Business Franchise Magazine July/Aug 2025

A Franchise Network That Supports You & Australian Families

Start your franchise journey in Early Childhood Development

GymbaROO is Australia’s most popular and successful parent-child education program, with more than 60 centres across the country. We're looking for new franchisees to join our rapdily growing community of successful business owners.

Franchising with GymbaROO offers the flexibility to balance your personal life and entrepreneurial aspirations, all while enjoying the profitability of a thriving business that fosters a genuine sense of community. It’s a chance to make a positive impact on young lives and your own small-business simultaneously

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Contact our GymbaROO Franchising Sales team on 0488 026 456 now for an obligation-free call. Ready for a conversation?

and NEW ZEALAND

voLUMe 19, IssUe 5, 2025

on the cover: M iZ ael partners

pres I dent: colin bradbury. colin@cgbpublishing.com

pU b LI sher: Vikki bradbury. vikki@cgbpublishing.com.au

ed I tor I a L depart M ent: editor@cgbpublishing.com.au

sa L es & M arket I ng M anager: annie bradbury. annie@cgbpublishing.com.au

prod U ct I on: production@cgbpublishing.com.au

acco U nts: accounts@cgbpublishing.com.au

desIgn: Michelle Quinn. michelle@cgbpublishing.com

cgb pUbLIshIng pO bOX 17 pomona, QueenslanD 4568 tel: (07) 5485 2704 www.businessfranchiseaustralia.com.au www.businessfranchisemagazine.co.nz to sUbscrIbe: www.businessfranchiseaustralia.com.au or www.isubscribe.com.au

“ Franchising isn’t just about following a system—it’s about building your future. Whether you’re starting your first franchise or expanding your network, the financial landscape can feel complex and demanding.”

Welcome

to our latest issue of Business Franchise Australia and New Zealand Magazine!

Franchising continues to be a positive outcome for many budding entrepreneurs and in this issue, I am sure you can find a franchise that suits you. Recently the FCA hosted the FIA (Franchise Industry Awards) a great event that Honors franchisees, Franchisors and Services to the Industry, yet another great reason to join the Franchise Industry. When considering a franchise you have to also consider the many services available to you and in this issue our Cover story looks at Mizael Partners, an accounting and auditing firm who show us how you can transform financial uncertainty into confident Growth. You can read more about this on page 12.

from our experts to keep you updated and informed. Jay Westbury ceO of the fca discusses how franchising is front and centre and the great achievements being made. phil chaplin ceO at cfi finance group helps us to understand your strategy when considering Multi- unit franchising. We get some great legal advice from h elen Kay Managing Director of r ise legal, on what to know before signing on the dotted line. peta lonergan is the a ssistant commissioner for risk and strategy employer Obligations at the atO, her subject this edition is on paying super, your Guide to success. a s always we get to hear some great franchisor and franchisee stories in the issue and a sample of these are, craveable brands, sizzler, Muzz buzz, Motto Motto, f45 training and Gymbaroo – Kindyroo to name a few.

Our Main feature this issue is h ome s ervices franchising, and r obert toth from s anicki l awyers guides us through this category a booming industry franchise. tony Meredith lets us in on the s ecrets of high performance home service franchises and stewart German from stewart Germann l aw gives his opinion on what to look out for when considering a home services franchise in n ew Zealand. turn to the contents page to find out where to see more excellent advice on this subject in this issue.

finally, don’t forget to check out our a-Z franchise listing directory with all the best franchise opportunities available right now.

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.

until next time, enjoy the read.

Vikki Bradbury Publisher

in Depth

26 Stagecoach: Why Your Mental health should Matter to Your franchisor

28 Motto Motto: accelerates national e xpansion With three new franchise Grants

32 Muzz Buzz: from first Job to franchise Owner

GymbaRoo: 7 reasons Why Gymbaroo –Kindyroo is one of the best franchises in australia 22 Craveable Brands: leading Qsr innovation in australia’s chicken Market

Sizzler: fresh, favourable and forever inviting

Have Your Say

20 The Cheescake Shop: how a rebrand can positively impact Your franchise business

54 Tereza Murray: franchising Works When it’s Done right

66 Franchising Expo: returns to brisbane and Melbourne after a huge event in sydney

16 Elise Balsillie: franchising succes in the saas lane

24 Phil Chaplin: building Your strategy for Mult-unit Ownership

30 Helen Kay: signing on the Dotted line When buying a franchise

52 Tracy Sheen: the ai Wave is here

56 Peta Lonergan: paying super: Your Guide for success

60 Sonia Shwabsky: the importance of responsible Design choices

62 Bill Morgan: unconscionably implementing a strategy

38 Tony Meredith: the secret behind high performing home services franchises

40 Robert Toth: franchised home services Opportunities

44 Brian and Prue Keen: the rise of purpose Driven franchising in australia

46 Lauren Clement: can You systemise empathy

48 Stewart Germann: What to look Out for When You purchase a home services franchise

chati M e UNVEILS A FRESH NEW STORE IN RIVERTON PERTH WITH FREE CUPS OF FRUITY JOY

Less than two months after the launch of Chatime Westfield Carousel, the national beverage franchise has announced a new store opening in Riverton, Perth on Tuesday 20 May, introducing locals a refreshing new beverage experience designed to bring enjoyment into everyday life.

r achel Druce, national Marketing Manager, comments: “We are thrilled to be opening another store in perth in the heart of r iverton to offer our customers the vibrant, playful and energetic hospitality experience locals have come to love.

“ t he new store perfectly captures the brand’s ethos of bringing joy into everyday moments and provides consumers with a space that inspires creativity and self-expression.”

amnish Kumar and Deepika singla, chatime r iverton franchisee’s comment “We are thrilled to be joining the chatime family to deliver perth locals the iconic bubbly beverage service australian’s know and love. We promise to continue chatime’s excellent service and hospitality experience at the new r iverton store that we know will exceed expectations”

Marking chatime’s second new perth store in under two months, chatime continues their commitment to delivering an inclusive customer experience in every cup.

e arly indications are customers love the new look and feel and are enjoying their cups of Joy. further new locations and refurbishment of existing t- breweries are planned in the coming months,” adds andrew b enefield, chief Development Officer.

in the past 12 months, chatime has successfully partnered with a vast range of brands including chupa chups, allens, r ed bull, and Milo, as well as being made readily available to customers through stockists; ubere ats and DoorDash.

tfM trends presents on franchise marketing for World Franchise Day

FCA member TFM Digital ran its TFM Trends event investigating future marketing trends for franchises last month on 11th June, World Franchise Day.

h eld at s outhern cross austereo sydney office, attendees were treated to insights, trends and best marketing practices.

tfM Digital’s ceO taylor fielding, opened the event by explaining that companies have never had more technology at their disposal and yet key actionable insights sometimes remain elusive.

“ t he tech arms race for ever-greater personalisation has often overlooked the simplicity of delivering the right message, at the right time. understanding the data for a brand’s audience and harnessing the appropriate strategy will continue to be where agencies can add value,” fielding added.

t here were four other speakers covering trends in social media / seO / b2b /audio. h ead of Digital at tfM, Zain Wilson- h oyle explained how organisations need to move beyond the linear funnel which has become fragmented and no longer work for today’s consumer. instead the decision-making process focuses on four key areas of streaming/scrolling/searching/shopping.

tfM’s own data indicated that on average franchise leads can be achieved after 6 ad interactions. Wilson- h oyle argued: “Omnichannel campaigns are not new, but i believe programmatic remains an underutilised channel for many b2b franchise campaigns. from our franchise data, over a three-month period, a third of all website leads originated from programmatic as the initial advertising touchpoint.”

Bathurst digs deep as Just cuts’ Cut-a-Rama raises $27,300 to help the RFDS

Bathurst has come out in force to support Just Cuts’ Cut-a-Rama, with this year’s event raising $27,300 for the Royal Flying Doctor Service in just a few hours.

Just cuts’ stylists have now snipped, buzzed, and styled their way to raising more than $580,000 for the rfDs since 1998 after the success in this year’s cut-a- r ama at the family h otel b athurst.

Just cuts b athurst Owner c atherine Denney thanked everyone who came to the cut-ar ama for a fun night in aid of a good cause and said she was blown away by people’s generosity.

We met some great characters who opted for some weird and whacky hair styles to raise funds for the r oyal flying Doctor’s s ervice,’’ c atherine said.

“a couple of highlights were a green lizard shaved into one fella’s hair, a mohawk complete with pink goatee and shaving off a moustache that its owner had had for more than 30 years! it was a terrific evening, and everyone really got into the spirit of the event.’’

a lot of them let their hair grow leading up to the trek just so they can get a crazy style at cut-a- r ama!’’

Just cuts founder Denis Mcfadden, attending his 27th cut-a- r ama, thanked the people of b athurst for supporting a good cause.

“ people in these communities can live hours from medical care,’’ Denis said. “ t he doctors that work for the rfDs are the Gps of regional australia, with a waiting room that spans millions of kilometres.

people can call them for anything from falling off a horse, or injuring themselves on farm equipment, to a medical episode. t he rfDs can provide advice over the phone or come and provide assistance.’

KWi K Ko PY AUSTRALIA REVEALS WINNERS OF $25,000 SMALL BUSINESS FACELIFT GIVEAWAY

Kwik Kopy Australia, a leader in print, design and large-format signage and marketing solutions, excitedly reveals the five lucky small businesses that will each win a $5,000 signage facelift. After an overwhelming response from over 1,000 entries across Australia, an appointed panel of judges has selected the five deserving winners of a brand refresh:

• Seppeltsfield Rd Distillers

• Outward Bound Australia

• Big Little Brewing

• We, Future Leaders

• CO-CO BANANAS Record Store & Cafe

e ach winner will receive a customised branding package that includes largeformat marketing materials, such as custom signage, event displays, window decals, office wallpaper and more. t his initiative puts forward Kwik Kopy’s commitment of ‘making possible,’ allowing small businesses to maximise their exposure with

professional and up-to-date collateral that attracts their respective target audiences.

“ t hese small businesses were able to stand out with their interesting stories, passion and great potential. We at Kwik Kopy are excited to be part of their next phase and we hope to see how the facelifts contribute to their growth,” says panteha Jadidi, national Marketing Director of Kwik Kopy australia.

installing a visually appealing storefront can go a long way by establishing the legitimacy and credibility of a business.

it is an important element that drives interest and foot traffic, leading to revenue generation. a s Kwik Kopy comes with decades of experience in large-format printing, they are highly familiar with how the right branding elements can strengthen the reputation of a business.

Over the duration of the campaign, Kwik Kopy also awarded 24 weekly $500 vouchers as part of their commitment of empowering small businesses for over 40 years. t his giveaway is an opportunity to create a community spirit among entrepreneurs and help businesses thrive.

Ja X tYres & auto expands WA offerings with new store opening in Butler

JAX Tyres & Auto has officially opened its new store in Butler, Western Australia, the third in the state.

t his latest store will further strengthen Ja X tyres & auto’s presence in Western australia and reinforces the brand’s broader commitment to delivering trusted, high-quality automotive services to customers nationwide.

a s the company continues to grow, each new location plays a vital role in making expert vehicle care more accessible to local communities across the country.

steve Grossrieder, ceO and Managing Director of Ja X tyres & auto says, “ t his new location reflects our strong belief in the Wa market and our confidence in delivering quality service to local customers. Our expansion into butler not only builds on our success in the region but also demonstrates our ongoing mission to provide reliable service across the country.”

t he new store will offer a full range of services including tyres, wheels, brakes, suspension, batteries and vehicle servicing, delivered by a highly trained team committed to safety, performance, and customer service.

Ja X tyres & auto butler franchisee owner i gor r osandic says, “ i ’m proud to open our doors to the butler community, providing locals with the high-quality service Ja X tyres & auto is known for.”

t he announcement follows Ja X tyres & auto’s recent recognition at the 2025 c X awards, where the company was named c X team of the Year, highlighting its continued focus on delivering outstanding customer experiences across all 93 Ja X store locations nationwide.

Ja X tyres & auto is dedicated to ensuring every vehicle is safe and roadworthy, offering quality products from leading brands and a comprehensive range of automotive services.

Z arraffa’s Relaunches Popular Single Origin Bean, Continuing Support For FamilyRun Peruvian Coffee Producers

Zarraffa’s Coffee has announced the return of its popular Peru Ayni Single Origin bean - a flavourful specialty coffee that’s backed by a story of growth, gratitude, and shared success between Zarraffa’s and family-owned coffee producers in Peru’s Quillabamba region.

a s part of the brand’s longstanding commitment to ethical and sustainable sourcing in line with its trade, not aid relationship with coffee growers, Zarraffa’s coffee launched t he peru ayni project in 2023.

t his saw the specialty coffee retailer fund the installation of raised drying beds and stock housing for the Jose Olaya cooperative, with the goal to create sustainable farming practices and empower smallholder farmers in peru.

“When we first launched peru ayni two years ago, our investment in their infrastructure was only just beginning to take effect and it was a relationship we planned to nurture,” said Zarraffa’s coffee ceO, Marnie sheldon.

“a s we return to the region for a second time, we can now see how that early support has been realised, translating into tangible, lasting improvements for these farmers and their communities.”

t his release marks the sixteenth single Origin evolution for the specialty coffee company - and notably, the first time Zarraffa’s coffee has revisited a specific bean, underscoring the strength and success of the relationship. peru ayni reflects the ancient spirit of “ayni”, a Quechua principle meaning “today for you, tomorrow for me”.

b y choosing peru ayni, Zarraffa’s coffee customers are not just savouring a great cup, they’re also supporting a coffee-growing community and sustainable farming practices that tell the story from bean to cup.

For more information about Zarraffa’s Coffee visit www.zarraffas.com

ANZAC PRIDE: su BWaY®australia Raises $100,000 to Support Veterans

t he power of the anZ ac spirit was on full display when everyday people dug deep to help subway® australia raise a staggering $100,000 for the r eturned and s ervices league of australia (rsl). subway® partnered with rsl australia to launch a limited-edition anzac biscuit ahead of anZ ac Day 2025, with proceeds from every biscuit sold supporting the organisation’s

crucial services and programs to assist veterans. in just one month, sales of the popular biscuit baked to golden perfection from a traditional recipe contributed to raising $100,000 to directly assist veterans and their families.

rsl australia national president Greg Melick praised the thousands of people across the country who showed their support by

purchasing a subway® anzac biscuit.

h e said the $100,000 donation would help the organisation provide vital care and assistance, and their families. “ t he funds raised will assist immeasurably in supporting veteran programs right around australia and we are extremely grateful, ”Greg Melick said. “ t he subway anzac biscuit, baked from a traditional recipe dating back to World War One, was a great success and the rsl welcomes and greatly values the support of subway. We look forward to a continuing association in the future, “he said.

subway® Managing Director for australia and n ew Zealand shane bracken said the limited-edition anzac biscuit was a truly feel-good treat for an important cause.

“With all subway restaurants being locally owned and operated, we know how important it is to engage with the community and give back wherever possible,” Mr bracken said. “ t his year, we wanted to do something special to honour the brave men and women who have served our country and continue to inspire us with their courage and resilience. “ i am grateful to our guests for whole heartedly embracing this purposeful partnership and helping us reach our fundraising target of $100,000 for the rsl .”

strong Pilates IS SOLIDIFYING ITS GLOBAL FOOTPRINT WITH A NEW BRAND CAMPAIGN

Australian-founded franchise STRONG Pilates is solidifying its global footprint with a new brand campaign aimed at unifying its message across international markets and reinforcing its unique fitness proposition.

t itled “More t han pilates”, the campaign positions str O nG as a full-spectrum fitness solution that blends pilates with cardio and strength training, an offering that’s resonating with a growing number of consumers and prospective franchisees alike. With pilates named the leading fitness genre in the world, str O nG’s multi-modality

offering takes this to the next level.

With more than 150 studios planned for the u s . and expansion underway across 14 countries, strO nG is sharpening its focus on strategic growth by driving brand awareness and supporting its global franchise community through strategic marketing, innovation, and member experience. its latest campaign underscores a key message: the brand isn’t simply evolving pilates, it’s redefining the fitness category entirely.

co-founder of strO nG pilates, Michael r amsey said: “ since launching str O nG in 2019, we have created a unique format which has not only transformed traditional pilates, but expanded on its benefits to redefine what it means to feel strong. a s we roll out the first of our u s . studios, now is the time to highlight our world-first offering and position an australian brand at the forefront of the global fitness industry.”

t he campaign is backed by insights from

a recent global member survey, which found 84% of members believe strO nG delivers all their fitness needs in one format, with the majority training at least four times a week. Much of that is attributed to strO nG’s unique programming and exclusive equipment - the r owformer and bikeformer - a reformer bed with a rower or bike attached for a low impact, high intensity workout.

franchisees are being supported through a coordinated rollout that includes social media assets and in-studio activations designed to boost local engagement and drive membership growth. a s strO nG accelerates its international expansion, the campaign reinforces its long-term commitment to innovation, brand cohesion, and franchise success.

STRONG’s #MoreThanPilates campaign is now live.

Follow @strong on Instagram or on YouTube @Strong_Pilates.

Mizael Partners: accountants and auditors.

Your Business Journe Y Begins Here.

Every successful business starts with a moment of possibility. Since 2013, Mizael Partners has been that crucial turning point for over 2,000 businesses across Australia, transforming financial uncertainty into confident growth.

Franchising isn’t just about following a system—it’s about building your future. Whether you’re starting your first franchise or expanding your network, the financial landscape can feel complex and demanding.

That’s where the Mizael difference becomes clear. Our five-person dedicated teams don’t just handle your books—they become your strategic partners, ensuring every financial decision supports your bigger vision.

In today’s competitive franchise environment, business owners and franchisors require more than just compliance—they need real-time insights, strategic financial planning, and

advisors who truly understand the unique challenges of franchising. That’s where Mizael Partners steps in.

Founded in 2013 by Ryan Mizael, Mizael Partners is a Melbourne and Sydney-based accounting and advisory firm that provides services across Australia. With more than 2,000 clients nationwide, the firm has built a strong reputation for helping businesses— particularly in the franchise sector—navigate financial complexity, improve performance, and achieve long-term growth.

specialists in Franchise accounting and advisory

Franchising presents a unique set of financial demands. From startup capital structuring, regulatory compliance, and ongoing tax obligations to royalty tracking, performance benchmarking, and network-wide reporting, franchisors and franchisees face a range of industry-specific challenges.

Mizael Partners has developed specialised services for the franchise industry. For

franchisees, the firm offers tailored onboarding support, including business structuring, tax registrations, and initial financial system setups. Once operational, franchisees benefit from proactive support in budgeting, cash flow management, tax planning, and ATO compliance—ensuring they stay financially healthy from day one. For franchisors, Mizael Partners delivers group-level financial reporting, multisite performance tracking, and advisory services that support sustainable franchise network growth. This includes assistance with franchisee onboarding, due diligence, benchmarking, and forecasting—giving franchisors the financial clarity to grow with confidence.

client- centric Model: the Mizael difference

Mizael Partners takes a unique team-based approach. Each client is supported by a dedicated five-person team, with specialists in accounting, audit, tax, client service, and

business advisory. This ensures that every financial aspect of the business is addressed proactively, accurately, and in a timely manner.

“Franchise businesses, in particular, benefit from our structure,” says Ryan Mizael. “Our clients know who to go to, and they never feel like they’re left waiting. This is a relationshipdriven firm—we grow with our clients.”

The firm’s communication style is also highly regarded—professional, prompt, and simple. Many clients are not from financial backgrounds, so clarity is key. Mizael Partners ensures that every report, strategy, and recommendation is clear, actionable, and focused on outcomes.

technology-driven, resultsFocused

To deliver up-to-the-minute insights and streamline business operations, Mizael Partners leverages cloud-based accounting platforms, with Xero as a preferred system. Clients can view their performance in real-time, enabling faster, smarter decisionmaking.

Whether it’s a single franchise outlet or a national network, financial data is structured

to reflect business realities—so clients always have the information they need to make confident decisions.

commitment to Quality and Information security

Mizael Partners has built a reputation not just on service delivery, but on quality assurance and information protection.

The firm is ISO 9001 certified, ensuring that every process meets the highest standards of quality management. This certification underpins the firm’s commitment to continuous improvement, internal accountability, and consistent service excellence.

Just as importantly, Mizael Partners is ISO 27001 certified—a globally recognised standard for Information Security Management Systems (ISMS). In an age of increasing data breaches and cyber threats, this certification reassures clients that their sensitive financial data is handled with the utmost care and protection.

Few accounting firms of this scale in Australia hold both certifications, making Mizael Partners a clear standout in the industry.

real results: a proven track record

The firm’s impact is best seen in its client stories. One business owner managing several investment properties approached Mizael Partners when interest rates began rising and cash flow became difficult to manage. The firm conducted a thorough financial health review, restructured their loan strategy, and developed a clear cash flow forecast— resulting in renewed stability and restored confidence.

In another case, a national franchisor engaged Mizael Partners to assist with onboarding new franchisees and producing financial reports for investor review. The firm provided not only compliant reports, but also strategic insights that helped improve profitability across the network.

These results are no coincidence—they are a product of systems, experience, and a genuine interest in client success.

australia-Wide reach, Localised support

Although based in Melbourne and Sydney, Mizael Partners proudly services clients Australia-wide. Their digital-first systems, responsive teams, and national network of professionals ensure that clients—regardless of location—receive consistent, high-quality support.

Whether you’re a Brisbane franchisee, a Perth-based franchisor, or an investor assessing a franchise opportunity in Adelaide, Mizael Partners has the experience and systems in place to support your journey.

a partner you can trust Franchise systems rely on consistency, brand strength, and shared success. These values align closely with Mizael Partners’ own mission: to provide reliable, strategic, and long-term support that helps clients succeed—financially and operationally.

If you’re a franchisor seeking a national accounting partner, or a franchisee looking for reliable, structured support, Mizael Partners offers everything you need under one roof.

From compliance and tax to cash flow, planning, and business advisory, this is a firm built on relationships, outcomes, and a commitment to helping franchise businesses grow with clarity and confidence.

Discover how Mizael Partners can help your franchise business thrive.

Visit: www.mizaelpartners.com.au

Franchising Front and c entre

We have seen a groundswell of activity, energy and celebration across our sector these past few months and I couldn’t be prouder of the leadership role the Franchise Council of Australia (FCA) has played in delivering these milestones for our members.

For the first time ever, Australia joined the global celebration of World Franchise Day, and the response was both uplifting and powerful. On 11 June, franchise businesses around the country and the world shared stories, hosted events, and recognised the people who power our sector, our #FranchiseHeroes. This was a coordinated effort to remind Australians that franchising is local business at scale: creating jobs, building communities, and giving Australians proven pathways to business ownership.

World Franchise Day gave us an important platform to promote the scale and significance of franchising in Australia, a $135 billion sector made up of 73,000 small businesses that employ over 500,000 Australians. It also marked a moment of unity, acknowledgement and purpose for our members and for the broader franchising eco-system.

I had the absolute honour of meeting Jim Penman the founder of the Jim’s group who you might say is one of the greatest entrepreneurs of the Australian franchising industry and this meeting was held on World Franchising Day – what a moment.

We’ve also been prepping for another major milestone with the inaugural Franchise Industry Awards (FIA). The response to

the FIA has been exceptional. We received nominations from 56 leading franchise brands, with 83 finalists in contention across 23 individual categories.

This strong engagement is yet another reinforcement of the vibrancy and professionalism of our sector and the desire among franchisees, franchisors and suppliers to be part of something that truly showcases best practice.

Importantly, the judging process for the FIA has been rigorous and independent. We’re committed to maintaining the integrity of these awards not just in this inaugural year, but for the long term. That’s why we enlisted a panel of experienced, external judges who reviewed entries against transparent criteria. Their work ensures the FIA are a meaningful recognition of excellence.

I want to acknowledge and thank everyone who submitted nominations and extend a massive Congratulations to all our winners. Your willingness to share your stories is helping elevate the reputation of franchising and shine a light on the professionalism that defines our sector. I also extend my thanks to our valued sponsors and to the team behind the scenes who have worked tirelessly to bring the FIA program to life.

We kicked off our FIA celebrations with our Franchise Forum, a full-day program of insights and connections, open exclusively to Gala guests. This also proved a major success.

As we reflect on what we’ve achieved, it’s also important to look ahead.

Australia now has a new Parliament, and with it, new leadership on small business policy. The FCA has already extended our congratulations to Dr Anne Aly MP on her appointment as Minister for Small Business.

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.

We look forward to working constructively with Dr Aly and her team to ensure franchising remains a key consideration in policy and program development.

Dr Aly joins the Cabinet at a critical time. Small businesses including franchise businesses are navigating ongoing economic pressures and a rapidly evolving marketplace. The FCA remains focused on advocating for practical, fair policy settings that support growth, innovation and compliance. Our work on a proposed co-regulatory model reflects the sector’s readiness to lead and our expectation that regulation supports, not stifles, small business success.

We also welcomed the election of two individuals with deep understanding of and connection to franchising the Hon Sussan Ley MP as Leader of the Liberal Party and Mary Aldred MP (and former FCA CEO) as Member for Monash. Both have demonstrated strong commitment to small business and our sector over many years, and we look forward to continuing our positive and productive relationship with them in their new roles.

From celebrating our champions to engaging on policy, everything we do at the FCA is focused on delivering real value for our members. These past two months have shown what’s possible when we work together, stay focused, and stay proud of what franchising contributes to this country.

Thank you for being part of this journey. v

Franchise success in the s aa s lane

Can a franchise deliver a consistent brand experience while still feeling truly local? The answer is yes. But it demands the right systems behind the scenes.

Growth and success today hinge on more than consistency. It is also about empowering every franchisee to connect, personalise and perform at a higher level. Thanks to the evolution of SaaS, what once seemed complex is now a real competitive advantage.

Across Australia and New Zealand,

franchisees are achieving new levels of marketing precision, customer engagement and business intelligence, often from a single platform on their smartphones and laptops. It is no longer about coping with complexity. With the right software, it is about converting that complexity into a competitive edge.

precision marketing at a local level

The strongest franchises understand that local marketing drives local revenue. Yet coordinating dozens or even hundreds of locations to deliver local campaigns, while

protecting brand integrity, is challenging. Now, cloud-based marketing platforms are transforming how franchisees operate. Instead of fragmented efforts, networks have access to centralised systems that enable national consistency with local adaptability. Head offices can create campaign assets, then allow franchisees to personalise offers, schedules or messaging based on their market.

From SMS campaigns targeted by postcode to automated Facebook ads promoting local events, marketing has become more agile and effective. The result? Every franchisee

can launch high-quality campaigns within minutes, without compromising the brand.

a smarter way to build trust through reviews

Franchise success thrives on reputation. One location’s reviews can influence customer perception of the entire network. That is why many leading franchises are building structured review strategies, powered by technolog, into their operations.

Customer review platforms integrated with CRM systems allow franchisees to monitor customer sentiment in real time. Feedback collected from Google, social media and internal surveys feeds into a single dashboard. From here, AI analytics can detect tone, flag issues and recommend a response, helping each franchisee respond swiftly and with care. Reviews are no longer a customer service afterthought. They are a growth strategy.

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.

“ Technology is playing a greater role in every aspect of business. That the impact is especially profound in franchising. The ability to orchestrate a network of independently run businesses with precision, personalisation and performance is what separates good franchises from great ones.”

Smart franchises use them to identify operational pain points, reward staff excellence and uncover new product opportunities. They ask for feedback at the right moment in the customer journey. Not only to improve ratings, but to build advocacy.

the crM engine behind every high-performing franchisee

Customer relationships are the currency of franchise growth. However, when franchisees juggle bookings, follow-ups and admin manually, cracks can form and opportunities can slip away.

SaaS-based CRMs are helping franchisees elevate their service experience while streamlining day-to-day operations. With automation built into client reminders, job scheduling, invoicing and review followup, franchisees are regaining hours in their week. More importantly, they are creating consistent and reliable experiences that customers trust.

For head office, these systems unlock realtime insights across the network, highlighting customer trends, booking volumes and marketing effectiveness. Franchisees can be coached and supported with data, not guesswork. And customers experience a brand that feels coordinated, attentive and responsive, regardless of location.

Marketing muscle with brand control

For a franchise, brand consistency is nonnegotiable. However, in the rush of day-today operations, it’s easy for local marketing efforts to drift away from brand standards. Digital asset management tools now serve as brand guardians, equipping every franchisee

with ready-made templates, visuals and campaign kits that reflect the brand’s standards. Instead of wasting time designing from scratch or breaching brand rules, franchisees can access polished assets and launch marketing in minutes.

This level of control does not restrict creativity, it empowers confidence. Franchisees are free to focus on what they do best - growing their business, building relationships and serving customers. All the while, head office knows the brand is represented consistently and professionally.

building a stronger network through smarter systems

Technology is playing a greater role in every aspect of business. That the impact is especially profound in franchising. The ability to orchestrate a network of independently run businesses with precision, personalisation and performance is what separates good franchises from great ones.

What is emerging is a new standard for franchise marketing - one where systems are intuitive, marketing is meaningful, and customers feel valued at every touchpoint.

In conversations with franchise owners across the country, a clear theme emerges: those embracing modern software platforms are not only more efficient, they are more assured. They operate with a sharper sense of direction, a deeper connection to their customers and a renewed energy to grow. With the right systems in place, they are leading with clarity, control and momentum.

The best part? That confidence compoundslocation by location, campaign by campaign, review by review. It becomes the engine that drives every franchise forward. v

7 r easons Why g yMBarooK indyroo i s o ne o F the Best Franchises in australia

If you’re searching for a business that offers flexibility, proven success, and a genuine sense of purpose, a GymbaROO franchise might be your perfect match.

For more than 40 years, GymbaROO has helped families across Australia support their child’s early development through fun, research-backed programs. But behind every joyful class is a thriving business run by a passionate local owner — someone just like you.

Whether you’re a parent, an educator, or simply looking for a business that makes a difference, here are seven reasons why GymbaROO is one of the best franchise opportunities in Australia.

1consistent

demand and purpose-driven Work in a growing Industry

Franchises in the children’s sector come with built-in advantages:

• Consistent demand, even during economic uncertainty

• Passionate, repeat clientele (parents want the best for their kids)

• Programs and services that feel good to deliver

• Growing awareness of early childhood development

When you combine these factors with a proven business model like GymbaROO’s, the result is a low-risk, high-reward opportunity with real staying power.

2proven results over

40+

years

Since the first GymbaROO opened in Melbourne in 1982, we’ve expanded to more than 60 centres across Australia and over 100 globally. That doesn’t happen by accident.

Our program is grounded in decades of research on early childhood neurodevelopment, movement, and parentchild connection. Families trust us because our methods work, and franchisees succeed because the business model is built to last.

This is a franchise grounded in evidence and driven by results.

3strong brand recognition across australia

In the world of franchising, brand equity matters. And GymbaROO has it in spades.

We’re a household name in parenting circles, early learning communities, and online parenting groups. When families see the GymbaROO name, they already associate it with:

• Quality programming

• Expert educators

• A fun, welcoming environment

• Real developmental benefits for their children

That level of trust doesn’t just fill classes. It helps you grow your business faster, with less need to build credibility from scratch.

4training, support, and community for Franchisees

You don’t need a background in teaching or business to succeed as a GymbaROO franchisee.

From day one, we provide:

• Full onboarding and operational training

• Guidance on running classes, managing finances, and hiring staff

• Marketing templates, digital tools, and brand assets

• Ongoing mentoring and business coaching

• A vibrant community of franchisees to learn and grow with

We’re Australian-developed and owned, which means support is local, responsive, and tailored to your needs. You’re never left to figure it out on your own.

5exclusive

territories and scalable opportunity

As a GymbaROO franchisee, you will be granted an exclusive territory. That means you can build your local reputation without competing with other franchisees nearby.

Many franchisees choose to grow within their area by adding session times, new staff, or additional programs. Others go on to open a second centre.

Whether you want to keep things flexible or expand into a multi-site operation, GymbaROO gives you the tools and support to scale at your pace.

6Flexibility for parents and educators

Many of our franchisees are working parents or educators who want a career that fits around their lives, not the other way around.

GymbaROO gives you the freedom to:

• Set your schedule.

• Run classes part-time or full-time.

• Take school holidays off if you choose.

• Involve your own family in the business.

• Work in a way that aligns with your values. It’s a business that adapts to your life and grows alongside your goals.

7Making a difference in kids’ Lives every day

At its core, GymbaROO is about impact. Every time a parent walks out of class saying, “I can really see the change in my child,” that’s a win.

As a franchisee, you will help shape children’s development during their most important years. You will empower parents and carers. And you will be part of a national movement that’s changing how we support babies and young children in Australia.

As a GymbaROO franchisee, you will be working towards a legacy that you can build in your community.

ready to get started With one of the best Franchises in australia?

There are plenty of franchise opportunities out there, but few that offer the rare mix of purpose, flexibility, and proven success that GymbaROO does.

This is a business that works, but also one you will feel proud to own. It’s trusted by families, supported by experts, and built on more than 40 years of results. As a franchisee, you’re not just running classes; you’re building connections, making a difference, and shaping the future for young children and their families.

You don’t need a background in early childhood. You don’t need to go it alone. With the right support, strong systems, and a national brand behind you, you will have everything you need to thrive.

So if you’re looking for one of the best franchises in Australia, GymbaROO is backed by research, driven by impact, and made for people like you. It’s worth a closer look.

head to our website to read more about what gymbaroo is and to request your Franchise Information pack to take the next step.

h ow a rebrand can positively impact your Franchise business

In the world of franchising, staying relevant is far more than just a goal – it’s critical to survival. As customer expectations evolve, competition increases and buying habits change, franchise brands must find fresh ways to grow, inspire and connect with their customers and their communities.

When it comes to high-impact marketing moves, it’s commonly said that few are more powerful than a well-executed rebrand.

As Chief Marketing Officer of The Cheesecake Shop, Rebecca Barnes leads strategies that not only sharpen customer relevance but unlock new pathways for growth. Since joining the iconic dessert brand, which now has a 250-store franchise network across Australia and New Zealand, Barnes has helped reposition their brand identity, engage younger audiences, and expand into fresh snacking occasions –starting with their rebrand at the helm in 2023.

Rebecca Barnes shares her key insights on how a strategic rebrand can positively impact your franchise business and unlock immeasurable growth in today’s climate.

1remaining relevant & competitive: sweet success In a Fast-Moving Market

As a beloved legacy brand, The Cheesecake Shop knows a thing or two about heritage –having been a part of Australian celebrations since 1991.

In today’s evolving marketing, where trends change fast and consumer expectations move even faster, heritage doesn’t guarantee relevance or success. It’s imperative for franchises to make calculated, strategic moves to maintain a competitive edge, and this is

where The Cheesecake Shop’s rebrand came to play.

In 2023, The Cheesecake Shop ran extensive focus groups across Sydney and Melbourne to better understand where the brand stood with customers – discovering that long-time fans still loved the brand, but many younger audiences didn’t know what we offered. At this breakthrough, The Cheesecake Shop set clear goals to reposition the franchise company as an aspirational brand that our customers would feel proud to bring to any celebration, and to spotlight what set us apart from competitors.

The rebrand saw new logo and lighter colour palette testing to redesigning stores with modern displays and open layouts to showcase the kitchen, which made our competitive edge clear by showing customers that cakes were baked onsite. As we rolled out these strategic changes, we saw brand salience jump and, following store refurbishments, 77 per cent of customers said they preferred the new design (more than double the previous benchmark).

2customer growth: bridging generations, not replacing them

A successful rebrand isn’t about throwing out your history – it’s about evolving with your customers, both new and old. Understanding your customer base is imperative to success, and a rebrand allows you to uncover what’s working (and what’s not). How does your business maintain its existing customer base, while catering to new audiences for growth?

With The Cheesecake Shop’s rebrand discovering a strong emotional connection with long-time fans but less among the

younger demographic, we prioritised building bridges between opposing customer opinions, rather than reinventing the wheel and risk alienating our loyal customer base.

To do this, we looked at how our brand story was told and segmented per audience group, by simplifying brand messages, leaning into storytelling around freshness and baker visibility, and modernising our digital footprint.

Crucially, we showed up in new places, while maintaining our existing marketing strategies. TikTok became a key channel, with influencers and food creators spotlighting our products with viral taste tests and unboxings, which reached younger consumers organically and on their terms. In addition, we started reviewing our digital operations and how we can enhance for the modern era – something we’re continuing to prioritise as the franchise grows.

3product

Innovation: a Fresh slice For Modern tastes

Rebrands come with an unspoken permission to reimagine your offering. At The Cheesecake Shop, that started with our menu.

For years, the company was known for big celebration cakes, rather than everyday indulgence or bite-sized products. This offering was not synonymous with industry data, which indicates the Australian snacking business is a multi-billion dollar industry.

We took this opportunity in our stride and introduced The Cheesecake Shop’s Daily Treats Range, serving up an extensive variety of single-serve treats designed for solo celebrations, late-night cravings, and quick delivery. The new range included

loaded cookies, cupcakes, cake pops, and limited-edition products like our renowned cheesecake-lamingtons, which we leveraged via TikTok to drive more than 1 million views to our mouth-watering delights. We also recently expanded the range to include Cheesecake Sticks, which we’re seeing go viral across socials with food reviews and usergenerated-content.

Not only did these products fill a gap in our product offering, they also introduced The Cheesecake Shop to brand-new audiences and connected with a new consumption occasion.

4Franchisee expansion: a brand Worth backing

A rebrand gives you the ability to attract not only new customers but also new franchise partners, with a refreshed vision and strategies to support their investment in your business, while energising the existing franchisee network. We wouldn’t be where we are today (more than three decades in) without the commitment and care of our franchise community.

Since The Cheesecake Shop’s rebrand, we’ve seen an uplift in franchise enquiries, as well as more existing franchise partners investing in refurbishments.

Franchisees want to align with brands that are future-focused, and invested in long-term growth. Our rebrand sent a clear message that The Cheesecake Shop isn’t standing still, but evolving and continuing to prioritise growth, focused on diversifying and investing in our future.

When a rebrand is driven by purpose and bold execution, it’s not just the icing on top but the sum of all the slices coming together. Who says you can’t have your cake and eat it too?!

aBout r e Becca Barnes: Rebecca Barnes joined The Cheesecake Shop in 2023, bringing extensive experience working with franchisedriven businesses, developing brands and delivering compelling marketing campaigns with strong ROI for businesses in varied industries.

As Chief Marketing Officer (CMO), Rebecca is set to ensure The Cheesecake Shop is acknowledged as a leader in the franchise industry, delivering the brand story through its core purpose of helping families, friends, communities, and workplaces celebrate life’s sweet moments.

c raveable brands: leading Q sr innovation in australia’s c hicken Market

In Australia’s fast-evolving quick-service restaurant (QSR) landscape, innovation is essential for survival and growth. Craveable Brands, the company behind household names such as Red Rooster, Oporto, Chargrill Charlie’s, and Chicken Treat, is redefining how they serve fast, quality food in a digitally driven world.

As one of the country’s leading QSR franchisors, Craveable Brands has adopted a future-focused mindset, integrating smart technology, customer-centric systems, and operational efficiencies across its network. From app-based ordering and AI-powered operations to data-led loyalty programs and sustainable delivery models, the group is transforming Australia’s chicken dining experience.

Discover how Craveable Brands empowers its franchise network, elevates customer experiences, and drives long-term growth while preserving the unique identities of its much-loved chicken brands.

reimagining Fast Food through technology

Craveable Brands views technology as an integrated tool that enhances every stage of the customer journey and franchise operations. Each brand benefits from this holistic approach to digital transformation.

Mobile apps launched across Red Rooster, Oporto, and Chargrill Charlie’s enable customers to order ahead, collect loyalty points, receive personalised promotions, and track meals in real time. These apps provide a seamless and convenient experience while giving the business valuable insights to ensure they are meeting customers’ needs.

These insights extend beyond transactions, influencing product development, marketing campaigns, and customer retention strategies. The apps also give franchise partners a

competitive edge by boosting brand loyalty and repeat business.

technology behind the counter empowering Franchise partners

Beyond customer-facing technology, Craveable Brands invests in digital systems that streamline franchisee operations, making them more efficient and profitable.

Workforce management platforms help franchisees take charge of hiring, onboarding, rostering, and paying their team, but also forecast demand and optimise staffing. This means franchisees can proactively manage labour, ensuring that they have the right people, with the right skills, in the right place at the right time. Being prepared for peaks in the day and having the capacity to deliver brilliant customer experiences is key.

Inventory and procurement are managed through centralised digital systems that track stock in real time, set automated reorder points, and reduce waste. Integrated with modern POS systems and aggregator tools, these platforms provide end-to-end visibility, ensuring accurate demand forecasting and simplifying supply chain functions across the network.

At the heart of the company's success is a strong emphasis on training and development. Its approach has evolved to meet the needs of today’s workforce, blending mobile-enabled learning with in-restaurant coaching and online workshops. From day one, both new and existing team members are offered engaging, flexible learning pathways that support onboarding, skill development, and long-term career growth—accessible anytime, anywhere.

This modern, blended learning model has proven effective in reducing turnover and maintaining consistent, high-quality service in a fast-paced, high-churn industry. Whether through structured in-restaurant coaching, bite-sized mobile learning modules, or expertled online workshops, the company remains committed to building confident, capable teams equipped for long-term success.

data-driven decisions across the network

Data is a critical enabler of success at Craveable Brands. Centralised dashboards provide insights on sales performance, customer sentiment, product mix, and labour efficiency. Accessible to Craveable Brands Head Office corporate teams, these dashboards foster accountability and continuous improvement.

At the brand level, aggregated data guides customer behaviour analysis, testing of new offers, and market predictions. For example, optimising loyalty programs based on engagement metrics has led to increased reward redemptions and greater app usage. There's also a growing focus on leveraging data from these programs to guide new product decisions through targeted market testing.

sustainability and the Future of Qsr

Craveable Brands is committed to sustainability across its operations, embracing solar energy trials, eco-friendly packaging, committing to reconciliation and building partnerships aimed at reducing delivery emissions through electric vehicle fleets. Reducing all waste (from food to e-waste) is a key focus including reducing packaging, introducing all sustainable / recyclable packaging, phasing out single use plastics and adopting sustainable building practices. Technology supports sustainability efforts, reducing food waste and optimising kitchen energy use. As consumer expectations around environmental impact grow, these initiatives benefit both the planet and the business.

Their brands rely on strong relationships with numerous suppliers. Their ESG commitments ensure that sourcing, purchasing, and distribution practices are governed by strict ethical standards. Craveable Brands will only conduct business with companies that can be relied upon to uphold the highest

standards of food safety and traceability and are dedicated to ensuring that everyone within their supply chain and operations is treated with equality and dignity, supported by their Human Trafficking and Modern Slavery Agreement and their association with SEDEX to monitor ethical practices. They are also committed to ensuring that all suppliers of animal-derived protein meet at least the minimum standards of animal welfare.

Modernising In-store and drivethru experiences

In-store and drive-thru channels remain essential touchpoints for QSR customers. Craveable Brands is modernising these environments across Red Rooster, Oporto, Chicken Treat, and Chargrill Charlie’s.

The group is exploring ordering system technology advancements at select drivethru locations, designed to streamline ordering, reduce wait times, and improve accuracy. Smart digital menu boards are becoming increasingly popular, dynamically updating menus based on triggers such as time, promotions, and popularity of itemsenhancing customer experience and upselling.

Inside stores, self-service kiosks reduce queues and increase average order values with smart add-on recommendations, freeing staff to focus on food quality and service. These technologies are operational at selected high-traffic Red Rooster, Oporto and Chicken Treat stores, delivering measurable improvements, marking the next step in Craveable Brands’ digital transformation.

Franchisee support: a true partnership

Craveable Brands supports franchisees with hands-on guidance, practical training, and innovative technology.

• A dedicated Business Consultant is on-site during the first 7 days of trading to guide operations and help confidently adopt new systems.

• Tailored training, places crew and managers in high-performing nearby stores before opening, with Craveable Brands managing logistics and franchisees covering costs.

• Neighbouring franchisees often support launch shifts, sharing experience and fostering community.

• Franchisees also access a digital support portal with training resources, marketing tools, real-time data, and ongoing technical assistance, plus local marketing support and national campaigns.

By combining innovation with practical support, Craveable Brands empowers franchisees to succeed from day one.

preserving brand Identity through Innovation

Despite rapid modernisation, Craveable Brands ensures the unique identity and legacy of each brand is preserved.

Red Rooster is a beloved Australian icon satisfying chicken cravings through roast chicken, fried chicken, burgers and more. With a focus on family, nostalgia and quality - Reds’ has rejuvenated its brand through updated store designs, expanded delivery and health-conscious menu options.

Oporto retains its bold, flame-grilled Portuguese street food heritage, using digital loyalty programs and social campaigns to deepen customer engagement.

Chicken Treat, a Western Australian favourite since 1976, blends modernisation with humour and local charm, revitalising its presence with fresh digital campaigns and product launches.

Chargrill Charlie’s, the group’s premium offering, prioritises quality, freshness, and community, expanding metropolitan presence while streamlining operations without losing its hands-on appeal.

setting the standard in australian chicken Qsr

Craveable Brands demonstrates how innovation, data, and franchise support can transform established QSR businesses. Across its portfolio, it is enhancing customer experiences, modernising operations, and preparing for a sustainable, digitally enabled future.

Whether through Red Rooster’s classic roast, Oporto’s flame-grilled flavours, Chicken Treat’s fried favourites, or Chargrill Charlie’s premium fast-casual experience, Craveable Brands is united in its mission: delivering great food, fast—leading the industry into the next chapter of Australian QSR. v

building your s trategy For multi- u nit Franchise o wnership

For many franchisees, their first location is just the beginning. Once your initial business is running smoothly and showing healthy profits, it’s only natural to start thinking about what’s next. For some, that means growing their team or expanding their marketing. For an increasing number of franchisees however the ‘next step’ means only one thing: opening another site.

Multi-unit franchise ownership is an exciting step. In highly developed franchise markets like the US, multi-unit franchisees account for more than half of all franchised units. That number is a little lower for Australia and New Zealand, but it is climbing rapidly.

Expanding your franchise empire can be financially rewarding, but it’s a leap that requires careful planning, especially when it comes to finance. Scaling from one outlet to two or more isn’t just a matter of duplicating your first success. It requires a completely new approach to how you fund and manage your business.

Why Multi-Unit ownership is a different game

Owning a single franchise often means you’re hands-on with day-to-day operations. You know your team and your customers, you have your finger ‘on the pulse’ and you’re across all your numbers. But when you open a second (or third) location, everything changes. Your time is stretched, responsibilities multiply, and the stakes get higher.

Financially, the jump to multi-unit ownership can be significant. You’re not just repeating the costs of your first site; you’re also building infrastructure to support growth. At the very least you need someone to do what you do when you’re not there, but as your empire grows, you’ll likely need to consider centralised management, more complex accounting, and possibly a regional or area manager. Your finance strategy needs to reflect this shift.

the capital challenge: What you’ll need and Why Before you expand, you need to understand what it will cost. While figures vary depending on your industry, location, and franchise brand, here are the major areas where you’ll need capital:

• Franchise fees: Some franchisors offer discounts for second or third units, but others charge the full amount.

Hot Tip: It might be economical to secure multiple sites from the outset or perhaps agree a ‘first right of refusal’ for adjoining territories.

• Fit-out and equipment: Even if you’ve done it before, every site has unique requirements. Fitout particularly can vary significantly based on site type, location, and even different local government regulations.

• Staffing and training: Hiring and onboarding a whole new team adds to upfront costs and is a big demand on time (yours and your existing team’s).

• Inventory and working capital: Stocking your new outlet and covering costs before revenue flows in.

• Marketing and local promotion: Each location needs a strong launch.

It’s not just about securing the funds to open – you need a financial buffer to cover the ramp-up period until the new site becomes profitable.

Financing options for Multi-Unit Franchisees

As you grow, your financing options may become more flexible. With a proven track record, lenders are more likely to view you as a lower-risk borrower. Here are the main types of finance to consider:

• Term loans: Traditional business loans with fixed repayments. These work well if you have a clear cost breakdown and strong repayment ability.

• Cash flow lending: Based on your existing business performance rather than physical assets. Often used for growth funding.

• Lines of credit: Provide flexibility for covering short-term needs, especially during the opening phase.

• Equipment finance: Useful for fit-outs, kitchen gear, vehicles, or point-of-sale systems.

• Multi-site lending facilities: Some lenders offer packages that fund multiple locations under a single agreement, or it might make more sense for you to keep one facility per site.

The right mix often includes both long-term funding for capital expenses and shorter-term solutions to manage your operating cash-flow.

phil chaplin the Chief Executive Officer of the CFI Finance Group, a specialist finance company servicing the franchise, accommodation, and fitness sectors as well as small businesses more broadly across Australia and New Zealand.

Phil has over 20 years’ experience in providing finance to businesses across Australia and New Zealand and has managed finance companies in the private and banking sectors, he is a former chair of the Equipment Finance division of AFIA.

ompelling Finance case

To access funding, you’ll need to present a strong business case to your lender. The more professional and data-backed your approach, the more confidence you’ll inspire. Here’s what most lenders will look for:

• Track record: Performance data from your existing franchise. Consistent profitability is key.

• Experience and capacity: Do you have the time and skills to manage multiple locations? Will you be hiring a site manager? Can you travel easily between locations?

• Growth plan: A detailed, realistic plan for how the new unit(s) will be rolled out, staffed, and marketed.

• Financial projections: Show expected revenue, expenses, and cash flow for each site. It can also help to show consolidated figures if your new site can’t stand on its own two feet for a while.

• Contingencies: What happens if things go wrong? Lenders will want to see that you’ve considered the risks (even if you don’t have an answer for everything).

Working with a lender that specialises in franchising can offer huge benefits when it comes to expansion

Managing risk as you scale

The jump to multi-unit ownership should be a calculated progression, not rushed or accidental. One of your biggest risks is overextending yourself, whether personally or financially. Be clear on how much work you can handle, and how much debt your businesses can support. Keep a close eye on how you’re tracking against your budget so as to avoid unexpected cash-shortfalls. Remember, when it comes to borrowing money rushed can often mean expensive. It’s also wise to:

• Stagger openings: Avoid launching multiple locations simultaneously. Spread the risk and ensure you can adequately focus on everything you need to do.

• Be strategic about locations: You might want to choose areas with different customer bases or economic drivers, or cluster your businesses geographically.

• Build operational support: Invest in systems and people that let you focus on strategy rather than day-to-day operations.

• Insure adequately: Consider key person insurance, business interruption cover, and income protection.

the cash Flow Factor

One of the trickiest parts of owning multiple franchises is managing cash flow across locations. You might have one unit generating healthy profits while another is still finding its feet. That’s why you need a consolidated cash flow forecast that looks at the entire group, not just individual stores.

Plan for seasonal variations, delayed payments, and overlapping costs. Use software or financial advisors who can help you model scenarios and prepare for cash squeezes.

think Long-term: your exit strategy

It might seem odd to talk about exit strategies while you’re planning to grow, but your finance plan should consider how you’ll eventually step away or sell. Whether you aim to hold onto the business long term, eventually pass it on to a family member, or build it up to sell to a private investor, you’ll want clean financials and manageable debt structures. Your thoughts on how your empire might contract or how you might exit can also help you determine the right structure for your business (one big company vs. lots of smaller ones).

Final thoughts

Scaling to multi-unit ownership is a powerful way to build wealth, but without a robust finance strategy, it can quickly become overwhelming.

With careful planning, good advice, and the right funding, you can make the leap with confidence, and perhaps sooner than you might have thought…

why your mental health should matter to your Franchisor

When you’re researching a franchise opportunity, you’re probably thinking about things like training, business systems and profitability. All important. But there’s one vital factor that often gets missed until it’s too late: how much your mental health will be supported once you’re in the business.

Running a business can be hugely rewarding, but it can also be overwhelming at times. You’ll face pressures, make tough decisions and juggle responsibilities. That’s normal. But it doesn’t mean you should be left to struggle through it alone.

A good franchisor knows this – and plans for it. Supporting your wellbeing isn’t a favour they’re doing you. It’s smart business. Because when franchisees are supported, they perform better. They stay motivated, they’re more resilient and they’re more likely to enjoy sustainable success.

But how do you know if a franchisor really values your mental health? Here, Andy Knights, CEO of Stagecoach Performing Arts, explains what to look for.

actions speak louder than words

Many brands will tell you they “care about their network”. The important thing is to look at what they actually do.

At Stagecoach, we’ve made wellbeing an ongoing conversation – not a box-ticking exercise. We’ve run sessions with workplace wellbeing expert Michael Matania, focusing on managing stress and practising mindfulness – practical tools to help franchisees navigate the day-to-day pressures of business ownership. More recently, we launched a wellbeing programme with Becky Davies, giving franchisees access to ongoing support, resources and strategies for maintaining a healthy work-life balance.

These are small but meaningful steps that reflect a wider mindset: that franchisees are people first, business owners second.

When you’re assessing a franchise, look for evidence of this mindset. Have they created spaces for honest conversations about mental health? Do they offer practical support – not just during onboarding, but throughout your time with them? How do they respond when someone in the network is struggling?

Work-life balance is a leadership issue

Another key indicator of a franchisor’s approach to wellbeing is how they talk about work-life balance. Do they celebrate long hours and “hustle culture”? Or do they encourage franchisees to build sustainable businesses that support their wider life goals?

Franchisees are often drawn to business ownership for the promise of flexibility and freedom. But without the right support, it’s easy to fall into the trap of overworking and burning out. A franchisor that genuinely values your mental health will understand this – and will actively help you to build a business that works for you, not the other way around.

At Stagecoach, we talk a lot about the importance of balance. Our franchisees are ambitious and hard-working, but they’re also parents, partners, carers and members of their local communities. We want them to succeed in business and to enjoy their lives outside of it. Supporting that balance isn’t just good ethics – it’s good business.

Finding the brands that walk the talk

If you’re exploring franchise opportunities, here are some practical ways to assess whether a brand truly values wellbeing.

ask about ongoing support

Beyond initial training, what resources are in place to support franchisees’ mental health and wellbeing? Are there regular check-ins, access to experts or peer support networks?

Look at how they handle challenges

When franchisees face difficulties – whether personal or business-related – how does the franchisor respond? Can they share examples of how they’ve supported franchisees through tough times?

gauge the culture

Attend a discovery day or speak to existing franchisees. Do people feel comfortable being honest about their experiences? Is there a culture of openness and mutual support?

consider their expectations of you

Does the franchisor promote realistic business growth, or do they push a “more, faster, bigger” mentality? Look for brands that value steady, sustainable success.

see if wellbeing is embedded, not just an initiative

Are wellbeing conversations part of the franchisor’s day-to-day operations, or do they only appear during awareness campaigns? Genuine support will be consistent, not seasonal.

a partnership that works both ways

At its heart, franchising is a partnership. You bring drive, passion and local knowledge. The franchisor provides the tools, support and guidance to help you succeed. But that partnership should include caring about your wellbeing, not just your performance metrics.

A good franchisor recognises that your wellbeing is directly linked to your long-

term success. They make space for honest conversations, offer meaningful support and understand that building a business should enhance your life, not overwhelm it.

In short, your wellbeing should never be an afterthought. And when you find a franchisor who agrees with that, you’ll know you’re in the right place.

For more information about franchise opportunities with Stagecoach, visit www.stagecoachfranchise.com

MOTTO MOTTO ACCELERATES NATIONAL EXPANSION WITH THREE NEW FRANCHISE GRANTS

18 Locations and Growing Across NSW and QLD. Motto Motto Japanese Kitchen is excited to announce the latest wave of growth with three new restaurants to open across New South Wales and Queensland. The new locations - Circular Quay in NSW, and Newmarket and Coorparoo in QLD - take the group’s footprint to 18 restaurants nationally, with further expansion planned in late 2025 and 2026.

From its origins in Brisbane as a premiumcasual spin-off of Australia’s most awarded Japanese restaurant, Sono, Motto Motto has evolved into one of the most exciting fast-casual restaurant brands in Australia. With existing restaurants thriving in major hubs like Brisbane, Sydney, Gold Coast, and Far North Queensland, the brand has successfully scaled while maintaining its commitment to premium quality, bold Japanese flavours, and exceptional guest experiences.

“This latest round of franchise grants reflects the growing strength of our brand and the incredible passion of our franchise partners,” said Matt Fickling, Chief Operating Officer

of Motto Motto Group. “We’re thrilled to welcome a suite of new Owner Operators alongside our growing cohort of multisite operators - each of them committed to bringing ‘more’ to their local communities. From day one, our goal has been simple: deliver unmatched flavour and guest experience with a business model that’s profitable, scalable, and sustainable.”

the InnovatIon engIne behInd the FranchIse bUsIness

At the heart of Motto Motto’s franchise success is Kitchen Daddy, the group’s food manufacturing brand and innovation

powerhouse delivering proprietary products for exclusive use by Motto Motto’s franchisees.

Since its founding in 2021, Kitchen Daddy has transformed from a startup operation into a national food manufacturing business. Today, its products have been stocked by ALDI, Coles, and Australia’s leading foodservice distributors, reaching kitchens and consumers from Perth and Adelaide to Melbourne and Far North Queensland.

This robust vertically integrated supply chain underpins the Motto Motto restaurant network by delivering:

• Consistent, chef-quality food with minimal skill or labour required

• Controlled food costs and simplified inventory management

• Speed to market through seasonal

innovation and regular new menu launches

• Operational ease, freeing franchisees to focus on guests rather than back-of-house complexity

“Supporting Motto Motto’s franchise network is an incredibly rewarding part of what we do at Kitchen Daddy,” said Matt Moore, General Manager of Kitchen Daddy. “We’re proud to produce innovative, highquality products that not only uphold the integrity of Japanese flavours but also make operations easier and more consistent for the brand’s franchisees. From day one, our goal has been to create a food manufacturing solution that makes food dreams come true! Seeing our products serve communities across the country, through the hard work of passionate operators, is what makes this partnership so special.”

Kitchen Daddy is the engine driving scalable

growth - ensuring every Motto Motto restaurant, no matter the location, delivers an exceptional, consistent food experience.

groW th drIven by dIverse

oWners

Motto Motto’s franchise model continues to attract first-time business owners and experienced multi-site operators alike. With a strong presence across Queensland and New South Wales, several franchise partners have expanded into second and third sites - driven by the brand’s operational simplicity, guest loyalty, and compelling franchise economics.

One of the earliest success stories is Frank Jiang, Motto Motto’s very first franchisee, who has since expanded his portfolio across multiple sites.

“What sets Motto Motto apart is how open the franchisor is to innovation and collaboration,” said Frank Jiang, multi-site Owner Operator. “It’s not just a great brand with a great product - it’s a business model backed by smart strategy. That support has allowed me to increase my profits year-onyear and grow my restaurant empire with confidence knowing I’m backed by both passion and strategy.”

“We’ve created a franchise system that delivers world-class food, without the stress and risk typically associated with hospitality,” Matt Fickling, Group Chief Operating Officer added. “Whether you’re a first-time business owner or looking to expand your portfolio, we offer a business model that’s efficient, exciting, and truly future-ready.”

groW th contInUes: bUrpengary & tooWooMba opportUnItIes open noW

With three new franchise grants already secured and several more in the pipeline, Motto Motto’s expansion momentum shows no signs of slowing. The brand is actively seeking passionate franchise partners to join the journey in two prime Queensland markets: Burpengary and Toowoomba.

Both locations present significant opportunities in high-growth catchments with strong demand for premium fast-casual dining. Backed by the proven systems, supply chain strength of Kitchen Daddy and comprehensive operational support, these sites offer a compelling business proposition for ambitious and passionate operators to open their doors before Christmas 2025! For more information and updates, visit: www.mottomottofranchise.com.au/news

LInE

S I gnIng on t HE Dott ED

W HE n Bu YIng A Fr An CHISE: WHAT YO u NEEd TO K NOW

Buying a franchise is a significant legal and financial commitment. It’s not just a brand in a box. You’re entering into a long-term relationship, governed by a detailed agreement, with serious obligations on both sides.

While franchising can be a smart way to step into business using a proven model, too many people rush in. They get caught up in the excitement of a new venture and leaving their jobs, signing up without fully understanding what they’re agreeing to.

Before you sign on the dotted line, here’s what you really need to know.

get the right experts on your side

This isn’t the time for DIY legal or financial advice. Before you commit, you should:

• Engage a specialist franchise lawyer to review the Franchise Agreement and Disclosure Document. Generalist lawyers might not pick up on Code compliance issues, hidden costs, or red flags buried in the fine print or might cause unnecessary delays.

• Have a finance or business adviser skilled in the franchise world to review the financials, projections, and working capital requirements. Many franchisees underestimate what it takes to get to breakeven.

You should also be aware that under the Franchising Code, franchisors are required to get a signed statement from you confirming that you either obtained advice or chose not to. Make sure you understand what you’re signing and why.

don’t confuse the disclosure period with a deadline

A common myth we see all the time is that franchisees must sign the Franchise Agreement on the 15th day after receiving disclosure documents. This is not true.

The Code requires the franchisor to wait at least 14 days after giving you the Disclosure Document, Franchise Agreement, and the Code itself before you can sign. But that’s a minimum, not a deadline.

Many people feel pressured to sign the moment the 14 days are up—but take the time you need. If you’re feeling rushed, that’s a red flag in itself.

cooling off doesn’t Mean you’ll get all your Money back

Under the Franchising Code, franchisees can terminate within 14 days of signing the Franchise Agreement (or paying a nonrefundable amount, whichever comes first). This is known as the cooling-off period. But be warned however: you won’t always get your full deposit back.

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.

ay | Managing d irector | rise legal Business l awyers | old coast | perth | sydney : 1300 064 707 | e: info@riselegal.com.au | https://riselegal.com. au

need to work, what the margins look like, and how long it takes most franchisees to make money.

Section 51 of the Code allows the franchisor to retain reasonable expenses, provided those expenses were set out in writing before you signed. These might include legal fees, training costs, or document preparation. My top tips:

• Ask exactly how much of your payment is refundable.

• Get a written breakdown of what’s nonrefundable and why.

• Understand that the cooling-off period is a legal protection, not a risk-free trial. Depending on the terms, you may not get all of your money back.

top Mistakes Franchise buyers Make

Based on years of helping franchisees, here are some of the most common (and avoidable) mistakes I see:

• Not understanding the business model

Just because it’s a franchise doesn’t mean it’s profitable. Ask how many hours you’ll

• Failing to speak with other franchisees

You must talk to existing (and perhaps more importantly, former) franchisees. Ask them what support is like, whether financial expectations matched reality, and what they wish they knew before they signed.

• Not reading the fine print

Important details like renewal terms, exit restrictions, or marketing fund use are buried in the agreement. Your independent franchise lawyer should highlight these for you, but you still need to understand them.

• Not budgeting for working capital

Buying the franchise is just the beginning. Many new franchisees run out of cash before they become profitable because they didn’t plan for expenses during the startup phase.

• Signing too soon under pressure Franchisors are often enthusiastic to onboard new franchisees, and some apply pressure. Don’t rush. If they’re not willing

to give you time to properly review and seek advice, that says a lot.

practical tips before you sign

• Check how long the franchise has been operating and how many locations are open and successful.

• Get clarity on your territory rights—is it exclusive, or can the franchisor open up shop next door?

• Understand what happens if you want to sell—are there restrictions, and do you need the franchisor’s consent?

• Clarify your total investment—not just the franchise fee but fit-out, stock, ongoing royalties, and marketing fund contributions.

• Ask about ongoing support and training— what do you get after the initial setup?

Final thought

Signing a Franchise Agreement is a big commitment. It’s a legally binding document that governs every aspect of your business relationship, often for five years or more. You wouldn’t sign a mortgage contract without advice, this is no different.

Take your time. Get the right advice from franchise professionals. Ask lots of questions. And don’t be afraid to walk away if something doesn’t feel right. A good franchisor will support you through the process, not pressure you into it.

If you’re unsure about anything in the documents or just want to talk things through, book a chat with a specialist franchise lawyer. We do this every day and can help you avoid expensive mistakes before they happen.

Disclaimer: This article is intended for informational purposes only and should not be considered legal advice. Consult with a qualified commercial lawyer for personalised advice related to your specific circumstances. Individual liability limited by a scheme approved under Professional Standards Legislation.

When Natasha Palmer was 17, she started her first job at a local coffee franchise, not knowing that 15 years later she would own the very place that started her employment journey.

Now 32, the qualified interior designer, personal trainer and nutritional coach has recently purchased the Muzz Buzz store in Bannister Road, Canning Vale, in what she says feels like life coming full circle.

“Not many people are able to say they now own the business that gave them their first start, but for me it’s a real ‘pinch me’ moment, because I feel as if I’ve grown up in this business, and now I get to take that career journey to the next level.”

From FIr S t Jo B to Fr AnCHISE oWnEr

H OW T HIS PERTH WOMAN’S

L IFE HAS COME FuLL CIRCLE

Natasha studied interior design after leaving school and spent several years in the industry before deciding to start her own business as a PT and nutritional coach, opting to continue working at Muzz Buzz throughout it all.

“It’s always been such a fun workplace, and the culture is so supportive, that I have kept a regular Saturday shift for all these years.”

“When the opportunity arose last year to buy the franchise, it felt like the stars had aligned.”

A 2021 report from the Franchise Council of Australia found just 29% of franchise businesses were operated by women, while figures from the Australian Bureau of Statistics found only 34% of all SMEs in Australia are owned by women.

Natasha took on the franchise in September and says her previous experiences - both as an employee of the company and as a small business owner - have given her a solid foundation for success.

“I am not naïve to the challenges of operating a small business, so I feel like I’m going into this opportunity with my eyes wide open. I also have an advantage in having physically worked in the store and been on the tools so to speak, so I know the customer-facing aspects intimately.”

“My challenge now is learning the back-end operations and pushing myself to grow on both a professional and personal level.”

Natasha says despite working in three very different sectors, she believes the foundations for success remain the same;

• Building Customer Relationships: For some customers, their morning coffee presents their first social interaction of the day, so a strong customer rapport and relationship is vital to build loyalty and repeat business. “We’ve quite literally seen

kids grow up as their parents come through daily and weekly – we build genuine relationships with our regular customers, and they become an extension of the Muzz Buzz family.”

• Opportunities Not Challenges: With a positive mindset, Natasha says it’s important to look for opportunities, rather than focus on challenges. “Cost is certainly a challenge in the current economic climate, but rather than dwell on it we look for opportunities to find efficiencies in our business, and find different ways of doing things that might bring some of those costs down.”

• Create a Strong Team: Natasha credits some of her success to the previous franchisee – a key mentor – and the current store manager, both of whom have created a positive culture within the store over a number of years, which has allowed her and others in the workplace to thrive.

“When you are supported by your team and you genuinely love coming to work, that’s when great things can happen. Having the right people in place and the right mindset is vital, and I’m so proud of the team we have in our store.”

Muzz Buzz Executive Chairman Warren Reynolds says Natasha’s story highlights the opportunities that exist within the business.

“From first job to franchisee – we want all our employees to know that these opportunities exist, and we will support you as much as we can, through training, positive staff culture, and a strong franchise business model.”

“We are thrilled to see Natasha continue her Muzz Buzz journey and look forward to watching her succeed in her new role.”

Natasha Palmer and Warren Reynolds are available to interview.

aBout Warren r e Ynolds and MuZZ BuZZ:

Warren Reynolds is the major shareholder and Executive Chairman of Muzz Buzz, a WA owned and operated business, specialising in Great Coffee on the Go. There are currently more than 30 stores across metropolitan and regional WA. Mr Reynolds has more than three decades business experience, including in the US and Melbourne. He’s also an accomplished aerobatic pilot and enjoys flying in his spare time.

s izzler – Fresh, Flavor Ful, and Forever i nviting

Iconic Brand: A Garden-Fresh Legacy Since 1958

sizzler started life in 1958 as a small culver city steakhouse built on one big idea: greatquality grilled favourites paired with a help-yourself salad bar that felt endlessly generous. that simple promise of flavour and freedom still underpins the brand six decades—and countless global openings— later.

Made for Australia: Garlic-Bread Nostalgia & Salad-Bar Ritual

When Sizzler arrived down under in the ’80s, Australians quickly claimed it as their own. The warm garlic bread and build-your-own Salad Bar became weekend rituals, weaving the brand into family memories. Today that same sense of abundance is back, re-imagined with super-greens, premium proteins and lighter, brighter dining rooms—ready for a new generation to create fresh traditions.

“Where Fresh Meets Flavour, and Every Plate Tells a Story”

Walk into any Sizzler and you’ll feel the difference right away. The scent of steaks sizzling over an open flame, the colour burst of the Salad Bar and the buzz of guests building plates exactly the way they like them. Health-seekers and hearty-eaters dine side-by-side—pairing garden freshness with perfectly grilled sirloin, fall-off-the-bone ribs and ocean-fresh seafood. Sizzler’s ability to balance lighter options with satisfying indulgence makes it a favourite for families, casual date nights and everything in between. It’s not just a meal; it’s a shared ritual of abundance and choice.

Legacy transformed: reenergising a classic for today

When Minor Food Group (MFG) inherited Sizzler’s international rights, its first act was to walk the floor—literally. Designers paced through ageing dining rooms, chefs timed service lines, and analysts dissected P&Ls. The brief that emerged was simple: keep the magic, lose the excess.

Architects began by stripping away dated booths and dark panelling, replacing them with blond timber, earthy textures and vertical greenery; the space felt instantly fresher yet still unmistakably Sizzler. At the centre, the Salad Bar was reborn. Gone were the metal pans of yesterday; in their place rose a panoramic counter brimming with super-greens, ancient grains, plant-based proteins and seasonal produce—a wellness playground that still delivered the original “wow” moment.

Behind the scenes, engineers redrew kitchen flows and introduced digital prep systems. What had once required a sprawling 400 m² footprint now thrived in a nimble 250 m² format, trimming capex by roughly 30 percent and cutting labour hours by up to 15 percent per cover. Chefs seized the saved space to hot-smoke seafood, sear premium Wagyu and collaborate on limited-time creations that keep social feeds buzzing.

The results were immediate. Pilot restaurants

in Bangkok and Tokyo posted double-digit traffic gains, and franchise partners reported stronger returns on every square metre. In short, MFG didn’t just modernise Sizzler—it wrote the next chapter of a brand ready to feed both nostalgia and the appetites of tomorrow.

the Journey continues: sizzler’s australian renaissance

With 70+ restaurants across Asia-Pacific and the Middle East—and a robust development pipeline—Sizzler is poised for a triumphant return to Australia. The salad-and-grill format meshes perfectly with Australia’s love of fresh produce and relaxed social dining, while nostalgia for garlic bread and the iconic Salad Bar offers an immediate emotional hook. Franchise partners can expect: • Broad Demographic Appeal – Families, millennials and health-conscious diners alike.

• Day-Part Versatility – Strong lunch, dinner and weekend traffic, plus delivery-friendly menu extensions.

• Scalable Formats – Inline, stand-alone, mall and lifestyle-precinct models adaptable to metro and regional sites.

• Powerful Marketing Engine – National brand campaigns supported by hyper-local activations, loyalty apps and influencer partnerships.

Backed by MFG’s supply-chain muscle and decades of operational know-how, Sizzler offers a compelling path to sustainable growth and market differentiation.

about Minor International & Minor Food group

Founded in 1967 by Thai entrepreneur William Heinecke, Minor International (MINT) has evolved into one of AsiaPacific’s largest hospitality groups, with 560+ hotels, 2,600+ restaurants and operations in 65 countries. Minor Food Group, MINT’s restaurant arm, owns or franchises powerhouse brands such as The Pizza Company, The Coffee Club, Benihana—and, of course, Sizzler. For franchisees, that means:

• End-to-End Support – Real-time dashboards, robust training systems and turnkey marketing.

• Localised Supply Chains – Competitive food costs and quality assurance through regional procurement hubs.

• Innovation Pipeline – Continuous menu R&D and digital-experience upgrades to stay ahead of consumer trends.

Join the Fresh & Flavorful Future

Sizzler’s heritage of generosity, its modernised operating model, and the backing of a global F&B leader create a compelling opportunity for visionary partners across Australia and beyond. With flexible, modular formats ranging from a compact 250 m² footprint to a flagship 400 m² restaurant, the concept adapts seamlessly to lifestyle precincts, regional centres, and high-street sites. Streamlined kitchen workflows and value-engineered fit-outs trim up-front capex by roughly 30 % versus legacy builds, accelerating payback while preserving Sizzler’s signature Salad Bar theatre. Partner with a brand where fresh meets flavour—and every guest leaves with a smile (and usually a second slice of garlic bread).

For franchising enquiries, contact minorfoodfranchise@minor.com to explore site packages, investment models, and launch timelines—discover how Sizzler can deliver healthy, sustainable returns to your portfolio.

t he s ecret Behind h igh-Per For M ing

h o M e s ervice Franchises

t he r ise o F Pur P ose- d riven Franchising in australia

W hat to loo K out For W hen you P urchase a ho M e services F ranchise

Franchised

h o M e s ervice oPP ortunities

the s ecret behind high- per Forming h ome s ervice Franchises

In today’s world of automation, apps, and artificial intelligence, it’s easy to assume technology drives success. But in the home services franchise sector, one factor continues to stand above all: Trust. Whether you’re mowing lawns, cleaning pools, or fixing electrical faults, customers are letting you into their homes. That means the service experience must be built on reliability, respect, and consistency.

As a Business Coach working with home service franchisees across brands like Jim’s Pool Care, The Local Guys, and others, I’ve seen firsthand that the highest-performing operators have one thing in common and that is, they put people first. These operators

prioritise their staff, their customers, and their community. When that mindset is combined with the systems and support of a franchise model, it creates a business that scales.

This article unpacks why a people-first approach makes good business sense.

Why people buy From people

Home service businesses don’t rely on foot traffic, instead, they rely on reputation. In a highly personal setting like someone’s home, trust is the real currency. One happy customer might tell a few friends. One unhappy person can damage your name across the entire suburb.

Franchisees who understand this don’t chase transactions. They earn relationships. That means showing up when you say you will, doing what you promise, and following up when others forget. I call these the “1% activities” or the seemingly small behaviours

that, when repeated, lead to referral-based growth.

Trust also drives customer lifetime value. A reliable, friendly technician becomes someone a customer requests by name. Over time, this turns into recurring work, upsells, and referrals. When done consistently across your territory, your reputation becomes your greatest marketing asset.

Franchising enables people-First Leadership

One major advantage of joining a home services franchise is that the heavy lifting is already done. The brand, the marketing engine, the software, and the quoting tools are already in place, freeing up the franchisee to focus on the customer experience.

Successful franchisees also understand that they are leaders, not just technicians. The franchisor takes care of the backend, which

allows franchisees to invest their energy into hiring right, setting service standards, and leading with intent.

In my coaching business, I’ve seen solo operators who were burning out on the tools make a mindset shift once they realised they were building a business, not just working a job. With the franchisor’s support behind them, they started building teams, systemising their service, and reclaiming time to focus on relationships, growth, and profitability.

building a people-First culture on the road

Unlike a café or retail franchise, most home service businesses don’t operate from a fixed location. Teams are mobile, spread across suburbs, and working independently. This decentralisation creates a challenge because culture isn’t built in a breakroom, it’s built in every interaction.

Strong mobile teams are unified by shared values, proactive communication, and clear expectations. When your team knows what the brand stands for and how success is measured, they operate with purpose, and the result comes across in all customer interactions.

Leaders in this space know that culture is built from the top. As the franchisee, you can’t delegate it, instead, you must live it. That means checking in regularly with your team, not just on performance, but on wellbeing. It means recognising good work, addressing issues early, and staying visible, even when your team is spread across town. A positive culture not only improves service quality but also boosts staff retention. In a sector where finding good people is increasingly difficult, culture becomes your competitive advantage.

turning staff Into brand builders

Your technicians aren’t just staff. They are the face of your business. The customer often never meets you because they meet your team. Every job they do, every conversation they have, every detail they manage, reflects on your brand.

That’s why leadership development and soft skills training are essential. Teach your team how to communicate with empathy, how to solve problems on the spot, and how to take ownership of outcomes. These skills improve service and ultimately drive revenue. When employees feel empowered, they act with pride. Pride is contagious, and it shows in how they wear the uniform, how they handle customer concerns, and how they follow up on jobs. In the best-performing franchises I work with, staff speak about

and

Meredith

in

Business Coach and

than 25 years of experience in business, sales, and team development, Tony empowers franchise owners to build high-performing, people-first businesses that grow through reputation, trust, and strategic leadership. info@tonymeredithcoaching.com.au https://tonymeredithcoaching.com.au/ https://www.linkedin.com/in/tony-meredith-coach/ https://www.facebook.com/tonymeredithcoaching

the business as if it’s their own. That level of ownership is built intentionally.

small actions, big returns

People-first businesses don’t just look good on the outside. They perform better over time because they focus on what’s sustainable, not just what’s scalable.

A thank-you message after a job. A quick check-in a week later. A discount on a customer’s birthday. These actions may not seem measurable in a KPI dashboard, but they create loyalty. It’s loyalty that reduces churn, increases referrals, and boosts lifetime value.

Franchisees often ask me how to stand out in saturated markets. My answer is always the same: Do the basics better. Not louder. Not faster. Just better.

The goal isn’t to build a high-volume machine that burns through customers and staff. It’s to build a business that customers return to, employees want to work in, and eventually, buyers want to acquire.

always play the Long game

Many new franchisees fall into the trap of short-term thinking. They focus on the next job, the next invoice, the next week. But if you want a business that builds real equity, you need to look further down the road.

Play the long game. That means:

“ Leaders in this space know that culture is built from the top. As the franchisee, you can’t delegate it, instead, you must live it. That means checking in regularly with your team, not just on performance, but on wellbeing.”

• Building a team before you’re desperate

• Systemising your customer experience

• Documenting your processes

• Planning for succession or exit

The great thing about franchising is you don’t have to figure this out alone. The best franchise systems offer training, support, peer networks, and coaching to help you build a long-term, saleable asset.

In my experience, franchisees who invest in leadership and people outperform those who chase tactics and technology. Systems help you scale. But people keep you in business.

summary

If you’re considering joining a home services franchise, understand that your success won’t come from the logo on your shirt or the size of your marketing spend. It will come from how well you lead.

Put people first. Team members. Customers. Partners. Build trust, lead with intent, and prioritise consistency over hype.

The franchising model gives you the platform, but it’s how you use it that will determine your outcome.

In the home services industry, relationships are everything. When you lead with trust, care, and clarity, your franchise becomes more than a job. It becomes a business that lasts. v

Franchised

h o M e s ervice oPP ortunities

The franchise sector generally continues to be vibrant and growing despite cost of living issues and a rocky economic climate and the Home services sector which includes a huge range of services including Trade and personal services such as home care and support is a growth sector.

We are also seeing more overseas franchisors coming into the Australian market and more people looking at franchising as a means of running their own business rather than just being employed.

The way we all consume services and products has dramatically changed with developments in technology and the social media. Businesses must also now deal with cyber security issues and AI to be at the forefront of their business and competitors.

Franchisees now expect to see franchisors that embrace technology such as AIpowered chatbots for customer service, data management solutions and cloud-based platforms for data storage as well as using social media and influencers to reach the next generation of consumers.

Of course, we still like to visit Chadstone and

have a retail splurge from time to time and enjoy the sushi train lunch most we are all online consumers and like to have our goods and services delivered to our door.

In the home services sector, we can get the Grey Army in to do some home maintenance, Swimart to clean the pool, Complete Care to look after a loved one at home, Blue Wheelers to wash the dog and Coles to deliver our dinner all while sitting on the couch watching Travel Guides !

The services available now are endless in fact, Jims Group now offering Jims Beauty home 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 are excellent opportunities for a prospective franchisee who wants to run their own business with flexible work hours and not be tied down to a retail or office environment.

The benefit for franchisors and the franchisee here is that they keep their overheads low without the need for costly leased premises and other fixed costs.

some statistics

We all love a good statistic don’t we!

The Tradesman and Handyman Franchise sector in Australia is worth around $1.3bn in

2025 with the sector revenue growth over the past 5 years growing at a modest 0.7 % as a result of a slowing construction market , cost of living pressures and high interest rates. The sectors revenue is estimated to grow by around 2.3% to $1.4 billion up to 2028-29

This is excellent news for the franchise sector driven by residential building and low cost affordable housing initiatives and a rising population.

Over 70% of the sectors revenue is generated by the 3 main franchise brands Jim’s Group , O’Briens and VIP Home Services with around 32% of the revenue coming from building installation services and 15% maintenance, gardening and other construction services (IBISWorld Report).

Despite these factors franchising has remained the predominant business model delivering a wide range of home services. Franchisors have also had to become more innovative and pursue services to the commercial sector not just the residential market to increase their revenue streams.

We have seen this with the building maintenance services sector with business such as MegaSealed and Fix N Chips Franchising and Magic Hand Car Wash franchisees providing services to builders and automotive dealers to increase their revenue.

The rise in apartment construction, low cost housing and the Governments policy to increase affordable housing has also helped to create market demand for the home maintenance franchise market. For example, Owners Corporations prefer to deal with franchise groups and larger contractors to provide services, rather than smaller individual businesses.

It is generally accepted that franchised businesses are more effective in their marketing and promotion of services than the smaller independent handyman and tradie and therefore franchisors are likely to pick up the major share of growth in sector.

The Trades and handyman sector is very broad and includes all of the major trades from painting to roofing and tiling plumbing and electrical services, with the largest revenue being from gardening, lawn mowing and landscaping services

new Franchise opportunities in home services

There are a number of new sectors that have become big business and here are a few to consider.

home care and ndIs

With an ageing population and the Governments funding in the NDIS sector, home care and NDIS support has really taken off.

Sanicki Lawyers act for a number of businesses in this sector that have successfully franchised enabling carers to become business owners under a franchise system.

We have advised many franchisees in the Nurse Next Door home care franchise which has proven to be very successful franchise

robert toth is Special Counsel and Franchise Specialist at Sanicki Lawyers with over 35 years of experience in franchise, licensing and distribution law.

Robert is also an Accredited Commercial Law Specialist and regularly publishes articles on franchising in Australia and overseas journals and acts for a number of overseas, local and master franchisors and acts in dispute resolution and mediations.

Named by global law experts as Franchise Law Expert of the Year 2025 in Australia. contact robert@sanickilawyers.com.au or call him on mobile 0412 67 37 57 www.sanickilawyers.com.au

providing end-of-life care and support and helping clients stay at home longer.

We have also advised Complete Care & Nursing Franchising to establish their franchise system operating in the NDIS sector with their proprietary state of the art software developed to support patients, carers and clients.

There are a number of other well developed aged care and home care franchises offering opportunities in this sector and as with

any business, franchisees should do their homework and compare the models on offer and fees and seek specialist advice before taking up a franchise.

home and 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 of 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.

other services -

Franchising offers excellent opportunities for individuals to run their own business as part of a franchise group with the support of a system, marketing and training with flexible work hours.

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 a number of newer service offerings such as Kitset Assembly ( they can assemble your IKEA - 3 easy step sofa (that ends up being 33 difficult steps) and Hang My TV who as the name suggests hang TV’s and set up your home entertainment. 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!

Other franchises are in the areas of child education and tutoring, health and wellbeing, dog walking and pet sitting so its finding one that you are interested in, and which can at the very least enable you to earn a reasonable income.

Mobile Franchises

Mobile franchises are attractive due to their low cost of entry, low overheads and flexible work conditions. Due to low overheads a franchisee can earn a reasonably good wage for their effort and build their customer base using digital marketing and social media at low cost.

Like any business investment a franchisee should do their due diligence to see if its right for them, as no two franchise systems are alike, so compare a few in the same sector as their entry fees and ongoing royalties will differ as do exit 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 seek financial advice before you commit.

Once you have taken up a franchise there is no easy way out ! so you do need to ensure the franchise model will allow you to take a reasonable salary out of the business for your effort as there may not be a capital gain at the end!

Even though they may be low cost entry, the average cost to set up a home services or mobile franchise may still be between $20,000 to $100,000 so you need to make sure the financials work for you.

Seek independent financial advice and do your own modelling and projections before you commit and talk to other franchises in the system. If the numbers don’t work, we suggest you walk away as there will be many other opportunities and other franchises that may be better suited to you.

summary

As with any business investment it comes with risks so do your due diligence on the franchisor just as they will 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

take the Quiz

Key Questions to reduce your risk and make an informed decision.

• Is the franchise an established or new brand? 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 which means in 3 or 5 years there may be little demand for the product or service?

• 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.

• What training and support is offered? what time and attention do you need to give to the business to take a reasonable salary?

• Talk to other franchisees in the system and get their feedback on the franchisor and system? You should contact at least 3 to gain different views.

• Is the Franchisor embracing the digital on-line environment and social media? If not, it may be vulnerable to 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 enjoying and 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. There is a lot to consider but this will along with professional advice help you to make an informed decision going in.

Australia’s Premier Home Care

TAKE CHARGE OF YOUR FUTURE

Are you looking to make a meaningful life change for the better?

Are you looking to make a meaningful life change for the better?

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.

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.

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 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 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.

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.

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.

GREAT FRANCHISE LOCATIONS:

• Taree

• Port Macquarie

• Country VIC

• Country SA

• Albany, WA

• Tasmania

• Bathurst

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.

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.

Call us on 1300 363 802 or email franchise@rightathome.com.au to discuss your home care franchise opportunity today.

Call us on 1300 363 802 or email franchise@rightathome.com.au to discuss your home care franchise opportunity today.

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. Call us on 1300 363 802 or email franchise@rightathome.com.au to discuss your home care franchise opportunity today.

the r ise o F purpose- d riven Franchising in australia

Purpose-driven business is business which goes beyond profit, aiming to make a positive impact – socially and environmentally.

This is a trend which has been on the rise for a while now, driven by several factors, most notably:

• Increasing concern over environmental impact associated with population growth and modern lifestyle.

The years of drought, flood and wildfires which have escalated in Australia over the past decade have only increased our awareness of impacts associated with development resulting in loss of natural environment and intensified levels of pollution. Australians are becoming more and more aware that people-driven climate change is a real and very uncomfortable thing, and we can and must do something about it. People are also becoming very aware of the need to reduce waste and the benefits of recycling.

• Social costs associated with rising cost of living felt so strongly since COVID. People are becoming more and more aware of things such as hugely increased cost of housing in the past five years or so and increases in cost of everything generally which is affecting business and consumers across the board. News over homelessness, families struggling to just meet the day to day living expenses all hitting the media daily. Unsustainable cost of living is a real concern.

The rise of Millennials and Gen Z growing as customers and business owners who are so often motivated by meaning.

This group is also the one that is very aware that they will be left to deal with all the negatives. Housing too expensive for them to purchase, rents rising to levels they can’t afford, climate impacts increasing to levels that will become unliveable.

So, they are increasingly drawn to models that allow them to contribute to a better world now and in the future.

The result is running a sustainable business – one which aims to minimise its negative impact on the environment, community, society, and economy has become seriously important – sustainability is no longer restricted to hippy communities – it’s become very mainstream.

And it is expected our businesses will go beyond just minimising impact to having a central business purpose for good. So, what does this mean.

Increasingly business is expected to align profit with social and environmental impact

From donating a percentage of sales to funding local projects or offering employment pathways, many businesses today are embedding impact into their operations—not just as an add-on, but as a core strategy.

Business today needs to build brand value through its impact or purpose. This purpose will help to build emotional connections because customers are more likely to advocate for brands that reflect their beliefs, which can lead to strong word-of-mouth and repeat business.

And this trend applies even more so to franchised businesses where you have a second level of customer – your franchisees –those buying your franchised businesses. Experience tells us that it is becoming more and more difficult to attract and recruit

good franchisees and then retain them. At every Franchise Expo, we are contacted by franchisors struggling to grow their group and are told franchisee recruitment is becoming painfully difficult.

The thing is, today’s franchisees are increasingly coming from the Millennial and Gen Z groups, those groups shown to be often motivated by the meaning or purpose or values behind the brand – they are drawn to franchises which allow them to contribute to a better world. And where you have a brand which allows them to make these sorts of contributions, you’ll find your franchisees perform outside the box.

• They’ll do the job better because they are proud of it

• They’ll make the sale more often because they are proud of it

• They’ll be easier to train and keep up your standards better because they are proud of it

so, what are the examples

From the big end of town you have brands like:

Brands like Zambrero with its Plate 4 Plate initiative - Every time you buy a regular/big burrito or bowl, Kids Zam Box or retail item at Zambrero a meal is donated to someone in the need around the world. This is a big NFP enterprise and was something they grew into very successfully.

The Coffee Club actively engages in community work, supporting organizations and initiatives focused on social good, as well as offering opportunities for people to connect and socialize. They also prioritize sustainable practices within their business operations.

For example, they:

• Partner with CafeSmart, a program that unites coffee roasters, cafes, and coffee enthusiasts to fight homelessness and provide support to those at risk.

• Offer volunteer opportunities, such as at hospitals, to provide coffee and a welcoming atmosphere for patients and their families.

• Host events like coffee mornings and cultural food sharing, creating spaces for community members to connect and socialize.

• Strive to improve its sustainable practices, including utilizing coffee grounds for gardens and supporting community groups.

You don’t have to start here though. To begin

Brian and prue keen

Brian keen has been involved in the franchise industry for more than 30 years and prue has been involved with systems and business for as long. Together they founded Franchise Simply, Systems2Grow and Microloan Foundation Australia. Brian’s on-the-ground business experience as a multi-unit franchisee, franchisor and consultant helping many of the big names create their own franchise systems and growth over the years combined with Prue’s structured approach has been fed into Franchise Simply, helping today’s SMEs and Franchisors grow their business by franchising.

www.franchisesimply.com.au | www.systems2grow.com

with think about taking smaller steps such as reducing energy consumption, implementing waste management strategies, sourcing sustainable materials, and engaging your employees in sustainability efforts. Think about working with your staff and franchisees to create a sustainability action plan to guide your efforts and track progress.

A group we often work with, B1G1 believes in the power of small…enabling smaller purpose-driven companies around the world to integrate impactful giving into their everyday business activities so that they can make impacts that create a better future for all. By supporting more than 450 carefully selected and vetted projects they are making a real difference on the lives of people and communities…Nearing 400 million impacts in their 18 years!

This power of collective Business for Good is maximized by the innovative way B1G1 integrates directly into your business and gives you total control over the impact you’re creating. In this way every business has the power to make a real difference. For good.

In 2008 we founded MicroLoan Foundation Australia, providing loans and training to help women in sub-Saharan Africa start their own business. By funding 90,000 loans that’s helped lift 450,000 impoverished people from poverty… one small step at a time.

Final thoughts: doing good and doing Well

The thing is, the bottom line today is, for franchisors, having a purpose-driven strategy is more than a trend—it’s becoming essential. In 2025, the best-performing franchises won’t just deliver profits; they’ll deliver impact, too.

c an you systemise empathy?

How focusing on delivering an uncompromising experience can help in-home care franchises deliver on their promises.

Every Australian deserves to age with dignity or live with a disability on their own terms, but the question isn't just about providing care, it's about delivering an experience that genuinely puts people at its heart. In a highly regulated, rapidly changing, and steadily growing sector, can empathy truly be systemised? The franchise model has the potential to be the ideal structure to achieve it.

Australia is witnessing a profound demographic shift. Over 4.4 million Australians, or 17% of the population, were aged 65 and over in 2023, a figure projected to rise to nearly 1 in 4 by 2050. This surge in the older population, coupled with a strong drive for ageing in place - with approximately 7 in 10 older Australians wanting to receive care in their own homes - has created an unprecedented demand for in-home aged care and disability services.

The statistics paint a clear picture of this growing need. As of March 2024, over 280,000 Australians were actively utilising Home Care Packages (HCPs), a 6% increase from the previous year. This growth aligns perfectly with government policy, which has seen the Australian Government commit an additional $2.2 billion to fund the aged care sector in the 2024–25 Federal Budget, including $531.4 million for an additional 24,100 Home Care Packages.

This rising demand is contrasted by a significant decrease in residential aged care providers (down 5.2% since FY22), presenting a unique challenge: how do we scale highly personalised, quality care services to meet this enormous, growing need, all while navigating complex government funding streams like the NDIS and Home Care Packages, and preparing for new initiatives like the "Support at Home" program launch in 2025?

This is where the franchise model emerges as a compelling solution. It offers a powerful blend of robust, centrally managed systems and deeply embedded local delivery. For successful brands in this vital space, the goal is to maintain uncompromising quality while allowing for the individuality and flexibility that clients desperately need. It's about taking the essential human element of care and empowering it through intelligent design, ensuring that every client genuinely experiences the right care, delivered how they want and need it.

The beauty of the franchise model in the in-home care sector lies in its dual capacity: the ability to build robust, scalable systems at the franchisor level, while, at the same time, empowering franchisees to deliver deeply personal, nuanced care at the local level. This symbiotic relationship is crucial for navigating the sector's complexities and ensuring service excellence - systemising empathetic care.

Alex Shaw, CEO and Founder of For Care, a company focused on providing in-home aged care and disability support, says the challenge and opportunity lie in staying agile amidst constant change. "Keeping up with changing regulations and legislation is paramount," Shaw notes. “As are agile and responsive business systems. But underpinning it all is keeping people at the heart of what we do.” Their franchise model is designed to allow those providing the services to focus on what they do best: delivering care. Although new to the franchising world, For Care brings nearly two decades of experience in delivering in-home care. The company’s mission is to support people to get the most out of life. “We want people to have choice and control in living a fulfilling, independent life they can enjoy,” says Shaw. “And for that to happen, we want the whole sector to flourish.” With this vision in mind, For Care is growing its services through franchising, with teams of highly skilled support and specialist carers attuned to the needs of customers in their local community, backed by an intelligent, supportive business model. This approach means that collaboration and partnership are key.

This top-down strategic guidance is echoed by Jewli Turier, Director of Growth at Dovida (recently rebranded from Home Instead Australia), and has the tagline ‘Your Life, Your Way’. Turier emphasises that while policies and processes are fundamental, they must always focus on what matters most: individuals' needs. “It can’t be cookie cutter,” she says. This proactive approach is vital in a sector subject to significant government changes and funding shifts. "You can’t be passive or wait for things to change," Turier asserts. "You must be proactive, advocating for clients and developing packages and levels of service that identify and prioritise their needs."

For Helen Whait, founder of ActivOT, which provides mobile occupational therapy services around the country, it’s all about creating a balanced operational model. She reiterates that “efficiency is crucial, especially in service-based industries where time and resources are precious, but the real magic happens when those systems are designed with flexibility and empathy baked in”. She encourages franchises who provide in-home services to consider that “empathy becomes a kind of system itself when it's embedded into the design of your model, in how you onboard, how you support decision-making, how you handle compliance, and even how you use technology. When done right, you’re not choosing between consistency and connection. The best franchise models allow for both.”

It’s at the local level, where franchisees operate, that these policies and visions translate into tangible care. This is where the true human touch of the brand comes to life. Jewli Turier highlights the indispensable role of local presence: "We have operations managers at the coal face, available to the community to answer questions and provide advice." This local embeddedness ensures that the brand promise is delivered with an intimate understanding of each client's unique circumstances.

This local delivery approach franchise models represent, goes beyond mere compliance. For Care’s Alex Shaw speaks of setting their own benchmarks: "We provide more than requirements – it's about delivering an uncompromising experience, setting your own standards." Jewli agreed that “commitment to going above and beyond minimum expectations is a cornerstone of building trust and reputation in a service where vulnerability is inherent”. So it's the local franchisee, empowered by the franchisor's commitment to excellence, that embodies the brand promise day in and day out and they need to be encouraged to challenge everything, even the systems and processes in place.

For successful brands in this space, communication is paramount, with a vital feedback loop from the field to ensure services remain truly client-focused. You need to collaborate and communicate with confidence, encouraging flexibility and proactivity from your franchise teams. Yes, there needs to be a systematic approach to running the franchise brand, but you also need inbuilt flexibility and feedback formed into standard operating procedures.

The bedrock of an uncompromising experience always returns to the human element. For Care, for instance, has recently launched an initiative to capture people's life stories in their homes – creating a lasting legacy document or recording for relatives, filled with cherished memories, family tales, and insights. This kind of initiative moves beyond physical care to truly enrich clients' lives.

l auren c lemett is a Keynote speaker, International award-winning Personal Branding specialist and best selling author with over 25 years brand management experience. Lauren shares how to overcome overwhelm and lead with direction, purpose and meaning, making marketing your professional services a walk in the park! www.yourbrandtruenorth.com

Helen confirms that the best approach is to “focus on building frameworks that support franchisees to work in ways that reflect their own strengths, goals, and personal circumstances”. She suggests this might mean “tailoring business plans, adapting service delivery models, or finding ways to maintain a values-led culture at scale”. Her solution is to ensure that “the structure is there, but it’s not rigid. It flexes to support the individual, and ultimately, that flows through to the customer experience.”

Ultimately, when you empower your care team to be self-driven, accountable, and to take genuine ownership while adhering to systems and the brand's strategic direction, the result is more than just careit’s a trusted, valued relationship, making the franchise model not only a viable option for the booming in-home care market, it's arguably the most effective.

A brand lives and dies by its reputation and for the in-home care sector, distinguished by its highly sensitive and personal approach, it's not just about meeting requirements, it's about consistently exceeding expectations with genuine empathy. This is an opportunity for franchise brands to truly shine as an ideal solution, provided both franchisor and franchisee are prepared to go the extra mile and blend systems with sensitivity. v

what to loo K out

For when you purchase a home

services Franchise

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 selfmanagement tasks to persons who reside in their own homes.

Home services in franchising are a huge growth area. They have been around for many years but people are working harder and harder, have less time available, and many want to enjoy the weekend without facing chores at home.

“ Home services in franchising are a huge growth area. They have been around for many years but people are working harder and harder, have less time available, and many want to enjoy the weekend without facing chores at home.”

What home services are available?

stewart g ermann founded Stewart Germann Law Office (SGL) in 1993 as a boutique law firm at Auckland, New Zealand, specialising in franchising, licensing and business law.

Stewart has over 40 years’ experience in franchising law and acts for franchisors in New Zealand, Australia, USA and the UK. SGL also acts for franchisees and provides legal advice. Stewart has spoken at franchising conferences in New Zealand, Australia, Italy, South Korea and USA and he was on the Board of the Supplier Forum of the International Franchise Association (“IFA”) for 6 years until March 2007.

email: stewart@germann.co.nz | Web: www.germann.co.nz

Flooring Design which provide advice on all types of flooring; and Guthrie Bowron which provides advice on window treatments and colour schemes.

What is common to all home services franchise systems?

The answer must be a profitable business, well capitalised, has management strength and experience, is easily taught to others, has good training and expertise, has some unique features, has an effective catchy name and has protected intellectual property rights and hopefully will have an edge on competition.

What should you look for?

Neighborly is a US franchise system which has over 30 brands including Mr. Appliance, Mr. Electric, Mr. Handyman, Mr. Rooter, Rainbow Restoration and Window Genie to name but a few; and a number of those systems are in many countries.

In Australia and New Zealand there are many examples of home services including V.I.P. Home Services, Jim’s Mowing, Jim’s Test & Tag, Jim’s Fire Safety and Jim’s Cleaning Group.

In New Zealand there is Hire-A-Hubby which offers decking and fencing, kitchen and bathroom, exterior maintenance, interior upgrades, landscaping, installations and project management. There is also Green Acres which started as a lawn mowing franchise many years ago but now offers a full range of home services and Crewcut which is a similar garden/outdoor property services franchise. Another example is Care on Call which provides high quality and personalised home care support services for people of all ages. They can help whether you live in your own home, a retirement village or a rest home and there are highly trained staff who focus on care and client compatibility, best practice and clinical oversight. MY Guy is another home handyman franchise which operates in the Auckland region.

Further, there are a number of services which provide help and advice relating to home furnishings. For example, Carpet Court and

If you wish to become a franchisee of a home services franchise then you should choose a brand which appeals to you, look at the franchisor’s track record, note who the directors of the franchise system are and check out their business experience, consider the initial investment required, consider the number of existing franchisees, talk to at least half a dozen and obtain financial data on the franchisor.

In relation to finding out information from the franchisor, you should also ask whether training is an extra cost, what working capital will you need, territorial practices and exclusivity terms, types and amounts of advertising support, any requirement to buy products from the franchisor and any operating restrictions.

The advantages of buying a home services franchise instead of starting your own business include receiving better training and manuals from a franchisor, the ability to exploit new ideas more quickly, hopefully achieve rapid growth which will reduce the effect of competition, have expert support from head office and provide better service for customers.

Franchise agreement

The key legal document is the franchise agreement which must cover a number of matters including a defined territory in which you will operate, the types of customers to whom you may provide services, the

nature and extent of your obligations to the franchisor, a duty to act in good faith towards the franchisor, your right to sell or transfer ownership of your franchised business, the terms and conditions under which you may terminate the agreement, the training and support provided by the franchisor, precise definitions of royalties, marketing levies, upfront franchise fee, and a list of all other obligations.

You may want to look at two or three home services systems in parallel. With each you will have to sign a confidentiality agreement and you should go to an accountant for financial analysis and cash flow forecasts. You must obtain independent legal advice and that normally means that your solicitor who should be experienced in franchising will look at the form of franchise agreement and comment upon it, knowing that with any mature system the agreement will not be amended in any way.

If you find out from a potential franchisor that the system has ill-defined territories, it demands a large upfront franchise fee which is unreasonable and the directors have had litigation against them or the system or have bad references, then be wary. I would usually tell a potential franchisor if they get negative advice “to run a mile” as there is always another franchised business to purchase.

The types of home services will continue to expand – there is really no limit.

For example, in New Zealand there is Cleantastic Commercial Cleaning, JaniKing Commercial Cleaning, Paramount Services Commercial Cleaning, Clean Planet Commercial Cleaning, Clean Corp and Crest Clean to name but a few.

Finally, the 2024 Survey of Franchising which broke down various categories showed that under Administration and Support Services, which included domestic and industrial cleaning, gardening services and lawn mowing, the percentage was 15.7% down which is a slight decrease from the 2021 survey results. However, in my opinion, the franchise market in New Zealand is very active in relation to home services which will continue to increase as people value their leisure time. v

the ai Wave i s h ere:

5 s i MPle Ways to g et your Business ai - r eady

Artificial intelligence is no longer a future trend—it’s a present-day force reimagining how businesses operate, compete, and connect with customers. For small business owners, this can feel both exciting and overwhelming. With limited time, resources, and technical expertise, how do you even begin to prepare?

The good news is that getting AI-ready doesn’t require a tech overhaul or an IT degree. What it does require is a mindset shift and a few practical steps. Whether you’re a retailer, a professional services firm, or a tradie, here are five simple ways to position your business in the AI era.

1start

with curiosity, not code

AI readiness begins not with technology, but with awareness. Ask: What are the repetitive, time-consuming tasks in my business? Where do we lose time or miss opportunities? AI tools—many of them affordable and user-friendly—are already solving these problems. Think automated inbox management, chatbots for customer service, or scheduling tools. You don’t need to build AI, you just need to know what’s possible—and where it could help. Set aside 30 minutes a week to explore what’s out there. Curiosity is your competitive advantage.

2audit

your data (even if it’s messy)

AI runs on data. But most businesses don’t have perfect records — and that’s okay. What matters is knowing what data you do have, where it lives, and how you collect it.

v isit https://www.thedigitalguide.com.au/

Start with a simple audit: What customer data do you gather? How do you track sales or inventory? Is your information in spreadsheets, cloud apps, or someone’s head? Once you have visibility, you can begin to streamline. Clean, accessible data is the first step toward using AI meaningfully.

3Upskill your team—gently

You don’t need an in-house AI expert, but you do need a team that’s open to change. AI can and will amplify what your people do, not replace them. Treat AI like another team member, not a competitor and help your people to see the value in adopting new tools. Host a lunch-and-learn session about AI in your industry. Share a simple automation tool and invite staff to trial it. The goal is to reduce fear and create an environment of collaboration not competition. Over time, these small investments in learning can unlock big gains in productivity and morale.

4experiment with low-risk, high-reward tools

You don’t need to overhaul your systems to benefit from AI. Start with tools that integrate with what you already use— whether that’s Xero, Shopify, ChatGPT, or Microsoft 365. For example, AI-powered

writing assistants can help with customer emails or marketing copy. AI schedulers can take the back-and-forth out of bookings. These aren’t just “nice to haves”—they save real time, which small teams often lack. Pick one area of friction and pilot a tool. Learn from it. Then scale what works.

5think in workflows, not just tools

The most powerful way to leverage AI isn’t by adding more apps—it’s by reimagining how work gets done. Look at your business processes end-to-end. Where are the delays, bottlenecks, or duplicated effort? This is where small businesses have an edge: they can adapt quickly. By redesigning workflows with AI in mind—automating repetitive steps, using predictive insights, or creating smarter customer journeys—you can free up time to focus on growth, relationships, and innovation.

AI isn't a threat to small business—it’s a toolkit. But like any toolkit, its value depends on how you use it. You don’t have to do everything at once. Just start. Explore one tool. Solve one problem. Build one habit. The businesses that embrace AI now—not perfectly, but practically—will be the ones best positioned to thrive in what comes next. v

Franchising worK s when it’s d one r ight

If a café shuts down, we don’t declare independent business dead. So why do we treat franchise failures as proof the whole model is flawed?

Lately, it feels like every story about franchising is a courtroom drama or company collapse—F45’s fallout, Jeanswest’s woes, Domino’s shrinking store numbers. It’s not a good look. But we’re confusing the vehicle with the driver.

Franchising isn’t broken. What’s broken— when things go wrong—is how it’s being run.

After two decades in franchising and business growth, I can tell you the model still works. It works when it’s built properly, run honestly, and supported consistently. When it fails, it’s usually not the model—it’s because someone took shortcuts or scaled too fast. That’s not a franchise problem. That’s a leadership one. Let’s talk about what franchising really is— and what it’s not.

Myth one: I need to start with legal documents

This trips up a lot of founders. They assume the franchise agreement comes first, when it’s actually one of the last things to finalise.

The legal structure can’t be properly drafted until the business model is defined, the franchise relationship mapped, and the fee structure confirmed. Without that clarity, any legal documentation is either premature or too generic—putting you and your future franchisees at risk.

The most important document in the early stages isn’t the agreement—it’s the Operations Manual. This is your business’s operating system in written form. It protects your brand and ensures consistency across your network. It also carries legal weight. While the agreement sets the overarching terms, the manual is where the details

live. For example, the agreement might say franchisees are responsible for local marketing—but the manual outlines what they can customise, what needs approval, and how reporting works.

Get the manual right first, and everything else—your legal docs, onboarding, support— can align with it.

Myth two: Franchising is only for big corporates

I often hear founders say, “We’re too small to franchise.” What they really mean is, “We think franchising is only for McDonald’s or Snap Fitness.”

It’s not. It’s for you.

Some of the most exciting franchise systems right now are being run by tradies, beauty therapists, and consultants—people who were great at what they did and realised others wanted a roadmap to do it too.

You don’t need 20 staff, a flashy HQ, or national reach. You need a model someone else can follow, a way to teach it, and tools to help them deliver it. The rest can be built as you go.

You don’t need to fit the mould—you define it.

Myth three: Franchising is too expensive for small business owners

Here’s what no one tells you: franchising doesn’t have to be expensive. It has to be strategic.

Compared to opening new locations yourself—covering leases, staff, equipment— franchising is significantly lower cost and lower risk. You're not funding every outlet. You're building a system others can use to replicate your success.

With the right support, getting franchiseready costs far less than people expect—and a fraction of what direct expansion would.

Done right, it’s one of the most cost-effective ways to grow—without taking on more leases, more staff, or more risk.

Myth Four: I have to make my business fit the franchise mould

Too many founders think franchising means adjusting their business to fit someone else’s format.

But franchising is just the process of replicating a business. You decide what that looks like. You define the structure, the

relationship, the support, the level of control. You don’t need to mimic someone else’s setup—and you shouldn’t. The point is to preserve what already works, not to squeeze it into a different model.

When done properly, franchising is a framework for expansion—not a restriction.

Myth Five: you lose control when you franchise

This one always makes me smile. Founders I work with are control people—they care about quality, consistency, and brand integrity.

Franchising, done right, is the ultimate form of quality control.

You’re not letting go of your business—you’re writing the rulebook for how others replicate it. Franchisees follow your systems, brand standards, and service promise. Franchising forces you to clarify the “secret sauce” that made your business work.

And here’s the real kicker: franchising helps you stay closer to your brand. Instead of being stuck in day-to-day operations, you can focus on growth and innovation—while knowing the customer experience remains consistent.

It’s not about losing control. It’s about elevating it.

so What actUaLLy Makes It Work?

Across every franchise success I’ve worked on—services, construction, fitness, food— the pattern is clear. It’s not luck or branding. It’s the right foundations built in the right order:

• Replicable systems: Being great at what you do isn’t enough. You need to teach others. That means documented processes, training tools, onboarding, and quality control.

• A model-first legal approach: Legal docs don’t come first. They come last—and they should reflect how your business actually works.

• A strong operations manual: This is your real backbone. It outlines how things are done, ensures compliance, protects your brand, and sets expectations across the network.

• Real support: Franchising isn’t set-andforget. Support, mentoring, and regular check-ins keep your network aligned and high-performing.

aBout tere Z a MurraY:

Tereza Murray is the leading Franchise and Business Consultant at TMPlus, with over 20 years of experience in the franchising industry as both a consultant and franchisor and has a track record of success running some of Australia and New Zealand’s most well-known brands (franchised and independent). With a background spanning over 30 years in business development across B2B and B2C, Tereza works with businesses ranging from start-ups to established companies ready for serious growth.

• Values-aligned franchisees: You can teach someone how to do the job—but not how to care. The best franchisees believe in what you’ve built. Hire for alignment first; skills can be taught.

FranchIsIng Is a sMarter kInd oF groW th

Franchising is about sharing your success. About helping others step into business ownership with a roadmap. And giving founders a way to grow with less risk, less capital, and more clarity.

It’s not about handing over control or building a corporate empire. It’s about scaling what works—without losing what matters.

Franchising isn’t dead. It’s misunderstood. And when you cut through the noise, what you’re left with is one of the most proven, empowering, and flexible growth models we’ve got.

If you’re a business owner wondering if this is your next move—don’t be spooked by headlines. Get informed. With the right setup and support, franchising might just be the smartest thing you ever do. v

paying super: your guide For success

is the Assistant Commissioner for Risk and Strategy Employer Obligations at the ATO.

An experienced tax professional with over 20 years’ experience, Peta started out as a tax accountant before joining the ATO and received her CPA in 2002. Peta has extensive experience across a number of diverse roles in the ATO.

Starting out as a frontline business auditor and tax technical specialist, she then progressed onto strategic programs. She is passionate about supporting and educating employers to help them comply with their tax and super

As a franchise owner, paying your eligible workers’ super is not just a legal obligation but a crucial step in securing their financial future. I always tell employers to make sure they’re paying super in full, on time, and to the right fund. Simple, right? There are a few steps involved, and our guide below breaks it all down.

pay super for all eligible workers

Ask yourself:

• Is your worker an employee or an independent contractor?

• If they are an independent contractor have you assessed whether super guarantee (SG) contributions are required?

These answers determine eligibility for super.

Nearly all employees are eligible for SG, but additional eligibility rules apply for independent contractors, domestic workers and workers under 18 years of age.

I recommend using our decision tool as a guide: ato.gov.au/SGEligibility.

pay to the right fund

Where you pay super contributions matters. Eligible workers can choose their own super fund, or they may ask you to nominate one for them.

To make sure you have the right fund:

• Provide your workers with a standard choice form to nominate their preferred choice of fund.

• If they don’t choose a super fund, you need to request their ‘stapled super fund’ details from the ATO and pay to that fund.

• Choose your default super fund if your worker doesn’t have a stapled fund and hasn’t chosen their own.

Remember to always provide the fund with your employees’ tax file number (TFN) so they can make sure the payments end up in the right place.

pay in full

The SG rate increased from 11.5% to 12% on 1 July 2025. The 12% rate will need to be applied to the ordinary time earnings (OTE) amount paid to eligible workers on and after 1 July. This is even if some or all of the pay period it relates to is before 1 July.

To manually work out how much super to pay, multiply each employee’s OTE paid in the quarter (before tax), by the SG rate.

OTE is the amount you pay employees for their ordinary hours of work – this includes things like commissions and shift loadings but doesn’t include overtime. It’s important to understand which amounts are OTE so you can be confident you’re paying the right amount.

Be aware that under an award or agreement, you may also need to pay super on amounts that aren’t OTE.

Visit ato.gov.au/OTE to learn more.

More information is available here: ato.gov.au/payingsupercontributions.

Or you can also check on ato.gov.au/calc_howtopaysuper where you will find a handy calculator.

pay on time

Remember the due dates! SG must be paid at least quarterly, but can be paid more often to help manage your cashflow.

Find out more at ato.gov.au/ cashflowcoachingkit.

The quarterly SG due dates are:

• 28 July

• 28 October

• 28 January

• 28 April

If you’re using a commercial clearing house, allow enough time for payments to reach employees’ super funds by the quarterly due date. Payments are only considered ‘paid’ when they reach your employees’ super fund. You should check directly with your clearing house for their processing times.

I recommend setting up calendar reminders for these due dates, so you’re notified when the due date is coming up, and don’t forget to allow processing times for the weekend.

For more information, visit ato.gov.au/ payontime.

Missed a due date? here’s how to get back on track

We understand that sometimes things happen. If you didn’t pay your employees’ super in full, on time and to the right fund, you’ll need to lodge a super guarantee charge (SGC) statement and pay the SGC to us to avoid further penalties. This payment is more than the super you would have otherwise paid to your employees’ super funds, so it is better to get it right if you can.

SGC is paid on all salary and wages, not just OTE, so that will include things like overtime. Unlike super payments made on time, SGC is not tax deductible. You’ll also pay interest on any SGC owed, as well as an administrative fee.

Make sure you calculate, lodge, and pay the SGC by the quarterly due date to avoid further penalties:

• 28 August

• 28 November

• 28 February

• 28 May

Remember to take your time when completing the SGC statement, guidance on how to complete the form is available at ato. gov.au/SGCstatement.

This information helps the ATO allocate your payment to the correct employee’s super fund. We can’t allocate these payments if we don’t have everything we need, like your employees TFN’s.

For more information, visit ato.gov.au/lateSG.

the importance of record keeping

As an employer, it’s your responsibility to keep accurate and up-to-date records. This helps you keep track of super payments for workers and show compliance with super obligations.

Your records should cover:

• The amount of super paid for each eligible worker

• The dates you paid them

• Any calculated SG shortfall for each quarter

• Any lodged SGC statements, and

• Any voluntary contributions you’ve made. It’s important to keep your eligible workers’ information up to date. This includes their name, TFN, and chosen super fund details. If an eligible worker changes super funds, have them complete a new choice of fund form.

If you’re behind or feel like you could be falling behind in meeting your super obligations, get in touch with the ATO. The earlier you contact us, the sooner we can work with you to get you back on track.

For more information, visit ato.gov.au/ superquickcheck.

know your responsibilities as an employer

On top of meeting your super obligations, you have a range of other employer obligations. This includes Single Touch Payroll reporting, pay as you go withholding, and fringe benefits tax.

For more information, including a handy fact sheet on meeting your employer obligations, visit ato.gov.au/employers.

What’s new

You may have heard that the government has announced Payday Super. From the start date, employers will be required to pay their eligible workers’ super at the same time as their salary and wages.

This measure is not yet law, so keep up to date at ato.gov.au/paydaysuper.

Throughout its 40 plus years in the building industry, G.J. Gardner Homes has seen its fair share of change.

From its beginnings as a small family-run business on the Sunshine Coast it has evolved into a global brand with a growing network of franchises.

Central to that journey has been the company’s continued investment in its franchise model, which it credits as one of the key drivers of sustainable business growth.

G.J. Gardner Homes Chief Network Growth Officer, Conrad Gardner said the transition to a direct model was about support, alignment and long-term thinking, not just structure.

n avigating the F ranchise M odel - What ne W

F ranchise oW ners need to K noW

“We knew that to help our franchise owners succeed, we needed to make it easier to share insights, increase alignment across the network, and ensure everyone had access to the same level of leadership and guidance,” Mr Gardner said.

“Under the new model, all franchises now operate within the same business framework, which creates a more consistent experience across the network and allows for a stronger focus on what matters most - operational and financial performance, effective marketing, and strategic growth, which are often the most challenging aspects for small businesses.”

With experience that spans both national and international markets, G.J. Gardner Homes has built a deep understanding of what makes

a franchise business work and where to focus to best support both the franchisor and the franchise owner.

It provides franchise owners access to shared tools, peer learning, and a national support team to help them navigate the complexities of owning and running a business in a challenging industry.

“Franchising isn’t just about scaling; it’s about creating a structure where business owners can grow with confidence, supported by the right mix of autonomy and guidance,” Mr Gardner said.

“We work closely with each of our franchise owners to understand their individual needs and to make sure they feel equipped with the right tools to grow sustainably.”

With decades of experience working alongside franchise owners across different markets, G.J. Gardner has developed a clear view of the factors business owners should consider when deciding whether to join a franchise.

According to Mr Gardner, three considerations consistently stand out.

1sustainable growth

One of the most immediate advantages of franchising is access to systems and processes that have already been tested, refined, and proven to work in the real world. Rather than starting from scratch, franchise owners benefit from a roadmap that helps them move confidently through early-stage business challenges faster.

“Franchise owners don’t have to learn everything the hard way, our systems are tried and tested through years of experience, designed to guide them through common hurdles, from setting up operations and recruiting staff to managing cash flow and planning for long-term growth.”

“That kind of structure makes it much easier to focus on building the business, rather than just staying afloat.”

Following established processes means new business owners can avoid costly mistakes and scale with the support of a team that understands what sustainable growth looks like.

2brand recognition

For small business owners in industries like residential construction, standing out in a crowded market can be a significant challenge.

Clients are often looking for brands they trust, and that trust can take years to build.

By joining a franchise network, franchise owners enter the market with a trusted, established brand behind them.

“When you’re operating under a well-known and respected brand, you enjoy the benefits of its reputation and credibility right from the start, it changes the conversation with potential clients, making it much easier to build relationships and win work.”

The power of brand recognition extends to marketing support - while franchise owners benefit from national campaigns and resources, they also benefit from regionspecific support to drive awareness and lead generation in their local markets.

3supported ownership

One of the biggest misconceptions about franchising is that it limits the business owner’s independence.

The G.J. Gardner Homes model is built around supported ownership, where the

franchise owner remains in control of the business while having access to expert advice and operational support.

“Joining a franchise network does not mean losing control over your business, our franchise owners run their operations, manage their teams, and define their own success, with the support of an experienced team behind them.”

“We’re here to guide them in areas like sales, estimating, recruitment, marketing, and financial performance so they can make informed decisions and stay focused on growth.”

This combination of ownership and structured support means franchise owners are more resilient in the face of change and better equipped to adapt to market shifts or cost pressures.

This model of direct franchising fosters peer-to-peer learning where franchise owners across the country share insights and strategies for success.

This model of collaboration builds a culture that values experience and regularly shares ideas.

“One of the key benefits of a franchise network is that you’re not isolated, you’re surrounded by likeminded business owners who experienced the same challenges, who’ve found solutions, and who are willing to share what works, that’s where the real power of the network comes through.”

As the industry continues to shift as a result of new technologies, changing customer expectations, and tighter margins, G.J. Gardner Homes remains focused on ensuring its franchise owners have the tools and support to stay competitive.

“The industry is constantly evolving, and our model is built to evolve with it - it’s our responsibility to ensure our franchise owners have the tools and support they need to not only keep up with these changes but stay ahead.” v

aBout g .J. gardner hoM es:

Since home builder Greg J. Gardner started the business in Queensland in 1983, G.J. Gardner Homes has built more than 61,000 quality and customised homes for families across the globe. As a franchise organisation, G.J. Gardner Homes is Australia’s most successful home building network with over 150 franchises internationally in Australia, the United States and New Zealand.

G.J. Gardner Homes is committed to providing its customers with the absolute best experience when building their own home ensuring an enjoyable journey.

For more visit: www.gjgardner.com.au.

the importance o F responsible design choices

It seems like design failures still occur in today’s modern branding era, despite rigorous rounds of approvals behind the scenes.

One signage shows “CAUTIONChildren Drive Slowly1” - one would hope they wouldn’t be driving at all! Simple punctuation marks would convey an entirely different message, which one would assume it meant “CAUTION: Children. Drive Slowly.” But somehow, the design was approved, printed and displayed, allowing a passerby to capture the fail and share it online.

In today’s digital landscape, where content can go viral in seconds, a seemingly small design oversight with typography, layout or aesthetic errors can spread rapidly. In

the past, they might have been laughed off as harmless or humorous. But today, in an age of instant information sharing online, poor design choices can have deeper consequences, negatively affecting brand reputation, particularly when the message intends to communicate sensitive topics such as mental health. Therefore, designs must be approached responsibly and strategically as misinterpretation not only confuses the audience, but also reflects a lack of attention to detail, professionalism and brand integrity.

sonia shwabsky with over 20 years of experience in corporate leadership and cutting-edge technology environments, brings a unique blend of corporate education, adaptability, and entrepreneurial flair. Her career spans diverse industries, encompassing large corporations, entrepreneurship, and franchise ownership. As CEO of Kwik Kopy Australia, she is spearheading the company’s strategic vision and transformation, delivering growth opportunities for franchisees, clients, and shareholders.

This emphasises the growing challenge that brands experience, navigating the fine line between clever designs and unintended miscommunication.

Typography and layouts are not just visual choices. They shape how individuals interpret and understand messages. Elements like font size, colour, capitalisation and text placement all influence readability. With bold or oversized words designed to draw the reader's attention, poor text placement of these emphasised words can unintentionally distort the intended meaning. Additionally, while readers tend to process text from left to right and top to bottom, unconventional design layouts can disrupt this natural reading flow, often leading to confusion and misinterpretation.

Another common mistake I see frequently are marketing and design teams prioritising visual appeal, focusing on how “pretty” a sign looks without considering how the design affects the clarity of the message. While a visually attractive sign may turn heads, it doesn’t always serve its intended function. Many signs are not just marketing tools. They are created to convey crucial information quickly and effectively. Overemphasis on aesthetics can lead to clutter and distract from the core message.

With the rise of AI platforms, upgraded UI/ UX tools and intuitive editing applications, professional grade design is now more accessible than ever, efficiently generating unique ideas and concepts from user prompts. However, AI-generated content does not always capture nuances, context, or cultural sensitivities and therefore is not a replacement for creativity, understanding and proper judgment. Brands should use these tools as initial ideas to then develop further.

This is why balance is essential. Designers must consider three key aspects: visibility, readability and aesthetics. Here are some critical questions to ask during the design process:

• Is the message clear and easy to understand?

• Is the design clean and concise, or is it overloaded with information?

• Does the colour contrast improve or hinder readability?

• Does the chosen font support or distract from the message?

• Do the aesthetic choices align with the tone and purpose of the sign?

• Does typography enhance understanding or introduce ambiguity?

Designing responsibly goes beyond checking if the material looks good, has a nice layout and font style. It investigates if the message makes sense, aligns with the brand’s values and reinforces its ethical principles, to leave a positive impression. By considering these ethical implications, responsible design aims to build a trustworthy and values-driven brand that fosters a deeper connection with audiences and stakeholders. It focuses on creating meaningful and impactful communication that delivers genuine value beyond superficial aesthetics.

At Kwik Kopy, we have embraced this new design era by integrating tools like Picsart into our platform, making quality design easier to achieve. With the in-built AI image and text generator alongside editing tools, the creative possibilities are endless. However, we also believe that AI should support and not replace the human touch, acting as a creative assistant for initial design concepts. Our design experts work closely with clients to ensure every sign or message is created with clarity, intent and purpose.

Signage and branding significantly influence customer perception, with first impressions establishing the initial tone. Design in signage can evoke emotions, fostering an emotional connection with the audience. Clear messaging and polished designs build trust and credibility, demonstrating a commitment to excellence.

Ultimately, great design is not just about how something looks. It is about how effectively it communicates. In the rush toward automation, brands must not lose sight of the importance of human judgment, creativity and attention to detail in design choices. v

1https://www.buzzfeed.com/hannahmarder/hilariously-baddesign-fails

u nconscionably implementing a strategy

The case of Lindfield NSW Pty Ltd v Netdeen Pty Ltd t/as G.J. Gardner Homes (No 3)1 (G J Gardner Homes case) is another highly important franchise case that shows the risk of disputes that arise when a franchisor changes a business model or franchise system.

In this case the franchisor wished to move from a three-tier to a two-tier structure by implementing a ‘de-mastering’ strategy to terminate or end the master franchise agreements with its master franchisees. The way the strategy was implemented led to a $20 million judgment in favour of one master franchisee against the franchisor.

Judgment in the case was granted by the Supreme Court of New South Wales on 17 October 2024. This case involved a contractual term that allowed the franchisor to not renew the master franchise agreement after the master franchisee gave notice exercising an option for another 10-year term. This term was key to the franchisors ‘demastering’ strategy.

It goes without saying that franchisors should take serious notice of this case. The risk of engaging in statutory unconscionable conduct is present when there is a fundamental change

to a business model or franchise network structure and when a franchisee or master franchisee seeks to exercise an option.

The decision in this case distinguished the AHG WA (2015) Pty Ltd v Mercedez-Benz Australia Pacific Pty Ltd (Mercedes-Benz case)2 . If the Mercedez Benz case gave franchisors comfort that they could exercise a power to not renew a franchise without engaging in unconscionable conduct the GJ Gardner Homes case shows that there is always a risk, and that each case is decided on its own facts.

the Facts

The master franchisee became a master franchisee of the combined NSW and ACT areas for a GJ Gardner Homes in 2005.

On 1 July 2014 the master franchisee and franchisor renewed the franchise for a further 10 years with an option for a further 10 years. The master franchisee had been successful and had an annual profit of about $4 million. From 2009 to 2015, the number of subfranchisees grew from 19 to 26 and turnover of all sub-franchisees increased from over $89 million to over $171 million.

On 3 July 2023 the master franchisee sought to exercise the option for a further 10 years.

On 5 July 2023, the franchisor provided to the master franchisee, a copy of the current

master franchise agreement. Any renewal for a further term was to be based on the current version of the master franchise agreement. This version of the franchise agreement was disadvantageous to the master franchisee.

On 24 July 2023, the franchisor issued a refusal notice declining the renewal for a further 10 year term. The refusal notice was delivered pursuant to clause 4.7 of the master franchise agreement. The consequence of the refusal notice was that the master franchisee lost the capacity to derive an income from sub franchisees and sell a realisable asset.

When the 10-year term of the master franchise agreement expired on 1 July 2024, the master franchise agreement came to an end (as it was not renewed) and was terminated by the franchisor and the agreements between the master franchisee and sub franchisees were transferred to the franchisor.

The master franchisee alleged that it had been pushed out of its master franchise, and it made several claims against the franchisor including breach of contract and unconscionable conduct in contravention of section 21 of the Australian Consumer Law (ACL).

Additional facts relevant to the claim that the franchisor engaged in unconscionable conduct included:

1. From May 2020, The franchisor had an intention to move to or model that ‘demastered’ or ended all master franchises as part of the franchise network;

2. One example of the disadvantageous nature of the current form of the master franchise agreement is that it required the master franchisee to pay $600,000.00 to the franchisor for the provision of a business development manager even though the salary paid by the franchisor to the business development manager was only $100,000.00. The Court found that an agreement of this nature would be untenable, unworkable and unprofitable. The master franchisee characterised this term as a shifting of profits from the master franchisee to the franchisor.

3. In June 2021, an offer was made by the franchisor to the master franchisee for the payment of $14 million to the master franchisee, in return for the termination of the master franchise agreement;

4. A file note dated 22 February 2022 showed that the franchisor held the view that it had an unfettered right to terminate the master franchise agreement at the end of the current term;

5. The file note was altered at a later date in a manner that was favourable to the franchisor;

6. A report prepared by the franchisee’s chief operating officer (COO Report) was prepared after the master franchisee gave notice of its exercise of the option to renew and was circulated to the franchisor’s board of directors for a meeting held on 20 July 2023 for the purpose of considering the exercise of the option and whether to agree to the renewal for another term;

7. The COO Report was sent to solicitors and amended showing the franchisor was acting with the risk of litigation in mind. The amendments removed a phrase that praised the master franchisee and replaced it with a new paragraph that called into question whether the continued presence of the master franchisee was a benefit or detriment to sub-franchisees.

breach of contract

The key issue was whether there was an implied term that the franchisor should consider the interests of the master franchisee when deciding whether to renew the master franchise agreement. The franchisor submitted that clause 4.7 did not oblige it to consider the best interests of the master franchisee.

Bill Morgan is a Director of Morgan Mac Lawyers where he leads the Commercial Litigation Practice, acting for clients in complex commercial disputes. He is an arbitrator and a nationally accredited mediator and has been a panel mediator for the Office of the Franchising Mediation Adviser and acted as a privately appointed mediator for franchisors and franchisees.

With a practice at Morgan Mac Lawyers that has a specific focus in Franchise Law, Bill specialises in franchising includes drafting and advising on franchise documents for franchisors, acting in the sale and purchase of franchised businesses and acting in franchise dispute litigation and mediation processes.

The court distinguished the facts before it from the facts in the Mercedes-Benz case. In that case, the Federal Court considered a change by the franchise or of its business model which had a negative impact on its dealers. The franchisor decided not to renew dealerships but a key factual difference between the Mercedes Benz case and the GJ Gardner homes case is that the Mercedes Benz dealers did not have an option to renew, while the master franchisee in the GJ Gardner homes case had an option to renew.

The Mercedes-Benz case was important to franchisors and contained findings on which a franchisor may rely when faced with claim against the franchisor for unconscionable conduct concerning a decision to change its business model or to not renew a franchise or a master franchise agreement for another term. The GJ Gardner Homes case however, is a salient reminder of the importance of the franchisor’s conduct and the representations it makes to franchisees or master franchisees and the risk of being exposed to a successful claim by a franchisee for substantial damages.

Clause 4.7 of the master franchise agreement provided as follows:

(Franchisors rights) Notwithstanding that the master franchisee may be otherwise entitled to exercise the option for renewal, the franchise or may by written notice to the master franchisee within 21 days after receiving a notice under part 4.3, refuse to renew the master franchise upon grounds, honestly and reasonably held, that renewal of the master franchise would not be in the best interest of the franchisor and other GJ Gardner homes master franchisees and/ or sub-franchisees. Without limitation as to other matters that may be reasonably taken into account in determining whether such grounds are reasonable regard may be had to the master franchisees

(a) percentage of market share to date;

(b) ability to service franchisees to date;

(c) demonstrated skill and performance to date;

(d) ability to achieve targets set out in the development schedule;

(e) demonstrated support or lack thereof for the franchisor, its directors and officers, the franchise business as a whole and the franchise network

Clause 4.7 contained non-exhaustive grounds to be considered in not renewing the franchise agreement that referred to the performance of a master franchisee. If these were matters that might be considered by the franchisor it followed that by use of the words “without limitation as to other matters that may reasonably be taken into account” that the best interests of the master franchisee should also have been considered by the franchisor in deciding whether to exercise the power in clause 4.7 not to renew the master franchise agreement.

The court was prepared to imply a term that clause 4.7 necessitated the consideration of the best interests of the master franchisee. The court found that the implication of this term was reasonable and equitable. If the best interests of the master franchisee were not considered, whose efforts had been an integral part of the success of the master franchise, it would be inequitable, and the contract would not be effective without the implied term.

In summary, the Court was satisfied that a reasonable businessperson would have understood that clause 4.7 contemplated that a renewal clause required, as a factor to be considered, the interest of the person seeking renewal. To conclude otherwise would completely extinguish the value of an option to renew.

Unconscionable conduct claim

The key issue was whether clause 4.7 was enforceable in all the circumstances given the conduct of the franchisor, which the master franchisee alleged was unconscionable in contravention of the ACL.

The court found that:

1. There was substance in the master franchisee’s assertion that the COO Report and the meeting on 20 July 2023 were an effective cover designed to give an

appearance of justification for the refusal to renew the master franchise agreement;

2. The proposed current master franchise agreement was a device to persuade, if not force, the master franchisee to terminate the master franchise agreement;

3. The franchisor had a view that nonrenewal of the master franchise agreement would lead to litigation, which gave some weight to the assertion that it wanted to create a picture of compliance with clause 4.7;

4. De-mastering had become a policy of the franchisor from about 2019;

The Court observed that unconscionable conduct may apply to the way contracts are terminated or renewed.

The Court referred to the fact that the claim in the Mercedez-Benz case included a claim for goodwill while the claim in the GJ Gardner Homes case was for damages equal to the value of the of the renewal option. Another critical difference is that in the Mercedez-Benz case the dealers were not exercising an option and Mercedez-Benz was exercising a power not to renew on its own initiative and not refusing an option to renew exercised by the dealers.

The Court held that the requirement to find unconscionability is probably best summarized by the term ‘sharp practice’ or at least very deceptive conduct.

The Court stated that the franchisor had in engaged in sharp practice because:

1. The decision to ‘de-master’ in 2020 could not co-exist with renewal of the master franchise agreement;

2. The franchisor allowed the master franchisee to believe that renewal of the master franchise agreement was a real possibility;

3. The master franchisee continued to work towards renewal believing it was a realistic prospect;

4. The franchisor’s wariness of litigation infected the manipulation of at least one file note and preparation of the COO Report with the franchisor’s lawyers’ amendments to be a justification of the franchisor’s intended position to reject the renewal;

5. Part of the strategy to defeat any entitlement of the master franchisee to renew was providing the master franchisee with a current franchise agreement that was so untenable and unattractive that it would render any renewal unworkable;

6. The franchisor wanted to maximize its profits which was reasonable but what was

unreasonable was deceiving the master franchisee into believing that renewal was a real possibility to be decided under clause 4.7;

7. The franchisor did not act in good faith in rejecting the renewal of the master franchise as the rejection was a culmination of a course of conduct to conceal the franchisor’s true intentions from the master franchisee while at the same time allowing the master franchisee to believe renewal was a viable possibility.

take-aways

1. Although the court’s reasoning was applied to the specific contractual clause before it and the way it was specifically drafted, the reasoning of the Court in the GJ Gardner Homes case has a broader application. Franchisor lawyers will need to take great care in the drafting of a clause giving the franchisor the power not to renew the franchise agreement despite the exercise of an option by a franchisee. They will need to draft the clause in a manner that minimises the risk of the implication by the Court of a term that the franchisor must consider the interests of franchisees when exercising the power not to renew a franchise agreement.

2. Franchisors and their lawyers should not

assume they have an unfettered right to terminate a franchise agreement or master franchise agreement at the end of a term and refuse the exercise of an option to renew.

3. Franchisee or master franchisee lawyers when advising before a franchise agreement or master franchise agreement is signed should carefully review a clause giving the franchisor a non-renewal power and advise the franchisee or master franchisee of the risk of non-renewal when an option is not exercised.

4. In respect of a damages claim, a clause providing that the franchisee will receive no compensation for goodwill at the end of the franchise is not a panacea. The court may award damages based on the loss of the value of the option to renew which is equal to the value of the future business lost. Franchisors and their lawyers need to be aware of the risk of damages of this nature if franchisors act unconscionably when exercising a power not to renew a franchise. v

1 [2023] FCA 1022.

2 [2024] NSWSC 1305. See our article “A Change of Model is not always a Model of Change” in Australian Franchise Directory 2024, pages 31-33.

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Our Services Include:

Same-Day Delivery Service: Keep It Moovin provides a QR code-based system for same-day deliveries. Customers can scan the QR code in-store or online to book a delivery, ensuring fast and reliable service.

Same-Day Delivery Service: Keep It Moovin provides a QR code-based system for same-day deliveries. Customers can scan the QR code in-store or online to book a delivery, ensuring fast and reliable service.

Small Retail Removals: Moving big items can be a hassle, but we make it simple. Whether itʼs a sofa, bed, or that fridge that just wonʼt fit in a standard car, weʼll pick it up and deliver it to where you need it. Our small retail removals service ensures that your goods get to their new home

Small Retail Removals: Moving big items can be a hassle, but we make it simple. Whether itʼs a sofa, bed, or that fridge that just wonʼt fit in a standard car, weʼll pick it up and deliver it to where you need it. Our small retail removals service ensures that your goods get to their new home

Renovation Assistance: Tackling a home renovation?

Weʼve got you covered! From transporting floorboards to carrying tiles, gardening supplies, and more, we help make your renovation journey easier. Instead of worrying about renting a truck, just call us, and we'll provide an affordable, hassle-free transport solution.

Renovation Assistance: Tackling a home renovation? Weʼve got you covered! From transporting floorboards to carrying tiles, gardening supplies, and more, we help make your renovation journey easier. Instead of worrying about renting a truck, just call us, and we'll provide an affordable, hassle-free transport solution.

Franchising expo returns to brisbane and melbourne aFter

Following a standout show in Sydney this May, the Franchising Expo is set to return to Brisbane from 26–27 July and Melbourne from 30–31 August — bringing even more opportunities for Australians to explore self-employment, financial independence and the support of a franchise network.

Held at ICC Sydney, this year’s Sydney Expo was buzzing with energy as attendees met face-to-face with leading brands across food, wellness, logistics, children’s services, retail, education and more. From established names to exciting newcomers, the Expo offered a rare chance to compare franchise models, ask the tough questions, and gain insights from real franchisees and industry experts.

“Sydney was a brilliant show with strong visitor numbers and very engaged leads,” says Sales Manager Melinda Cunningham.

“There’s a renewed appetite for being

your own boss, and franchising is clearly resonating with people looking for flexibility and support.”

The free seminar series — always a crowd favourite — tackled everything from getting started in franchising to growth strategies and finance essentials. With real stories from franchisees, practical tips from business advisors and insights from successful franchisors, the sessions were packed out across the weekend.

Now it’s Brisbane’s turn. From 26–27 July, the Expo will take over the Brisbane Convention & Exhibition Centre, followed by Melbourne from 30–31 August at the Melbourne Convention & Exhibition Centre.

Both shows will continue to offer a dynamic mix of brands and expert-led sessions — plus the popular Start Your Own Business feature, designed to support first-time founders with startup services and advice.

The upcoming expos will present a range of exciting franchise concepts for aspiring business owners. Among the brands you’ll find across Brisbane and Melbourne are

CouriersPlease, Craveable Brands, Foodco Group, Gong Cha, Hello Harry The Burger Joint, Kitset Assembly Services, Kumon, Mail Boxes Etc. (Australia), Miguelitos Icecream, OSAN Ability, Plus Fitness, SolBowl, Tax Store, The Coffee Club, and many more.

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, grow, or pivot your career, the Franchising Expo is your chance to explore what’s possible — and give yourself the best possible start with the backing of an established brand.

Half Price tickets are just $14 and include all seminars and workshop sessions.

brisbane: 26-27 July 2025

Melbourne: 30-31 august 2025 sydney & perth return 2026

For more information on visiting or exhibiting, please contact Melinda at melinda@ specialisedevents.com.au or visit www.franchisingexpo.com.au. r eader sPecial: register to visit any Franchising e xpo for half price at www.franchisingexpo.com.au by using promo code cgb

BEHIND THE headlines

Jason g ehrke is the Director of the Franchise Advisory Centre and has been involved in franchising for more than 30 years at franchisee, franchisor and advisor level. He advises both existing and potential franchisors and franchisees, and conducts regular education courses for franchisors in Australia and overseas.

He has been awarded for his franchise achievements, and publishes Franchise News, Australia’s only fortnightly electronic news bulletin on franchising issues. www.franchiseadvice.com.au

Inaugural World Franchise day held on June 11

The inaugural World Franchise Day to celebrate the impact of franchising on communities around the world was be held on Wednesday, June 11.

The day was an initiative of the World Franchise Council, the global body for national franchise associations, including the Franchise Council of Australia (FCA) and the Franchise Association of New Zealand (FANZ). Each participating nation promoted awareness of the benefits of franchising and highlight franchisees as small business owners who contribute to their local economies.

Franchising empowers local entrepreneurs to thrive while benefiting from the support of an established system, and leveraging their

own spirit of entrepreneurship, innovation, dedication, and hard work to succeed.

The franchise sector in Australia generates revenues of $174 billion across 1,200 brands and more than 94,000 small businesses employing more than 565,000 Australians, according to the FCA. Franchise brands were also encouraged to engage in World Franchise Day by showcasing their franchisees, and in turn, encourage their franchisees to highlight to their customers that they are a locally owned and operated business.

On World Franchise Day, the Franchise Advisory Centre co-hosted a free webinar with Constant Contact on Franchise Growth in 2025 which featured recruitment tips about the use of artificial intelligence to engage with franchise candidates, and understanding key recruitment performance metrics such as average acquisition

timeframe. The webinar was presented by Franchise Advisory Centre director Jason Gehrke and Constant Contant Asia-Pacific vice president Renee Chaplin.

asIc prosecutes mortgage broking chain

The Australian Securities and Investments Commission (ASIC) has launched legal action against franchised mortgage broking brand RAMS alleging breaches of the Credit Act and systemic misconduct within the lender, according to a media report.

According to ASIC allegations, franchisees of RAMS, a home lending business acquired by major Australian bank Westpac in 2008 for $140 million, submitted fake payslips from non-existent employers to approve mortgage applications for borrowers. The failure of RAMS to properly supervise representatives of the company breaches the Credit Act. RAMS has further admitted to conducting business with unlicensed persons and failing to implement proper policies and procedures.

ASIC’s investigation into RAMS was initiated following a review by Westpac into the franchise network in 2022, the results of which were self-reported to ASIC by Westpac in 2023. That internal review uncovered multiple issues including cases where loans were submitted with borrowers’ expenses altered in order to pass credit tests, resulting in Westpac paying $7.6 million in compensation on 48 customer loans.

Westpac closed RAMS to new customers in August 2024 after failing to secure a buyer for the business, and shortly thereafter disgruntled franchisees launched a class action lawsuit related to the termination of some franchise agreements.

According to one financial analyst, the issues related to RAMS were well-known within the market and similar conduct problems occur across all banks.

regulator to focus on unfair contract terms

The Australian Competition and Consumer Commission (ACCC) has announced that it will prioritise unfair contract terms in consumer and small business contracts in the F26 financial year, according to media statement.

The ACCC will particularly focus on harmful cancellation terms, including those associated with automatic renewals, early termination fee clauses, and non-cancellation clauses. From 9 November 2023, changes

to the Australian Consumer Law prohibited businesses from proposing, using, or relying on unfair contract terms in standard form contracts with consumers and small businesses.

Food

chain penalised for button battery

breach

Burger chain Hungry Jack’s has been penalised $150,240 and issued with eight infringement notices by the Australian Competition & Consumer Commission (ACCC) after failing to comply with mandatory button battery information standards, according to an ACCC statement.

Between 20 May 2024 and 30 May 2024, Hungry Jack’s sold 27,850 children’s meals which included a Garfield toy containing a button battery which could have posed a risk of choking or serious injury to young children if separated from the item in which it was installed. The toy did comply with the button battery safety standard, but Australian Consumer Law (ACL) also prescribes mandatory information standards for products containing such batteries. Information standards require notification to consumers that a product contains a button battery, warnings about the potentially fatal hazards of button batteries, and advice about what to do if a button battery is ingested. In addition to the financial penalty and infringement notices, Hungry Jack’s has signed a court-enforceable undertaking with the ACCC to establish and implement a compliance program designed to minimise the risk of future AL breaches.

ex-bank franchisees seek up to $200m more

A group of up to 70 former Bank of Queensland (BOQ) franchisees are seeking additional compensation of up to $200 million above the prices already paid for their outlets when they were compulsorily acquired by the bank last month, according to a media report.

Last year the bank announced it would exit franchising as a method of reducing its costs, and allocated up to $125 million to buy back the network’s 114 franchised outlets by March 31 this year.

The branches now operate as company-owned outlets, with around 570 employees of the franchisees now joining the BOQ payroll. The bank says it continues to engage with former franchisees who dispute the bank’s right to terminate their franchise agreements

on the terms set out in the agreements, and says it has discretion to make further payments within the previously announced $125 million limit. The bank has reduced other operating costs by reducing branch numbers, cutting staff, reducing its range of offers, decreased the use of contractors and shrunk its head office footprint, claiming that the changes are necessary to compete with larger banks at a time when it claims banking margins are tighter than ever.

Franchise pay agreement struck down

National burger chain Grill’d’s most recent proposed enterprise agreement has been struck down by the Fair Work Commission (FWC) after it was challenged by hospitality and retail unions, according to a media report.

The FWC’s ruling found that Grill’d failed to explain to its employees that the proposed agreement would freeze and potentially erode their penalty rates. The agreement, which would have impacted 4,300 employees working in 149 Grill’d outlets, set penalty rates at a dollar amount rather than a percentage of the base rate. Over time, this strategy effectively results in below award rates of pay as the rate is outpaced by higher minimum award increases. It was predicted that, if approved, by 2028 Grill’d employees working on Sundays would earn 20% less than the award.

Unions which challenged the agreement, claimed the agreement was designed to appear to pass the better off overall test (BOOT) at the time, but actually would be detrimental for workers when there was an annual wage increase. The Fair Work Act specifies that an agreement need only leave workers better off than the award at the time of approval, however the FWC’s ruling was based on Grill’d’s failure to clearly explain to workers the financial implications of the agreement, particularly in regard to Saturday and Sunday penalty rates as a percentage loading, not fixed dollar amounts.

International chain closes all outlets for experimental concept

McDonald’s in the United States has announced it will close all the outlets of its spinoff brand CosMc, according to a media report.

The concept of CosMc is based on an extraterrestrial mascot McDonald’s featured in adverts in the late 1980s and early 1990s.

Specifically, CosMc is a yellow, six-armed, part alien and part robot character who relocated to Earth from his home in outerspace after discovering McDonald’s burgers and fries, however the new concept stores did not have a single burger on their menus.

The retro themed restaurants were designed to capture consumers looking for a 3pm hit of something lighter or sweeter than a burger or fries. Menu items include lemonades, sandwiches, and donuts, with the option to customise drinks with tapioca pearls, syrups, and vitamin C shots.

Only five out of a proposed 10-store trial were opened in the United States in Chicago and Texas from December 2023. At the time, McDonald’s indicated that if the concept was successful, CosMc could go global, including to Australia. However the closure of the concept stores means that international expansion of the brand will be limited only to certain menu items that may be rolled-out across McDonald’s existing network.

In a statement, McDonald’s says that the outlets will be closed in June as part of the concept’s next testing phase, and that CosMc allowed the company to test new flavours, technologies and processes without impacting the existing McDonald’s experience for customers.

how to manage franchise underperformance

Underperforming franchisees are often unaware of the degree to which their business is underperforming, and may even be satisfied with their business according to Franchise Advisory Centre director Jason Gehrke.

“Underperforming franchisees may be comfortable with their level of sales or profitability, even though sales in particular may be below the required minimum in their franchise agreement,” says Gehrke.

“Conversely, franchisees with high revenues may actually underperform in regards to profit (or even worse, be losing money), and need guidance on how to improve their businesses before they cause lasting damage to themselves and possibly even the brand.”

Managing Franchisee Underperformance will be held as a live and interactive online course from 1-3pm AEST on August 12 and 14, and will provide strategies and tactics for franchisors to address franchisee performance and profitability. v

Impressu are Trusted Printers in the Franchise and Network industry.

When you work with Impressu you know you’re working with Australia’s most knowledgeable team of printing experts for retail, franchise and branch network printing. Impressu partners with many of the country’s leading franchise networks including Domino’s, Michael Hill Jeweller, Highgrove Bathrooms, TJM, Eyecare Plus, Fitstop and more.

We deliver a complete range of print, kitting, storage and distribution services for these brands in Australia, New Zealand, and as far away as Canada. Every week Impressu prints more than 2.5 million posters, brochures, letterbox leaflets, point of sale items just for these brands.

For franchise and network businesses aiming to attract customers, our point-of-sale printing solutions are the perfect choice. At Impressu, we collaborate with you as a strategic partner to ensure your brand is accurately represented and your store presence is impactful.

P 07 3817 6200 Contact Sheena Davis E marketing@impressu.com.au W www.impressu.com.au

We

• Purchase

• Preparing

• Franchise

• Franchise

• Advising

• Commercial

• australian & international trade Marks

• intellectual property l icence & transfer agreements

• creation of franchise systems

• r eview and advice on franchise Documentation

• business purchases and sales

• commercial leases

• Distribution & supply agreements

• shareholders agreements

• business structuring

sr@ippartnership.com.au

Whatever your annual turnover, the transaction fees charged by your bank or other provider put an unnecessary strain on your business.

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Target Select is a corporate provider of EFTPOS & E-Commerce Payment Solutions. Contact us today to see how we can save you!

aMBer

2 aristida close Kemps creek, nsW 2178 ph: 1300 139 868 email: franchising@ambertiles.com.au Website: ambertiles.com.au

araMeX

level 9, 491 Kent street, sydney, nsW 2000 email: (au) recruitment.au@aramex.com (nZ) recruitment.nz@aramex.com Website: www.aramex.com.au www.aramex.co.nz

Benihana asia Pte ltd

80 robinson road, #02-00 singapore 068898 ph: +66-652916178 email: minorfoodfranchise@minor.com Website: www.benihanainternational.com/international

chargrill charlie’s

level 12, 12 help street, chatswood, nsW, 2067 email: qsrhfranchising@craveablebrands.com Website: www.craveablebrands.com/franchising-chargrill-charlies

chicKen treat

level 12, 12 help street, chatswood, nsW, 2067 email: qsrhfranchising@craveablebrands.com Website: www.craveablebrands.com/franchising-chicken-treat

gymbaroo

l4/102 albert road, south Melbourne Vic 3205 ph: 0488 026 456 email: alexandra@gymbaroo.com.au Website: https://www.gymbaroo.com.au/franchise/

inXPress

level 5/116 adelaide street, brisbane QlD 4509 ph: 1300 469 765 email: Kellie.cranch@inxpress.com Website: au.inxpress.com, nz.inxpress.com

KeeP it MooVin’

9 bay street southport QlD 4215 ph: 1800 854 080 email: sales@keepitmoovin.com.au Website: https://keepitmoovin.com.au/

K WiK KoPY australia Pt Y ltd

level 9, 50 berry street, north sydney nsW 2060 ph: (02) 9967 5500 email: franchise@kwikkopy.com.au Website: www.kwikkopy.com.au/franchise-opportunities

KuMon education

pO box 5363, West chatswood, nsW 1515 ph: 02 9467 2200 email: info-au@kumon.com.au Website: kumoninstructors.com.au/franchise

MindchaMPs earlY learning australia PtY ltd

suite 1, Ground floor 92-94 norton street, leichhardt, new south Wales 2040 ph: 1300 646 324 email: tinat@mindchamps.org Website: au.mindchamps.org

MoBile aPP cit Y, Pt Y. ltd.

level 1, 162 Grand boulevard, Joondalup, Wa 6027 ph: +61 8 6385 8052 Website: Mobileappcity.com

MYhoMe

104 auburn rd, hawthorn, Victoria, 3122 ph: 0455 589 448 email: franchising@myhomeclean.com.au Website: https://myhomefranchise.com.au/business-franchise/

oPorto

level 12, 12 help street, chatswood, nsW, 2067 email: qsrhfranchising@craveablebrands.com Website: www.craveablebrands.com/franchising-oporto

PacK & send

unit 3c Mfive business park, 1 Moorebank ave, Moorebank, nsW 2170 phone: 0447 711 353 email: francise@packsend.co.nz & franchise@packsend.com.au Website: www.packsend.co.nz & www.packsend.com.au

PetBarn MoBile dogWash (formerly city farmers dogwash)

Quarter One, level 2, 1 epping road, north ryde, nsW 2113 ph: 0402 902 620 email: scott.mcintosh@cityfarmers.com.au Website: www.petbarn.com.au/mobiledogwash

PoolWerX

10 camford st, Milton QlD 4064 ph: +61 7 3173 7300 free call au 1800 245 447 free call nZ: 0800 543 419 email: Joinourteam@poolwerx.com.au Website: www.poolwerx.com.au/franchising

red rooster level 12, 12 help street, chatswood, nsW, 2067 email: qsrhfranchising@craveablebrands.com Website: www.craveablebrands.com/franchising-red-rooster

right at hoMe

unit 4, 16-36 nile street, Woollongabba QlD 4102 phone: 07 3177 9906 email: daryl.s@rightathome.com.au Website: https://rightathomefranchise.com.au

siZZler (oPerated BY Minor food grouP Pcl)

88 the parq building, 11th fl ratchadaphisek rd, Klongtoey bangkok 10110 phone: +66-652 916 178 email: minorfoodfranchise@minor.com Website: https://www.minorfood.com/en/our-business/sizzler

snaP- on tools

pO box 6077, blacktown nsW 2148 ph: aus: 1800 762 766 nZ: 0800 762 766

email: sota.franchise@snapon.com Website: www.snapontools.com.au

soul origin

580 parramatta rd, petersham, 2049 ph: 0439 611 962 email: Karlas@soulorigin.com.au Website: https://www.soulorigin.com.au/

stagecoach PerforMing arts

12th floor, export house, Wolsey Walk, Woking, surrey Gu21 6QX ph: +44 (0)1483 247 400

email: franchiserecruitment@stagecoach.global Website: australia.stagecoachfranchise.com

f r a n c h i s e n e t w o r k n o w

f o r t h e l o w c o s t

i n v e s t m e n t o f $ 8 5 , 0 0 0 + G S T

“MyHome offers limitless potential to help you achieve your dreams”

Nicole Ramos, Owner –

MyHome Malvern East

“I couldn’t have made a better decision.”

Alex

WANTED: Motivated business

Looking to start your own business? Combine your people and management 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.

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

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.

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-Alex

Or scan the QR code for instant access.

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-mar Or scan the QR code for instant access

Request your information pack now to discover what sets MyHome apart, and how becoming a MyHome Owner Manager gives you executive earnings without the stress, long hours and commute. Visit www.myhomefranchise.com.au/BFM-mar Or scan the QR

ara M 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,

chargr ILL char LI e’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 and Melbourne. a nd we’re just getting started, with bold plans to double our footprint over the next three years and exciting expansion into the Queensland market.

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 unwavering work ethic,

ch I cken t reat 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,

gyM baroo

Gymbar OO is australia’s most popular and successful parent-child education program, with more than 60 centres across the country. We’re looking for new franchisees to join our rapdily growing community of successful business owners.

franchising with Gymba r OO offers the flexibility to balance your personal life and entrepreneurial aspirations, all while enjoying the profitability of a thriving business that fosters a genuine sense of community. i t’s a chance to make a positive impact

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

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 franchise partner, 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

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 franchise partners to help us meet it.

a s a chicken treat franchise partner, 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

on young lives and your own entrepreneurial journey simultaneously.

part of the b elgravia Group, Gymbar OO-Kindy r OO franchisees have the benefit of running a small business backed by a national network. t he b elgravia Group prides itself on developing proven business systems, providing step-by-step guidance for new franchise partners and offering premium ongoing support to help you achieve success. Whenever you need help or advice, all you need to do is reach out and our expert team will be there to guide you.

https://www.gymbaroo.com.au/franchise/

I nxpress

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 , fede 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

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.cranch@inxpress.com au.inxpress.com, nz.inxpress.com

keep It M oov I n’

Keep i t MOOV in is a small removals and same-day delivery service based in australia that specializes in workplace relocations, white goods transportation, and furniture transportation. t he business guarantees dependable, on-demand transportation with complete public liability insurance through its expanding network of owner-operator drivers.

customers may easily scan, schedule, and receive their deliveries using their special Q r code same-day delivery system. additionally, Keep i t MOOV in offers

k UM on edUcatI on

Owning and operating a Kumon franchise is the perfect opportunity for people who would love working with children, their community, and who want to make a difference.

Kumon is the world’s largest after-school education programme with more than 4 million students in over 60 countries. a s a franchisee you will become part of a connected team, with strong local support and a worldwide network of associates all working to develop ‘life skills’ in children through education.

Kumon provides an individualised programme that

Mob ILe app cIty, p ty. Ltd.

Mobile app city (M ac ) is an mobile app and digital marketing agency that operates with a partner license model (like a franchise but without the downside of a franchise).

t his enables us to empower entrepreneurs (just like you) to establish your own mobile app and digital marketing agency business - so that you can provide a whole range of high-

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. My h ome offers its owners an unprecedented work life balance and more time for the things they value most.

With a low-cost entry, extensive centralised support, including central call centres, and digital innovations, empowering owners to manage much of their business from a mobile or tablet.

oporto

Oporto is one of australia’s most recognisable quick-service 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 driven by strong customer demand and a relentless

licensed area opportunities for those looking to join australia’s fastest-growing small removalist network, backed by 24/7 call center support and Google advertising.

t hroughout australia, Keep i t MOOV in offers effective and reasonably priced solutions for everything from a single item pickup to a complete office transfer.

for more informarion: phone: 1800 854 080 email: sales@keepitmoovin.com.au Website: https://keepitmoovin.com.au/

develops students’ self-learning ability through the study of mathematics and english worksheets. students progress at their own pace, developing fundamental reading comprehension and calculation skills for confidence in the classroom and everyday life.

We invite you to attend our next information meeting to learn about our extensive training and support, generous subsidies, low start-up costs, and potential earnings.

Join us to make a difference for children in your local community!

for details and to register, visit https://www.kumoninstructors.com.au/ franchise. Or, contact our recruitment team at: info-au@kumon.com.au.

demand technologies to business owners, without needing any technical knowledge. You’ll make both upfront income and ongoing passive income with each client.

full training and continual, ongoing support, no royalty fees.

for more info contact r ichard Giannini at: phone: +61 8 6385 8052 Web: Mobileappcity.com

My h ome owners are not cleaners, they come from various 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 Melbourne’s finest suburbs. i f you aspire to a work life balance with great financial rewards, take the first step by visiting https://myhomefranchise. com.au/business-franchise/.

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

•

pack & send

pacK & senD is n ew Zealand’s and australia’s leading ‘ n o limits’ freight r eseller b usiness, tapping into the e commerce parcel market. We are a network of entrepreneurial franchise partners providing award-winning services to the high-growth parcel, freight, logistics, and e commerce fulfillment markets. Our franchise system is a high- profit return business model that is scalable to a ‘multi-store’, multi-million sales revenue enterprise.

What sets us apart

You don’t need any freight, logistics, or parcel industry experience with our franchise system. Our comprehensive training program has been designed for you. a ll you need is to be a go-getter who loves providing 5-star service to your customers!

• Exceptional award-winning customer service

• Innovation and adaptability

petbarn M ob ILe dog Wash

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

Work

Group

•

• Extensive national network (and growing)

• Every day is different

• Business-friendly opening hours (5 ½ days)

• Multiple revenue streams

• Comprehensive 4-week Induction Training Program (incl. 1 week at sydney th Q)

• In-house Business Sales Training Program

• Customer’s love us, over 2,000 5-Star reviews! (NZ)

• Multiple award-winning brand

• Asset light business model – no need for a fleet of

contact

www.packsend.co.nz & www.packsend.com.au

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.

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 + G st + van* or acquire an established franchise

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 franchise partners. 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

r I ght at hoM e

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

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

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 franchise partners 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

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.

sIZZLer (o perated by M I nor Food g ro U p pcL)

r eignite australia’s love for sizzler—where flamegrilled steaks meet the iconic do-it-yourself s alad b ar. b orn in 1958 and reborn by Minor food, the new 250 m² format slashes capex and labor costs while lifting traffic and returns.

b right timber interiors, open grills, and a panoramic bar packed with super-greens, ancient grains, and plant-based proteins create an instagram-ready dining theatre.

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.

so UL or I g I n

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 tagecoach per For MI ng arts

at stagecoach performing a rts we are all about performance – on stage, in life and in business.

We are here to inspire children and provide them with the confidence to be themselves.

t he demand for extra-curricular performing arts opportunities for children continues to increase. stagecoach’s unique model of running three disciplines (singing, dancing and acting) simultaneously, means its franchisees are well placed to capitalise on this demand. stagecoach developed educational framework which

With flexible inline, stand-alone, or lifestyleprecinct footprints, sizzler fits metro malls or regional hubs. franchisees plug straight into Minor’s 2,600-restaurant supply chain, data dashboards, marketing engine, and constant menu r &D. families, millennials, and health-seekers flock for weekday lunches, weekend feasts, and deliveryready favourites. t he nostalgia returns—sharper, healthier, greener, and more instagrammable. https://www.minorfood.com/en/our-business/ sizzler

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

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 Karlas @soulorigin.com.au https://www.soulorigin.com.au/

is pinned around skills development for each stage of learning. stagecoach enriches the lives of 60,000 students worldwide, each week.

a s a stagecoach franchisee, you are responsible for driving and growing your business and managing a team of talented teachers. You will not be required to teach any classes yourself, but our model actively encourages you to put your own stamp on the creative process. from marketing to recruiting and retaining teachers, stagecoach will provide you with the guidance and support you need, when you need it. australia.stagecoachfranchise.com

b Us I ness Franch I se aUstra LI a and ne W Z ea L and

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

MAKING FRANCHISE LAW BLACK AND WHITE

Morgan Mac Lawyers specialises in Business Law, Franchise Law, Commercial Litigation and Dispute Resolution.

We have been assisting franchisors and franchisees in areas including franchise dispute resolution strategies, business sales, leasing and franchise documentation, and legal and regulatory compliance.

Commercial Litigation and franchising are complex areas of law. We help our clients to resolve or navigate legal matters and obligations, and recommend strategies to minimise and manage the risks of legal non-compliance and legal disputes.

We work with our clients to achieve their commercial objectives and the best possible outcome for our clients.