment and futureproof the brand.
“Some franchisors come to us because they’re experiencing tension across the network. Franchisees are disengaged. Compliance is slipping and getting harder to enforce. The culture feels strained,” she said.
“They assume they need more control. In reality, what they need is better structure and stronger systems.”
Often, the solution is not a complete overhaul, but a realignment of responsibilities. Franchisees focus on revenuegenerating activities and customer experience, while the head office takes ownership of systems to ensure brand consistency and compliance.
Franchisors who make these changes report improved retention, stronger unit economics, better culture and significantly less day-today operational friction across the network.
Franchise success depends on one question
Whether building a franchise model for the first time or reassessing an existing network, Murray says the most important question is not legal, financial or operational; it’s human. “What do your franchisees need to succeed?” she said.
“Start there. Build the model around that. When franchisees thrive, the whole system thrives.”
According to TMPlus, the most successful franchise networks are the ones who remove operational bottlenecks, centralise complexity and design systems around the real capabilities of the people delivering the brand day to day.
“When you do this, everything improves; performance, royalties, culture, retention and long-term brand value,” Murray said.
“It’s not just about control. It’s about enabling success at the front line.”
resetting your model isn’t failure — it’s leadership
Murray believes many franchisors delay structural change because they fear it signals weakness.
In reality, she says, it signals maturity.
“Markets shift. Franchisee profiles shift. Technology changes. If your franchise model hasn’t evolved in five years, it’s probably overdue for review,” she said.
“Refreshing your structure doesn’t mean starting over. It means future-proofing your brand and doing right by the people who are growing it with you.” v
about tereza murray:
Tereza Murray is one of Australasia’s most experienced franchise development consultants, with more than 27 years in franchising and business ownership.
Tereza is the Principal of TMPlus, a specialist consultancy helping small and medium-sized businesses across Australia and New Zealand franchise with confidence.
TMPlus has launched more than 50 franchises in the past 12 months, with clients collectively selling over 100 franchises across both markets.
The firm works with both emerging and established franchisors to design tailored franchise systems, improve performance and build scalable models, prioritising brand value, compliance and partner success.
helP aussie students excel in M aths and reading
Australia faces a critical educational challenge. According to The Maths Guarantee report by the Grattan Institute, one in three school students fail to achieve proficiency in maths, and even high-performing students lag their global peers.
Kumon franchisees can make an impact. Through Kumon’s proven, systematic method of learning, you help students in your community build strong foundations in maths and English, empowering them to achieve more than they ever thought possible.
Fourteen-year-old Shrisha, who studied both Kumon’s Maths programmes explains how Kumon helped her.
“I really liked how Kumon broke down all the
concepts into smaller and more manageable steps, which helped me build a pretty solid base from an early age,” Shrisha explains. “I gradually developed my number skills and problem-solving abilities, and that's also continued to develop since I've joined school as well.”
“I found that working through the Kumon worksheets has helped me understand tricky concepts more easily, and the steady practise has made me more confident.”
“I also think the routine and the discipline I've developed from Kumon has helped me manage my time better and stay on top of my schoolwork. It feels good to see my progress and to know that I'm capable of tackling challenges on my own.”
“I think [Kumon has] given me a sense of accomplishment and a better mindset for handling my studies.”
Australia also faces challenges in helping students learn to read. The Reading Guarantee report, released by the Grattan Institute in February 2024, shows that in a typical classroom of 24 students, eight cannot read well enough. The report calls for a nationwide shift to structured literacy; explicit, systematic teaching of the building blocks of reading.
Kumon English builds a high level of reading comprehension ability. To inspire students to read widely, the worksheets contain more extracts from published texts than any other reading programme in the world. They are arranged in order of increasing difficulty, from the simplest to the most complex.
The worksheets begin with familiar words, phrases and short sentences. Students then learn to read and write by sounding short vowels, consonants and sound parts; tracing,
“ Kumon franchisees can make an impact. Through Kumon’s proven, systematic method of learning, you help students in your community build strong foundations in maths and English, empowering them to achieve more than they ever thought possible.”
copying and writing words; and reading aloud short passages. They progress to reading and writing simple and complex sentences, and comprehending paragraphs. The worksheets culminate in summarising and critical reading.
“For English, I think Kumon helped me improve my reading and writing a lot. It gave me a pretty strong foundation for when I joined school in prep”.
“I want to enter the medical or scientific fields because I'm really passionate about STEM and I'm deeply involved in science related activities at school”, Shrisha says. “However, I also do recognise how important the strong foundation in maths and English is for achieving my goals.”
“My early experiences with Kumon
helped me develop a solid base for both subjects, which is crucial for understanding complex scientific concepts and effectively communicating research findings”, she says.
“In medical or scientific research, I think precise mathematical skills are essential for analysing data and drawing accurate conclusions, while strong English skills are important for writing reports and presenting findings clearly.”
As a Kumon franchisee, you’re more than a business owner. Every day you help your students build confidence in maths and reading, like Shrisha, guiding them toward success in school and beyond. With Kumon’s proven method of learning and your passion for education, you will make a lasting impact on young lives.
Why choose kumon?
• Comprehensive initial training: Before you open your franchise, you receive indepth training covering Kumon’s unique instructional method, business operations, marketing strategies, and customer service. This ensures you start with confidence and clarity
• Dedicated field consultant: You have access to a local field consultant who provides personalised guidance. They help you with everything from student recruitment to operational efficiency, ensuring your franchise grows sustainably
• Marketing and brand recognition: Benefit from Kumon’s strong global brand and proven marketing strategies. We provide promotional materials, digital marketing support, and advice on community outreach to help you enrol and retain students
• Ongoing professional development: We offer regular workshops, webinars, and networking opportunities so you can stay updated on best practices and connect with other Kumon franchisees
• Technology and resources: Our systems make managing your franchise easier, from student progress tracking to administrative tools. You also have access to an online portal of resources to support both your instruction practice and business development.
For 68 years, Kumon has delivered results for families worldwide. Parents trust Kumon because it builds strong academic foundations in maths and reading, while developing their child’s confidence and self-learning skills. As a franchisee, you become part of this success story, enjoying the rewards of franchise ownership backed by a globally recognised brand.
If you’re ready to take charge of your future, now is the perfect time. Whether you’re seeking a career change, more flexibility, or a way to make a difference, Kumon offers the tools, training, and support you need to succeed.
To learn more about our current franchise opportunities visit www.kumonfranchise.com.au and register to attend an Information Meeting.
“MyHome
has given us a lifestyle and a sense of freedom that has changed our everyday life in the most meaningful ways.”
Claudia and Rod Foward, Owners –
MyHome
Cronulla
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 www.myhomefranchise.com.au/bfm-cronulla
Or scan the QR code for instant access
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 www.myhomefranchise.com.au/bfm-cronulla Or scan the QR code for instant access
what’s availa B le for seniors on the ho M e care front s enior & h o M e c are s ervices l eadershi P over oPP ortunity: The Real D R ive R of Succe SS in Senio R c a R e fR anchi S ing
c aring For a c ause and Building a Business While you’re at it
OSAN Ability answers your biggest questions about joining one of Australia’s fastest-growing Aged Care and NDIS franchise networks.
describe your organisation — how long has it been in operation? When did you start franchising? how many franchisees do you currently have?
OSAN Ability was founded in 2017 in Sydney, with a straightforward mission: to deliver quality, compassionate support to people living with disability and older Australians who need a hand at home. What started as a small community-driven provider has grown into one of the country’s most recognised names in NDIS and Aged care. The organisation launched its franchise model in 2018, and the growth since then
has been nothing short of extraordinary more than 14 franchisees are now operating across Australia, with over 10 new locations established in a single twelve-month period.
What is your main product/ service?
OSAN Ability is an approved NDIS and Aged care (Support at Home) service provider offering a comprehensive range of services. These include Personal Care, Community Participation, Domestic Assistance, Transportation Assistance, Supported Independent Living (SIL), Disability Accommodation (covering SDA, Short Term and Medium Term options), Allied Health therapies, Plan Management, Support Coordination, and In-Home Aged
Care. The organisation operates seven days a week, around the clock, and uses industry-leading technology to manage client funding, rostering, billing and compliance so franchisees can focus on what matters most: the people in their care.
What type of person would ‘fit’ your franchisee profile?
The ideal OSAN Ability franchisee is not necessarily someone with a healthcare background though that is certainly welcomed. What matters most is heart. The right partner is community-minded, driven by purpose, and genuinely motivated to make a difference in people’s lives while building a sustainable, profitable business. Whether you are a registered nurse stepping into
business ownership, a professional seeking a meaningful career change, or an entrepreneur who wants their work to stand for something, OSAN Ability has a pathway designed for you.
Where are your current locations/territories? Where are locations/territories available?
OSAN Ability franchises are currently operating across New South Wales, Victoria, Queensland, Western Australia, and South Australia, Territories remain available in all states and territories, giving prospective franchisees the opportunity to establish a presence in their own community. With demand for NDIS and Aged care services growing rapidly as Australia’s population ages, there has never been a better time to secure a territory.
Why is there a need for this product/service? Why are you different to your competition?
The need for quality care providers is not a trend, it is a national imperative. Australia’s ageing population and the ongoing rollout of the NDIS have created extraordinary demand for trusted, responsive, and compassionate service providers. What sets OSAN Ability apart is its combination of genuine mission and operational excellence. The organisation does not simply place workers in homes; it builds lasting relationships, works collaboratively with participants, families, support coordinators and plan managers, and draws on a culturally diverse team that truly reflects the communities it serves. That human-centred approach, backed by robust systems and a proven brand, is what keeps participants coming back and referrals flowing.
how do you look after your franchisees? What support, training and back-up do you offer?
Franchisees are never left to figure things out on their own. From the moment a new partner signs on, OSAN Ability’s head office team takes care of the heavy lifting, setting up social media pages, building a dedicated website landing page, establishing a professional email address, providing branded materials including business cards, flyers and pull-up banners, and assigning a dedicated 1300 number. Training covers everything from software and compliance to service delivery standards and business administration. Ongoing mentoring, regular network sessions, and national marketing campaigns ensure franchisees continue to grow long after their grand opening. Franchisees also benefit from end-to-end compliance assistance, so they can operate with confidence at all times.
plans for new systems/concepts in 2024/25?
OSAN Ability is investing heavily in upgrading its technology platforms and operational systems to make the franchisee experience even more seamless. Key priorities include enhanced client management software, streamlined billing and reporting tools, and expanded digital marketing capabilities. The organisation is also developing more structured onboarding pathways and deepening its national referral networks to help franchisees attract participants more quickly and efficiently from day one.
Where do you see the franchise in the next five years?
The vision is clear: to become Australia’s
leading NDIS and Aged care franchise network. Over the next five years, OSAN Ability aims to significantly increase its franchisee count, strengthen its presence in every state and territory, and deepen its community impact. The goal is not simply more locations, it is stronger, more impactful businesses in every corner of the country, each one contributing to a higher standard of care for Australians who need it most.
What is your advice for those exploring franchise opportunities?
Do not just chase a return on investment, chase a return on compassion. The most successful franchisees are those who connect with the mission first and the business second. Research the sector thoroughly, understand the regulatory environment, and make sure the franchise you choose has a proven model, genuine support structures, and a brand you are proud to represent. When your work genuinely improves someone’s quality of life every single day, the motivation to grow your business takes care of itself.
how do you motivate your franchisees?
Purpose is the greatest motivator of all, and OSAN Ability builds its entire culture around it. Regular recognition of franchisee achievements, a strong and collaborative team culture, shared values, and the knowledge that every day of work contributes to something far bigger than a bottom line, these are the things that keep the network energised and moving forward together. OSAN Ability also provides ongoing mentoring and peer networking opportunities, ensuring franchisees always feel supported, connected, and inspired to reach the next level. v
s enior & h o M e c are s ervices
Franchising in Australia continues to be a vibrant and growing sector with excellent opportunities for individuals who would like to gain business experience under a brand, system and with the support of a franchisor.
One of the fastest growing sectors over the past 5 years has been in home help, aged care and support and NDIS.
It's the End of the World as We Know It (And I Feel Fine)….
I think REM had great insight when they wrote that song in 1987 and its unfortunately more relevant today, than we would all like with the outbreak of hostilities around the world (when will we humans ever learn?).
The economy, cost of living pressures and wars puts all kinds of pressure on all of us trying to live a normal life and now we have the uncertainty of fuel shortages that will impact many businesses and sectors.
I don’t like to get political but in that context our Reserve Bank then decides to increase interest rates again! Go Figure!!
Many businesses will be impacted by these events at the same time as dealing with the impact of AI which has led to major redundancies by large companies such as the Banking and the IT sector.
Ironically when there are events which lead to high level unemployment from people made redundant in the workforce this becomes a positive for the Franchise Sector.
The reason for this is that those made redundant need to find an alternate source of income and this leads to a flood of more prospective franchisees for franchisors.
One of the franchise sectors that benefits from this will be the Senior and Home Care Services sector with its low cost of entry and low overheads it is an attractive option whether it is home maintenance, home care and support, home cleaning or mobile services.
We now have over 17% of Australia's population over 65, living longer and many need various levels of home support and care as people want to stay in their homes as long as possible.
Let your fingers do the walking
Now more than ever home owners want services that can come to them so we can sit back and do other things in life rather than cut the lawns do handyman jobs or even take our car to a garage for repairs.
We can get The Grey Army to do some home maintenance and home care, Swimart to clean the pool, Blue Wheelers to wash the dog and Coles to deliver our dinner, all while sitting on the couch watching Travel Guides!
The services available seem endless with
the Jims Group now offering Jims Beauty services. As their marketing says you can now “Get your hedge trimmed, your hair done and a nice facial” but hopefully not by the same person!
There is a myriad of excellent opportunities for a prospective franchisee who wants to run their own business with flexible work hours not being tied down to a retail or office environment and with the benefit of training and the franchisors system, support and marketing.
The benefit generally for delivery of Home Care services is that the cost of entry is generally lower than a fixed site franchise and they can keep their overheads low depending on the model.
some statistics
We all love a good statistic and here is the latest courtesy, of Ibis World.
home Maintenance
The Trades and handyman sector is very broad and includes all the major trades from painting to roofing, tiling, plumbing and electrical services, with the largest revenue being from gardening, lawn mowing and landscaping services.
The Tradesman and Handyman Franchise sector in Australia is worth around $1.3bn in 2025 with sector revenue growth at 0. 7% due to a slow down in the construction market, cost of living pressures and high interest rates.
However, that sector is bouncing back due to the pressure on the Government to deliver affordable housing which has led to increased development and construction projects.
The revenue in the home maintenance sector shows 70% of the revenue is generated by the 3 main franchise brands Jim’s Group, O’Briens and VIP Home Services, with around 32% of the revenue from building installation services and 15% from maintenance, gardening and other construction services (IBISWorld Report).
home care & ndis
The senior and home care franchise sector is booming with demand for in-home services projected to grow 7% annually, over the next 5 years. The sectors revenue is estimated to grow by around 2.3% to $1.4 billion up to 2028-29 which is extremely promising for the sector.
The sector is projected to have one of the strongest growth rates of any industry as baby boomers turn 65 by 2030.
The opportunities in this sector are endless with demand for personalized stay at home care, alternative therapies and use of technology for rostering, telehealth, and increased market consolidation.
Many of the services previously available from not for profit’s are now provided by the private sector who are active in this space such as Five Good Friends, Home Caring, Nurse Next Door and Complete Nursing and Care.
Sanicki Lawyers have advised many prospective franchisees in the Nurse Next Door system while also establishing franchise systems in home maintenance and home care and support.
Like the Child Care and Early Learning sector the home care sector is shifting to larger service providers acquiring smaller operators to gain scale and then expanding across Australia.
The demand for services is now far greater than house cleaning and garden maintenance to mental health support, social connection, and specialized disability support.
NDIS and aged care services have come under greater scrutiny after the Federal Government Royal Commission which brought in rigorous compliance standards, quality assurance, and training to meet the National standards.
WFd consulting group
Sanicki Lawyers Franchise Specialist Robert Toth is part of the WFD Consulting Group a consultancy which provides a one-stop-shop
Robert Toth is Special counsel and Franchise Specialist at Sanicki l awyers with over 35 years of experience in franchise, licensing and distribution law.
Robert is also an Accredited commercial l aw 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 l aw e xpert of the year 2025 in Australia.
Contact Robert@sanickilawyers.com.au or call him on mobile 0412 67 37 57 www.sanickilawyers.com.au
for franchise development and franchisee recruitment.
WFD can assist and support clients with their business expansion plans via Franchising and/or Licensing and in conjunction with WFD our firm has successfully assisted many franchise systems to achieve their business expansion goals.
WFD can provide advice and financial modelling as well as proving Operations Manuals and franchisor training and support to ensure a successful roll out of a system.
Recent projects with WFD have included establishing franchise systems in a variety of business sectors such as the medical and allied health sector, mobile car services and the home services sector.
What will it cost to take up a franchise?
Initial investments for home-based or mobile franchises often range from $30,000 low end up to $150,000, covering the upfront Franchise Fee, training and legal fees and working capital.
Franchising is still the most prominent and suitable business model for business expansion for a successful business, and it also allows individuals who would not otherwise be able to operate or fund their own business, to generate an income via the franchisors brand, system and training.
It is generally accepted that franchised businesses are more effective in their marketing and promotion of services than the smaller independent handyman and tradie services and therefore franchisors are likely to pick up the major share of growth in these sectors.
With an ageing population and the Governments funding in the NDIS sector, home care and NDIS support has really taken off and has been very successful but at the same time there have been some adverse operators in the sector which the media seize on which does impact the credibility of franchising for the rest who operate at a high standard.
Sanicki Lawyers act for several franchisors in this sector and advise franchisees taking up a franchise in this sector. These franchises have
enabled people to come from nursing and other health and support services to run their own business and become business owners under a franchise system.
Home services are particularly attractive to people who have worked a trade or a husband-and-wife team who like to work together.
There are several other well developed aged care and home care franchises on offer but as with any investment we recommend franchisees should do their homework and compare the models on offer, the fees charged and do their own financial analysis bot h legal and financial before taking up a franchise.
home, garden maintenance and cleaning
This sector is highly competitive and has grown post the pandemic from when it was considered an essential service encompassing all the well-known systems such as Jims Group, O’Brien (glass plumbing and electrical), V.I.P. Home Services, James Home Services and many others.
There are several newer service offerings such as Kitset Assembly (who can assemble your IKEA - 3 easy step sofa (that ends up being 33 difficult steps)! and Hang My TV as the name suggests can hang TV’s and set up your home entertainment systems.
Once that’s all done, you can call Geek2U to sort out your iPad, laptop and tech issues and then order your home delivery pizza!
home tutoring, educational support and other services
Other great opportunities exist for franchisees in child education, student tutoring, health and wellbeing, dog walking and pet sitting.
how to select the right franchise
It’s a matter of finding a business you find appealing and which suits your skill set and which enables you to earn a reasonable income.
It may also be a franchise that is a new opportunity you can take on board with training, and which suits your lifestyle and budget.
Doing what you love is a good start as once you take up a franchise there is no easy way to exit without crystalising a loss.
Franchisees expect more from their franchisors so check out if the franchisor is using the latest technology for its marketing, AI-powered chatbots for customer service, data management solutions and cloudbased platforms for data storage and on-line support. Cyber security is a major issue which franchisors need to ensure they address as part of their franchise system.
Mobile Franchises
Mobile franchises are attractive due to their low cost of entry, low overheads and flexible work conditions which mean franchisees can earn a reasonably good wage for their effort.
Like any business investment, franchisees should do their due diligence to see if its right for them, as no two franchise systems are alike. So, we suggest you compare a few systems in the same sector as their entry fees, royalties and other fees will vary as do their exit or transfer costs, if you sell the business in the future.
Most franchisors still charge a royalty based on the gross revenue and a marketing levy or obligations to do local area marketing.
Seek advice from a Franchise Law Specialist and financial advice before you commit. Seek independent financial advice and do your own financial modelling and projections
before you commit and talk to other franchisees in the system.
If the numbers don’t work, we suggest you walk away as there will be many other franchises to choose from.
preliminary matters to consider
key Questions to reduce your risk and make an informed decision.
• Is the franchise an established system or a new one? A new franchise can be a great opportunity, but it can also be a higher risk.
• Is there a long-term market need for the product or services offered or is it a passing fad or trend? With AI and technology will this business still have a market in the next 3 or 5 years?
• Who is the franchisor and who are you dealing with? Is it the Founder or a sales representative or a large corporate group? All have pros and cons; you may be doing business with the franchise manager not necessarily the Founder or directors.
• What training and support is offered ? What time and attention do you need to give to the business to take a reasonable salary. Is it full or part time do you have work 7 days a week?
• What is the feedback from other existing franchisees? You should contact at least 3 to gain different views.
• Does the Franchisor embrace the digital technology and social media? If not, it may be behind its competitors in the market.
• Are you simply buying yourself a job? That’s fine, but don’t be afraid to walk away before you sign up if the numbers don’t work or if you are unable to at least draw a basic salary.
• Will you be a “force for good “and prepared to work within the franchise system rather than trying to fight or change it? If you want to change the system, don’t be a franchisee as it will likely lead to dispute!
• Can you see yourself still operating the business in say 3 or 5 years? What is your exit plan and what are the costs to exit the franchise?
• Will you need to drive long distances to see your customers? How will you cope with traffic and the operational costs.
So much to consider but with Specialist Legal and Financial advice we can help you navigate all the issues so that you can make an informed decision before you commit.
Summary
As with any business investment it comes with risks, so do your due diligence on the franchisor (just as they do their due diligence on you) and make sure you take care of your own business by seeking Specialist Franchise Legal and Financial advice before you commit. v
Explore Franchise Opportunities
with Senior Helpers Australia
Are you passionate about
Senior Helpers Australia offers an incredible franchise opportunity for individuals looking to join a trusted leader in the home care industry. Since 2011, Senior Helpers has been dedicated to improving the quality of life for seniors and their families across Australia, providing essential services such as chronic disease care, disability support, and respite care.
At Senior Helpers, we are passionate about making a real difference in peoples’ lives. Since
2011, we’ve helped connect thousands of Australians with compatible aged care and disability care, supporting clients in their wish to remain happy and healthy in their own homes. We’ve been an international leader in professional home care services since 2002, developing pioneering programs like our Senior Gems® & Parkinson’s Care.
leadershiP over oPP ortunity:
t he r eal d river of Su CC e SS in Senior Care fran C hiSing
There’s no shortage of headlines pointing to the rapid growth of the senior care sector. An ageing population, longer life expectancy, and a clear preference for in-home support have combined to create one of the most attractive opportunities in franchising today.
On paper, it looks compelling. You have strong, sustained demand. You have a business model built around genuine impact and the potential for long-term, stable growth.
But here’s what doesn’t get said often enough. Entering the sector is one thing. Building a senior care business that actually works is something else entirely.
the gap Between interest and readiness
The idea of running a business that makes a real difference is very appealing. Add to that the commercial upside, and it becomes an obvious consideration for many prospective franchisees.
What’s less obvious, at least at the start, is the level of responsibility that comes with it.
Senior care is not a passive investment. It’s not a model you can set up, step back from, and expect to run smoothly. At its core, it’s a people business. One built on trust, consistency, and the ability to show up properly, every single day.
Families aren’t just buying a service. They’re placing their confidence in you, often during vulnerable moments. That changes the way the business needs to be led.
Operators who treat it purely as a financial play tend to feel that pressure quickly. The ones who succeed usually approach it differently. They lean in. They stay close to the work and take ownership of the role they’re stepping into.
Leadership shows up in the small Moments
In many industries, mistakes can be contained. They happen behind the scenes, get fixed, and rarely impact the customer experience in a meaningful way. That’s not the case here.
Everything is visible in senior care. The quality of your business is reflected in everyday interactions, how a staff member speaks to a client, how they respond when something doesn’t go to plan, and how supported they feel when they’re under pressure.
Those moments are shaped by leadership. Strong operators are clear on expectations. They communicate well. They consistently support their teams, not just when things go wrong. Over time, that creates confidence within the team, and that confidence flows directly into the quality of care being delivered.
Conversely, when leadership is inconsistent or disengaged, it shows up just as quickly. Staff lose clarity, standards slip, and trust starts to erode.
systems help, But they don’t Lead
One of the advantages of franchising is structure. You’re not starting from scratch. You have systems, processes, and training frameworks designed to guide you.
Tony Meredith is a Business coach and founder of Tony Meredith coaching. He partners with franchisors and franchisees across Australia to help them strengthen leadership, improve sales performance, and create sustainable growth. drawing on more than 25 years of experience in business, leadership, and team development, Tony teaches franchise owners how to move from running operations to leading people. His work focuses on practical systems, consistent performance, and the human traits that turn good operators into great business owners.
That matters. Especially in a regulated, highresponsibility environment like senior care. But systems don’t run businesses. People do. One of the more common missteps is assuming the brand or the model will do the heavy lifting. In reality, the system only works if it’s applied properly, consistently, and with intent.
The operators who perform well are those who understand the systems, but more importantly, ensure their teams do as well. Training isn’t treated as a one-off exercise. It becomes part of how the business operates and has a direct impact. Staff make better decisions when they’re prepared and confident, which translates into a better experience for clients and their families.
culture isn’t talk, it’s Behaviour
Culture is often mentioned in business, often in broad, abstract terms. In senior care, it’s far more tangible.
You see it in how your team interacts with clients. You hear it in the way they communicate with each other. You feel it in how they respond when things get difficult. Whether intentional or not, leadership sets that tone.
Strong operators don’t leave culture to chance. They’re deliberate about it. They reinforce expectations, they recognise good performance, and they step in early when standards start to slip.
This becomes even more important when you consider staff retention. The sector is known for its challenges in this area. Good people have options.
When your team feels supported and valued, they’re more likely to stay. When they stay, consistency improves. And in a care environment, consistency is everything.
playing the Long game
The operators who build strong businesses in this space tend to think beyond short-term wins.
They understand that trust takes time. It’s built through consistency, reliability, and
doing what you say you’ll do, even when no one is watching.
They’re careful with who they bring into the business. They invest in training properly. They stay close to their numbers without losing sight of the service they’re delivering.
There’s also a clear understanding that purpose and performance aren’t separate. In fact, they’re closely linked.
When the quality of care is high, everything else tends to follow. Client satisfaction improves. Referrals increase. The business grows in a stable, sustainable way.
the difference is in how you
Lead
There’s no question the senior care sector will continue to grow. The fundamentals are strong, and the demand isn’t going anywhere. But market-level growth doesn’t guarantee success at the business level.
What consistently separates those who struggle from those who build something lasting comes down to leadership.
The operators who succeed take responsibility. They stay engaged. They invest in their people. And they understand that every interaction matters.
Behind every service is a person and behind that person is a family trusting you to get it right.
When leadership is clear, consistent, and intentional, the business becomes more than just a provider. It becomes dependable, trusted, and sustainable.
conclusion
Senior care franchising offers a rare combination of purpose and commercial potential, but it also demands more from operators than many expect. It requires presence, discipline, and a genuine commitment to leading people well.
For those willing to embrace that responsibility, the opportunity is significant. Not just to build a profitable business, but to create something that genuinely matters. v
What’s availaBle For seniors on the ho M e care Front
Seniors are an important group of people in our communities in New Zealand and Australia. In New Zealand the term really applies to over 60s but you do not get National Superannuation until you turn 65 and New Zealand Super is not means tested. In Australia the position is different as you will get the Government Age Pension at 67 which is means tested.
Many home services are utilised by seniors in their own homes and home services can mean various services like (1) care provided to customers within the customer’s home environment; (2) services for home projects such as maintenance, remodelling, construction, inspection, cleaning and gardening; and (3) services to provide assistance with activities of daily living and self-management tasks to persons who reside in their own homes.
In relation to looking after seniors by providing home care in New Zealand, there are a number of organisations including: Dovida, Geneva Health Care, Pacific Home Care, the Good Companion, Kate McLean Homecare, Seniors at Home, and HealthCare New Zealand. There are also private home help and care services available through Private Care NZ which provides a nationwide service with a base of operations in Auckland.
In Australia there are four main types of aged care services which are as follows:
• Residential aged care
• In-home care (aged care at home)
• Short term care and respite care
• Dementia care
In the Australian market, the home care services include the following: Beyond
Stewart g ermann 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 g ermann l aw o ffice (Sgl) is new Zealand’s longest established specialist franchising law firm and Stewart is recognised in the lexology Index Thought leaders 2025: g lobal elite in the Franchising c ategory. 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 g ermann is actively involved in international franchising, has published articles in the International Journal of Franchising l aw and has attended and participated in many F c A conferences.
Stewart was awarded the onZM in the new year Honours l ist 2026 for services to franchise law. Email: stewart@germann.co.nz | Web: www.germann.co.nz
Health Services, Life without Barriers, Support at Home – an Australian Government in-home aged care program, Trilogy Care, St Vincent’s Care, Home Care Assistance and many others.
Senior homecare in New Zealand offers in-home support including personal care, cleaning, meals, and nursing to help older adults live independently. Services are often government funded through a Needs Assessment and Service Co-ordination (NASC) assessment, or privately available with providers like HealthCare New Zealand and Geneva Health Care.
In Australia the position is similar and it is very important that in both countries, seniors are looked after. Many seniors are still working, either because of the need for additional funds or to relieve their boredom and keep their minds active. I have seen many people retire early, do next to nothing and deteriorate; and by deteriorate I mean appearing to be much older earlier than needed and developing dementia. Avoid that – stay active!
It is important for seniors in both countries to utilise the services which are readily available. v
FRANCHISE OPPORTUNITIES:
Southern Downs & Granite Belt
Greater Newcastle
Bathurst & Goulburn
Country Victoria
Batemans Bay
Melbourne
Adelaide
Armidale
AUSTRALIA'S PREMIER
Home Care Franchise Network
Right at Home was one of the first companies to enter senior care and is now an industry leader. With nearly 800 global locations across five countries and over US$996 million in annual sales, Right at Home is one of the world’s largest home care franchise networks making a positive difference in the lives of thousands of clients, caregivers, and family members every day.
Are you looking to make a meaningful life change for the better?
Secure your family’s future with Right at Home Australia and make a difference in your community, whilst building a business in the thriving and dynamic home care industry. You’ll enjoy the freedom to grow your own business, with the full support of a quality, national home care brand delivering domestic support, personal care, skilled nursing, and allied health services.
The foundation of becoming a successful Right at Home business owner is a deep passion for looking after people and a commitment to providing high-quality care. You do not
have to have previous home or health care experience. We provide you with the necessary training to ensure your services are delivered at the highest standard.
The home care market is guaranteed to grow for the next 20 years. The entry costs and overheads are very low compared with most businesses.
With 59 established offices, Right at Home Australia has available territories in regional New South Wales, regional Victoria, South Australia, Tasmania, and regional Western Australia.
Call us on 1300 363 802 or email franchise@rightathome.com.au to discuss your home care franchise opportunity today.
succession Planning:
How franchisors can prepare their network for leadership transition, partnership buy-ins or eventual sale
Succession planning is often framed as something franchisors only need to consider when retirement, sale or buy-in are on the horizon. In reality, the work begins much earlier.
Whether a franchisor is planning to bring in new partners, pass the business to the next generation or eventually sell, there is one question investors, buyers and incoming leaders will always ask: can this business successfully operate without its founder?
From an operational perspective, succession readiness is less about legal structures and more about building a business that runs on systems, leadership and consistency – not individual oversight.
Below are the key operational foundations franchisors should focus on to ensure their network is prepared for change.
distribute the chain of command
In many franchise groups, the founder or CEO remains the central decision-maker and the default point of approval on most operational matters. While this may work in the early stages, it becomes a risk as the network grows or when handovers are being considered.
One of the first steps in succession planning is redistributing decisionmaking so it no longer sits with a single person.
This doesn’t mean building a large management team. Instead, it means defining where decision-making authority sits and ensuring teams have the confidence and clarity to act within those boundaries.
irector at Auvie consultants, lyn Nguyen helps businesses strengthen profitability and operational control, positioning them to grow or exit with confidence.
standardise performance management across the network
Achieving strong results across a franchise network requires clear, standardised measurement.
Franchisors should ensure that every location is assessed against the same benchmarks and key performance indicators, including sales metrics, service standards, efficiency measures and customer experience.
This creates a clear picture of how each location is tracking, making it easier to identify underperformance, inefficiencies or gaps.
It also shows franchisees what success looks like and how they are being evaluated more broadly.
For buyers or incoming partners, this level of visibility signals a mature, well-controlled system.
Build a scalable support structure
As franchise networks expand, structured support systems become critical.
At a minimum, franchisors should ensure there is a dedicated function responsible for reviewing progress across the organisation. This may include audits, performance reviews and structured feedback loops with franchisees.
For large franchise systems, this may mean doubling down on an operations manager, regional managers or training leads. For smaller operations, it involves assigning clear decision ownership across a lean team.
The goal isn’t to add complexity, but to ensure decisions are made at the right level without always relying on the founder or CEO.
From this position, the network becomes more stable and better placed for transition.
document the operating system of the business
Another key step in succession planning is documenting how the franchise operates day-to-day.
Many franchisors have strong processes in place, but they often exist informally or rely on the knowledge of long-standing team members. This creates risk as the business scales or new people enter the system.
Documenting your processes through clear standard operating procedures ensures work can be executed reliably, regardless of who is delivering it.
This should cover key areas like store operations, training, customer service standards and onboarding.
As you bring on new employees and franchisees, documentation will provide a reference point for how tasks should be completed, reducing ambiguity and reliance on verbal instruction.
Well-documented systems also streamline onboarding, allowing new franchisees to get up to speed quickly and operate with confidence from day one.
Operational audits play an important role in identifying inefficiencies, inconsistencies or deviations from established processes. They provide an opportunity to ensure stores are operating in line with the system and to address any issues before they escalate.
For larger stores, this may involve a dedicated operations team working closely with franchisees. For smaller networks, external specialists can often provide this same level of oversight.
Regular operational reviews not only strengthen the performance of individual locations but also help protect brand integrity across the board.
in summary
Succession planning in franchising is about creating a business that can operate predictably and consistently, regardless of who’s leading it. When leadership responsibilities are distributed, processes are documented, performance standards are clear and support structures are in place, the network becomes far more resilient.
This type of operational maturity makes it easier to bring in new partners, transition leadership internally or prepare the business for an eventual sale.
For many franchisors, the challenge is not recognising the importance of these systems but understanding where gaps exist – and addressing them early.
By doing so, franchisors place themselves in a stronger position to navigate leadership changes while protecting the long-term value of the network. v
t hin K ing aB out
ta K ing y our Brand g lo B al?
O R HAVE YOU STARTED BUT IT ’ S NOT ALL GOING TO PLAN ?
California, and how the US business would operate differently from the Australian business”.
choosing the right Market entry structure
Assuming your foundations are solid, the next critical decision is how you enter a new market. There is no universally correct answer, the right structure depends on your category, your capital position, your appetite for control, and the characteristics of the target market itself.
The four primary structures worth understanding are master franchise, area development, joint venture, and direct entry. A master franchise arrangement grants a local partner the rights to develop and sub-franchise your brand within a defined territory. It offers significant leverage and reduces your capital exposure, but it also means your brand experience is filtered through a third party. Choosing the right master franchisee is therefore one of the most consequential decisions you will make, get it wrong, and unwinding the relationship is expensive and time-consuming.
Expanding a business internationally is one of the most exciting strategic moves a brand can make. It signals confidence, ambition, and a belief that what you have built is genuinely transferable beyond your home market. But international expansion is also one of the most complex and consequential decisions a leadership team will face.
The brands that succeed globally are not necessarily those with the biggest budgets or the boldest ambitions — they are the ones that plan rigorously, adapt intelligently, and choose their entry strategies with precision.
Having worked with franchisors and multi-unit businesses across Australia and globally for many years, I have seen both the extraordinary upside of well-executed international growth and the costly consequences of expansion that moved too fast, too soon, without the right foundations in place. This article outlines what I believe are the critical considerations for any brand contemplating its first, or next, move into international markets.
start With honest strategic Assessment
Before you look at a map and start circling target countries, you need to ask a harder question: is your business genuinely ready to export? Many successful domestic businesses underestimate the degree to which their model is tied to local conditions — supplier relationships, regulatory frameworks, cultural familiarity, or simply the personal presence of the founders. A business that thrives in Australia because of who runs it is a very different proposition to a business that thrives because of what it is.
The fundamentals need to be locked down at home first. Your systems, your training infrastructure, your brand identity, your financial model, all of these need to be robust enough to survive without constant intervention from head office. If you cannot confidently hand your operations manual to a stranger and have them replicate your brand experience, you are not yet ready to scale internationally.
Darren Wallis, Co-owner of GJ Gardner Homes, took his successful Australian business to the US in 2006. Financially the business was going well, and he had a great Australian management team in place. However, in hindsight, Darren said “ we could have done some more research into the market we were about to enter, being
Area development agreements give a single operator the right to open multiple locations within a territory without the ability to sub-franchise. This provides more control over the end customer experience while still leveraging local knowledge and capital. Joint ventures sit at the other end of the partnership spectrum, you retain equity and a direct seat at the table, but you also share risk and must align with a partner whose interests and culture may differ meaningfully from your own.
Direct entry, opening company-owned locations, or franchising from your Australian franchisor entity, offers the greatest control but requires the most capital and management bandwidth. For most firsttime international entrants, it is the most demanding option, though it does allow you to prove the model before recruiting local partners.
For Stuart Harley, the UK based franchisor for ComputerXplorers, he initially looked at the US under a traditional master franchising model. “I engaged US advisors and set up the legal documents to allow for sub-franchising in key markets like Florida and Texas and then attended Expos to obtain leads for the master franchisee. Then I paused and decided I wanted to be more actively involved with the business in the new markets. We then found a JV partner in Australia in BDC, who then became our US JV Partner too.”
What the data Actually tells you
One of the most significant shifts in international expansion over the past decade has been the quality and accessibility of market intelligence. Sophisticated geospatial data now makes it possible to assess a new market with a level of rigour that was simply not available to earlier generations of franchisors. You can analyse trade area demographics, competitor saturation, foot traffic patterns, and site-level performance predictions before you commit a single dollar to a market.
This data-driven approach doesn't eliminate risk, no tool does, but it dramatically improves the quality of the decisions you make. Brands that invest in genuine market research before entering a new country are far better positioned to identify the right entry cities, the right site selection criteria, and the realistic pace of network development.
Tim Shaw, Gap Maps Director Global Markets, helps franchisors and retailers to understand the growth potential for new markets they plan to enter. Tim says “Australian businesses don’t always appreciate the quality of data they are able to access to assist with informed location strategy and decision making. In markets across Southeast Asia, we have had to build our own demographic, retail spending and retail hierarchy data. We've also modified our strategy development processes to ensure the opportunites are accurately forecast and the growth risks are minimised.”
Australia vs Asia: understanding the real differences
Many Australian brands default to looking at Asia first, drawn by proximity and population size. And there are genuine opportunities across the region. But it is important to approach Asian markets with clear eyes about the operational and cultural complexity involved.
Regulatory environments vary enormously, franchise-specific legislation is often absent or underdeveloped, consumer behaviour differs in ways that can fundamentally affect your value proposition, and finding partners with both the capital and the operational capability to execute at scale is genuinely difficult. None of this makes Asia the wrong choice, it makes careful partner selection and patient capital deployment the only viable approach.
the "easier" Markets: A practical starting point
For brands looking to build international confidence and generate proof of concept before tackling more complex markets, the English-speaking world offers a compelling starting point. New Zealand, the United Kingdom, Canada, and the United States share broadly familiar regulatory frameworks, consumer cultures that are relatively accessible to Australian brands, and established franchise ecosystems. Each of these markets has its own nuances.
The US in particular is a market that rewards patience and local expertise. There are 14 states with local franchising laws and many IR laws not to mention taxes, are very different between states.
As Australian businesses are required to comply with the Franchising Code of Conduct, they are familiar with a highly regulated business environment, so launching in New Zealand and the United Kingdom, allow for more flexibility in structuring business relationships. However, just because the language and cultures are similar, doesn’t mean your business concept will easily translate to another successful business.
Jeremy Dyer, founder of Total Fitout, has recently launched in the UK after operating franchised businesses in Australia and NZ. Jeremy said “I spent time building strong relationships in the UK with global clients and partners, to ensure that I would be able to split my time between the new and existing businesses.”
Learn From those Who have gone Before
Perhaps the single most valuable thing any brand considering international expansion can do is spend time with people who have already navigated it ,both the successes and the failures. The lessons embedded in real case studies are irreplaceable. They reveal the gap between what looks logical on a strategy document and what actually happens when you are trying to hold a brand standard together across twelve time zones.
International expansion done well is genuinely transformative. It creates enterprise value, builds brand credibility, and opens growth pathways that domestic markets simply cannot offer. But it demands honest self-assessment, rigorous planning, the right partners, and, above all, a willingness to listen and adapt.
The brands that win globally are the ones that approach international markets not with arrogance, but with curiosity.
c rossing the c has M:
h oW Magneti C l eader ShiP WinS the battle for fran
C hiSee h eart S
The franchise sector is weathering a perfect storm in a climate where high interest rates, skyrocketing operational costs, and 6-figure entry price points make potential franchisees pause. But the real friction isn’t just the financial outlay - it’s a gaping chasm in the soul of the attraction process.
For years, the industry relied on a silent pact - the franchisor provided the big brand to do the heavy lifting - the name, the signage, the colours, the uniform - and the franchisee provided the capital and the labour. It was a functional, transactional relationship. But operating your own business is no longer enough to lure high-quality candidates away from the security of a corporate paycheck, especially when mortgage rates and fuel hikes are squeezing their personal lives.
To attract the right people today, franchisors can’t simply offer a leadership program or a support manual. They have to magnetically attract the right franchisee prospects and align with them to retain their passion, motivation and purpose, creating a ripple effect that builds credibility and trust for the brand in a highly competitive space.
the identity crisis
We’ve reached a tipping point where the gig economy and lowcapital startups are competing for the same talent pool as traditional franchises. To win, franchisors must offer something a side-hustle can’t - a sense of belonging and a shared identity.
The most successful recruitment strategies in 2026 are those that bridge the gap between the franchise brand and the franchisee’s personal brand. Prospective owners today are lifestyle entrepreneurs who want their business to be an extension of their personal identity.
They ask themselves: “Does this brand enhance who I am and encourage my individual goals, or does it stifle me?”
When a franchisor aligns their communication style with the emotive drivers of their ideal candidate - be it a desire for community impact, technical mastery, or legacy building - this alignment creates a magnetic pull that goes beyond discussing revenue potential or territory boundaries.
It involves deep-level conversations about how the franchisor’s governance and ethics provide the safety net for the franchisee’s personal ambition.
Why the “Be your own Boss” pitch is dead
For decades, franchisors have based their recruitment on a standard playbook: attend the big expos, run ads with smiling faces, and promise the dream of being your own boss with a lifestyle business built in. But that approach is failing because the modern prospect has a new, highly efficient tool for sniffing out the truth: AI.
We are entering a world where the marketing spin is dead. In the time it takes to walk from an expo stand to the parking lot, a potential franchisee can run an AI search that harvests the lived experiences of thousands. AI doesn’t care about your marketing brochure - it finds the past legal fights, the disgruntled former franchisees, reports of failure, negative customer reviews and the gaps between your promises and your performance.
The future of business is trust, and it’s the new reality for franchising. Potential franchisees aren’t looking for a flashy advertisement or the promises made inside a glossy magazine - they are looking for a relationship and a partnership built on a visceral, human bond of trust that no algorithm can replace. They want to know that the leader
l auren 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), l auren 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
at the helm is someone capable, responsible and adaptable when the economy squeezes and the times get tough.
the cascade of influence: Magnetic Leadership
Magnetic leadership is more than just a recruitment tool - it’s an operational philosophy. It starts with the franchisor embodying a specific set of traits that attract the ideal franchisee. Once that partner is in the system, the franchisor’s job is to mentor them into becoming a magnetic leader in their own right.
This creates a cascade of influence as the franchisor attracts the franchisee, the franchisee attracts a high-performing team, and that team attracts and retains loyal customers. The most valuable outcome, however, is when a potential new franchisee asks your team, “What’s it like to work with them?”, and they get a resoundingly confident and positive response.
When this alignment happens, you no longer have to convince people to buy in or force them to follow the system. They align themselves because they want to be part of the energy, and they respect the leadership throughout the network.
To ensure your existing franchisees become your most influential sales pipeline, you must focus on developing magnetism in the way they run their operation.
As a franchisor, you move from not only mastering these pillars to mentoring them. Your success depends on how successfully you can imbue these M-A-G-N-E-T-I-C traits into your franchise partners:
• Meaningful: It’s not enough that you know the brand’s true north. You must mentor your franchisees so they can articulate that purpose to their staff and customer base with a clarity that attracts unwavering loyalty, effectively eradicating fluff, negativity or gossip.
• Attractive: Encourage your franchisees to set the standard in their own territories. Successful team members and customers are attractive to others because of their success. By coaching your franchisees to live the brand - maintaining their high-performance mindset, consistent communication, and pride in presentation - they become the local examples that top talent wants to emulate.
• Generous: Instil the philosophy of “Give to Gain.” Mentor your franchisees to become mentors themselves, encouraging peer-to-peer sharing within the network and their community. When they are generous with their staff and society, not for recognition, but with professional expertise, they secure local trust that can’t be bought.
• Now: Equip your franchisees to be the swan in a crisis. When everything is falling apart (a major staff resignation, a severe supply issue, or a competitive threat), they must remain still, calm, and focused on what can be done right now, in the present. Support them to move with 100% energy toward immediate productivity rather than dwelling on external factors, future fears or past grievances.
• Energised: Your goal is to guide franchisees toward becoming respected power sources, not network energy leeches. When they are properly aligned with the brand’s passion and purpose, their energy should feed their storefront or territory, motivating their team and delighting customers.
• Tough: Resilience is an understatement when managing a growing business. You must coach your franchisees on how to handle resilience - to make difficult staffing decisions and bounce back quickly when things inevitably go wrong. Franchise employees want to know they are following a leader who is worth having in their corner.
• Independent: Encourage franchisee autonomy within the proven system. Your coaching must develop their internalised self-belief so that when a challenge arises, they can confidently say, “I’ve handled this issue before, I can handle it again.” You’re no longer managing them - you’re guiding them toward independent confidence within the network’s constraints.
• Confident: Develop their fearlessness. When your franchisees are grounded in their ability to lead, they stop operating from a place of fear and start attracting team members who are ready to step out of their comfort zones and achieve great things for the business.
evolution of the Franchise partnership
To thrive in this tougher climate, we have to look at how the pathway to sales has shifted. The brands that are winning are those that have stopped “selling” and started “aligning.”
hook: low-risk, big-brand signage
lead driver: Revenue potential & restricted territories
Communication: Marketing-led upside spin
The deal: Buying a business
Bridging the gap
hook: Personal brand & community impact
lead driver: emotive drivers & shared values22
Communication: Trust-led with clear conversations
The deal: Investing in a partnership
The current hold mentality in the market isn’t just about people waiting for interest rates to drop - they’re waiting for a brand that feels real. Many corporate workers are desperate to leave their jobs but are tethered by the cost-of-living crisis. For them to walk away from that paycheck, the franchisor must offer a trust-based safety net that feels more robust than just a known brand name.
Poor marketing can get an organisation into trouble, but truth, transparency, and trust are what get us out of it. In the modern franchise world, your brand is no longer what you say it is. It’s the sum of every honest conversation you have with your partners.
Being a magnetic leader isn’t about convincing others to believe in you; it’s about becoming a living example that naturally attracts the right people. When you empower your franchisees to lead with that same magnetism, you don’t just retain your best people - you make it impossible for the right prospects to look anywhere else, and you make the leap of faith to become a franchisee undeniably compelling.
Bridge the gap with the Brand navigator
Transitioning a network from brand-reliant to magnetic is the defining challenge for the next generation of franchisors. It requires a shift from managing compliance to mentoring authority. Lauren Clemett, the Brand Navigator, helps your team align themselves with your brand and become confident, motivated and energised through the power of Magnetic Leadership. By teaching franchisees how to build their personal brand authority and find their Brand True North, Lauren can help franchise brands turn their existing network into their most powerful recruitment asset. Click here for more information: https://yourbrandtruenorth.com
The Old Way (The Transactional Era) The New Way (The Magnetic Era)
Focus: Selling the “Proven System” that’s easy to follow
Focus: Aligning on common goals & legacy creation
Buying a Franchise Won’t c hange your liFe — Building o ne Will
From Corporate Comfort to Business Ownership: What It Really Takes to Run a Franchise
For many professionals, franchising represents an attractive and logical next step after a corporate career. It offers the opportunity to step into business ownership with the support of an established brand, proven systems, and an existing network. For those seeking more control over their future, greater earning potential, and the ability to build a valuable asset, franchising can be an incredibly rewarding pathway.
Having worked in franchising, logistics, and business development for more than 30 years, and now overseeing franchise operations, growth & development across multiple countries in the Asia-Pacific region, I have worked with over 100 franchise owners at different stages of their journey, from new start-ups through to multi-million-dollar businesses. One thing I can say with certainty is this:
A franchise is not a job you purchase — it is a business you build.
While franchising provides a framework for success, the responsibility for performance ultimately sits with the franchise owner. Making the shift from corporate employee to business owner requires a significant change in mindset, expectations, and daily responsibilities.
the Mindset shift: From employee to owner
One of the biggest adjustments for those leaving corporate roles is the shift in accountability. In corporate environments, individuals are responsible for a role or function within a larger organisation. In business ownership, you are responsible for the entire outcome of the business.
This includes sales, customer service,
financial management, staff, local marketing, and overall business growth. There is no guaranteed salary at the end of each month, instead, there is profit, which is driven by performance, effort, and decision-making.
Over the years, I have seen many people move from very successful corporate careers into franchising. The ones who succeed are those who make the mental shift from:
• Task-focused thinking to outcome-focused thinking
• Working to earn a salary to working to generate profit
• Being directed by others to setting their own direction and discipline
This shift can be challenging, but it is also what makes business ownership so rewarding.
understanding the early years
It is also important to be realistic about the early stages of franchise ownership. While franchising reduces many of the risks associated with starting a business from scratch, it does not eliminate the need for hard work, persistence, and resilience.
In the first few years, franchisees are building their customer base, establishing their reputation in the market, and developing consistent revenue streams. In my current role with InXpress, the most successful franchisees are those who understand that the early years are about building the foundations of a business.
We often explain it to new franchise owners in three phases:
1. Build your customer base and reputation
2. Build consistent and recurring revenue
3. Build a business that works for you, not just because of you
The franchisees who succeed are not necessarily those with the most impressive corporate titles, but those who are prepared to be consistent, follow the system, and continue prospecting, selling, and building their business even when results are not immediate.
the power of a proven system
One of the major advantages of franchising is that franchisees are not building a business model from scratch. They are buying into a proven system that has established suppliers, pricing structures, operational processes, training programs, and brand recognition.
In my current role with InXpress, I see firsthand how important this is. Our franchisees operate within a global shipping and logistics network where carrier relationships, procurement agreements, technology platforms, and billing systems are already established. This allows franchise owners to focus on what actually grows their business; sales, customer relationships, and revenue growth, rather than trying to build operational infrastructure themselves. However, the system only works if it is followed.
The franchisees who achieve the strongest results are typically those who fully engage
“ The franchisees who succeed are not necessarily those with the most impressive corporate titles, but those who are prepared to be consistent, follow the system, and continue prospecting, selling, and building their business even when results are not immediate.”
with the training, work closely with their support teams, and implement the systems and processes as they are designed. Franchising provides the blueprint, but it is still up to the franchisee to execute it effectively in their local market.
Building an Asset, not Just an income
One of the most significant differences between corporate employment and franchise ownership is that, over time, a successful franchise becomes a saleable asset.
In employment, income is generated through a salary.
In business ownership, income is generated through profit, and long-term wealth is created through the value of the business itself.
Having worked with franchise owners across Australia, New Zealand, and Asia, I have seen many owners start as single-operator businesses and, over time, build highly profitable operations with real enterprise value. This usually comes down to a few key fundamentals; building a strong customer base, focusing on recurring revenue, maintaining margins, and consistently investing in sales activity.
Many franchise owners eventually realise that they are not just creating a job for themselves, they are building a business that has value and can be sold in the future.
so, Who succeeds in Franchising?
Across many franchise networks, industries, and markets, successful franchisees tend to share several common traits. From my
experience working with franchise owners across multiple countries, the most successful franchisees tend to be:
• Commercially minded and understand the importance of margins and profitability
• Coachable and willing to learn and follow a proven system
• Resilient and able to navigate challenges and setbacks
• Proactive in sales and business development
• Disciplined and treat their franchise like a business, not a lifestyle purchase
• Long-term thinkers who focus on building a sustainable business
Interestingly, many successful franchisees do not come from the industry they enter. At InXpress, for example, many of our top-performing franchisees came from corporate backgrounds with no prior logistics experience. What they did have was commercial acumen, strong relationship skills, and the discipline to follow a proven process and business model.
Success in franchising is rarely about prior industry experience alone. More often, it comes down to mindset, work ethic, and the ability to consistently execute the fundamentals of running a business.
Final thoughts for prospective Franchisees
Franchising can be an outstanding pathway into business ownership, particularly for those who want to be in business for themselves, but not by themselves.
However, it is important to enter franchising with clear expectations. It requires commitment, discipline, and a willingness to step outside of the comfort zone that often comes with corporate life.
After many years working with franchise owners, one thing is very clear to me: the people who succeed in franchising are not necessarily the ones with the best resumes, they are the ones who are prepared to learn, follow the system, work consistently, and think like business owners.
For the right person, with the right mindset, franchising offers something corporate roles often cannot, the ability to build something of your own, create long-term value, and take control of your professional and financial future.
But like any business, success is not automatic. It is built.
Email: kellie.edge@inxpress.com
FRINGE BENEFITS TAX
getting it right this Fringe Bene Fits tax ti M e
Running a franchise means wearing many hats – and that includes keeping up with obligations like fringe benefits tax (FBT). To help make things easier, I want to share some key information your franchise needs to know – so you can get it right from the start, avoid mistakes and stay compliant.
We’re well into FBT tax time now, so if your franchise provides perks or benefits to staff, it’s important to understand your obligations and what you need to do to meet them.
Before we go any further, remember that FBT is a tax that employers pay on fringe benefits provided to employees. You may be providing fringe benefits, in addition to your employees’ regular wage or salary without realising it. Here are some common examples:
• a work car that’s available for personal use (including keeping it at an employee’s home)
• food and drink
• tickets to events or shows
• gym or health memberships
• recreational and social activities
• reimbursing an expense incurred by employees (like internet or self-education costs)
• physical gifts for personal use (such as electronics).
If you’ve provided benefits like these to your employees, their families or associates during the FBT year (1 April 2025 – 31 March 2026), you may need to lodge an FBT return and pay the amount owing.
You can find an overview of how FBT works at ato.gov.au/howFBTworks.
Why FBt matters for your franchise
Providing perks is a great way to attract, reward and retain staff - but it comes with responsibilities for franchisees that employ staff. If you choose to provide fringe benefits, you need to ensure you understand and meet your obligations.
Doing so keeps things fair for everyone, ensures your employees can meet their tax obligations and protects your franchise from unexpected liabilities.
Ignoring your FBT obligations or reporting incorrectly can lead to reviews or auditswhich can take valuable time away from running your business, and in some cases lead to significant and avoidable penalties.
how to avoid mistakes and stay compliant
We’re here to help employers get it right the
first time and support those who need help to get back on track. I’d like to share some practical advice that can help you get your FBT reporting right:
• Understand what a fringe benefit is – taking time to understand what a fringe benefit is can help you meet your obligations confidently. As I’ve mentioned previously, fringe benefits come in many forms – from cars to reimbursed personal expenses, or even small perks that may seem minor but can still attract FBT.
• Set reminders for key dates - lodging or paying late can lead to interest charges or penalties, so stay on top of your due dates.
• Practice good record keeping – it’s essential to making sure everything runs smoothly whether you lodge yourself, or through a tax professional. Make a habit of keeping the right records throughout the year and don’t leave it to the last minute. Keep records like receipts, invoices, logbooks, odometer readings and calculations as you go. Good records make reporting easier and ensures you have the right evidence in case it’s required later.
• Make sure you’re claiming exemptions correctly – if you’re claiming an exemption, you must ensure that you meet the relevant conditions and have the appropriate records to support your claim. Not doing so can lead to consequences.
• Don’t lodge a nil return unless you’ve checked properly – if you’re lodging a nil return, take time beforehand to check whether you’ve provided fringe benefits, correctly calculated their taxable value and have the right records. Don’t lodge a nil return and assume you can work out the details later, as it can create issues further down the track.
Getting your FBT right from the start saves time, helps to avoid errors and unnecessary stress later.
4 key steps to FBt success
To help you put this into practice, I’d like to share 4 key steps that every franchisee can take to get your FBT right and meet your obligations with confidence.
1Identify the type of fringe benefits you’re providing
Take time to check the employee perks you’ve provided and work out if they’re considered as fringe benefits. This step is essential, as it helps you understand what records you need to keep, whether any exemptions apply and
is the Assistant commissioner for Risk and Strategy employer obligations at the Australian Taxation office (ATo). She is committed to helping small businesses understand their FBT obligations and stay compliant.
Peta believes that getting it right from the start is the key, which is why she’s passionate about educating and supporting employers to meet their obligations.
which calculation methods you can use to work out the taxable value of the benefit.
2Work out your FBT liability
Once you know what benefits you’ve provided, the next step is to work out their taxable value and your total fringe benefits amount, so that you can determine your FBT liability. Your registered tax professional can help you with this or you can use the helpful tools and calculators on the ATO website.
3Keep accurate records
The records you need to keep depend on the fringe benefit you’re providing and the method you used to work out the taxable value. Make sure have the right records to support your FBT position and any exemptions or concessions you claim.
4Lodge, pay and report
If you lodge your own return, or use a registered tax professional who lodges by paper, you must lodge your FBT return and pay the amount owned by 21 May 2026.
If your registered tax professional lodges electronically on your behalf, you have until 25 June 2026. However, make sure that you’re listed on your agent’s FBT client list by 21 May to be eligible for the concessional due date.
If you don’t have an FBT liability for the year and you’re registered for FBT, you should submit a completed notice of non-lodgment so you aren’t followed up for a FBT return later.
Don’t forget you need to report the reportable fringe benefits amount on your employees’ income information through Single Touch Payroll or on their payment summary by 14 July 2026.
information about plug-in hybrid vehicles
(phevs)
If your franchise provides PHEVs to employees, their family members or associates — and the vehicle is available for personal use, here are some things to keep in mind:
1. PHEVs are no longer exempt from FBT - since 1 April 2025, PHEVs no longer qualify for the FBT exemption, unless certain limited requirements are met. You can find out what these are on our website at ato.gov.au/EVexemption.
2. New shortcut home charging method - we’ve updated guidance to include a simpler method to help you work out electricity costs when employees charge a PHEV at home. If you meet the eligibility requirements, you can use this method - or you can continue to use the actual electricity costs instead. Find the current home charging rate at ato.gov.au/EVhomecharging.
get help and support
We know running a franchise keeps you busy – so we want to help you get things right the first time and make it easier to access the support you need.
If you’ve made a mistake with your FBT return, don’t worry – you can amend it.
If you’re experiencing difficulties that make it hard to meet your obligations, contact the ATO before the due date or speak to your registered tax professional. They can help you and guide you through what to do next.
Seeking advice early can save you time, minimise risk and help to ensure that you stay compliant.
The ATO website has a wide range of information, tools and resources to guide you through your FBT obligations. You can also access our free small business online learning hub at smallbusiness.taxsuperandyou.gov.au, where you’ll find self-paced courses designed to build your FBT knowledge.
To stay across the latest tax and super news that may affect your franchise, subscribe to the ATO’s newsletters and follow the ATO on social media to keep informed.
To learn more, visit ato.gov.au/FBT.
Wishing you a smooth and successful FBT tax time! v
third s tore oPens as local r etailer
e x Pands against the trend
While many small retailers are consolidating or closing stores, local Price Attack franchisee Christine Mearns has bucked the trend opening her third store in March, just eight years after starting out as a store manager.
The new salon, serving the FremantleCockburn catchment, marks a significant step in a growth journey that last year saw Mrs Mearns named Franchisee of the Year for her Karrinyup store.
Rather than rapid expansion, she describes the business as having grown “deliberately and sustainably”, built on operational
discipline and staff retention amidst countywide economic factors of rising costs and workforce pressure.
A qualified hairdresser, Mrs Mearns path into ownership began on the salon floor, an experience she credits with giving her the confidence to expand two years ago with her Joondalup store and now with Cockburn.
“Managing a store and owning one are completely different realities,” she says.
“As an owner, you’re responsible for staff, stock, finances and customers all at once. Scaling means learning how to carry that responsibility without being everywhere at the same time.
“I understood how the business ran day to day before I ever owned it. And the people I worked with stayed with me. That continuity is what made opening a second, and now a third, store possible.”
Price Attack is on a growth strategy: the Cockburn store one of 10 they are planning to open this year, three others already in the pipeline.
Mrs Mearns’ progression reflects a broader trend at Price Attack where experienced operators are increasingly driving multisite growth rather than new entrants.
Industry data shows franchise networks with established operators expanding units at a higher rate than first-time owners, particularly in specialty retail.
“For me, the third store is the real proof point,” she says. “It shows the business can operate beyond just my physical presence. That’s when you stop owning a job and start building something sustainable.
“My success is totally hinged on delivering on customer expectations. In retail, nothing matters more than consistent service and doing what you promise. That’s the discipline I am building my businesses on and it’s why the growth is sustainable, not accidental. The customer experience must be first and foremost, get that right and the rest will fall into place.”
While physical retail continues to face pressure from online competition, Mrs Mearns mitigates that though click and collect for the retail component of her business, along with exceptional customer
experiences across both retail and salon services.
“Well-run stores with strong teams still perform. The challenge is discipline, not demand,” she says. “Customer service is king. We are in the ‘happiness business. Selfcare has increasingly become unnegotiable for both women and men.
“People are more careful with spending, but hair is something that makes people feel good about themselves. Even when budgets are tighter, customers still look for ways to maintain their hair: they might shop smarter or wait for specials, but they still want quality products. Self-care is important, and good hair is a big part of that for a lot of people.”
Price Attack’s recruitment drive ramped up with the Brisbane Franchising Expo. Newly appointed Franchise Sales Executive Gemmi Bandiera said the team was kept busy with enquiries: the company launching a campaign to entice independent hairdressers into the network.
“We know in regional centres particularly, the hair salon is at the hub and heartbeat of a community,” Ms Bandiera said. “And it’s getting harder and harder to run a small business on your own. To keep costs down many can only afford to carry a few product lines whereas by joining Price Attack, they
can have as many as 5000 different products.
“Price Attack is about being in business for yourself but not being ‘by yourself’. There’s a huge support system in head office that you can draw on. Our operations team are all from hairdressing backgrounds so they can help with both training your team and staff retention. Our marketing teams work on your behalf with local area marketing plans, drawing out concepts for the year and helping you execute them.
“So, for hairdressing salons that are looking for an easier way to manage their business
or expand their footprint, whether they’re in a major supermarket, strip mall of shops or regional centres, Price Attack is perfect –especially with our two streams of revenue.”
CEO John Pascoe said the number of multi store operators like Mrs Mearns was proof of a solid business model.
“Adding to that we have franchisees who have been with us for over 30 years and that really instils trust to our business,” Mr Pascoe said. “They’re reinvesting and actually growing themselves – all indications we are not only strong but a recognisable brand.” v
t he r ise of Multi- u nit f ranchising:
w
hy australia i s at a s trategic i nflection Point
Multi-unit franchising is no longer a trend — it’s a structural shift in how franchise systems grow, scale, and ultimately succeed. Having spent more than four decades in franchising across multiple roles — franchisor, franchisee, advisor and as a multi- unit franchisee — I’ve seen firsthand how the model has evolved.
I am writing this article with all of those experiences in mind, at one stage in 2023 I was a multi-unit franchisee of 8 different brands, I share that with you to illustrate my
expertise in this area, when I say ‘expertise’ it’s important to understand that definition - expert skill or knowledge in a particular field: I share that definition because of the relevance to my situation, yes it’s true, I was a multi-unit franchisee across multiple brands, so I have the knowledge of what it means to be a multi-unit franchisee but I was far from an ‘expert’. In fact, I closed 3 of those franchises as I couldn’t make it work. My lessons from those closures/failures could be seen as a little contradictory on face value but if you dig into it, you can see why it didn’t work for me and what it takes to make it work for someone else.
What we are witnessing now in Australia is both an opportunity and a challenge: an
opportunity to adopt more sophisticated growth strategies, and a challenge to adapt to a model that has already matured significantly in markets like the United States and parts of Europe.
The question is not whether multi-unit franchising will become more prevalent in Australia — it will. The real question is how well Australian franchisors will position themselves to capitalise on it.
What is Multi-unit Franchising — and Why it Matters
At its core, multi-unit franchising involves a single franchisee owning and operating multiple locations within a brand.
This can take several forms:
• Sequential multi-unit ownership (growing one site at a time)
• Area development agreements (committing to a rollout schedule)
• Master franchising (controlling a region or country)
Globally, particularly in the US, multi-unit operators dominate many established systems. In some sectors, over 50–60% of franchise units are controlled by multi-unit franchisees.
Why? Because multi-unit operators bring:
• Greater capital capacity
• Stronger operational discipline
• Faster rollout capability
• More predictable performance
From a franchisor’s perspective, this translates into scale, consistency, and efficiency.
the Australian Landscape: still predominantly single-unit
Australia has traditionally been a singleunit franchise market. Many systems were built on the premise of “owner-operator”
— individuals buying themselves a job, supported by a brand.
This model has served the industry well. It aligns with lifestyle motivations, creates strong local engagement, and lowers the barrier to entry.
However, it also creates limitations:
• Slower network expansion
• Greater variability in performance
• Higher support requirements per unit
• Limited access to growth capital
What we are now seeing is a gradual but meaningful shift. More Australian franchisors are exploring multi-unit strategies, and more franchisees are looking to scale beyond a single site.
the global Benchmark: What Australia can Learn
In markets like the United States, multi-unit franchising is not just common — it is the backbone of the industry.
Large franchise groups operate dozens, sometimes hundreds, of locations across multiple brands. These groups are often backed by private equity, structured with professional management teams, and run with the same discipline as corporate businesses.
When I was in the USA last July, I met 2 multi-unit franchisees that had over 100
d owner an experienced Franchising expert with an impressive 30+ year senior management history in developing and leading businesses within the Franchising sector. He has been recognised in the Top 30 Franchise e xecutives in Australia on five occasions and in the Top 100 g lobal Influencers in Franchising on five occasions.
oug owns three franchises as a franchisee and has owned 8 franchises as a franchisee, he has been responsible for the establishment of three of his own start-up franchise systems including all aspects from strategy through to market entry. d oug has operated at ceo and director level in eight franchise systems. He also started and currently owns and operates five successful SMe Businesses of his own, so he is well versed in all aspects of franchising.
Contact d oug at: doug@franchiseready.com.au | Website: www.franchiseready.com.au
franchises each across multiple brands (they’re called MUMBO’s – Multi Unit Multi Brand Operators)
Key characteristics of these markets include:
1. Professionalisation of Franchisees
Multi-unit operators are not “franchisees” in the traditional sense — they are business owners running structured organisations with HR, finance, and operations teams.
2. Access to Capital
Banks and investors in mature markets understand franchising. Multi-unit operators can access funding more easily because their performance is proven and scalable.
3. Franchisor Design
Many international franchisors design their systems specifically for multi-unit ownership from day one — including territory planning, support structures, and leadership frameworks.
4. Exit Pathways
Multi-unit portfolios create real enterprise value. They can be sold, merged, or recapitalised — attracting private equity and institutional investors.
Why Australia has Been slower to Adopt
Australia’s slower adoption of multi-unit franchising is not a weakness — it’s a function of how the market has evolved.
There are several key reasons:
Cultural Preference for Owner-Operators
Australians have traditionally valued independence and hands-on ownership. The idea of building a “mini corporate group” within a franchise system is relatively new.
Regulatory Environment
The Australian franchising code has rightly focused on protecting franchisees. However, this has sometimes resulted in more conservative growth models.
Access to Capital
Compared to the US, Australian franchisees have historically had more limited access to growth capital, particularly for multi-site expansion.
Franchisor Capability
Not all franchisors are structured to support multi-unit operators. Many systems were designed for single-site owners and struggle to adapt.
In a lot of cases that I have seen in the USA, A lot of multi-site and MUMBO franchisees are more qualified and better staffed than their franchisors.
the shift is happening — And it’s Accelerating
Despite these challenges, the momentum toward multi-unit franchising in Australia is building rapidly.
From what we are seeing across our network — working with hundreds of brands globally several clear trends are emerging:
1. Franchisees Want to Scale
Ambitious franchisees are no longer satisfied with one site. They see franchising as a pathway to build wealth, not just income.
2. Franchisors Need Faster Growth
In an increasingly competitive environment, brands need to scale quickly to secure market share. Multi-unit operators enable this.
3. Institutional Interest is Growing
Private equity and sophisticated investors are paying more attention to franchising in Australia. Multi-unit portfolios are far more attractive to them than single-site operators.
4. International Influence
Global brands entering Australia are bringing multi-unit expectations with them, accelerating the shift.
the strategic Advantages of Multi-unit Franchising
For franchisors willing to embrace the model, the benefits are significant:
Faster Network Expansion
Multi-unit operators can open multiple sites in a shorter timeframe, accelerating growth.
Stronger Operational Consistency
Experienced operators deliver more consistent results, protecting the brand.
Reduced Support Burden
Supporting one multi-unit operator is often more efficient than supporting multiple single-unit franchisees.
Higher Quality Franchise Partners
Multi-unit operators tend to be more commercially minded, better resourced, and more aligned with long-term growth.
the risks — and Why Many get it Wrong
However, multi-unit franchising is not a silver bullet. Done poorly, it can create significant risk.
Common pitfalls include:
Granting Too Much, Too Soon
Awarding large territories to unproven operators can stall network growth.
Lack of Infrastructure
If the franchisor is not equipped to support multi-unit operators, performance can suffer.
Misaligned Expectations
Multi-unit operators think differently. They expect data, strategy, and commercial transparency — not just operational support.
Cultural Shift
Moving from “mum and dad” operators to multi-unit groups changes the dynamics of the network. Not all franchisors are ready for this.
I got it wrong as a multi-unit franchisee because the franchises were not my priority, my focus was on my consulting business, on face value you might think I would be a good multi-unit franchisee because of my knowledge but I lacked focus and an ability to spend time in my franchise units and I did not invest in the right people.
designing for Multi-unit success
For Australian franchisors, the transition to multi-unit franchising requires deliberate design — not just opportunistic growth.
Key considerations include:
Territory Planning
Clear, scalable territories that allow for structured expansion.
Financial Modelling
Understanding the economics of multi-unit ownership — both for the franchisee and the franchisor.
Leadership Capability
Supporting franchisees to build teams, not just run stores.
Recruitment Strategy
Targeting a different type of franchisee — often more experienced, more capitalised, and more commercially driven.
Systems and Technology
Providing the tools needed to manage multiple sites effectively.
the Franchisee perspective:
From operator to entrepreneur
One of the most significant shifts in multiunit franchising is the evolution of the franchisee.
In a single-unit model, the franchisee is typically:
• Hands-on
• Operationally focused
• Lifestyle-driven
In a multi-unit model, the franchisee becomes:
• Strategic
• Team-oriented
• Growth-focused
This requires a different mindset — and often a different skill set.
The most successful multi-unit operators we see are those who transition from “working in the business” to “working on the business.”
the investment Lens: Why Multi-unit Matters More than
ever
From an investment perspective, multi-unit franchising fundamentally changes the value equation.
Single-site franchisees generate income.
Multi-unit operators build enterprise value. This distinction is critical.
We are increasingly seeing:
• Portfolio roll-ups
• Strategic acquisitions
• Private equity investment in franchise groups
This is where the Australian market has significant upside.
As more multi-unit portfolios emerge, we will see greater liquidity, higher valuations, and more sophisticated capital entering the sector.
the road Ahead for Australia
Australia is at an inflection point.
We have a strong franchising foundation, a well-regulated environment, and a track record of successful brands. What we need now is evolution.
Over the next five years, I expect to see:
• A significant increase in multi-unit ownership across major brands
• Greater involvement from institutional investors
• More structured, scalable franchise systems
• Increased international expansion driven by multi-unit operators
But this will not happen by default. It will require franchisors to rethink how they design, recruit, and support their networks.
Final thoughts
Multi-unit franchising is not about replacing the traditional franchise model — it’s about expanding it.
There will always be a place for owneroperators. They are the backbone of many successful systems.
But the future of franchising — particularly in a competitive, globalised market — will be driven by those who can scale.
Australia has the opportunity to learn from more mature markets, avoid their mistakes, and build a model that combines the best of both worlds:
• The passion and commitment of owneroperators
• The scale and sophistication of multi-unit groups
For franchisors, the message is clear: If you are not thinking about multi-unit franchising, you are already behind.
For franchisees, the opportunity is even clearer:
Franchising is no longer just a pathway to business ownership — it is a pathway to building a portfolio, creating real enterprise value, and ultimately, shaping your own exit. And that is where the real power of franchising lies. v
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“From
the very beginning to seeing it flourish into a $1 million+ business today, it’s incredibly rewarding to see the progress I’ve made.”
Mary Miridakis, owner - Myhome Balwyn
ti M e For the things that Matter Most
For Mary Miridakis, becoming a MyHome Owner was about much more than just a career move. It was about creating a life that gave her greater flexibility, a strong sense of purpose, and the ability to build something meaningful without compromising what mattered most – time with her family.
Before joining MyHome two years ago, Mary had focussed on raising her children before returning to work part-time in an office administration role. But it quickly became clear that this wouldn’t provide the freedom or sense of ownership she was ultimately looking for. She wanted a career that could fit around family life, not compete with it. “I was looking to transition into a new career path that offered greater flexibility,” Mary explained “and I was increasingly focused
on creating a schedule that allowed me to be more present and available for my family.”
Being present for Family and great community relationships
While researching new business opportunities with her husband, Jason, Mary came across MyHome – a premium residential cleaning business – and was immediately attracted to the proven franchise business model with genuine flexibility, backed by systems and support designed to help franchise partners succeed.
“Being able to structure my work in a way that allows me to be present for my family while still contributing meaningfully in my role is something I truly value.”
But it’s not just at home… Building relationships with the people in her community has become one of the most rewarding parts of Mary’s MyHome business. Establishing a genuine rapport with customers has helped create genuine loyalty
and strengthened her business, which is thriving. For Mary, those deep connections make the business all the more meaningful.
established structure and support
The strong support structure from head office has given Mary confidence from day one.
“There are many things that have impressed me about MyHome – such as the Tri-colour Cleaning System, one of MyHome’s many unique systems, which ensures my customers get a consistently brilliant clean every time –but the support provided by head office is a real standout,” she says. “It’s clear that there is a strong and reliable structure in place, which helps you feel supported and confident in your role.”
While MyHome Owners have the freedom to run their territory, they do so with the benefit of an established support system behind them, so rather than feeling like she had to figure everything out alone, she has been surrounded by a knowledgeable and reliable team from day one.
For Mary, that has translated into confidence, consistency and growth, and she’s extremely proud of how her business has flourished and about the opportunities still ahead.
A Life-changing Business
While every day is different, the MyHome
opportunity has delivered exactly what she hoped it would: a framework that has allowed her to grow a successful business alongside family life.
“When I first started with MyHome, I wasn’t entirely sure what to expect,” she says. “However, I have found that even though every day brings something different, the role still provides the flexibility I need to maintain a strong work-life balance and be present for the things that matter most in my life.”
Her weekdays typically begin at 8am, meeting with her teams (MyHome owners run and manage their business, but they are NOT cleaners) and ensuring everything is organised for the day ahead. From there, she prepares schedules, confirms bookings with customers, attends appointments and manages any issues that arise. Mary’s days are full and fast-moving, but thanks to MyHome’s bespoke operations app, MyOP TM, that pace is more than manageable.
MyoptM – the app at the heart of the success
In the premium residential cleaning industry, timing, communication, scheduling and responsiveness are essential. So having everything in one place thanks to MyOP TM has dramatically streamlined the day-to-day
workload, and is fundamental to how Mary runs her business.
“Without the MyOpTM app, staying organized and on top of daily tasks would be very challenging,” Mary says. “New customer enquiries, in particular, would be the hardest to manage, but the app allows me to quickly track leads and respond efficiently while on the go.”
This means that for MyHome Owners, success no longer depends on sitting in front of a computer all day. It comes from having the right systems in place to keep the business moving wherever they are... Mary has even used the app while out shopping and at the beach!
It is this blend of technology and flexibility and freedom that makes the MyHome model especially powerful. The system is not just about support from head office or the strength of the brand; it is also about equipping business owners with tools that make success more achievable, more efficient and more sustainable.
Key features of a myhome management franchise
• Create a $1m+ business – take control of your future
• High income without the stress –executive earnings without the hours, commute and pressure
• Sociable and flexible working hours – giving you time for life, family and friends
• Industry leading support and training – for every step of your business building journey
• A digital first business – the MyOPTM app eliminates much of the day-to-day hassle of running your own business
• Regular recurring income – 95% repeat and referral so you can focus on delivering great service, rather than constantly searching for new customers
• Low start-up capital requirements –enabling you to invest in a business of your own
• Low overheads and great margins – so you can provide great value and make a very healthy six figure income
• Positive cashflow – all payments are made automatically, so you’re not chasing
• Predictable money-making machine – thanks to our proven Australian business model
• Build a valuable asset – building a business you own is an investment in your future.
take Back control
Becoming a MyHome Owner has changed Mary’s life by giving her back control. Control over her schedule. Control over how and where she works. Control over how her business grows. It has allowed her to be present for the moments that matter at home while building a business with real momentum.
“What I love most about my business is watching it evolve and grow,” she says. “From the very beginning to seeing it flourish into a $1 million+ business, it’s incredibly rewarding to see the progress I’ve made.”
What Mary has found in MyHome is not just a home cleaning franchise, but a business opportunity built around real life: strong systems, trusted support and smart technology that makes success achievable.
the 10 M ost co MM on M istaK es M ade By
P otential & new franchisees
Jason g ehrke is the director of the Franchise Advisory centre and has more than 35 years’ experience in franchisee, franchisor, advisor and educator roles.
He teaches franchising best practice to franchise leaders around the world, and writes extensively on the sector. He has worked with hundreds of franchise brands and seen many common (and avoidable) mistakes made by both franchisors and franchisees. www.franchiseadvice.com.au
After more than 35 years working in the franchise sector, I’ve seen both franchisors and franchisees make mistakes that have cost them (or each other) time and money.
Some of those mistakes have had relatively minor consequences, and their respective businesses have continued with little disruption. However some mistakes, when combined with others, can lead to devastating outcomes, and others by themselves alone may also lead to catastrophe.
In particular, the most crucial mistakes –particularly for franchisees – are made even
before they join a franchise. The mistakes they make in their pre-purchase evaluation of the franchise and preparation to launch into business for themselves are the easiest to make, but also the easiest to avoid.
Becoming a franchisee should never be a race, and people who take the time to undertake proper due diligence first will always make more-informed choices. So here’s my take on the Top 10 Mistakes that potential and new franchisees make.
1not speaking to current and former franchisees
It seems so blindingly obvious yet it’s surprising that some potential franchisees are so excited about the idea of becoming their
own boss that they don’t talk to current and former franchisees first.
Current franchisees can be easily identified via the “Locations” section of a franchisor’s website, or via the list provided in the franchise disclosure document which the franchisor will provide when a candidate expresses serious interest in a franchise.
The disclosure document will also include a list of ex-franchisees who have exited the franchise in the last three financial years (unless they have opted not to be included in the list), and these are definitely worth speaking with. They might have had a great experience and moved-on to better things, or they could have had a terrible experience so maybe you should consider something else.
The best question to ask any current or exfranchisee is this:
“So if you had your time over again, would you still invest in this franchise?”
2not spending time in the business
The best way to understand what it’s like running a franchise is to spend time in one (or more) before committing to ownership. Most franchisors will be happy to arrange “discovery days” for franchisees to spend time in an outlet to help them understand what their working days might look like in future. Be prepared to ask for more than one discovery day, and ask for these across a number of different locations. Remember that your experience with a brand as a customer is totally different when you are on the other side of the shop counter.
A great example is coffee culture. People who love hanging-out in coffee shops and dream of owning one might find that the reality of being on the other side of the shop counter is far more intense than what they see as a customer.
3not reading your franchise agreement
Let’s admit it, franchise agreements are boring, but if you don’t read and understand what you’re signing-up for, you could be in for some nasty shocks in future. Of course you may not understand it all, but that’s OK. This is why you engage the services of competent legal advisors (see my next point).
A franchise agreement is like the ultimate pre-nuptial agreement. It contemplates things that neither party might consider will ever occur during the relationship, but in case they do, the agreement determines how those
things are dealt with. It won’t be an exciting read, but it is definitely a good use of your time.
4not getting advice from competent and experienced advisors
You wouldn’t go to a general practitioner (GP) doctor for something as specialised as brain surgery, nor should you expect that lawyer who did your will, property conveyancing or other legal matter will be an expert in franchising. So instead of paying for their time while they learn about franchising, just go to an expert franchising lawyer to start with (the same applies for accountants and business advisors too).
Professionals with demonstrated experience are well-known in the franchise community and are members of the Franchise Council of Australia. Yes, their hourly rate might be dearer, but if they can help you understand the franchise agreement in half the time, you’re better-off.
5not writing a business plan
Whether you’re buying a franchise or starting an independent small business you need a plan. No ifs, no buts. Your franchisor might (but in reality should) insist on a business plan as a condition of granting you the franchise. No business plan = no franchise.
A business plan is where you seriously consider the detail of how the business runs, what products or services it sells, how much it will sell them for, to whom, how often, and at what cost. Outsourcing a business plan to your accountant doesn’t make you accountable for the performance of that plan. If you’re banking on achieving a certain level of sales per day, week or month, then your plan will also include information about how you will achieve that in terms of marketing activity and promotions. A failure to plan is a plan to fail.
6not understanding financial kpi’s
Financial KPI’s (key performance indicators) are the numbers that tell you if your business is on track for success, or heading for disaster. If you don’t know what your KPI’s should be, go back and look at your business plan, and ask your franchisor and advisors as to what these should be.
The most common KPI’s for a business include things like:
• Average sale transaction value;
• Number of sales per day;
• Number of items per sale;
• Gross margin (ie. the amount from each sale, after the cost of goods sold, that contributes towards the fixed costs of the business and your profit;
• Labour costs as a percentage of sales.
The list of KPI’s can be as long as you like, but if you can’t measure any of these, you can’t manage them. And if you can’t manage your KPI’s, you’ll probably go broke before you even know it.
7not following the system
Franchisors go to a lot of trouble to develop a way of doing business (ie. the system) which includes their induction training for new franchisees, and standard processes for almost every element of the business.
So it’s surprising that when some people join a franchise they think they can just do things their own way and ignore all the established knowledge and experience that has gone into make the system what it is.
Yes, everyone will have ideas on what can be done better, and that’s healthy in a franchise network when it is channelled properly through the Franchise Advisory Council or via proactive collaboration with the franchisor. But when a franchisee decides to randomly start doing things their own way, chances are they’ll eventually run into trouble and wished they’d just followed the system to start with.
8not recognising, and acting quickly enough when things go off course
Sometimes stuff goes wrong in business. New competitors entice your customers away. The economy struggles and discretionary spending drops. Good staff are hard to find so you take anyone you can get. Whatever it is that’s causing your business to drift off course, fix it fast before it lasts.
So how do you identify drift? Well that’s covered by your KPI’s. While KPI performance may vary across different days in the week, if there is a trending decline then you need to act on it before it gets worse, or even turns into a death spiral. And if you need guidance on how to overcome a decline, reach out to your franchisor and your fellow franchisees. You’re all in this together, so
everyone has an interest in supporting one another.
9not listening to, or seeking the advice and guidance of your franchisor
At some point as a franchisee you might think that “I’ve got this. I really know what I’m doing now and I don’t need input from the franchisor any more”.
Wrong. I sometimes refer to this as teenager syndrome, as any parent with teenage kids knows exactly what I’m talking about. Your confidence is based on your performance in your business only. The franchisor has a helicopter view of the entire network, and can see what’s working and not working across the all the outlets. Your confidence could be premature and a problem that the rest of the network has successfully dealt with could be around the corner and ready to bowl you over if you ignore the advice and guidance of the franchisor.
10not provisioning for statutory obligations (tax, super, etc) and reinvestment capital
It sounds so obvious and yet people in business for themselves for the first time make the foolish mistake of thinking that sales equals profits, and therefore all of the money in their business bank account can be raided as if it were their own private piggy bank.
Of course, when the BAS needs to be paid at the end of the month or quarter and the money isn’t there, it’s always someone else’s fault. Likewise when you have to pay out departing staff for accumulated holiday pay and entitlements, or when the landlord tells you that your shop needs to be repainted or remodelled in some way in order to qualify for a new lease at the end of their first term.
So yes, it’s important to consider what the future capital and cashflow needs of the business will be and to keep money aside to cover these. If you don’t, you’ll quickly find that even a profitable business can be shut down by creditors if it doesn’t have the cash on hand to pay its bills as and when they fall due.
So there’s my list of the 10 most common mistakes made by potential and new franchisees. Take these to heart, and if you can avoid these 10 mistakes, you are on your way to running a successful franchise. v
Franchising exPo returns to sydney and MelBourne
BrisBane event
Following a successful Brisbane event this March, the Franchising Expo is now gearing up for its next major shows in Sydney (30–31 May) and Melbourne (1–2 August) - continuing to connect Australians with real pathways into business ownership and offering even more opportunities to explore self-employment, financial independence, and the support of a franchise network.
Held at the Brisbane Convention & Exhibition Centre, the 2026 Brisbane Franchising Expo and co-located Start Your Own Business Expo delivered a high-energy showcase of opportunity, drawing strong attendance across two busy days. Visitors filled the aisles to meet face-to-face with franchise brands, explore new business opportunities, and gain practical advice from industry experts.
From food and retail through to education, logistics, home services and business solutions, the show highlighted the breadth of options available for those looking to work for themselves - whether through franchising or starting independently.
“The Brisbane show delivered strong engagement across both days, with highly motivated visitors actively exploring their next business move,” says Rebecca Horsburgh, Sales Manager. “We’re seeing continued demand from people wanting more control, flexibility and long-term growth through business ownership.”
The free seminar series - always a crowd
favourite - covered everything from getting started in franchising to growth strategies, finance, marketing and operational insights. With real stories from franchisees, practical advice from business advisors, and insights from successful franchisors, sessions were consistently well attended across the weekend. Now, the focus shifts to Sydney and Melbourne, where the Expo will continue to build on this momentum. The Sydney Franchising Expo will take place at ICC Sydney on 30–31 May, followed by Melbourne at the Melbourne Convention & Exhibition Centre on 1–2 August.
Across both cities, visitors can expect a diverse lineup of franchise brands alongside expert service providers featured within the Start Your Own Business Expo - offering support across finance, legal, marketing, digital platforms and more.
The upcoming expos will present a range of exciting franchise concepts for aspiring business owners. Among the brands you’ll find across Sydney and Melbourne are ANZ Mobile Lending, CouriersPlease, Craveable Brands, Domino’s Pizza, Dream Doors Kitchen, Global Art, Goop Guys, Hello Harry The Burger Joint, InXpress, Kip McGrath, Kitset Assembly Services,
LeWrap, Mail Boxes Etc. (Australia), Miguelitos Icecream, OSAN Ability, Price Attack, Sushi Sushi, Tax Store, The Coffee Club, and many more.
Attendees will have the opportunity to compare business models, connect directly with franchisors and advisors, and attend a full schedule of free seminars designed to help them take the next step with confidence. Visitors can also hear directly from franchisees in the popular Conversations with Franchisees panels, get practical advice in the Is Franchising Right For You? Sessions - all included in your ticket price.
Whether you’re looking to invest in a franchise, launch a startup, or explore new career directions, the Franchising Expo and Start Your Own Business Expo provide a unique environment to research, learn and take action.
Half-price tickets are just $14 and include access to all seminars and workshop sessions. For more information on visiting or exhibiting, please contact Rebecca at rebecca@specialisedevents.com.au or visit www.franchisingexpo.com.au.
• Attend workshops and daily seminars
• Free tips and advice from industry experts
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sr@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
e mail: hello@mizaelpartners.com.au
Website: www.mizaelpartners.com.au year e stablished: 2016
People are generally unsure about insurance. The truth is most people do not understand insurance. It is for this reason, Procella Insurance Solutions exists. We strive to protect our client’s assets and lifestyles and educate our customers on how to maximise the cover and minimise the costs of their insurance policies.
Why Procella? Your Success, Our Commitment: Choosing The RIght edium Business Insurance Choosing the right Insurance means choosing a partner that is as invested in your success as you are. We offer:
Expertise: Our team comprises industry veterans with extensive knowledge and experience in business insurance.
Tailored Solutions: We provide insurance solutions that are customised to meet the specific needs of your business.
Unwavering Support: Our customer service team is dedicated to assisting you at every step, ensuring that you have the support you need when you need it.
Competitive Pricing: We offer competitive pricing without compromising on the quality of our services.
Our policy is to arm you with the right knowledge to ensure you’re covered. We can clarify any questions you may have so that you’re in control of your insurances.
As a General Insurance Broker, we are able to provide insurance solutions across a broad and diverse range of insurance products for all clients.
l7 60 albert road, south Melbourne 3205 ph: 1300 417 317 email: franchising@tdaqs.com.au Website: www.tdaqs.com.au
Ar AM ex
put yourself in the driver’s seat of success when you join aramex, a leading global provider of transport, logistics and courier services.
in australia and n ew Zealand, more than 1,000 courier franchisees and 46 regional franchisees benefit from the award-winning aramex franchise system that has been honed by more than 40 years of success.
aramex offers courier franchisees the training,
B ig 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. t hey 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 g roup - 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,
chArgri LL chAr Lie’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 b risbane. a nd 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. t hat philosophy extends to our loyal customers, our dedicated staff, and our valued franchise partners. We’re built on genuine relationships, an
support and technology they need to run their own rewarding franchise business in their local communities. n o prior experience is needed. find out more and apply to join the network that delivers.
for more information contact:
aus: recruitment.au@aramex.com www.aramex.com.au
nZ: r ecruitment.nz@aramex.com www.aramex.co.nz
robots into its kitchen system. t his 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:
Wu
effie
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.
a s 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. i t’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. a s a chargrill charlie’s franchisee, you’ll have the backing of craveable b rands, home to chicken treat, Oporto and r ed r ooster with 600+ restaurants and 180 experts supporting your success. www.craveablebrands.com/franchising-chargrill-charlies
B
usiness
Fr A nchise
Austr AL i A A nd ne W Z e ALA nd
a-Z listings are a great way to promote your business, giving you a presence within our publication and also the business franchise website.
for more information call 03 9787 8077 (or +61 3 9787 8077 from outside of australia) and speak to one of our sales e xecutives or go to www.businessfranchiseaustralia.com.au or www.businessfranchisenz.co.nz
chicken t re At 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. n ow, we’re taking things to the next level. With an ambitious growth strategy underway, we’re expanding through new store openings, modern refurbishments,
cLu B pi LAtes
club pilates is the world’s leading pilates franchise, offering a modern, inclusive approach designed for every b ODY. 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.
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. e ach session
c ycLeBAr
cycle b ar 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, cycle b ar delivers an immersive and inclusive experience that’s as fun as it is effective—welcoming riders of every age, body type, and fitness level. e ach ride is designed to challenge the body, elevate the mood, and revive the senses. led by motivating instructors and set to epic playlists, cycle b ar classes blend cardio, strength, and community into one powerful experience. i t’s more than a workout—it’s a
d r tint
& Wr Ap p ty Ltd
Dr t int & Wrap is a specialist window tinting and car wrapping business established in 2018. Originally from n ew Zealand, Dr t int & Wrap is now in australia with franchises available in Queensland. s ervices include car window tinting, home and office glass tinting, car and truck vinyl wraps, paint protection and ceramic coatings for surface protection.
a s a franchise, Dr t int & 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
g oop guys
r eady to break free from the 9–5 grind?
a Goop Guys franchise is your chance to build a business on your terms!
n o experience? n o worries.
With a trusted aussie-made brand behind you, you’ll get real support while running your own show.
• No prior experience needed
• Low start-up barriers
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.
a s a chicken treat franchisee, you’ll be backed by craveable b rands, the force behind chargrill charlie’s, Oporto and r ed r ooster. 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.
for more information contact:
b ill Gordin (h ead of franchise Development) bill@boutiquefitnessstudios.com.au https://www.clubpilates.com.au/franchise
lifestyle built around connection, motivation, and selfdiscovery.
since its launch in 2004, cycle b ar has grown into a global movement with hundreds of studios worldwide. in 2021, b outique fitness studios brought cycle b ar to australia, opening the first studio in currambine, Western australia. t he brand continues to expand across the country, inspiring more riders to clip in, tune in, and r ock t heir r ide™.
for more information contact: b ill Gordin (h ead 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 t int & 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. t his is a great business opportunity with an expanding market. contact us today and secure your location in b risbane or Gold coast for 2026.
for more information please contact colin crawford at: ccrawford@franchisedevelopments.com.au or visit www.drtint.au
• Your own territory
• Flexibility + control
i f you’re hungry for a new challenge or a better work–life balance, step into a business backed by support, simplicity, and serious potential.
s ee us at the sydney franchise e xpo!
for more information contact s arah Maxwell at: 1300 674 667 admin@goopguys.com.au www.goopguys.com/franchising/
h e LLo hArry Fr Anchising p ty Ltd
since opening his first burger joint in Maroochydore in 2014, h arry’s commitment to crafting exceptional burgers has only strengthened. h is 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 h ello h arry, 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.
a s a trusted third-party logistics provider (3pl), we leverage strong partnerships with major carriers— including D hl , fed e x, 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
kuM on educ Ation
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. t hrough 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.
LeWr Ap
leWrap is a fresh, fast-casual dining brand redefining good food with vibrant, made-to-order wraps, bowls, and salads. b uilt 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
environment. b ehind the scenes, state of the art technology keeps operations smooth and efficient — from modern kitchen equipment to integrated p Os and accounting systems, the hh club loyalty program, and seamless online ordering.
i f you’re keen to run your own burger venture, h arry’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 r ob Mc cue 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
You will draw out the potential of each of your students. t hey will develop confidence, a daily study habit, and a high level of mathematics and reading ability. a s a Kumon franchisee, this is how you will make a difference in the lives of your students, every day.
Join us to make a 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. t he 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
B usiness Fr A nchise Austr AL i A A nd ne W Z e ALA nd
a-Z listings are a great way to promote your business, giving you a presence within our publication and also the business franchise website.
for more information call 03 9787 8077 (or +61 3 9787 8077 from outside of australia) and speak to one of our sales e xecutives or go to www.businessfranchiseaustralia.com.au or www.businessfranchisenz.co.nz
Lux AFLex® WindoW FA shions
luxaflex® Window fashions has been setting the benchmark in premium window coverings in australia since 1954. r enowned for delivering innovative internal and external shading solutions, the luxaflex brand is synonymous with expertise, high quality, and sophisticated design tailored to australian homes and conditions.
Operating through one of the few truly national window furnishings networks, luxaflex provides small to medium business owners with the advantage of partnering with a trusted, market-
MyhoM e
for over 15 years, My h ome has stood alone as the premium home cleaning business in the australian market, revolutionising the industry with its highly systemized and digitally-led management franchise.
t his is an exceptional management franchise opportunity, a turn-key business with huge potential.
With a low-cost entry, extensive centralised support, and digital innovations, empowering owners to manage much of their business from a mobile or tablet. My h ome offers its owners an unprecedented work life balance and more time for the things they value most.
My h ome 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.
r ight 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
osAn AB i Lity Assist p ty Ltd
Osan a bility is a registered n D is and aged c are provider headquartered in b ella Vista, sydney.
founded in 2017, the company has grown from a small, community-focused operation into one of australia’s most recognised leaders in disability support and inhome aged care services.
Osan a bility delivers a comprehensive range of supports, including personal c are, community participation, Domestic a ssistance, transportation a ssistance, Disability accommodation (sDa , short term
leading brand that actively drives consumers into store. t he australian range is unique, combining the best of global product innovation with locally designed solutions developed specifically for australia’s climate and architectural styles.
luxaflex licensees benefit from a proven business model, comprehensive training and ongoing support, exclusive products, and highly effective marketing. for entrepreneurs seeking a premium opportunity backed by innovation, brand strength, and national reach, luxaflex represents a compelling pathway to long-term business success.
backgrounds and are skilled individuals who efficiently manage and cultivate thriving residential cleaning enterprises.
t hey aspire to run their own businesses while benefiting from the experience and proven framework offered by My h ome’s established model.
My h ome are now awarding a limited number of management franchises covering the finest suburbs across australia.
i f 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 b ondi b urger and we need more passionate franchise partners to help us expand into key locations across the country. Oporto is a proud member of craveable b rands, alongside chargrill charlie’s, chicken treat and r ed r ooster, 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
and Medium term), supported independent l iving (sil), a llied h ealth therapies, and in- h ome aged c are.
With a diverse, culturally aware team available 24 hours a day, seven days a week, Osan a bility works closely with participants, their families, support coordinators and plan managers to deliver personalised, goal-oriented care. t he organisation is also an approved franchise network with 20 locations across australia, offering care professionals the opportunity to build a meaningful business in their local community.
contact Osan a bility on 1300 799 941 or visit www.osanability.com.au.
B usiness Fr A nchise Austr AL i A A nd ne W Z e ALA nd
a-Z listings are a great way to promote your business, giving you a presence within our publication and also the business franchise website.
for more information call 03 9787 8077 (or +61 3 9787 8077 from outside of australia) and speak to one of our sales e xecutives or go to www.businessfranchiseaustralia.com.au or www.businessfranchisenz.co.nz
pet BArn M o B i Le dog WA sh
b e 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
• LARGE EXCLUSIVE TERRITORY – ALL LEADS COME TO YOU with NO cOst per leaD fee
• Lowest franchisee fee in this market
poo LWerx
Join Poolwerx to build your business dream.
b enefit from our 30+ years of experience, including comprehensive training, marketing, technology and robust business systems; no prior experience is needed.
t he pool industry is resilient and in demand, with poolwerx australasia sales reaching $170.1 million in f Y 2022-2023.
enjoy multiple revenue streams and a scalable business model. choose from new mobile businesses starting at $90K + GST + van* or acquire an established franchise
• Initial & ongoing training & support. Be part of a team of like-minded franchisees. We also have back-up equipment should you have a breakdown you can use to keep you working, including a spare van!
• Take a holiday knowing your fellow franchisees can help look after your customers when your away and they are still yours on your return
• Group buying power for equipment and consumables saving you $ that no independent operator could ever receive.
• We use a van, not a cumbersome trailer. The hydrobath comes out of the van so the dog is washed in its yard and is more relaxed. t he van is much easier to drive and reverse than a trailer too! for more information call s cott Mcintosh on 0402 902 620 or visit www.petbarn.com.au/mobiledogwash.
with multiple vans and a retail outlet serving residential and commercial clients. independent retailers can also elevate their business and join the poolwerx family. partner with an award-winning business – poolwerx is australasia’s largest and most trusted pool and spa maintenance network. We put people first! for more information go to: www.poolwerx.com.au/franchising or call au 1800 245 447 or nZ 0800 543 419
*Leasing or financing options are available for an l DV Van G10 from $35K + Gst
B usiness Fr A nchise Austr AL i A A nd ne W Z e ALA nd
a-Z listings are a great way to promote your business, giving you a presence within our publication and also the business franchise website.
for more information call 03 9787 8077 (or +61 3 9787 8077 from outside of australia) and speak to one of our sales e xecutives or go to www.businessfranchiseaustralia.com.au or www.businessfranchisenz.co.nz
red rooster
r ed r ooster 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, r ed r ooster 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 r ed r ooster to satisfy their chicken cravings. a s australia’s first and favourite chicken shop, and the only fast-food company that truly specialises in both roast and
fried chicken, we have earned a special place in the hearts of aussie customers. b ut while our history is built on tradition, our future is driven by innovation and customer demand. r ed r ooster’s parent company, craveable b rands, 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 b rands, you’ll have a team of experts by your side, supporting you every step of the way. www.craveablebrands.com/franchising-red-rooster
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
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.
right At hoM e
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
senior h e Lpers Austr ALiA
at senior h elpers australia, we are committed to enriching lives through compassionate, personalised care. since launching in 2011, we’ve proudly supported thousands of older australians and people living with disabilities, enabling them to live independently and with dignity in their own home.
Our services are built on trust, respect, and compatibility – matching clients with skilled, dedicated support workers who truly understand their needs. a s a franchisee, you’ll be joining a
shoe Box Books & tA x
A s mart i nvestment in your Future
Join a n ational n etwork of trusted financial e xperts
shoebox b ooks & 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.
a s a shoebox b ooks & 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 Fitness
snap fitness offers the opportunity to own your own gym within a globally recognised health and fitness brand. b uilt on a proven 24/7 access model, snap fitness allows members to train on their schedule, driving consistent demand and strong retention. t he brand’s mission is to help people create positive lifestyle habits that make them feel fantastic. for franchise owners, the model is underpinned by recurring membership revenue, creating predictable
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 (h ead of franchise Development) bill@boutiquefitnessstudios.com.au https://www.doyourumble.com.au/franchise
nationally recognised brand with a strong reputation for quality, reliability, and heartfelt service.
Our proven business model, comprehensive training, and ongoing operational support empower franchise partners to build rewarding, community -focused businesses in a rapidly growing sector. Whether it’s companionship, personal care, or specialised support, s enior h elpers is dedicated to delivering exceptional in-home services that make a meaningful impact. Join us and help shape the future of care across australia –one home, one family and one community at a time.
https://seniorhelpers.com.au/
t his 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.
With a focus on professional development and personal achievement, we empower our franchisees to create a business they can be proud of.
r ecognised with multiple industry awards, shoebox b ooks & tax stands for excellence, innovation, and proven success in the franchise world.
r eady to take the next step?
b ecome part of a winning team today!
https://shoeboxbooksandtax.com.au/
cash flow and long term business stability. clubs are designed to be efficient to operate, scalable, and suited to a wide range of markets, from metro to regional locations.
franchisees are supported at every stage, from site selection and club setup through to marketing, systems, and ongoing operational and performance guidance. snap fitness offers a proven pathway for those seeking a commercially strong business with reliable revenue and long term growth potential.
https://www.snapfitness.com/au/franchise
snAp - on too L s
snap-on tools australia & n ew Zealand leads the way in innovation to providing technicians, engineers and other professional tool users the gold standard in tools, tool storage, equipment, diagnostics, repairs information and management systems.
snap-on tools continues to grow and perform with a network of over 180 franchisees across australia and n ew Zealand.
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. e ach month, we develop specials to give customers a reason to buy immediately. With extensive training and ongoing support, Join the world’s largest tool franchise and drive your own success www.snapontools.com.au
sou L origin
s oul Origin is not just a brand; it is a friend to aussie food lovers. b ack in 2011, they set out on a mission, to shake up the fast-food industry and create a space where people could grab food that is not just quick but also fresh, wholesome, and delicious. n ow, with 150 stores across the country, they have become the go-to spot for foodies looking for quality food on the go. a nd guess what? t hey are just getting started. s oul Origin has set its sights on further expansion and innovation. t heir commitment to providing healthy,
s tretchL AB
stretchl ab 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 stretchl ab’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 i conic sushi Brand — A Franchise o pportunity
Like n o o ther
rolling since 1998, sushi sushi has been serving fresh, premium, handcrafted sushi that aussies can’t get enough of.
With over 170 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
tdA tA x d epreciAtion
t Da tax Depreciation is a national leader in maximising returns for property investors through precise, compliant, and expertly delivered tax depreciation schedules. founded by Daniel farrugia and t heo Mavratzakis, t Da combines over 40 years of collective experience across construction, property, and quantity surveying. a s certified Quantity surveyors and r egistered tax agents, the team brings deep technical expertise and a hands-on understanding of how buildings perform, age, and generate value over time.
fresh food will continue to inspire changes in the fast-food industry. a s they grow, they bring with them a promise that nutritious food should be accessible to all.
take the next step and join a food and coffee franchise with s oul Origin!
for more information contact: Karla shand 0439 611 962
stretchl ab 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.
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. t he result? l asting improvements, greater freedom of movement, and a motivating experience that keeps members coming back.
for more information contact:
b ill Gordin (h ead 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
With a commitment to accuracy, transparency, and education, t Da delivers high-quality reports at a competitive fee, ensuring investors never overpay for essential tax benefits. b acked by cutting-edge technology and a client- first service model, t Da supports investors, accountants, and property professionals with fast turnaround times and dependable results. t hrough their growing national franchise network and industry-leading insights, t Da continues to set the benchmark for tax depreciation in australia.
www.tdaqs.com.au
a-Z listings are a great way to promote your business, giving you a presence within our publication and also the business franchise website. for more information call
(or +61 3 9787 8077 from outside of australia) and speak to one of our sales e xecutives or go to www.businessfranchiseaustralia.com.au or www.businessfranchisenz.co.nz
MAKING FRANCHISE LAW BLACK AND WHITE
Morgan Mac Lawyers specialises in Business Law, Franchise Law, Commercial Litigation and Dispute Resolution.
We have assisted franchisors and franchisees in strategic litigation and dispute resolution with a focus on early resolution of disputes and an understanding of clients’ objectives and desired commercial and legal outcomes
Our approach to business sales involves a thorough risk assessment that assists clients in undertaking a satisfactory due diligence before deciding to purchase a franchise business. When the time comes to sell a franchise business, we correctly document the transaction and assist the seller with the relevant disclosures.
Commercial litigation and franchising are complex areas of law We recommend strategies to minimise and manage the risks of legal non-compliance and legal disputes. We work with clients to achieve the best possible outcomes.
