VOLume 20 ISSUE 06, 2026
cover story
latest news
in franchising
franchising is for everyone and is everywhere
From Foundations to the Future:
The Next Chapter with TDA Franchising
special feature
food franchising
$4.95 (AUD), $7.95 (NZ) inc. GST.
2 business franchise MAGAZINE
“Trusting the LeWrap system was the best decision we made. The support from Head Office is real, they’re with you every step as you grow.” - Sunel & Manori Pathi LEWRAP EASTERN CREEK
“The support is real. From my first store to my fifth, I’ve never felt alone.” - Ranae Hammoud MULTI-SITE FRANCHISE OWNER
business franchise MAGAZINE 3
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4 business franchise MAGAZINE
VOLume 20
ISSue 06, 2026
AUSTRALIA and NEW ZEAL AND
VOLUME 20, ISSUE 6, 2026
It is one thing to build a business. “ It is another to build something that takes root
On the cover: TDA FRANCHISING
in towns and cities beyond where its founders stand, and flourishes there in the hands of local people who believe in it. latest ne ws
in franch
president: Colin Bradbury. colin@cgbpublishing.com Publisher: Vikki Bradbury. vikki@cgbpublishing.com.au editorial department: editor@cgbpublishing.com.au sales & marketing manager: Annie Bradbury. annie@cgbpublishing.com.au Advertising: Charlene Reyes. advertising@cgbpublishing.com Production: production@cgbpublishing.com.au accounts: accounts@cgbpublishing.com.au DESIGN: Michelle Quinn. michelle@cgbpublishing.com CGB PUBLISHING PO BOX 17 Pomona, QUEENSLAND 4568 TEL: (07) 5485 2704 www.businessfranchiseaustralia.com.au www.businessfranchisemagazine.co.nz
TO SUBSCRIBE: www.businessfranchiseaustralia.com.au or www.isubscribe.com.au
The information and contents in this publication are believed by the publisher to be true, correct and accurate but no independent investigation has been undertaken. Accordingly the publisher does not represent or warrant that the information and contents are true, correct or accurate and recommends that each reader seek appropriate professional advice, guidance and direction before acting or relying on all information contained herein. Opinions expressed in the articles contained in this publication are not necessarily those of the publisher. The publication is sold subject to the terms and conditions that it shall not be copied in whole or part, resold, hired out, without the express permission of the publisher.
ising
Fr anChisi ng is For everyo is everyw ne and here
”
cover
story From Fou ndations to the Fut ure:
the next Chap r w ith tda Fr ante Chising
special feat
Food Frure an
Chising $4.95 (AUD),
$7.95 (NZ)
inc. GST.
Welcome to our latest issue of
Business Franchise Australia and New Zealand Magazine! I recently had the pleasure of exhibiting again at the Melbourne Franchise Expo and the attendance was amazing, it seems that more than ever franchising has become a reliable choice for people looking for the next move or opportunity to get into business for themselves. In this issue we have some great topics on franchising starting with our Cover story. Theo Mavratzakis and Daniel Farrugia who are featured on the cover and founders of TDA Franchising, both Certified Quantity Surveyors, who have built Australia’s most respected property services brands, and their partnership has shaped every milestone the company has reached. You can read more about this on page 12. Our regular top experts continue to deliver great advice. This issue we start as always with our regular column from Jay Westbury of the FCA, his topic this issue is Franchising is for Everyone and the reasons why. Phil Chaplin from CFI Finance discusses, if sales are up, why does cashflow feel tighter, Doug Downer reminds you about the two partnerships every franchisee needs to get right. Check out the contents page for more advice in this issue. In this edition of the magazine, we also feature several exciting franchise systems such as Snap Fitness, Viva Leisure, Stagecoach, Craveable Brands, Banjos,
Zarraffas and many others, browse through this issue and I am sure you will find something that excites. Our main Feature this issue is the ever popular Food and Franchising, On the Feature cover we have LeWrap who are certainly poised for national growth, winners of the recent 2026 FCA Franchisor of the Year, this reinforces its position as one of Australia’s most exciting Franchise opportunities. As always, I really hope you enjoy reading this issue and don’t forget to take a moment to scroll thorough to our A-Z Directory at the back of the magazine or visit our new design website www.businessfranchiseaustralia. com.au to find more exciting franchises and advice. Would also love to have your feedback on what you would like to see more of in the magazine. As always, I really hope you enjoy reading this issue and don’t forget to take a moment to scroll thorough to our A-Z Directory at the back of the magazine or visit the website www.businessfranchiseaustralia.com.au to find more exciting franchises and advice. Happy Reading. Vikki Bradbury Publisher
SUPPLIER FORUM
business franchise MAGAZINE 5
conte nts Expert Advice 20 Elise Balsillie: When The Click Disappears, Franchisees Need A New Path To Growth 26 Phil Chaplin: If Sales Are Up, Why Does Cash Flow Feel Tighter 58 Angela Allen (ATO): The ATO’S Small Business Focus Areas: What Franchise Businesses Need To Know 60 Doug Downer: The Two Partnerships Every Franchisee Needs To Get Right
Have Your Say
12 Cover Story 12 TDA Franchising: From Foundations To The Future: The Next Chapter
In every issue 8
What’s New! Announcements from the Industry
14 Franchise Council of Australia (FCA): Franchising is for Everyone and is Eveyrwhere 31 Feature Supplement: Food and Franchising 64 Behind the Headlines 68 Professional Services Listings 70 Franchise Listings
28
58
73 A-Z Franchise & Services Directory
16 Poolwerx: Why Franchise Recruitment is Shifting from a Numbers Game to a Strategy Game 28 Gordon Matin, Viva Leisure: How Plus Fitness is Harnessing Integrated Technology to Drive Franchisee Competitive Advantage while Enhancing the Member Experience 62 inLife Wellness: Built From Within: Lessons In Franchising From Inlife Wellness
Focus 20 StageCoach: A Passport To Purpose: Why Franchising Can Help You Feel At Home Anywhere In The World
62
also in this issue:
16
AIPVend................................................................................................................. 23, 73 Big Bowl Kitchen................................................................................................ 73 Chargrill Charlies..................................................................................... 15, 73 Chicken Treat................................................................................................. 15, 73 Craveable Brands............................................................................................... 15 Club Pilates.................................................................................................................... 74 Cycle Bar............................................................................................................................. 74 Dr Tint & Wrap......................................................................................................... 74 First Class Accounts..........................................................................74 IBC Franchising Expo................................................................................................67 Hello Harry..................................................................................................................... 74
Profile
Franchisor in Depth
66 Franchising Expo 2026: MST Lawyers:
24 Blooms The Chemist: How 130 Chemist Franchisees
Spotlight On Service
Bloomed With A Single Ecommerce
54 MST Lawyers: Supporting Franchise Business Through Every Stage Of Growth
Experience 56 Snap Fitness: Where The Smart Money Stays
IP Partnership.......................................................................................................... 68 InXpress....................................................................................................................... 4, 75 Kumon..................................................................................................................................75 Le Wrap.................................................................................................... 3, 75, OBC Mizael Partners......................................................................................... 30, 68 Morgan Mac.............................................................................................................. 68 MST Lawyers..............................................................................................................32 My Home.............................................................................................................53, 75 Oporto...................................................................................................................... 15, 76 Petbarn Mobile Dogwash.................................................................76 Poolwerx................................................................................................................. 69,76 Procella................................................................................................................................ 68 Red Rooster..................................................................................................... 15, 76 Right at Home..............................................................................................71, 76 Rumble Boxing..................................................................................................... 77 Shoebox Books and Tax....................................................................... 77 Snap-on Tools..............................................................................................52, 77 StageCoach..................................................................................................... 72, 77 StretchLab....................................................................................................... IFC, 77 Sushi Sushi................................................................................................................... 78 Sweat & Tonic......................................................................................................... 78
60
TDA.............................................................................................................................................78 Yovie.........................................................................................................................................78 business franchise MAGAZINE 7
Muzz Buzz Reaffirms Commitment to Franchisees and Customers Following Passing of Warren Reynolds Muzz Buzz has confirmed operations will continue unchanged, following the passing of franchise founder and Executive Chairman, Warren Reynolds. Mr Reynolds passed away unexpectedly on June 20. Muzz Buzz CEO, and Mr Reynolds wife, Joyce Reynolds, has confirmed she will continue to grow and develop the business, in line with the current strategic direction. “While this is an incredibly difficult time for me personally, the Muzz Buzz brand remains strong.”
“As CEO I have led the day-to-day operations of the business for several years, supported by our corporate team. Together we will continue to deliver the strategy Warren set in motion, and I am committed to lead the business with the same passion, integrity and determination.” “Warren was deeply passionate about delivering a quality product to our customers and supporting our franchisees – I will uphold that legacy and continue to build on his vision.” “Warren and I had spoken about this day
and plans were in place; we just never expected it to be this soon.” Mr Reynolds established Muzz Buzz Franchising in 2004, transforming a single store into Australia’s largest drive-thru coffee franchise. The business marked its 25th anniversary at the annual franchisee conference earlier this year.
Club Pilates Reaches 40 Australian studios in just three years, with 60 more on the way Club Pilates has reached a major milestone in its Australian expansion, opening its 40th studio in just three years, with a further 60 studios already in the pipeline as the global Pilates powerhouse continues its rapid growth across the country. The milestone marks a significant achievement for Boutique Fitness Studios, which owns the Australian licensing rights for Club Pilates and has been behind the brand’s expansion since bringing the world’s largest Pilates franchise to the Australian market. Globally, Club Pilates has established itself as the largest Pilates franchise brand in the world by studio count, with more than 1,100 studios operating across the USA. The Australian business is now replicating that success, with its growing network bringing Club Pilates’ reformer-based workouts to more communities across the country. Felipe Lagos, Brand Manager at Club Pilates Australia, said the 40-studio milestone was a significant moment for the business, but the company was only getting started. “Opening our 40th studio in just three years is an incredible milestone for Club Pilates in 8 business franchise MAGAZINE
Australia, but what’s even more exciting is
people looking for a low-impact but
what’s ahead,” said Felipe.
highly effective workout that can improve
“We already have another 60 studios in the
strength, mobility, balance and overall
pipeline, which gives you a sense of the
fitness.
demand we’re seeing for Pilates and, more
For Club Pilates, the focus remains
specifically, for the Club Pilates experience.”
on building a national network while
The rapid expansion comes as Pilates
maintaining the quality and accessibility
continues to move from a niche fitness
that has helped drive the brand’s
offering into the mainstream, attracting
international success.
Brisbane-founded Japanese restaurant group Motto Motto accelerates its national expansion The move marks Motto Motto’s first entry into Western Australia and its fastest-ever launch into a new state. Restaurants will open at Currambine Central in midSeptember, Galleria Shopping Centre on 19 November and Midland Gate in late November. Together, the three restaurants represent more than $2 million in franchisee investment and will create over 80 local jobs. The expansion comes amid significant growth for Motto Motto, which has grown from five restaurants generating approximately $6 million in annual network sales in 2019 to a network expected to reach 30 restaurants by December 2026 and exceed $60 million in annual retail sales next year. Chief Operating Officer Matt Fickling said Western Australia represented an important next step for the brand. “This is not a one-site test of the Perth market. We are entering Western Australia with three restaurants, two experienced multi-site franchise partners and a clear goal to build a network of 10 locations over the next four years.”
Brisbane-founded Japanese restaurant group Motto Motto Japanese Kitchen is accelerating its national expansion, with three franchise-owned Perth restaurants set to open within just 10 weeks Growth is also being supported by stronger performance across Motto Motto’s existing restaurants, with comparable-store sales increasing more than 12% and transactions growing 8.2% in the most recent quarter. Motto Motto is on track to open 10 new restaurants in 2026, compared with six in 2025, with further openings planned across
Queensland and New South Wales. Looking ahead, the group is building a pipeline of another 10 locations for 2027, while assessing Adelaide as its next potential market and seeking experienced franchise and property partners to support its continued national expansion.
JAX Tyres & Auto Awarded Australia’s Most Trusted Car Servicing Chain in the 2026 Finder Awards Australians have named JAX Tyres & Auto as the Most Trusted Car Servicing Chain in the 2026 Finder Customer Satisfaction Awards, cementing its reputation as a respected and customer-focused leader in automotive services nationwide. The Finder Customer Satisfaction Awards, based on independent ratings from more than 50,000 consumers in Australia, identify brands that excel in customer service, trust, value, and overall satisfaction. JAX Tyres & Auto was the standout organisation in the Car Servicing Chain category, being highly commended across four other awards, alongside the Most Trusted win: Loved Brand, Value, Quality Service and Recommended Brand. In the Car Tyre Retailer category, JAX Tyres was also highly commended across multiple awards; Loved Brand, Quality Service and Recommended Brand. Steve Grossrieder, CEO and Managing Director of JAX Tyres & Auto, said, “Being recognised as Australia’s most trusted car servicing chain in the Finder Customer Satisfaction Awards is an outstanding achievement and testament to the dedication our stores nationwide show in supporting customers on a daily basis. Susannah Binsted, Head of the Finder Awards program said, “Congratulations to JAX Tyres & Auto on being named Australia’s
most trusted car servicing chain in this year’s Finder Customer Satisfaction Awards. Car servicing is one of the few things most of us can’t check for ourselves, when you’re told you need new brakes, you’re taking someone at their word. That makes trust a huge part of the product, not a nice-to-have and JAX has the endorsement of the only opinion that really counts - their customers.” This latest accolade builds on an exceptional period for JAX Tyres & Auto, which has secured multiple awards and nominations. business franchise MAGAZINE 9
ANYTIME FITNESS AUSTRALIA and The Adelaide Football Club join forces Anytime Fitness Australia has today been announced as the official 2026 Trade and Draft Partner and exclusive gym partner of the Adelaide Football Club, with Adelaide midfielder and vice-captain Alex Neal-Bullen named an official Anytime Fitness ambassador.
Through Anytime Fitness’ “Train Like A” content series, fans will get a unique look at what it takes to “Train Like A Crow.” Neal-Bullen will showcase the training habits, preparation, and mindset required to compete at an elite level while inspiring everyday South Australians to achieve their long-term health and fitness goals.
The partnership brings together two of South Australia’s largest networks, Anytime Fitness, and the Adelaide Football Club, helping people perform at their best in a shared commitment to community health and fitness.
“We’re incredibly proud to partner with the Adelaide Football Club - one of South Australia’s most iconic sporting organisations,” said Simon Thompson, Managing Director, Anytime Fitness Australia. “We share a belief that strength extends far beyond game day and through this partnership we hope to inspire South Australians to move more, train with purpose and experience the lifelong benefits of strength training. Adelaide Football Club CEO Tim Silvers said “Health and wellbeing are at the heart of our club’s success, and Anytime Fitness Australia shares that same commitment to helping people become the best version of themselves,” Silvers said. “The partnership provides a great opportunity to inspire people to prioritise their own wellbeing.” As part of the agreement, Anytime Fitness will have a strong presence across the Crows’ platforms, including LED and superscreen branding on match days, social media integration and branding on the uniform of Adelaide’s list management team during the 2026 Trade and Draft period. For more information, visit www.anytimefitness.com.au
Sushi Sushi First in Category to Remove Artificial Colours and Flavourings Nationally This marks a significant milestone in the brand’s ongoing commitment to quality, transparency and continual improvement. The achievement follows almost two years of recipe reformulation across every food product sold in Australia. While Sushi Sushi has always met Australian food safety and regulatory standards, the initiative reflects the brand’s commitment to continually raising its own standards and delivering food that aligns with evolving customer expectations. Built on its longstanding Real Food. Ready to Go. philosophy, the change reinforces Sushi Sushi’s focus on serving fresh, highquality food made with carefully selected ingredients. Sushi Sushi CEO Stephen Anders said the initiative was driven by listening to customers and continually improving the brand’s offering. 10 business franchise MAGAZINE
“Our customers increasingly want food made with simpler ingredients and without artificial colours or flavourings. This is about continuing to evolve alongside those expectations.” “We’ve spent almost two years carefully reformulating our recipes across the entire range. This isn’t about fixing a problem – it’s about continually improving our food and delivering on what Real Food. Ready to Go. stands for.”
Sushi Sushi has established itself as one of Australia’s leading premium grab-and-go food retailers.
While most customers won’t notice a difference, a small number of products – including seaweed salad and tobiko, may have a slightly different colour or flavour. This is a natural result of removing artificial additives and reflects the use of ingredients in a more natural form.
Recently acquired by Genki Global Dining Concepts, Sushi Sushi now benefits from the expertise of one of the world’s leading Japanese-origin sushi businesses, further strengthening the brand’s commitment to quality, innovation and responsible business practices.
With nearly three decades of experience,
Website: https://www.sushisushi.com.au/
Fitness Franchise Body Fit Training Announces Launch of its Podium Series Homegrown fitness franchise Body Fit Training (BFT) has announced the global launch of its PODIUM Series, an innovative in-studio event ecosystem engineered to diversify franchisee revenue and bulletproof member retention. Launched globally on 2nd August 2026, the inaugural competitive event will turn BFT’s science-backed training model into a highly structured, standardised arena across more than 300 studios in over 10 countries, impacting 65,000+ members. The initiative signals a strategic push by BFT to capture consumer spend traditionally lost to thirdparty mass-participation events. For BFT’s global network of franchise partners, PODIUM shifts the business model from standard fitness training to a premium, event-driven lifestyle brand. Standardised across 10+ countries, the initiative introduces three highly critical commercial levers for studio owners: 1. High-Margin Secondary Revenue Streams 2. Experiential Lead Generation Over Paid Ads 3. Behaviour Modification Driving Lifetime Value (LTV) “By creating a high-energy entry point for non-members, PODIUM supports member
acquisition in a way that feels experiential rather than promotional,” explains BFT Founder, Cameron Falloon. “Studios are able to showcase their coaching, culture, and training in a live, electric environment, which converts prospects far more effectively than traditional marketing channels.” By introducing PODIUM as BFT’s 14th official, progressive training program embedded in the regular timetable,
member churn is actively mitigated. Having a tangible, high-stakes milestone to train toward has been proven to drive weekly attendance, lift member accountability, and deepen community connections - the single highest metric correlating to longterm gym membership retention. “We’ve always focused on measurable progress at BFT, so PODIUM is really about giving that progress a different stage,” says Falloon.
Leading Preschool Brand MindChamps Launches into California, the World’s Tech & Entertainment Capitals MindChamps, the international preschool phenomenon, headquartered in Singapore, has inked an exclusive 50:50 joint venture with a Silicon Valley entrepreneur to scale 125 centres across Northern and Southern California, bringing its patented, research-backed education approach to America’s most influential innovation hub. MindChamps has marked its largest expansion into the United States by bringing its breakthrough patented education methodology to California, America’s most populous state. California is home to almost 40 million people, including more than 2.7 million children aged five and under. Recognising the importance of investing in children’s earliest years, the California state government has, in recent years, made early
childhood education a key priority through significant investments and initiatives, creating a favourable environment for the continued growth in the sector. MindChamps’ partnership with Grandview Financial Holdings LLC will bring its unique education methodology to children and families across California. The JV also reflects growing international recognition of education research and innovation developed in Singapore. Developed through almost three decades of research across the four domains of Education, Psychology, Neuroscience and Theatre, MindChamps is the only early childhood education organisation whose education methodology has achieved patents in the US, the UK, Australia and Singapore. Dr David Chiem, Founder CEO and Executive Chairman of MindChamps, said: “Artificial
intelligence is transforming the world at an unprecedented pace, and never before have technology and entertainment had such a pervasive influence over how we live, think and evolve. From Silicon Valley, the world’s centre of technological innovation and AI, to Hollywood, the world’s entertainment capital, the future and the way we interact with knowledge and technology is being shaped every day. business franchise MAGAZINE 11
cover story: TDA FRANCHISING
From Foundations to the Future:
The Next Chapter with TDA Franchising The product was never the hard part TDA began with a single service and has grown into a one-stop destination for property investors yet ask either founder what changed along the way and neither point to the service menu: depreciation schedules and independent valuations are still the product, prepared by certified experts. The harder work was making sure the people who needed that product understood its value before they ever picked up the phone. That is a different discipline, and not one you can practise from behind a desk: it happens at industry events, in conversation, the moment an investor realises they have been leaving money on the table for years. Anyone who works in this industry knows the pattern: where the TDA name appears, you will usually find Theo and Daniel, or a room of people asking where they are. Theo makes the case for depreciation; Daniel shows you the numbers. Across a country of investors who could use the same guidance, the question became how to extend the reach of what they had built. TDA Franchising was not a growth strategy drawn up on a spreadsheet. It answered a specific question: how do you put that same expertise in front of an investor in Perth or Townsville, delivered by someone who belongs to that community?
Growth is easy to measure and difficult to earn. Many businesses expand by widening what they sell; a rare few expand because they have built something so compelling that others are drawn to carry it forward as their own. It is this second, harder kind of growth that has come to define TDA. Theo Mavratzakis and Daniel Farrugia, both Certified Quantity Surveyors, built one of Australia’s most respected property services 12 business franchise MAGAZINE
brands, and their partnership has shaped every milestone the company has reached. The chapter now being written is the most ambitious yet: TDA is now Australia’s first tax depreciation franchise, a vision honed by two founders and entrusted to operators across the country, each one determined to make it their own. It is one thing to build a business. It is another to build something that takes root in towns and cities beyond where its founders stand, and flourishes there in the hands of local people who believe in it. That is what sits at the centre of TDA Franchising, and the reason this next chapter matters.
The answer was local, and deliberately so. Rather than directing expertise outward from head office, the model places a franchisee inside the community they serve, someone who knows the local market, attends the local events, and becomes the recognisable face of TDA in a region of their own. That builds the kind of familiarity TDA was founded on and carries it into conversations a national brand cannot reach from a distance. Preparing the model to be handed over took the same commitment that built it, including travelling to Las Vegas for the International Franchise Association Annual Convention to sit among franchisors who had already worked through the same challenges, and to study how the best networks in the world operate at scale.
Handing over a business you built by hand is harder than it looks, and for years the value of TDA appeared to sit in Theo and Daniel being in the room. Franchising surfaced a more useful truth: the real measure of any franchise is not the logo and not the founders’ reputation, but whether the model holds regardless of who is running it.
Why now The negative gearing changes from the May 2026 Federal Budget are now law. Treasury Laws Amendment (Tax Reform No. 1) Act 2026 received Royal Assent on 26 June 2026, with the changes taking effect from 1 July 2027. Many investors have gone quiet on depreciation since the Budget announcement, assuming it’s been swept up in the reform. It hasn’t. Depreciation is separate, and the changes are narrower than the coverage suggests: commercial property, new builds, grandfathered contracts and super funds all sit outside them. That distinction is easily lost in a headline, and it’s exactly the kind of clarity a local franchise network can provide, market by market. Independent valuations have become more relevant at the same time, driven by capital gains and SMSF considerations that sit apart from negative gearing altogether. So, if you are wondering whether this is an odd moment to step forward, the answer is straightforward. When a market gets complicated, people look for specialists, and a complex market is no headwind for a business built on explaining complexity clearly. It is the reason the phone rings. Pressed on where the network goes next, the founders’ answer is a TDA franchise in every Australian territory, supported by a head office that keeps strengthening the systems underneath. Success, as they measure it, is not franchise count; it is how many investors and property professionals understand what TDA does and why it matters. One discipline has held since the first year: never put a number in front of a prospective franchisee that the business cannot stand
behind. That is easily said and harder to maintain as a network grows. If you are a property professional looking to build something of your own, or weighing up your first franchise, what TDA offers is a model already tested in the market, a territory you can make your own, and two founders who are still in the room. The work of explaining depreciation to Australian investors is a long way from finished, and there is a place in it for you. Visit tdaqs.com.au/franchising to find out more. General information only and is not tax, financial or legal advice. business franchise MAGAZINE 13
franchising council of australia (fca)
Franchising is for
everyone and is everywhere Across the Australian economy franchising has taken its place as a forthright industry of choice for 10’s of 1000’s of Australians wanting to get into a business, become successful, build a future for themselves and their family and contribute in so many ways. When I say franchising is for everyone and everywhere, the facts speak for themselves. There are around 90,000 small businesses directly operating in a franchise model in Australia. Compared to America, which has about 900,000 small business across franchising, Australia is standing out as a country which loves franchising and has embraced it. Per capita we are easily in the top 5 franchising countries. Even though arguably, Australia carries one of the most regulated franchising industries in the world, this has not, as yet, stopped the growth of franchising in Australia. It is fare to say that when a person considers getting into a franchise the scope and scale of choice can be overwhelming. It is a matter of; where do you start, not should I start. But don’t be put off by that, if it feels right and attracts you, it is best to lean in, ask questions, learn and build your knowledge of what kind of franchise might work best for you.
Three critical and important things to consider before you jump in
1
Is the franchise you are considering a good fit for you as a person. That is, can you see yourself getting up every morning and going to work in the franchise you are considering buying. It is a simple but critical question. For example, if you are not a morning person, perhaps not a franchise that needs you to be on deck and bake at 4am, or if you don’t like cooking, perhaps not a food franchise, or if you don’t like the outdoors, not something that has you outdoors all day. These are simple considerations but important ones.
2
Have you got the financial backing to get you started, support you operationally
14 business franchise MAGAZINE
in the franchise with a backing behind you should the start not go as planned. Financial security and foresight are critical in making your decision.
3
Is the franchisor you are choosing fully transparent, providing you with all the access and answers you want and need up front including full disclosures as is required by the franchising code of conduct. There are no silly questions, you should ask everything and anything that is on your mind before you get into the purchase phase. Well researched, self-informed, well-informed, due diligence can never be underestimated or under done. There is plenty more to consider being entering into a franchise and your process and journey to purchase will be full of documents and information, but the good thing is, once that is done, you are set and ready to get started your pathway in franchising and it could go anywhere. Remember there are also lots of information and available tools online, all over social media and plenty of reference points to get your head around the path to franchising you may choose or considering. A fun fact, the largest franchisee in the world is the Flynn Group (formerly Flynn Restaurant Group), which operates over 3,000 restaurants and generates more than $5 billion in annual revenue. It was started and is still owned by Greg Flynn who kicked off his franchising journey with eight Applebee’s restaurants in America. Today the Flynn Group operates in America, Australia and New Zealand and who knows that they might do next. Remember, the Flynn Group is a franchisee, not a franchisor and has amassed an empire of success by being in franchising, being exceptional as a franchisee and supports thousands of people with job and opportunities. It is a remarkable and aspirational story of success built on being a franchisee. Not everyone that enters franchising is meant to be that big. Just one franchise well run and loved can be as successful for you. There are 1000’s of franchisees in Australia who have one outlet, are happy, financially secure and may well have been a franchisee for decades. Whatever your journey in franchising there is a path for you. Australia, and the world awaits the next super charged franchisee, could that be you? v
About Jay Westbury: CEO Jay Westbury brings over two decades of experience in leading peak industry bodies, including his previous roles as CEO of Retail Drinks Australia (formerly Australian Liquor Stores Association) and the Australian Travel Industry Association (formerly Australian Federation of Travel Agents). Both sectors have close ties to franchising, giving Jay a deep understanding of the unique challenges and opportunities within this industry.
The Franchise Council of Australia (FCA) is the peak industry body for franchising in Australia, representing both franchisors and franchisees. With a rich history spanning four decades, the FCA is committed to promoting excellence, best practices, and innovation in the franchising sector. As a national voice on franchising, the FCA advocates for the interests of its members and works collaboratively to ensure the growth and success of franchising in Australia. Phone: 03 9508 0888 Email: info@franchise.org.au Web: www.franchise.org.au
Craveable Brands is home to Aussie favourites Red Rooster, Chargrill Charlie's, Oporto and Chicken Treat. Aussies love the nation’s #1 protein - Chicken! And we’ve got every craving covered, from flame-grilled, fried, or roasted, our chicken is cooked to perfection. Join a network backed by full training & support, a proven business model and scalable growth potential.
craveablebrands.com/franchising business franchise MAGAZINE 15
HAVE YOUR SAY: Poolwerx
Why Franchise Recruitment is Shifting from a Numbers Game to a Strategy Game With more than 2.7 million1 businesses operating in Australia, and 97 per cent2 classified as small businesses, franchising has long been celebrated as the pathway into entrepreneurship. It offers the perfect middle ground: the autonomy of running your own show, backed by the safety net of an established, reputable business network. However, the landscape is shifting rapidly. With more than 1,2003 franchise systems now operating nationwide, the market has become highly saturated. Attracting high-quality, long-term franchise partners is fiercer than ever before, forcing businesses to completely rethink how they recruit, scale, and sustain their networks. One business leading this evolution is Poolwerx, Australia’s largest pool and spa maintenance network. Rather than chasing rapid expansion and inflated territory numbers, the healthy pool care business is taking a highly strategic, data-led approach to network growth. Andrew Walker, Chief of Franchise Development at Poolwerx, believes the industry is moving away from the volume game towards a model where strategic recruitment directly drives stronger network performance. 16 business franchise MAGAZINE
The Illusion of Rapid Growth In the early stages of franchising, success is often measured by the speed of expansion. A rapidly growing footprint looks impressive on a corporate prospectus, but Walker warns that growing too fast without the right foundation is a dangerous trap. "It’s easy to sell a territory to someone who has the capital, but if they don’t have the alignment of values or a long-term commitment, you’re just inheriting a future problem," Walker says. "Rapid expansion without rigorous vetting leads to high churn, brand dilution, and ultimately, a fractured network." In a highly competitive landscape, the race for high-quality operators is tight. The modern franchise partner is savvier, performs deeper due diligence, and looks for franchise networks that offer genuine, sustainable partnerships rather than just a transaction.
The Data Behind the Search: The Recruitment Pipeline To find the right partners, Poolwerx approaches recruitment as a highly calculated, multi-stage process rather than a sales pitch. It requires patience, transparency, and a reliance on data. To illustrate just how selective the process has become, with deep-dive discovery and due diligence stage. Ultimately, only two to three per
cent of all applicants transition into becoming Poolwerx franchise partners. According to Walker, the journey from a candidate’s initial enquiry to officially signing the franchise agreement typically takes between three and six months. "If someone wants to buy a business in two weeks, that’s an immediate red flag for us," Walker explains. "A 90-to-180-day timeline allows both parties to perform thorough due diligence. It ensures the candidate fully understands the day-to-day operational realities, and it gives us the time to assess how they handle challenges, take feedback, and collaborate."
Why Smarter Vetting Equals Stronger Networks Prioritising quality over quantity isn't just a philosophical choice; it’s a financial one. Investing heavily in the front end of the recruitment process pays massive dividends in the long run. Franchise networks that adopt a rigorous, data-led recruitment model see significant benefits across three key areas. Firstly, it drives higher performance. Franchise partners who are genuinely aligned with the network's operational model hit the ground running, achieving profitability much faster than those who simply bought into a job. Secondly, it leads to stronger retention. When expectations are managed transparently during a six-month recruitment process, there are no surprises. Franchise partners stay in the network longer, often scaling from single-unit to multi-unit operators.
Finally, it protects brand equity. A single underperforming or culturally misaligned franchise partner can damage the reputation of the entire business. Smarter vetting acts as a shield for the network's collective reputation.
The Future of Franchising As Australia’s small business sector continues to grow, the power dynamic in franchising is shifting. The brands that survive and thrive over the next decade won't be the ones that boast the most rapid growth, but those that are resilient, highly engaged, and sustainable networks. For Poolwerx, the blueprint is clear: slow down the recruitment process, rely on the data, and protect the collaborative culture of the network. "Our goal isn't to be the biggest just for the sake of it," concludes Walker. "Our goal is to ensure that every single person who joins the Poolwerx family is set up to build a highly successful, profitable, and fulfilling long-term business. In today’s competitive market, patience isn’t just a virtue; it’s a genuine competitive advantage." 1. www.abs.gov.au 2. www.asbfeo.gov.au 3. www.ibisworld.com
Founded in 1992, Poolwerx is the world’s largest franchise network in pool and spa maintenance, providing expert services in water testing, cleaning, maintenance, equipment installation, and water balancing for residential and commercial clients. Headquartered in Brisbane, Australia, Poolwerx operates across Australia, New Zealand, and the United States, with a global network of 185 retail stores, 700 service vehicles, and 350 territories. For more information, visit www.poolwerx.com.au
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focus: Stagecoach
A passport to purpose: why franchising can help you feel at home anywhere in the world Moving abroad is often described as the start of an exciting new chapter. Whether it is for a better quality of life, a partner’s career, family or simply the opportunity to experience somewhere new, relocating offers the chance to begin again. Yet while the practical side of moving can be carefully planned, building a
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fulfilling life in a new country is often less straightforward. Many people leave behind not only their home, but also their professional identity, support network and sense of belonging. Finding somewhere to live is one thing. Finding purpose can take much longer. That is why more people are looking beyond traditional employment when they relocate and considering franchise ownership instead. Lisa Stead, CEO of Stagecoach Performing Arts, explains that for many, it is not simply a route to earning
an income; it is a way of becoming part of a community, creating meaningful work and building a future with confidence. A business that helps you put down roots One of the biggest challenges after relocating isn’t finding somewhere to work. It’s finding somewhere to belong. Starting a business from scratch in an unfamiliar country can feel daunting. You may not know the local market, understand consumer habits or have an established professional network to lean on.
Franchising offers a different path. While every business owner still builds relationships within their local community, they do so with the reassurance of proven systems, recognised branding and an established network of support behind them. That combination can make an enormous difference for people who are adapting to life somewhere new. Instead of navigating every challenge alone, they’re joining a community of people who are invested in their success from day one.
Your experience doesn’t stop at the border Many prospective franchisees worry that moving abroad means starting their career from the beginning. In reality, the skills that make someone a successful business owner are rarely limited by geography. Leadership, communication, organisation, empathy and relationship-building are valuable wherever you are in the world. Whether someone has worked in education, healthcare, hospitality, the creative industries or corporate leadership, those experiences often provide a strong foundation for franchise ownership. At Stagecoach Performing Arts, we’ve seen this first-hand across our international network. Franchisees have come from a wide range of professional backgrounds, bringing with them different experiences but a shared ambition to make a positive difference within their local communities. Rather than asking people to reinvent themselves, franchising allows them to build on the strengths they already have while learning the operational aspects of running a successful business through structured training and ongoing support.
Community becomes your greatest asset One of the unexpected rewards of franchise ownership is how quickly it helps people become part of the places they now call home. For businesses built around local families, schools and community partnerships, every new relationship strengthens not only the business but also the owner’s connection to the area. At Stagecoach, our schools become places where children develop confidence, creativity and communication skills through performing arts, while parents form lasting relationships with teachers and other families. For franchisees who have recently relocated, those everyday interactions often become the foundation of a new community. From Canada and Australia to Germany, our franchisees have established thriving schools by combining their own experience with a genuine commitment to supporting local families.
Purpose creates long-term success While flexibility and financial independence are often reasons people explore franchising, purpose is what keeps many franchisees motivated for years to come. Running a business that reflects your personal values creates a different kind of professional satisfaction. Every new student, every family welcomed through the doors and every milestone celebrated becomes part of something much bigger than commercial success alone. That sense of purpose also creates resilience. Building a business inevitably brings challenges but knowing the difference your work makes can provide a
Lisa Stead, COO of Stagecoach
Performing Arts
Lisa Stead is the CEO of Trafalgar Education – parent company of global children’s performing arts franchise, Stagecoach Performing Arts. With over 20 years’ experience in operational leadership, an MBA and a QFP from the British Franchise Association, she specialises in franchise systemisation and business growth. Before joining Trafalgar, Lisa ran her own children’s theatre company and held senior roles with Platinum Property Partners and Shuttercraft. For more information about franchise opportunities with Stagecoach, visit www.stagecoachfranchise.com
powerful reason to keep moving forward. For many Stagecoach franchisees, success isn’t measured solely by the number of students attending each week. It’s seeing children become more confident, watching friendships form and hearing parents describe the positive impact their child has experienced both on and off the stage.
Building a life that feels like home Relocating abroad will always involve change. New surroundings, new routines and new opportunities naturally bring moments of uncertainty. Choosing the right business can help turn that uncertainty into confidence. Franchising offers more than a proven model. It provides a support network, a shared purpose and the opportunity to become part of a local community while remaining connected to a wider global one. For anyone considering a move overseas, the question isn’t simply where you want to live. It’s how you want to live once you get there. For more information about franchise opportunities with Stagecoach, visit www.stagecoachfranchise.com
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expert advice: Elise Balsillie | Head of Thryv, Australia and New Zealand
When the click disappears, franchisees need a new path to growth For years, website traffic has been one of the most visible measures of digital performance across many franchise networks. It can show brand awareness, campaign reach and customer interest. It can also give head office and franchisees a useful sense of whether digital activity is creating attention. However, it may not have told the whole growth story. In franchising, that context is important. In many systems, the website is a shared brand asset that is owned, managed or supported at a corporate level. A franchisee may value the visibility it creates, although the data that matters most to their location is usually more practical and local, such as calls from a listing, booking enquiries, direction requests, location page engagement, quote requests or lead reporting shared through the network. The most useful interpretation is therefore not that website traffic has lost value. It is that traffic should be read alongside the signals that show whether visibility is turning into customer action. 20 business franchise MAGAZINE
Customers are still searching, comparing and making decisions online, however, the click is no longer the central event it once was. AI-generated summaries, map results, business profiles, reviews, social snippets, paid placements and directory listings can now give people enough information to move forward without visiting a website. A customer can check whether a business is open, compare its reputation, ask an AI tool for a recommendation, tap to call and form a view before any local enquiry appears in a report or dashboard. For franchisees, this is an important shift because zero-click search does not mean zero intent. It means intent is showing up in more places, often before the customer has completed a form, visited a website or spoken to the business.
The silent shortlist Every franchisee knows the obvious enquiry, the form submission, the phone call, the booking and the customer walking through the door. The less visible part is the shortlist that happens before that moment, when a customer searches, scans, compares and quietly decides which businesses feel credible enough to contact.
A local customer might search for the best provider nearby, see an AI summary, open a map pack, compare ratings, read the first few review responses and make a decision within minutes. They may never visit three websites, download a brochure or read a long brand story because they are looking for enough proof to feel confident and enough convenience to act. This does not reduce the importance of the website or the national brand. It changes the role they play. The franchisee is no longer only trying to attract a click. They are also trying to build confidence before the click, around the click and sometimes instead of the click.
Local discovery has become the shopfront For most local franchisees, Google and other local discovery channels remain powerful places where customer intent becomes commercial action. What has changed is the role these channels play in the decision. Google is no longer simply a doorway to a website. It is a shopfront, comparison tool, review board, local directory, map, lead source and increasingly, an answer engine. That means customers can form a meaningful
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.
direction requests, quote requests, local page engagement and the quality of leads passed through to the franchisee. Because franchise models vary, the right measurement framework will also vary. Some networks use a centrally managed website with location pages. Some use campaign landing pages. Others use booking portals, call tracking, CRM reporting or a hybrid model. The common principle is that franchisees need to understand what is happening at the point where brand visibility becomes local customer action.
impression of a local business before they have spoken to anyone in it. Local listings, categories, trading hours, photos, services, review responses and location details are now an important extension of the customer experience. Keeping them current helps customers move confidently from discovery to enquiry. This is especially important in franchising because the national brand can create recognition across the network, while the local presence helps turn that recognition into calls, bookings, enquiries and repeat customers. A strong brand campaign can create awareness. A clear, current and credible local presence helps convert that awareness into action.
Rethink traffic as a growth signal Website traffic still has a role, however, it should be treated as one signal rather than the main measure of digital success for every franchisee. At a corporate level, website visits can show brand interest, campaign reach and category demand. At a local level, traffic becomes more useful when it is connected to outcomes such as calls, bookings, enquiry forms,
A spike in visits to a brand website can be encouraging, but it becomes more meaningful when the network can see whether those visits are linked to territories, location pages, booking flows or enquiry pipelines. Equally, a franchisee may see limited website activity while customers are still finding and choosing the business through maps, AI answers, business profiles, reviews, social platforms or paid call extensions. The better question is whether visibility is turning into action, trust and revenue. Calls from listings, direction requests, quote quality, booking rates, review momentum, local brand searches, response speed and conversion from enquiry to customer can all help tell a more complete story. If the customer journey has shifted outside the website, the measurement needs to shift with it.
The website and local page are evidence rooms The website is still essential, however, its job has changed. I see it less as the only front door and more as the evidence room, the place customers go when they want confirmation that the business is credible, capable and easy to deal with. For many franchisees, that evidence room may be a corporate-managed website, a local landing page, a location page or a booking pathway connected to the national site, rather than a franchisee-owned website. That local presence needs to answer real customer questions with clarity, such as what the business offers, where it operates, how quickly it responds, what the process looks like, what
proof is available and what happens after someone submits an enquiry. In a zero-click environment, these pages also feed the wider discovery system because search engines, AI tools and customers all need clear information to understand what the business does, where it operates and why the local operator is worth choosing.
Reviews are search fuel Reviews used to be treated mainly as reputation markers. In a zero-click environment, they do much more. They help customers assess credibility, give search platforms clearer signals and can influence whether someone calls, books or continues comparing options. A customer who does not click may still read the first few lines of a review, notice whether the feedback is recent and form an impression from the way the business replies. This gives franchisees a practical growth lever that sits close to the customer experience. Reviews are most valuable when they are specific, current and earned through consistent service. A review that says the team arrived on time, explained the process, solved the issue and followed up afterwards is far more useful than a vague five-star rating. It gives future customers local proof they can understand quickly.
Local relevance builds trust A strong national brand gives franchisees a valuable foundation, however, local proof is often what helps a customer choose one nearby location over another. The customer may trust the brand, although they still want confidence in the location they are about to call. Local proof can come from suburb-specific content, current photos, community activity, staff visibility, local reviews, case studies, service-area information and practical FAQs that reflect real customer questions. This does not need to be complicated. It needs to be useful, current and connected to how customers make decisions. Fresh local signals give customers recognition and reassurance. They show the business is active in the area, understands the local market and is ready to respond. business franchise MAGAZINE 21
expert advice: Elise Balsillie | Head of Thryv, Australia and New Zealand
Turning visibility into enquiries Zero-click search also highlights what happens after a customer finds the business. The customer journey does not end at discovery. It continues through the call, message, quote, booking, follow-up and review request. The strongest-performing local businesses usually have clear enquiry pathways, prompt follow-up and consistent customer information. When any of these touchpoints become disconnected, valuable opportunities can lose momentum before they turn into revenue. If a customer taps to call and the response pathway is unclear, the enquiry can slow before it becomes visible. If a message arrives from a listing without a clear followup process, the customer may continue comparing other options. If a quote is sent without timely follow-up, interest can fade. 22 business franchise MAGAZINE
When review collection, customer details and follow-up activity are managed across separate systems, growth can become harder to track and convert.
customer journey they can influence. When fewer customers follow the neat path from search to website to enquiry, every visible part of the business carries more weight.
This is where franchisees have a meaningful opportunity. The growth gap is not always sitting in search rankings, advertising performance or the website itself. Often, it appears in the handover between being found and being chosen. Businesses that convert digital visibility into revenue usually treat every enquiry as part of a connected system, capturing the details, responding quickly, following up with discipline, asking for feedback and keeping the customer relationship warm after the first transaction.
A strong national brand gives franchisees a valuable foundation, while local relevance, responsiveness and consistency still shape the customer’s final decision. The click may be harder to win, but the customer is still searching. The opportunity is to make every visible part of the business work harder before the customer ever reaches a website, location page or booking form.
The franchisee advantage in the age of fewer clicks Zero-click search gives franchisees a practical opportunity to sharpen the parts of the
This is not a retreat from digital. It is a more mature way to read it. The franchisees and networks that connect brand awareness, local proof and disciplined follow-up will be better placed to turn visibility into enquiries and enquiries into long-term customer relationships. v
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franchisor in depth: Vivian Luo | Marketing Leader | Commerce
How 130 chemist franchisees bloomed with a single ecommerce experience Vivian Luo, Director of Marketing, APAC, at Commerce, on Inside Blooms The Chemist’s move to operate as one digital network, without losing the charm and independence of each store Just last week I’m pretty sure I broke my own online shopping record - 12 different items in seven days - all conveniently delivered within 24 hours of purchasing. And as it turns out, I’m not the only one setting records. Online ordering, home delivery and Click and Collect options have now become standard expectations for shoppers and the spending statistics back it up. Last year, Australian consumers spent a record-breaking $82.6 billion online, representing around 24% of all retail spend, according to Australia Post’s annual eCommerce insights report1. But for networks built on local ownership, going online can feel like a bit of a trade off. Centralising can cost stores some of the independence that makes them mainstays of their communities. On the flipside, a reluctance to automate and modernise can leave large businesses with a messy patchwork of systems. 24 business franchise MAGAZINE
Blooms The Chemist is one of Australia’s largest pharmacy networks and had reached its own inflection point, with customers increasingly wanting easier access to its products beyond traditional brick-andmortar stores. But with more than 130 independently owned pharmacies, each with its own operations, inventory, and customers, the network needed a single online experience that did not force every store into the same operational model.
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With the network connected, Blooms turned its attention to simplifying the customer’s online shopping experience. Behind the scenes, each store’s POS system now feeds directly into the online platform, so stock levels update the moment something is sold in-store.
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So Blooms set its sights on one platform that let every pharmacy keep running its own way, without losing the consistency that ties the network together or compromising on healthcare regulations. A standard online storefront couldn’t do that, so Blooms partnered with ecommerce platform BigCommerce and agency 33BONDI to build something bespoke.
One platform, 130 independent businesses Each Blooms store runs its own way but now with the advantage of pulling from shared infrastructure, resulting in less admin and real-time inventory visibility across the network. The platform also gave Blooms the ability to respond more quickly to changing customer and business needs, such as rolling out updates across the network, rather than store by store. This approach supports networkwide consistency while preserving the flexibility of each individual pharmacy to serve its own community
Click and Collect, done properly With the network connected, Blooms turned its attention to simplifying the customer’s online shopping experience. Behind the scenes, each store’s POS system now feeds directly into the online platform, so stock levels update the moment something is sold in-store. In practice, that means a customer picking up a prescription refill on their lunch break can check stock at their nearest Blooms, order it online and collect it in-store. This is now all possible without the platform overselling stock that’s already gone, or underselling stock that’s actually there - a small but important distinction for a network built on community relationships.
Building for a highly regulated industry Blooms’ requirements went far beyond standard ecommerce functionality, with pharmacy-specific legal and safety obligations.
within dedicated healthcare systems, while commerce transactions remained within BigCommerce. This approach enabled Blooms to meet strict regulatory requirements while continuing to evolve its digital experience.
To ensure nothing fell through the cracks between the website and the shop counter, the system had to integrate eScripts and secure healthcare data systems, develop custom cart logic for regulated products and internal tools to connect orders with patient and pharmacy systems.
A business in full bloom
“We used the open checkout to extend core features, like preventing someone from purchasing certain items without a prescription,” shared Jim Watts, Co-Founder of 33BONDI.
“We’re not locked into a system that limits what we can do. We can continue to adapt and improve as the business and industry evolve,” explained Martin Olds, Chief Information Officer, Blooms The Chemist.
33BONDI designed these custom capabilities with Fast Healthcare Interoperability Resource standards in mind, reflecting broader interoperability initiatives across Australia, including the CSIRO’s Sparked program for connected healthcare and patient data exchange. To support these healthcare services, BigCommerce was integrated with the Google Cloud Healthcare API, allowing patient and clinical data to be managed
With a digital foundation in place, Blooms is well positioned to evolve the online experience as customer expectations and healthcare needs change, rather than starting over each time.
For franchise networks wrestling with the same challenge - centralising digitally while retaining the best aspects of local ownership Blooms’ approach shows what is possible. For a network of more than 130 independently run pharmacies, that ability to stay adaptable is the real triumph. Sources: 1. eCommerce Report 2026, Australia Post, April 2026 business franchise MAGAZINE 25
expert advice: Phil Chaplin | CEO | CFI Finance Group
If Sales Are Up, Why Does Cash Flow Feel Tighter? Rising sales should be good news. More customers, more invoices, more money through the till; surely these are great things? Of course they are, but often they come with a nasty surprise: sales are up, the store looks busy, the team is working harder, and yet the bank balance feels tighter than ever. This is one of the most common traps when it comes to business finances. Turnover, profit and cash flow are all closely related, but they’re not the same thing. A business
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can be growing, even profitable, whilst still struggling to meet wages, rent, tax obligations, and other payments on time. For franchise operators, understanding this disparity is more important than ever. Labour, rent, insurance, utilities, financing costs, and supplier prices have all been under pressure in recent years. Consumers are also more selective about where they spend. So, whilst the headline sales numbers can look encouraging sometimes the actual cash position is a more complicated story.
Growth Uses Cash The first thing to remember is that growth usually needs funding. Seldom does a business simply sell more and then collect more cash with no extra cost attached. A hospitality franchise that sells more meals may need more ingredients, more packaging, more staff hours, more cleaning, and ultimately more working capital tied up in the business. A retail franchise may need to order stock weeks before customers buy it. A service franchise may need extra vehicles, equipment, or staff, all before new revenue starts to flow.
If your business sells on account, the squeeze can be even more critical. A sale made today might not become cash for 14, 30 or even 60 days. Unfortunately, wages, rent, loan and supplier payments seldom wait politely, they have their own timetable.
Bigger Sales Do Not Always Mean Better Margins The second issue is margin. Many businesses have increased prices over the past few years, which naturally lifts turnover. But if costs have risen at the same time, or faster, the business may still be making less from each sale A cafe might put prices up by five per cent, but if coffee, milk, wages, electricity, insurance and rent have all moved as well, that extra revenue can disappear very quickly. The till is busier, but the profit per transaction may be thinner. This is why it can be dangerous to manage the business by sales alone. Sales metrics show activity. Margin drives profitability. Cash flow is your life blood. All three matter, but cash flow is the one that pays the bills.
Some of the Cash Is Already Spoken For Another common reason for the squeeze is tax and payroll timing. When sales rise, GST obligations may rise. If the business has more staff hours, withholding and superannuation obligations may also increase. These aren’t unexpected costs, but they might feel like it if all cash is treated as available cash. This is where business owners often get caught. After a strong month, the bank account may look healthy. But part of that balance already belongs to the taxman, employee super funds, suppliers or lenders. If those amounts are not set aside as the cash comes in, the business can run into pressure when the payment dates arrive.
Stock Can Hide the Problem For product-based franchises, stock is another major cash-flow trap. Stock on the shelf is not cash in the bank. It may be necessary, and it may eventually turn into sales, but until it is sold it can act as a sponge for working capital. The issue compounds during growth periods, when running promotions, or in seasonal peaks. The business may still be holding value, but that value is locked in inventory rather than available for wages, rent or supplier payments. Discounting can move
Phil Chaplin the Chief Executive Officer of the CFI Finance Group, a specialist finance company servicing the franchise, accommodation, and fitness sectors as well as small businesses more broadly across Australia and New Zealand. Phil has over 25 years’ experience in providing finance to businesses across Australia and New Zealand and has managed finance companies in the private and banking sectors, he is a former chair of the Equipment Finance division of AFIA.
stock, but it often comes at the expense of margin. Purchasing discipline and realistic sales forecasts are critical.
Expansion Can Make a Good Business Feel Tight The cash-flow squeeze can also appear when a franchisee opens another site, extends trading hours, hires ahead of demand, or invests in equipment. These decisions might be sensible for long-term growth, but they often add fixed costs before the extra revenue becomes reliable. A second site might require rent, wages, local marketing, training, stock, and new equipment all from day one. The first few months can be demanding even if the site is on track. If the original business is also funding some of that growth, both locations can end up feeling stretched. Of course, this doesn’t mean franchisees should avoid expansion. But it does mean expansion needs to be funded properly. Growth without enough working capital can turn a promising opportunity into a stressful one.
What Should Franchisees Do? The starting point is to separate the headline sales numbers from the cash-flow reality. A basic 13-week rolling cash-flow forecast can be one of the most useful tools in the business. It doesn’t need to be complicated. It just needs to show what cash is expected to come in, what cash is expected to go out, and where the pressure points are likely to be. Franchisees should also understand their working capital cycle. How long does stock sit before it sells? How quickly do customers pay? What supplier terms are in place? When are wages, rent, BAS, super and loan repayments due? Once these timings are visible, the reason for the cash squeeze often becomes much easier to diagnose. Margin should be reviewed regularly as well.
If prices have changed, have costs moved too? Are discounts being used too often? Are supplier terms still competitive? Are some products, services or locations busier but less profitable than they appear? The structure of any financing also matters. A short-term cash-flow gap may call for a different solution from an equipment purchase, fit-out, vehicle or acquisition. Using the wrong type of finance can create repayment pressure at exactly the wrong time. The aim is to match the facility to the business need and the period over which the benefit will be generated.
A Busy Business Still Needs Breathing Room When sales are up but cash flow is tighter, it does not automatically mean the business is struggling. It may simply mean the business is growing faster than its working capital, margins, or systems can comfortably support. These are fixable problems, provided you recognise them early. The important thing is not to wait until payments are missed. Speak with your accountant, franchisor, finance broker or lender while there is still time to plan. A good adviser can help identify whether the issue is timing, margin, tax provisioning, debt structure, stock management or overexpansion. Sales growth is important, but sustainable growth is better. The real goal is not just to sell more. It is to turn those sales into reliable, usable cash, with enough breathing room to pay the bills, invest in the business, and sleep soundly at night. Remember, a busy business can still run short of cash. The best operators watch the revenue of course, but they always keep an eye firmly on their cashflow, and you should too. v
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have your say: Gordon Martin | General Manager – Franchising | Viva Leisure
How Plus Fitness is harnessing integrated technology to drive franchisee competitive advantage while enhancing the member experience Franchises are built on strong brands, proven systems and great people, with technology increasingly playing an important role in helping franchisees grow more profitable and successful businesses. While technology has the potential to be one of the biggest enablers of growth, efficiency and competitive advantage, its value comes from how effectively it is integrated into the business, how quickly it evolves as the operating landscape changes and how effectively franchisees and their teams adopt it.
The best franchise technology starts with people Franchising is ultimately a people business. In fitness, the member experience is shaped by the people running each club, supporting members and building relationships within their local communities. Our approach to technology is therefore focused on giving franchisees and their teams better tools, better insights and more time to focus on the things that have the greatest impact. When technology removes unnecessary administration and simplifies processes, franchisees can spend more time leading their teams, engaging with members and growing their clubs. 28 business franchise MAGAZINE
At Viva Leisure, we have invested in building our own proprietary technology ecosystem rather than relying on multiple third-party providers. As Australia's only ASX-listed health club operator, we have been able to make long-term investments in technology that connect member management, payments, access control, customer insights and digital products into one integrated platform. For franchisees, this means fewer disconnected systems, lower operating costs and technology designed specifically around the way they operate their businesses, rather than around the limitations of external software providers.
Technology that works for the whole network Building our own proprietary technology means we have greater control over how the platform evolves. Our in-house development team works directly with our operations teams and franchisees to solve real business challenges quickly, allowing us to respond to changing member expectations and continually improve the platform based on the needs of our network.
That connection between technology, operations and people is critical. The best systems are developed with a clear understanding of how they will be used on the ground and the challenges franchisees face every day. Technology is only the beginning. Its value comes from continually improving the experience based on real-world feedback. Digital Wallet is a good example, with more than 60 per cent of members adopting it within six months of launch as we simplified processes and refined the member experience.
Turning technology into new revenue opportunities Traditionally, gyms have relied almost exclusively on recurring memberships. Our proprietary technology allows franchisees to reach new customer segments and generate additional revenue streams without significantly increasing labour costs. Our Flex platform enables casual users to purchase instant gym access using Apple Pay or Google Pay, with payment, access and administration handled automatically. Hotel. Fitness creates another revenue channel by
Gordon Martin, General Manager – Franchising, Viva Leisure: Gordon Martin is the General Manager – Franchising at Viva Leisure, where he leads the strategic growth, operational performance and ongoing expansion of one of Australia’s largest and fastestgrowing fitness franchise networks. With almost 30 years of experience across the health, fitness and franchising sectors in Australia and the United Kingdom, Gordon is recognised as one of the country’s leading franchise executives. Since joining Viva Leisure in 2021, he has overseen the continued growth of the Plus Fitness network across domestic and international markets, helping franchisees achieve strong commercial outcomes while maintaining consistent brand standards and member experiences.
allowing hotel guests to access nearby clubs through a simple QR code displayed in their accommodation. Fling gives members the flexibility to experience facilities across the wider Viva Leisure network while ensuring franchisees are appropriately compensated whenever visitors use their club.
Giving franchisees more time to lead Technology also plays a significant role in improving profitability by reducing the cost and complexity of operating a franchise business. Our proprietary Viva Pay platform now processes more than $300 million in payments annually, reducing billing costs across the franchise network by more than $1 million each year. Combined with integrated access control, live reporting and automated member management, franchisees spend less time administering systems and more time leading their businesses, supporting their teams and serving members. For us, the success of a technology investment is therefore measured through its impact on the people using it and the businesses they are building. Giving franchisees greater visibility over their business, reducing administrative workload and providing tools that help them make faster, more informed decisions ultimately gives them greater capacity to lead.
Scaling a franchise while supporting local leadership As Plus Fitness continues expanding across Australia and internationally, that integrated platform becomes even more valuable. Whether onboarding new clubs, integrating acquisitions or entering new markets, technology allows us to scale consistently while delivering the same high-quality experience for franchisees and members. As we expand across New Zealand, India and other international markets, having one connected technology ecosystem enables us to maintain operational consistency while still adapting to local market needs. It gives franchisees confidence that they are backed by proven systems that can evolve as their businesses grows.
Building the capability to make technology work harder Artificial intelligence and emerging technologies will continue transforming every industry, including fitness. The businesses that benefit most will be those that combine technology with strong leadership, continuous learning and a willingness to adapt. That means giving franchisees access to the right technology while building their capability to use it effectively. We are investing in the systems, training and support they need to make smarter decisions, respond
Prior to joining Viva Leisure, Gordon held a number of senior executive positions within the fitness industry, including General Manager, Head of Operations and Head of Club Performance, where he played a significant role in the growth and performance of one of Australia’s largest fitness franchise systems. Earlier in his career, he held leadership roles with LA Fitness and LivingWell Premier in the UK, building extensive expertise across club operations, franchise development and business strategy. Gordon was recognised as one of Australia’s Top 30 Franchise Executives in 2026 and played a key role in Plus Fitness being named International Franchisor of the Year by the Franchise Council of Australia the same year. He holds a Bachelor of Arts in Sport and Management from Moray House University, Edinburgh, and is passionate about supporting franchise partners to build sustainable, high-performing businesses. to changing customer expectations and identify new opportunities, with the Plus Fitness Academy playing an important role in building the knowledge and skills required to run high-performing businesses. Our ambition is to build one of the most innovative, technology-enabled and successful franchise systems in our sector, supported by people who have the capability and confidence to make the most of the tools available to them. Technology will continue to evolve, but the role of strong leadership, capable teams and great member relationships will remain fundamental to the success of every club. By bringing those elements together, we can give our franchisees a stronger platform for growth while creating better experiences for their members. v business franchise MAGAZINE 29
Accounting and Auditing that Builds Confidence and Drives Franchise Growth Franchising remains one of Australia’s most resilient and scalable business models. As franchise networks expand, robust financial governance becomes a cornerstone of sustainable success. At Mizael Partners we view accounting and auditing not just as a task – but a strategic advantage. Our accounting and auditing services provide clarity, consistency, and confidence across every level of your franchise network.
Accounting and Auditing Services Melbourne and Sydney With specialist accounting and auditor teams in Melbourne and Sydney, Mizael Partners delivers consistent, practical solutions for franchise systems in food, retail, health, professional services and education sectors.
Why Leading Franchises Choose Mizael Partners:
Local knowledge and national insight combine to ensure your franchise receives reliable, scalable audit support at every stage of expansion.
3 Deep Franchise industry expertise
3 Independent High-Quality Audits
3 Nationwide coverage with local teams 3 Transparent actionable insights
Melbourne Office Unit 6, 12 Maroondah Highway Ringwood VIC 3134
Sydney Office
1300 444 004 www.mizaelpartners.com.au
Level 17, 1 Denison Street North Sydney NSW 2060
Accounting and Auditing that Adds Long Term Value to Franchise Success.
VOLume 20 ISSUE 06, 2026
cover story
Fresh Thinking, Proven Systems:
Food in Franchising
Why LeWrap is Poised for National Growth
EVER POPULAR FOOD FRANCHISES IN NEW ZEALAND The Real Reason Customers Keep Coming Back business franchise MAGAZINE 31
Buying a franchise? KNOW WHAT YOU'RE SIGNING BEFORE YOU SIGN IT. A franchise can be an exciting business opportunity - and a significant legal and financial commitment. MST Lawyers' Franchise Law team can help you understand the agreement, identify potential risks and make an informed decision before you proceed.
Practical advice. Commercial perspective. Franchise experience. WE CAN ASSIST WITH: Franchise agreement reviews Franchise purchases and sales Franchise documentation Commercial agreements Property and leasing Franchise disputes
Speak to MST Lawyers' Franchise Law team. mst.com.au
03 8540 0200
mst@mst.com.au
32 business franchise MAGAZINE
conte nts
food and fr anchising Featured Cover Story 34 LeWrap: Fresh Thinking, Proven Systems: Why LeWrap Is Poised For National Growth
Franchisee in Action 42 Banjo’s Bakery Cafe: From One Bakery To Five: How Taimoor Ashraf Built A Thriving Franchise Journey With Banjo’s Bakery Café 48 Zarraffa’s: Accelerates Franchise Growth With New Logan Central Store
34
Profile 40 Yovie: Build Your Happy Vibe And Your Business With Yovie
Focus 46 Craveable Brands: Home Of Aussie Favourites Red Rooster, Chargrill Charlies, Oporto & Chicken Treat
Expert Advice
40
42
36 Robert Toth: Food In Franchising 44 Tony Meredith: The Real Reason Customers Keep Coming Back 50 Stewart Germann: Ever Popular Food Franchises
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48 business franchise MAGAZINE 33
franchising feature
cover story: LeWrap
Fresh Thinking, Proven Systems:
Why LeWrap is Poised for National Growth By Vikki Bradbury, Publisher, Business Franchise Magazine Australia/New Zealand In Australia's competitive quickservice restaurant (QSR) sector, longevity is earned through consistency, innovation and an unwavering commitment to customer satisfaction. Few brands demonstrate these qualities better than LeWrap, an Australian-owned franchise that has spent more than two decades refining a fresh, made-to-order dining experience while steadily building a loyal customer base. Founded in Western Sydney in 2005, LeWrap has grown from a single concept into an established franchise network spanning New South Wales and Queensland. The brand's recent recognition as the 2026 FCA Franchisor of the Year further reinforces its position as one of Australia's most exciting franchise opportunities, recognising not only its operational excellence but also its commitment to franchisee success. 34 business franchise MAGAZINE
A Fresh Approach to Fast Food
Built on Experience
As consumer expectations continue to evolve, the demand for healthier, fresher and more customisable dining options has never been stronger. LeWrap has positioned itself perfectly within this growing market by delivering freshly made meals that combine the speed and convenience of quick-service dining with premium ingredients and visible freshness.
After more than 20 years in business, LeWrap has developed a mature operating model supported by a highly experienced Head Office team covering operations, marketing, training, technology, procurement, leasing and business development.
Unlike many traditional fast-food operators, LeWrap prepares vegetables fresh each day, grills proteins to order and assembles every meal in an open theatre-style kitchen where customers can watch their food being prepared. This transparency creates trust while reinforcing the brand's commitment to quality. Its menu of wraps, bowls and plates appeals to today's consumers looking for good food, without sacrificing flavour or convenience. The result is a concept that continues to resonate with busy professionals, families, students and shoppers looking for fresh alternatives to conventional fast food.
Today the network comprises more than 20 stores across New South Wales and Queensland, operating in shopping centres, food courts and selected street-front locations. This operational experience provides prospective franchisees with the confidence of joining a proven business that continues to evolve with changing consumer trends. Rather than chasing rapid expansion for its own sake, LeWrap has focused on measured, sustainable growth while continually investing in its systems and brand development.
The Ideal Franchise Partner LeWrap believes successful franchisees come from a variety of backgrounds. While hospitality experience is certainly an advantage, it is not considered essential.
Instead, the company seeks hands-on business owners who are passionate about customer service and committed to following proven systems. Strong leadership skills, commercial awareness and the ability to build and motivate a team are viewed as equally important qualities.
The company is actively seeking high-profile locations near supermarkets, transport hubs, universities, employment precincts and other major traffic generators. Flexible store formats—including kiosks, inline stores and street-front locations, allowing the brand to adapt to a wide variety of retail environments.
The business also values franchise partners who embrace continuous improvement and are willing to grow alongside the brand as new technology, marketing initiatives and operational innovations are introduced.
Importantly, expansion is supported by continued investment in technology and customer engagement.
This philosophy creates a collaborative relationship where franchisees are supported while maintaining ownership of their own business success.
Comprehensive Support Every Step of the Way One of LeWrap's greatest strengths lies in the breadth of support provided to franchise partners. Support begins well before a store opens, with assistance in site selection, lease negotiations, store design and construction. Comprehensive training prepares new franchisees for launch, while post-opening support ensures they transition confidently into daily operations. Ongoing assistance includes operational coaching, marketing programs, recruitment guidance, supplier management, technology systems, financial performance analysis and continual menu development. Regular communication, conferences and business reviews further strengthen the relationship between Head Office and franchise partners, creating an environment where franchisees feel connected and supported throughout their business journey. This long-term partnership approach has become a defining feature of the LeWrap franchise model.
Expansion with Purpose LeWrap is entering an exciting phase of strategic expansion, with growth focused across New South Wales, the ACT and Queensland.
Plans for 2026–27 include further rollout of the refreshed store design, expanded digital ordering capabilities, enhancements to the LeWrap app, white-label delivery solutions, improved customer data analytics and stronger performance dashboards for franchisees. These initiatives are designed not only to improve customer convenience but also to provide franchisees with better operational insights and stronger commercial outcomes.
A Partnership Built on Shared Success LeWrap understands that franchise success extends well beyond financial performance. The company works to keep franchisees engaged through open communication, recognition programs, business reviews, network conferences and opportunities for franchisees to learn from one another. Celebrating high-performing stores and sharing best practice across the network helps foster a culture of collaboration rather than competition. Most importantly, franchisees are encouraged to contribute ideas while remaining aligned with the brand's strategic direction. This balance of support, accountability and shared vision helps create confident business owners who feel invested in the future of the network.
carefully selected locations, capable franchise partners and a commitment to maintaining the operational standards that have underpinned the brand's success for more than two decades. The company also sees significant opportunities for existing franchisees to expand into multi-site ownership, creating additional pathways for long-term business growth within the network. While expansion remains a priority, LeWrap is clear that sustainable growth will always take precedence over rapid expansion.
Advice for Prospective Franchisees For anyone considering franchising, LeWrap offers practical advice that reflects its own business philosophy. Prospective franchisees are encouraged to undertake thorough due diligence by reviewing documentation carefully, speaking with existing franchisees and ensuring they have adequate working capital before investing. Equally important is choosing a brand whose culture, products and long-term vision genuinely align with personal values and business goals. Franchising provides proven systems and established branding, but success still depends on strong leadership, commitment and consistent execution. Price alone should never determine the decision. The quality of the support team, the strength of the business model and the franchisor's commitment to genuine partnership are equally critical factors.
Over the next five years, LeWrap aims to establish itself as Australia's leading fresh quick-service restaurant brand.
As LeWrap continues its national expansion, it offers an increasingly compelling opportunity for entrepreneurs seeking to join an award-winning Australian brand built on freshness, innovation and long-term franchise
Growth will continue to be driven by
success. v
Looking Ahead
business franchise MAGAZINE 35
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EXPERT ADVICE: Robert Toth | Special Counsel | Sanicki Lawyers
in Franchising Did you know that Mark Knopfler’s song “Boom, Like That" released in 2004, was written about the true story of how Ray Kroc discovered the original McDonald’s milkshake store in San Bernardino California? Ray saw the volumes of kids lining up for milkshakes and pitched the idea of franchising to the McDonald brothers, bought them out and as we know the rest is history! Ray was known to be ruthless, with lines like: "If any of my competitors were drowning, I'd put a hose in their mouth and turn on the water." Which is my segue into the latest in food and franchising in Australia: what is happening here? What are the latest stats and trends, and where is franchising heading generally?
The Good, the Bad and the Ugly 7-Eleven is in the media for taking back profitable stores from franchisees without paying them any compensation or goodwill, leaving franchisees who worked for 10 years in the system with nothing at the end. Sounds cruel and unfair — but the Franchisor says it has acted within its legal rights. 36 business franchise MAGAZINE
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
The driver seems to be that the company is moving more to corporate-owned stores rather than franchised stores, following the 2023 acquisition of 7-Eleven Australia by its Japanese parent company and their plans to transition Australian stores to the Japanese konbini convenience model. I could write a whole article on this issue alone, but the reality is it is a timing issue for these poor franchisees who signed their franchise agreements under the old Code provisions which gave them little to no protection. Even though under the new Code franchisees have better protection, it does not necessarily prevent a franchisor from deciding not to renew or extend the franchise term. Franchisees still need to show that the franchisor has not acted in good faith — for example, rejecting a proposed new franchisee for no valid reason. Under the new Code changes, franchisors are
prohibited from enforcing a restraint of trade clause if the franchisee requests a renewal or extension and the franchisor refuses. The new Code provisions were aimed at addressing “churning” — where a franchisor forces a franchisee out and then resells the business and make a profit at the expense of the outgoing franchisee. The lesson here for franchisees going into any franchise, is to ensure you do have options to exercise further terms under your agreement, in order to preserve your goodwill and your ability to sell your business as a going concern. I believe the affected 7-Eleven franchisees do have some equitable arguments as to the franchisor’s breach of good faith, making an unfair profit from their actions (aside from contract law) and unconscionable conduct — but as is often the case, it is difficult to take on a mega wealthy franchisor.
The times they are a changin’ (thanks Bob) We are all adapting to a new world order with inflation, higher interest rates, cost-of-living pressures, the new Franchise Code, AI’s impact on business generally and changing consumer tastes.
“
Consumers are eating out less frequently but spending more per visit. The cost of eating out has increased significantly so businesses have had to attract customers with special packaged meal and drink offers and “happy hour” promotions.
The new Franchising Code of Conduct (Code) kicked in on 1 April 2025, with tougher compliance around: • franchisor disclosure of capital expenditure,
”
• compensation for early network changes, and • greater scrutiny from the ACCC. Consumer spending has been impacted, and the hospitality sector has been hit with higher interest rates and inflation impacting many restaurants and venues. Many do not operate on a Monday or Tuesday to save on overheads. The QSR (Quick Service Restaurant) sector has largely maintained its composure through use of technology and the ability to reduce staff levels and costs. Overseas brands such as Wendy’s and Firehouse Subs have entered the market, with a number of new local brands offering specialist cuisines such as Indian, Vietnamese Thai, and other Asian brands establishing a local footprint. Consumers are eating out less frequently but spending more per visit. The cost of eating out has increased significantly so businesses have had to attract customers with special packaged meal and drink offers and "happy hour" promotions. Who would have thought you could charge $34.00 for a pizza or a spag bolognese!
Social media and Google Who would have thought these reviews can make or break a business and influence customers decision-making. One bad experience and a few bad reviews can destroy a business, so for franchisors and franchisees, maintaining quality standards and value is the key to remaining viable and attractive. Consumers are still looking for that hidden gem where the balance of good quality food at a reasonable price will attract positive reviews. Creative menus are also attracting younger consumers, where they can create their own Poke bowls or pasta dishes. The QSR sector needs to show they are environmentally aware and focussed, rely
on automation and offer healthier and more innovative food choices. Asian influences and regional Indian cuisines seem to be carrying the new wave of franchise offerings.
Some statistics The market size of the Franchise sector in 2026 in Australia is $179.5bn with over 1,343 businesses in the sector with a CAGR of 1.9% between 2021 and 2026. Although it did decline around 2% over the past 5 years, it is expected to grow over the next 3 to 5 years. The company holding the most market share in the franchise sector in Australia is Metcash, with a foothold in many brands in the food, liquor and hardware sectors. Food and QSR franchises remain one of the most popular business investment options in Australia. There are still many attractions for a franchisee, instead of having to build a brand from scratch, as a franchise system will provide: • an established brand; • operational systems and training; • proven menu concepts; and • marketing support. These reduce the risks of starting an independent business from scratch. How to select a good franchise So many systems and so little time! advertised on-line directly, or on social media by brokers and consultants, all spruiking the best system and great returns. Things to look out for: • An existing popular system that has an established brand is generally lower risk.
• Being a pioneer in a newer brand, system, or food category is a greater risk as you will be testing the market with the franchisor. • Selecting a QSR franchise will generally involve a lower upfront capital cost and ongoing operational costs as opposed to a full-service restaurant. • QSRs generally offer more acceptable working hours than a restaurant. • Look at the trends in your local shopping centre and neighbourhood: which venues are full and which ones are empty? What is the local demographic? Who will be your customers? • Healthy fast-casual dining with packaged deals and home delivery menu concepts. • Franchises operating in high-demand categories often experience more stable customer traffic. • Franchises that offer efficient kitchens, streamlined menus and structured training systems allow franchisees to operate their stores without needing highly specialised chefs, which helps to reduce costs. Investors look for franchise brands that are still expanding, or brands in early or mid-stage growth phases into which they can invest and grow the system through marketing, systems development and innovation.
Should I buy an existing franchise or go into a new ‘greenfield” site? Buying an existing franchised business The great benefit of buying an existing franchised business is that from day one you have revenue coming in the door, which hopefully means you need less working business franchise MAGAZINE 37
franchising feature
EXPERT ADVICE: Robert Toth | Special Counsel | Sanicki Lawyers Think about the exit plan before you go into the franchise – will you be there for 5 years or 10 years? What will you have to sell at the end? Every franchise has a “life span” after which the franchisee will want to sell or exit — and once you are in a franchise, there are only limited options to exit the system. Make sure you can take a reasonable salary out of the business as you go, as there may not be any large capital gain or profit at the end. So do your cash flow analysis before you commit, and get financial advice to make sure the business is viable and can cover your costs and salary. if the numbers don’t work, we suggest you walk away and look elsewhere as there are many franchise systems out there. capital for the first 12 months of operation. It also generally means paying an element of goodwill and therefore a larger outlay than a greenfield new location. The key things to look out for when buying an existing franchise are: • The Lease
This may require you to have greater working capital for the first 12 months of operation.
Good News Week! (and a practical checklist)
Franchisees should weigh up the option of taking up a new franchise system or buying into an established system and seek appropriate financial and legal advice.
With all of the challenges confronting business, there are still excellent opportunities for franchisees, but before you jump in, here is a checklist:
New players in the market
• Do your due diligence on the franchisor, just as much as they do their due diligence on you.
- What is the lease term and how does it fit with your franchise term?
There are many new brands and systems local and from overseas entering the market.
- Who will hold the lease — you or the Franchisor?
We have seen many cycles and trends over the years in franchising: the Pizza era, Chocolate and ice creameries, Coffee franchises, Burgers, Chicken, Bubble tea, Childcare (Early learning) and Aged and Home Care Services (now on offer).
- How much is the security deposit that needs to be held by the landlord? - Rent reviews: many leases provide for annual CPI increases which now favour the landlord. Fixing an annual 3% or 4% increase means you can budget for those increases. • Plant and Equipment – Is the equipment fit for purpose and functional, as the cost of upgrade or replacement can be expensive. • Refit or rebrand
This reminds me of the time when it was all about Pizzas and my article “How many pizzas can one country eat?” Quite a lot apparently. Now it could be an article on “How many Bubble Tea franchises can one city have”?
Burgers and Coffee: still going strong
• Is it a greenfield site (which may be a higher risk than an existing site)? • Are you being offered an A, B or C grade site? • Is the Franchisor big on technology and innovation? if not, how will they compete in the market sector they are in. • Is the store fit out due for an upgrade and refurbishment? • Is the plant and equipment new or will it need replacement? • Will you hold the lease or trade under an occupancy licence. • Be clear about your budget – what can you afford?
– Check if the franchisor or the lease requires you to refit the premises or rebrand shortly after you buy the business, as again, that can be a substantial extra capital cost.
We continue to see increased competition and new players in the burger sector with an increase in plant-based burger chains and also some new “boutique burger” brands such as Huxtable and Betty’s.
Establishing a new greenfield site
And we still have a love affair with coffee. We love our coffee — whether it’s from a café, a van or a hole in the wall ... but it must be good coffee!
• Factor in rent increases and fit out upgrades in your cash flow forecasts.
Choosing your franchise: lifestyle, skill set and exit plan
So, you can make an informed decision and limit your risk by seeking advice from a Specialist Franchise Lawyer who is a Member of the Franchise Council of Australia (FCA) and obtain independent financial advice before you jump in! v
The benefit of establishing a new greenfield site is that you have the latest fit out and you may be able to negotiate a reduced rent for the first 12 months. But, it may pose a greater risk than buying an established franchise as you have to build the business from scratch. 38 business franchise MAGAZINE
For new franchisees we recommend that you look at a franchise that suits your lifestyle and skill set.
• Ensure they have adequate working capital to cover the first 6 to 12 months of operation (particularly for a new greenfield site).
• Make sure the numbers work and you can take a salary for your efforts along the way.
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Packed with information relating to many different sectors of the franchising industry, Business Franchise Australia and New Zealand is a valuable and informative source of guidance. Scan the QR code to order your 6 issues of Business Franchise Magazine Australia and New Zealand for only $69.95 (including GST, Postage & Handling) or go to: https://www.isubscribe.com.au/business-franchise-magazine-subscription.cfm
business franchise MAGAZINE 39
franchising feature
PROFILE: Yovie
Build Your Happy Vibe — and Your Business — with YOVIE YOVIE is bringing a fresh new era of customisable frozen yoghurt and vibrant matcha creations to communities across Australia. Built around our core philosophy, “Build Your Happy Vibe,” YOVIE takes a fresh, mainstream approach to frozen yoghurt, with exceptional flavour and quality ingredients at its heart. Our menu combines familiar flavours with contemporary creativity, featuring signature favourites such as vibrant Matcha, Watermelon Passionfruit and refreshing White Peach. Customers can personalise their creations at our interactive self-serve bar, choosing from more than 40 toppings and sauces. This gives every customer the freedom to create a dessert that is uniquely their own. With more than 30 yoghurt flavours available on rotation, every visit to YOVIE offers something fresh and exciting to discover.
A Streamlined Franchise Model YOVIE is ideally positioned for expansion within Australia’s growing self-serve dessert market. Our streamlined business model is designed to support operational simplicity, efficiency and strong commercial performance. Customers create, weigh and pay for their own desserts, helping franchise partners manage labour requirements and maintain a straightforward, easy-to-operate system— even during busy trading periods. Our product development and supply chain teams carefully select quality ingredients and continually test and refine new recipes. This focus on flavour, balance and product quality allows YOVIE to create distinctive products with broad customer appeal and gives customers new reasons to return.
Support at Every Stage Our franchise partners are at the heart of YOVIE’s growth. We support ambitious owner-operators with comprehensive training, practical systems and ongoing operational guidance. Whether you are an experienced hospitality professional or entering business ownership for the first time, you will be equipped with a straightforward, quick-to-learn operating model designed to support your success. 40 business franchise MAGAZINE
Finding the Right Location
Build Your Future with YOVIE
Site selection is critical to the YOVIE business model. Ideal locations include high-traffic dining precincts, cinema and entertainment complexes, shopping centres and established suburban retail strips.
Ready to build your happy vibe and grow your own business with YOVIE? Contact us today to explore available franchise opportunities across Australia.
business franchise MAGAZINE 41
franchising feature
franchisee in action: Taimoor Ashraf | Banjo’s Bakery Café
From one bakery to five:
How Taimoor Ashraf built a thriving franchise journey with Banjo’s Bakery Café
In just five years, Taimoor Ashraf has gone from an aspiring business owner to one of Banjo’s most successful franchisees. With a vision to build something of his own, Taimoor opened the doors to his first Banjo’s in Darra. What started as a single bakery has grown into five locations across Brisbane and North Queensland, including Burpengary, Richlands, Townsville West End and Idalia, with his original bakery in Darra named Banjo’s Bakery of the Year in 2024. But, for Taimoor, the true measure of success has never been the number of stores he owns. It’s the people, the communities and the future he is building along the way. “Success for me has always been about creating something meaningful - not just for myself, but for my family, my team and the communities we’re part of,” Taimoor says. “Franchising has given me the opportunity to build more than just a business. It has allowed me to create a future for my family, develop incredible teams and meet so many inspiring people along the way. It’s rewarding to know that what I’m building today can continue to grow long into the future.”
Growing from franchisee to business leader As Taimoor’s business expanded, so did his role within the Banjo’s network. Moving from one bakery to five required a shift in mindset. His focus evolved from managing basic tasks to building strong teams, developing leaders and creating the right foundations for each of his stores to succeed. “The biggest change has been learning that you can’t do everything yourself,” Taimoor says. “You need to build a strong team, trust your people and give them the opportunity to grow too.” As his experience grew, so did the opportunity to contribute beyond his own stores. Alongside running his locations, Taimoor also served on the internal Innovation Committee, where he helped test new ideas such as iced drinks and pie production processes, and shared learnings from his own stores to help shape initiatives across the wider network. 42 business franchise MAGAZINE
About Banjo’s: Banjo’s Bakery Cafe was founded in Tasmania in 1984 and has operated successfully since, growing to over 52 stores across Tasmania, Victoria, New South Wales, Queensland and South Australia, with more than 9 million customers visiting a Banjo’s store each year.
“Being able to share my ideas, alongside the network of franchisees and help shape initiatives that impact customers across Australia has been incredibly rewarding,” Taimoor says. “Everyone brings different experiences to the table and that’s what makes those conversations so valuable. We’re all working towards the same goal of making Banjo’s even better for our customers.”
Learning through challenges Running five locations means no two days look the same and some challenges are impossible to predict. For his North Queensland stores, this has included navigating the impact of devastating cyclones and balancing the need to keep his businesses moving while making sure his team and their families were safe and supported. Alongside these unexpected events, Taimoor has also had to manage the realities that come with running and expanding a business, including staffing pressures, construction delays and constantly changing economic conditions. “Challenges are inevitable when you’re building a business, but it’s how you respond to those moments that defines you,” Taimoor says. “You can’t control everything that’s thrown your way, but you can control how you respond. For me, it’s about staying calm, backing your team and finding a way forward.” “Being part of a franchise network also means there are people around you who understand exactly what you’re facing - the ups and downs, but also the little wins that make it all worthwhile,” Taimoor says. “And when challenges do arise, it’s really comforting to know you’ve got the support and guidance of Banjo’s to lean on. They’ve
always been incredibly helpful and accessible when I’ve needed them, and knowing there’s a franchisor there to support through those moments gives a lot of confidence that you’re not navigating them alone.”
Creating opportunities for others Opening more stores meant Taimoor was able to create more opportunities for his team members to build their skills, take on new responsibilities, and discover what they were capable of. One of Taimoor’s stand-out success stories is Daniel Monks, who joined Taimoor as a Head Baker, has progressed through a number of leadership roles including Production Manager and Store Manager, before becoming the Operating Franchisee of Banjo’s Idalia. For Taimoor, Daniel’s journey reflects the opportunities that exist within Banjo’s for people who are committed to learning and taking on new challenges. “Seeing people grow and achieve things they didn’t think were possible is one of the most rewarding parts of being a business owner,” Taimoor says. “Considering where I started and where I am now, it’s really special to be able to play a small part in someone else’s journey too. Watching people gain confidence, take on new positions and achieve things they may not have thought were possible is something I’m really proud of.”
Serving customer favourites Scaling five bakeries has given Taimoor a unique insight into how tastes and preferences can vary from one community to the next. “One of the fun parts about having stores in different areas is seeing what products locals can’t get enough of,” Taimoor says.
“What flies off the shelves in one town isn’t always the favourite somewhere else. Here in Queensland, the Beef, Bacon & Cheese Pie is the undisputed best seller. No matter which store you visit or the time of year, customers are always coming in looking for that pie.” “If someone is trying Banjo’s for the first time, I always recommend the Pulled Beef Brisket Pie. The combination of flavours is mouthwatering. It’s packed full and the jalapeños are something I never would have thought to put in a pie, but it works so well. The flavour is so good that one is never enough. I could easily eat a few in one sitting.”
Looking ahead Five years after opening his first Banjo’s Bakery Café, Taimoor still believes he’s only getting started. “What excites me most is that there’s always another challenge to take on and something new to learn,” Taimoor says. “Franchising can be incredibly rewarding, but it doesn’t happen overnight. You need to be prepared to put in the work, back yourself, trust the systems, and build a great team around you. If you do that, the opportunities really are endless.” To learn more about joining the network and becoming a Banjo’s Bakery Café franchisee, visit: https://www.franchise.banjos.com.au/ business franchise MAGAZINE 43
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EXPERT ADVICE: Tony Meredith | Director and Head Coach | Tony Meredith Coaching
The Real Reason Customers Keep Coming Back Walk into almost any successful food franchise, and you will notice something interesting. Most customers are not deciding what they think of the business at the counter. In many cases, they made that decision before they walked through the door. They have already chosen one café over another. They may have driven past several takeaway shops to reach a particular restaurant. Often, they are not comparing menus, prices or promotions because they already believe they know what they will receive. The transaction may happen inside the restaurant, but the real decision was made earlier. That decision is built on trust. For a franchise business, trust carries an additional expectation. Customers do not simply expect consistency from one location. They expect the brand promise to travel with them. Whether they visit a store close to home, near the office or in another city, they expect the experience to feel familiar. It is easy to assume that trust is earned because the food is better. Sometimes it is. More often, the difference is less obvious. Over the years, I have seen businesses with exceptional products struggle to retain customers, while others with a fairly ordinary offering continue to grow. The product matters, but it rarely explains loyalty on its own. What customers remember long after the meal has finished is whether the business consistently delivered the experience they expected. That consistency is more valuable than many business owners realise.
through the door, curiosity played a role. The second visit is different. By then, curiosity has been replaced by experience. Customers are no longer relying on advertising, reviews or reputation. They are relying on what they personally observed. They remember whether the food arrived as expected, whether the service felt genuine and whether the restaurant reflected the standards the brand promised. They also remember whether the experience felt easy, professional and worth repeating. That shift matters because repeat business is not created by marketing alone. Marketing may encourage a customer to return, but confidence is what makes returning feel like an easy decision.
What Customers Are Really Buying
The first time someone visits your business, they are taking a chance.
As business owners, we often spend enormous amounts of time improving the product. We refine recipes, redesign menus, invest in equipment and search for ways to gain an advantage over competitors.
Perhaps a friend recommended you. Perhaps they found you online. Perhaps they were simply passing by. Whatever brought them
There is nothing wrong with that. Continuous improvement is part of building any successful business.
The First Visit Is Curiosity
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The danger comes when we assume the product is the only thing customers are buying. In reality, customers are also buying confidence. They are buying the confidence that today’s experience will resemble the last one. They want to know that the coffee they enjoyed last week will taste the same today. They expect the team to greet them with the same professionalism and the service to feel equally reliable, regardless of who is working. I often think of this as the Confidence Gap. The Confidence Gap is the distance between what a business promises and what the customer believes will actually happen. A customer may hope they will have another good experience, or they may know they will. The gap between those two positions is commercially significant. Businesses that close the gap create trust. Businesses that leave it open create uncertainty. When customers know what to expect, choosing your business requires less thought. It becomes familiar, comfortable and low risk. That is where loyalty begins.
How Confidence Is Lost Businesses rarely lose customer confidence through one catastrophic failure. More often, confidence disappears gradually through a series of small inconsistencies. One visit, the service is outstanding. The next, it feels rushed. One team member follows the process. Another decides to do things differently. A problem that would once have been addressed immediately is overlooked because everyone is busy. Individually, these moments may seem insignificant. Customers, however, notice the pattern. Before long, they are no longer asking whether they enjoyed their last experience. They are wondering whether they will enjoy the next one. Every inconsistency creates a little doubt. Over time, that doubt builds, and customers start questioning whether the next experience will be as good as the last. Once that happens, loyalty becomes much harder to hold onto. That creates an opportunity for competitors.
Franchising Is the Replication of Trust This is particularly important in franchising because the strength of a franchise system lies in its ability to replicate success. Expansion is not simply about opening another location. It is about delivering the same standard, experience and confidence wherever the customer interacts with the brand. That is much harder than it sounds. Replicating a menu is relatively straightforward. Replicating leadership, culture and customer experience across multiple locations is where many businesses discover the real challenge of growth. The businesses that scale successfully understand that systems are not there simply to control people. They exist to protect the customer experience. Growth also exposes weaknesses that previously went unnoticed. Communication becomes more complicated. Training becomes more important. Variations between teams become more visible. Standards that once seemed obvious suddenly depend on individual interpretation. I have worked with enough growing businesses to know that expansion rarely creates these problems. It reveals the ones that were already there.
Tony Meredith is a Business Coach and founder of Tony Meredith Coaching. He partners with franchisors and franchisees across Australia to help them strengthen leadership, improve sales performance, and create sustainable growth. Drawing on more than 25 years of experience in business, leadership, and team development, Tony teaches franchise owners how to move from running operations to leading people. His work focuses on practical systems, consistent performance, and the human traits that turn good operators into great business owners. Email: info@tonymeredithcoaching.com.au Website: tonymeredithcoaching.com.au LinkedIn: linkedin.com/in/tony-meredith-coach Facebook: facebook.com/tonymeredithcoaching
Leadership Sets the Standard Many leaders believe consistency comes from procedures, checklists and operating manuals. Those things are important, but they only support consistency. They do not create it. People watch leaders far more closely than they read procedures. I have seen businesses with excellent operating manuals fail to deliver a consistent customer experience because the leadership team was not modelling the behaviours those manuals described. I have also seen businesses with simpler systems consistently outperform expectations because their leaders reinforced the right standards every day. People notice what leaders praise, what they ignore and what they are prepared to tolerate. If standards slip without consequence, the standard has effectively changed. If shortcuts become acceptable whenever the business is under pressure, those shortcuts soon become part of the culture. This is why consistency is not merely an operational objective. It is a leadership responsibility. Culture is not created during an induction session. It is created through the behaviours repeated, reinforced and rewarded every day. The strongest franchise businesses understand this. They do not simply train people to perform tasks. They develop leaders who protect the standards customers have come to trust.
Where Confidence Is Won or Lost Franchise leaders should regularly examine where the Confidence Gap may be opening inside their business. Which parts of the customer experience must never vary? Where are team members being left to interpret standards for themselves?
What behaviours are leaders tolerating that customers may experience as inconsistency? These questions matter because what feels like a minor operational issue internally may feel like a broken promise to the customer. A delayed order, an unclean table or an indifferent greeting may seem small in isolation. Yet each one shapes the customer’s perception of whether the business is dependable. Consistency is not about creating a robotic experience. Customers still value warmth, personality and genuine human interaction. It is about ensuring the essential promises of the brand are delivered every time.
What Customers Really Come Back For Marketing creates awareness. A strong product earns consideration. Consistency builds confidence. Confidence creates loyalty. When customers trust what they will receive, price is less likely to be the only factor guiding their decision. Competitors become less attractive because changing providers introduces uncertainty. For businesses operating in the food industry, that is worth remembering. The quality of the food will always matter, but it may not be the only reason customers return. Food may be what first attracts people to your business, but consistency is what earns their trust. Menus change. Prices move. Competitors enter the market and disappear again. Businesses that consistently deliver what they promise earn something that is difficult to copy. They earn customer confidence. And confidence is what turns a first visit into a habit. v business franchise MAGAZINE 45
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Home of Aussie favourites Red Rooster, Chargrill Charlie’s, Oporto & Chicken Treat. Chicken is Australia’s #1 protein and we serve it every way Aussies crave it. Flame-grilled, fried or roasted. Always cooked to perfection. Turn your passion into a thriving franchise with: • Trusted national brands • Full training & support • A proven business model • Scalable growth potential
When it comes to classic food franchises, few brands in Australia hold the recognition and trust of Red Rooster. With a rich history spanning five decades and over 320 locations across cities, suburbs, stadiums, and airports, Red Rooster is an iconic brand with a strong national presence. For generations, Australians have turned to Red Rooster for fresh, delicious roast chicken. As Australia’s first and favourite chicken shop, we have earned a special place in the hearts of customers of all ages. But while our history is built on tradition, our future is driven by innovation and customer demand. What our Franchisees are saying: “With Reds we have the support of the parent company, Craveable Brands. So we know that if we have a real challenge to overcome, Reds would support us because of how we run the business. We’re ethical, we believe in the brand!” Chris Ianetta – Red Rooster Franchisee.
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Oporto is one of Australia’s most recognisable quick-service restaurant (QSR) brands, with over 225 stores across the country, bringing the bold, fiery flavours of Portuguese-inspired flame-grilled chicken to customers nationwide. With its festive, youthful energy, contemporary branding, and vibrant, modern menu, Oporto has carved a unique space in the QSR industry, standing out as more than just a chicken shop, it’s an experience. Australians can’t get enough of our signature flame-grilled chicken, fresh rolls, burgers, and iconic Bondi Bites, and we need more passionate Franchisees to help us expand into key locations across the country. What our Franchisees are saying: “I was in the brand for so long and it gave me my first taste of the real world, and then a chance to step up and make a business for myself. Oporto is a remarkable brand, it’s been wonderful!” Akankssha Taneja Sandhu – Oporto Franchisee.
craveablebrands.com/franchising
Since 1989, Chargrill Charlie’s has been serving simple food, done well — delicious, handcrafted meals made with fresh, seasonal ingredients. From our charcoal-roasted chickens to our house-made sauces, spice mixes, and artisan rolls, everything is prepared in-house daily with care and quality. With 30 Stores across Sydney, Melbourne and Brisbane, Chargrill Charlie’s is expecting to double its sites and expand its footprint over the next three years. As demand for fresh, quality-driven food grows, Chargrill Charlie’s is primed for success and we’re always looking for passionate Franchisees to grow with us. What our Franchisees are saying: “When you’re opening a business, there is so much to focus on. With Craveable Brands I know the foundations are already there and I can put effort into building my team for success.” Avalon McRae – Chargrill Charlie’s Franchisee.
With over 50 years of success, Chicken Treat has built trust, expertise, and a loyal following. As a WA favourite, we know exactly what people crave and the proof is in store locations, our store designs and of course our food offering. From flavour-packed rotisserie and fried chicken to premium breast fillet burgers and signature snacks, our menu continues to evolve, keeping customers coming back for more. With 63 locations across WA, our proven success speaks for itself. Now, as we enter a new phase of expansion, we’re looking for passionate Franchisees to grow with us. What our Franchisees are saying: “Craveable Brands is very solid, supportive and right behind you. I’ve never been in a business with so many processes that support the franchisees. Over the nine years I’ve been with Craveable, it’s improved out of sight,” Tavis Armstrong – Chicken Treat Franchisee
craveablebrands.com/franchising
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franchisee in action: Zarraffa’s Coffee
ZARRAFFA’S ACCELERATES FRANCHISE GROWTH WITH NEW LOGAN CENTRAL STORE Zarraffa’s Coffee is continuing its southeast Queensland expansion in its milestone 30th year, with the opening of a new Logan Central store led by longstanding Franchisee Justin Fu, marking his third location within the network. The new drive thru walk in site builds on the recent opening of Capalaba Park, reflecting continued investment from established franchise partners and reinforcing the brand’s presence across one of the region’s busiest retail and commuter corridors. Zarraffa’s Coffee CEO Marnie Sheldon said the opening highlights the strength of the brand’s franchise model and the long-term confidence of its network.
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“Justin’s continued growth within the Zarraffa’s network is a strong reflection of the opportunities available to franchisees and the culture that underpins our business. His dedication and passion are what we stand for and has helped shape us as a brand over the past three decades,” Ms Sheldon said. “Franchisees who reinvest in the brand play a critical role in our expansion, and it’s valuable partnerships like these that continue to drive our presence into new communities.” The Logan Central store represents the next chapter in Justin’s 21 year journey with the brand, which began in 2005 when he purchased his first store in Toowong. Since then, he expanded to Cannon Hill in 2018 when the store relocated, Capalaba Park in late 2025 and now Logan Central, growing alongside the brand as it has evolved nationally.
“Zarraffa’s has always been about more than coffee, it’s about building relationships with customers and being part of the local community,” Justin said. “We are very much looking forward to bringing that same approach to our Logan Central store, to create a space where locals can enjoy great coffee and feel connected.” Strategically positioned to service the bustling Logan corridor and surrounding suburbs, the site has been designed to deliver convenience for customers on the move, while maintaining the brand’s focus on quality coffee and customer experiences. Leading the way in retail coffee innovation, Zarraffa’s continues to redefine how Australians enjoy their daily coffee with the Logan Central location primed for the brand’s latest iteration of its drive thru model.
Zarraffa’s has always been “ about more than coffee, it’s about building relationships with customers and being part of the local community.
”
Justin Fu, Franchisee
Justin Fu, Franchisee
Thoughtfully designed with a smaller footprint than a traditional store, the format allows for greater flexibility in site selection while still prioritising convenience for busy customers on-the-go. Since its introduction in 2023, the model has evolved from a purely drive thru concept to now include a walk up window, creating additional accessibility for customers who like to stretch their legs while maintaining speed of service.
Unlike a full-service store, this drive thru design is focused on delivering efficiency, convenience and adaptability across both metro and high-growth suburban locations. The store will feature Zarraffa’s renowned range of signature coffee blends, alongside a selection of food options including its freshly baked in store items, breakfast offerings and snacks crafted to complement the coffee experience.
The store is expected to create up to 30 new local jobs, supported by Justin’s broader multi-site team, with a focus on staff training and development opportunities as part of the group’s ongoing growth. As a hands-on franchisee, Justin will be a familiar face in store from day one. Leading the way in retail coffee innovation, the Australian owned and operated brand continues to grow towards its goal of expanding to 200 sites nationally ahead of the 2032 Brisbane Olympics. Zarraffa’s Coffee now proudly operates over 85 stores across Queensland, New South Wales, Western Australia, South Australia and Victoria. For more information about Zarraffa’s Coffee, visit www.zarraffas.com.
Zarraffa’s Coffee - Logan Central Team
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expert advice: Stewart Germann | Franchsing Lawyer | Auckland, New Zealand
OPULAR P ER
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As you may be aware New Zealand is deregulated for franchising with no franchise specific legislation at all but we have the Franchise Association of New Zealand (FANZ). It publishes a Code of Practice and Ethics and all members must comply with the Code and operate according to the Constitution. New Zealand is also the most franchised country in the world per capita with 546 business format franchise systems, nearly 30,000 units operating in franchises and more than 114,000 people employed.
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Franchise New Zealand website has a section “Popular Searches” and it lists six types of franchise systems as follows: • Trade-based • Coffee & café • Home-based • Food • Eco-friendly • Fitness, health and beauty Food, of course, is always very popular and many overseas food franchisors are attracted to New Zealand. Why? Farrah Rose, who is head of the International Development at The Franchising Centre in the UK and a member of the British Franchise
Association, has previously written that “… my recent visit to this wonderful country has shown me that New Zealand is probably one of the most sophisticated, discerning, and well-developed franchise markets in the world”. New Zealanders are hearty eaters and I personally love trying new food types from anywhere globally. Entrepreneur Magazine has listed franchises under the following categories: pets, Asian cuisine, personal care, health and wellness, home improvement, maintenance, recreation, retail, tech businesses, and even junk removal.
What is popular in New Zealand Back to trending franchise systems in New Zealand – how do I view it as a franchising lawyer acting for many franchisors but also acting for franchisees who want to go into a franchise system? In relation to food, I have to list McDonald’s, KFC and Taco Bell. For franchises in Australia and New Zealand that serve or process food, maintaining high standards of hygiene and staying current with employment laws is crucial. Franchisors must stay informed and offer clear guidance to their franchisees. Food safety is very important and health grades can make or break a restaurant. In New Zealand there are four statutes which govern the Ministry for Primary Industries’ Food Safety Responsibilities and these are: • Food Act 2014 • Animal Products Act 1999 • Agricultural Compounds and Veterinary Medicines Act 1997 • Wine Act 2003 All food businesses, including restaurants and cafes with an alcohol licence, have to be registered under the Food Act and any business which is not registered commits an offence and is liable for infringement fees. The laws not only apply to traditional restaurants but also extend to early childhood education centres that provide food, processors of nuts, seeds, and coffee beans, as well as manufacturers of food for vulnerable populations like infants and the elderly. Under these regulations, higher-risk businesses are required to have a written food safety plan in place. The Act defines “safety” as a condition where food, in relation to its intended use, is unlikely to cause illness, injury, or harm to human health or public safety. Local authorities are responsible for assessing and grading food establishments, and franchisors must remain aware of the Food Hygiene Regulations of 1974. Interestingly, food licenses are graded on
Stewart Germann who is acknowledged as New Zealand’s leading franchising lawyer with over 40 years’ experience in this area, is a recognised national and international guest speaker at franchise conferences in New Zealand, Australia and USA. Stewart Germann Law Office (SGL) is New Zealand’s longest established specialist franchising law firm and Stewart is recognised in the Lexology Index Thought Leaders 2025: Global Elite in the Franchising Category. SGL’s clients include many of New Zealand’s best known national and international franchise brands and Stewart has extensive franchising contacts worldwide and locally. Stewart Germann is actively involved in international franchising, has published articles in the International Journal of Franchising Law and has attended and participated in many FCA conferences. Stewart was awarded the ONZM in the New Year Honours List 2026 for services to franchise law. Email: stewart@germann.co.nz | Web: www.germann.co.nz
a scale from A to E, with no “C” grade. Establishments are either above or below average when it comes to food safety standards. The grading system is as follows: A (High), B (Good), D (Poor), and E (Unsatisfactory).
preparation or customer-facing services, it is crucial that employees maintain a drug-free status.
1. Discrimination Is Not Tolerated
• Class A (High risk): Methamphetamine, magic mushrooms, cocaine, heroin, LSD
It is crucial to understand that in New Zealand, lesbian, gay, bisexual, transgender, and intersex (LGBT) individuals have the same rights as everyone else. The Human Rights Act 1993 prohibits discrimination based on sexual orientation and, by extension, gender identity or expression. Although instances of discrimination still occur, significant progress has been made in protecting the rights of sexual and gender minorities. Key human rights related to sexual orientation and gender identity include the right to be free from discrimination, the right to be recognized as a person before the law, and the right to life, liberty, and security. Other rights include protection from arbitrary detention, the right to a fair trial, an adequate standard of living (including decent work and housing), access to education and healthcare, protection from medical abuse, participation in public and cultural life, and the right to freedom of expression, association, peaceful assembly, and thought. Franchisors and franchisees, particularly those employing staff, must be fully aware of LGBT rights and ensure these rights are respected at all times. Any infringement of these rights could constitute sexual harassment. For transgender individuals, it is solely their choice whether to disclose their gender identity, as a person’s sex or gender identity has no bearing on their ability to perform a job. There are very limited situations in which it may be legal to hire a specific gender for a role, but even in these cases, transgender individuals may need to provide evidence of their sex.
2. Drug Testing in Employment Agreements In New Zealand, many employment agreements grant employers the right to randomly test employees for illicit drug use with consent. For businesses involved in food
The Misuse of Drugs Act 1975 classifies illegal substances based on their level of risk. The key categories are:
• Class B (Moderate to High risk): Cannabis oil, hashish, morphine, opium, ecstasy, amphetamines • Class C (Moderate risk): Cannabis plants, cannabis seeds, codeine It is illegal to use, possess, cultivate, or traffic controlled drugs. Penalties for youth offenders (under 17) are less severe than for adults (17 and over). The most serious offence is trafficking, which includes manufacturing, distributing, or selling illegal drugs. If drugs are found in the workplace, employers should involve the police and an employee could be dismissed depending upon the employment contract. While employers are not obligated to provide support, some larger organizations include it in their drug testing policies.
Franchise Codes Regardless of what franchise system a person is looking at, you will be asked to sign a franchise agreement and it will cover the payments which must be made, including the upfront payment and ongoing royalty, the term of the franchise and rights of renewal of term, the training and support which the franchisor will provide, precise boundaries of the territory awarded to you, the nature and extent of the franchisee’s obligations, including buying supplies and services, and the right to sell or transfer the franchised business. When a prospective franchisee is doing its due diligence in relation to any franchise system, a lot of information must be ascertained from the franchisor including the franchisor’s financial health and history, how it has been franchising, the total cost of taking up the franchise, realistic working capital required, types and amounts of advertising support, any requirement to buy products from the franchisor, and the launch or opening assistance. v business franchise MAGAZINE 51
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• Full Turnkey Program • Proven Business Model • Extensive Support Management • 105 Years of History Stands Behind It • An Iconic Brand with Global Recognition
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Get the App cover story: TDa FraNChisiNg
From Foundations to the Future:
The NexT ChapTer wiTh TDa FraNChisiNg The product was never the hard part TDA began with a single service and has grown into a one-stop destination for property investors yet ask either founder what changed along the way and neither point to the service menu: depreciation schedules and independent valuations are still the product, prepared by certified experts. The harder work was making sure the people who needed that product understood its value before they ever picked up the phone. That is a different discipline, and not one you can practise from behind a desk: it happens at industry events, in conversation, the moment an investor realises they have been leaving money on the table for years. Anyone who works in this industry knows the pattern: where the TDA name appears, you will usually find Theo and Daniel, or a room of people asking where they are. Theo makes the case for depreciation; Daniel shows you the numbers. Across a country of investors who could use the same guidance, the question became how to extend the reach of what they had built. TDA Franchising was not a growth strategy drawn up on a spreadsheet. It answered a specific question: how do you put that same expertise in front of an investor in Perth or Townsville, delivered by someone who belongs to that community?
Growth is easy to measure and difficult to earn. Many businesses expand by widening what they sell; a rare few expand because they have built something so compelling that others are drawn to carry it forward as their own. It is this second, harder kind of growth that has come to define TDA. Theo Mavratzakis and Daniel Farrugia, both Certified Quantity Surveyors, built one of Australia’s most respected property services
brands, and their partnership has shaped every milestone the company has reached. The chapter now being written is the most ambitious yet: TDA is now Australia’s first tax depreciation franchise, a vision honed by two founders and entrusted to operators across the country, each one determined to make it their own. It is one thing to build a business. It is another to build something that takes root in towns and cities beyond where its founders stand, and flourishes there in the hands of local people who believe in it. That is what sits at the centre of TDA Franchising, and the reason this next chapter matters.
The answer was local, and deliberately so. Rather than directing expertise outward from head office, the model places a franchisee inside the community they serve, someone who knows the local market, attends the local events, and becomes the recognisable face of TDA in a region of their own. That builds the kind of familiarity TDA was founded on and carries it into conversations a national brand cannot reach from a distance. Preparing the model to be handed over took the same commitment that built it, including travelling to Las Vegas for the International Franchise Association Annual Convention to sit among franchisors who had already worked through the same challenges, and to study how the best networks in the world operate at scale.
Handing over a business you built by hand is harder than it looks, and for years the value of TDA appeared to sit in Theo and Daniel being in the room. Franchising surfaced a more useful truth: the real measure of any franchise is not the logo and not the founders’ reputation, but whether the model holds regardless of who is running it.
Why now The negative gearing changes from the May 2026 Federal Budget are now law. Treasury Laws Amendment (Tax Reform No. 1) Act 2026 received Royal Assent on 26 June 2026, with the changes taking effect from 1 July 2027. Many investors have gone quiet on depreciation since the Budget announcement, assuming it’s been swept up in the reform. It hasn’t. Depreciation is separate, and the changes are narrower than the coverage suggests: commercial property, new builds, grandfathered contracts and super funds all sit outside them. That distinction is easily lost in a headline, and it’s exactly the kind of clarity a local franchise network can provide, market by market. Independent valuations have become more relevant at the same time, driven by capital gains and SMSF considerations that sit apart from negative gearing altogether.
VOLume
So, if you are wondering whether this is an odd moment to step forward, the answer is straightforward. When a market gets complicated, people look for specialists, and a complex market is no headwind for a business built on explaining complexity clearly. It is the reason the phone rings.
If you are a property professional looking to build something of your own, or weighing up your first franchise, what TDA offers is a model already tested in the market, a territory you can make your own, and two founders who are still in the room. The work of explaining depreciation to Australian investors is a long way from finished, and there is a place in it for you.
Pressed on where the network goes next, the founders’ answer is a TDA franchise in every Australian territory, supported by a head office that keeps strengthening the systems underneath. Success, as they measure it, is not franchise count; it is how many investors and property professionals understand what TDA does and why it matters.
Visit tdaqs.com.au/franchising to find out more.
One discipline has held since the first year: never put a number in front of a prospective franchisee that the business cannot stand
General information only and is not tax, financial or legal advice.
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behind. That is easily said and harder to maintain as a network grows.
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Looking to start your own business? Combine your hard work and excellent people skills with MyHome’s world leading systems, technology, support and premium brand to carve out a lucrative slice of a 5.4 billion-dollar market in your own location with a MyHome management franchise. With high margins, low overheads, consistent recurring income, great cashflow and high demand - MyHome’s proven business model will help you create the business you’ve always dreamt of, enjoying high-income with regular working hours, lifestyle flexibility AND you’ll be building a valuable asset in the process If you have what it takes to be a motivated and proactive owner-manager you’ll be able to build a fantastic business of your own (with our help) and enjoy executive earnings without the stress, hassle and commute. ENQUIRE NOW To find out more about the MyHome management franchise and how it could be the perfect business opportunity for you, visit https://myhomefranchise.com.au/bfm-Connie/ Or scan the QR code for instant access
Why Choose a MyHome Management Franchise Premium Home Cleaning Business Low Initial Investment Industry Leading Training & Support Turn Key Operation & Fast Track Start-up Proven Business Model & Systems Market Worth 5.4 Billion Dollars Annually
Could MyHome be your ideal business? Request your information pack…
my
Inform ation Pack
Request your information pack now to discover why MyHome is probably the most exciting and fastest growing business opportunity in Australia today, and how becoming a MyHome Owner gives you executive earnings without the stress, long hours and commute. Visit https://myhomefranchise.com.au/bfm-Connie/ Or scan the QR code for instant access business franchise MAGAZINE 53
spotlight on service: MST Lawyers
MST Lawyers:
Supporting franchise businesses through every stage of growth Growing a franchise network is exciting. It can also get complicated very quickly. A new site, an acquisition, a regulatory change or a franchisee dispute can bring franchise law, leasing, employment, commercial and relationship issues together at once. MST Lawyers has more than 40 years’ experience advising in the franchise sector. We act for franchisors, franchisees and suppliers – from emerging systems taking their first steps through to established national and international networks whose brands are household names. Our experience spans sectors including food and hospitality, retail, health and fitness, education, property and professional services. Whatever the size of the network, our focus is the same: understand the business, identify what matters and help our clients move forward. 54 business franchise MAGAZINE
When growth gets complicated
And these issues rarely operate in isolation.
Franchising is a specialised area of law, but rarely is a franchise issue confined to one legal problem.
A dispute with a landlord, an ACCC compliance issue, an underpayment claim or a breakdown in the franchisor–franchisee relationship can all affect an otherwise healthy network.
A franchise network operates at the intersection of commercial arrangements, regulation, property, employment, intellectual property and the ongoing relationship between franchisor and franchisee. A growing network may need to manage: • franchise agreements and disclosure obligations • new sites and leases • employment and workplace issues
The businesses that navigate these pressures well are often those with advisers who understand how the pieces fit together – not simply how each issue operates on its own.
From first franchise to established network What a franchise business needs from its lawyers changes as the network grows.
• compliance
For an emerging franchisor, the priority may be getting the foundations right – structuring the business, preparing compliant franchise agreements and disclosure documents and establishing processes to support compliance from day one.
• franchisee relationships and disputes.
Then comes growth.
• acquisitions and ownership transfers • supply and other commercial arrangements • intellectual property and brand protection
clients can draw on property and leasing, employment, corporate and commercial, intellectual property and dispute resolution lawyers within the one firm. That may mean negotiating the lease behind a new site, responding to an employment claim, protecting trade marks across a network, drafting promotion terms and conditions, restructuring ownership or managing a dispute. For clients, it means coordinated advice that considers the wider commercial picture.
Franchise experience backed by industry recognition MST Lawyers’ franchise practice is led by Principals Raynia Theodore and Louise Wolf, both experienced practitioners with longstanding involvement in the sector.
Pictured: Louise Wolf and Raynia Theodore
New franchisees join. New sites open. Businesses are bought and sold. IT and marketing departments grow. Commercial arrangements become more sophisticated and extend beyond traditional franchise documents. The network may begin exploring multi-unit franchising, master franchising or international expansion.
We understand the economics of a franchise network, the pressures on franchisees and the brand and reputational risks carried by franchisors. Our role is to help clients understand which issues matter, what their options are and how those options may affect the broader business.
MST Lawyers advises on greenfields rollouts, network expansion, franchise sales and acquisitions, ownership transfers, due diligence, restructuring, supply chain arrangements, leasing, regulatory compliance including in relation to Australian Consumer Law, Privacy Laws, and disputes.
Support for franchisees
We also work with international franchise systems entering Australia, helping them adapt their documentation and business arrangements for the Australian market.
“Strength comes from alignment: the documents matching the system, the support matching the promise, and the legal framework keeping pace as the brand evolves.” – Raynia Theodore, Principal, MST Lawyers
Legal advice that works in the real world Franchise clients rarely come to us simply wanting to know what a clause says. They want to know what it means for their business. • What is the real risk? • Can we proceed? • Is there a better way to structure this? • How will the decision affect the network? • What should we do next? As Raynia puts it: “We don’t simply tell clients what the law says; we tell them what it means for their business and what to do about it.” That commercial approach is central to the way MST Lawyers works.
MST Lawyers acts for franchisees as well as franchisors. For many prospective franchisees, buying into a franchise may be one of the largest financial commitments they make outside purchasing a home. Yet the disclosure document, franchise agreement and lease can run to hundreds of pages of unfamiliar terms. We help prospective franchisees understand what they are signing – including their obligations, fees, renewal provisions, restraints, termination rights and areas of commercial risk – before they commit. We also advise established franchisees on renewals, transfers, disputes and exiting a system. The aim is simple: to help franchisees make informed decisions.
More than franchise documentation A franchise network runs on much more than its franchise agreement. Financing arrangements may require loan and security documentation. Product and service arrangements may require supply agreements. Marketing campaigns and loyalty programs bring contractual, consumer law, privacy and brand considerations. And many franchise issues extend beyond the franchise relationship itself. Because MST Lawyers operates through specialist practice teams, our franchise
Raynia was named Best Lawyers’ 2026 Lawyer of the Year for Franchise Law in Melbourne. Both Raynia and Louise were also recognised for Franchise Law in the 2027 edition of The Best Lawyers in Australia. MST Lawyers has been ranked Melbourne Tier 1 for Franchise Law in Best Law Firms – Australia for three consecutive editions – 2025, 2026 and 2027. The firm was also a finalist for Franchise Service Provider of the Year at the Franchise Industry Awards in both 2025 and 2026 – recognition we are proud of and which reflects our longstanding commitment to franchisors, franchisees and the broader franchise sector.
Helping franchise businesses move forward MST Lawyers has worked with clients from a single store through to networks with hundreds of outlets across multiple countries and has advised and onboarded thousands of franchisees. Strong franchise networks are built on more than compliant documents. They need sound structures, sustainable commercial relationships and advisers who understand how the network operates as a whole. Whether you are launching a new franchise system, growing an established network, buying a franchise, entering the Australian market or working through a difficult issue, MST Lawyers can help you move forward with greater clarity and confidence. Ready to discuss your franchise legal needs? Speak with MST Lawyers’ Franchise Law team about how we can support you at every stage of the franchise lifecycle. Call (03) 8540 0200 Email: mst@mst.com.au Web: mst.com.au business franchise MAGAZINE 55
franchisor in depth: Snap Fitness
SNAP FITNESS:
WHERE THE SMART MONEY STAYS
A FIRST CLUB IS PURCHASED ON PROJECTIONS. A SECOND IS PURCHASED ON RESULTS. Every franchise will tell you its model works. Snap Fitness can point to something better than a promise: the people who already own a club keep buying another. If you are weighing up your first, here is what that behaviour tells you.
Nobody buys their second gym on a sales pitch A first club is bought on projections, interviews and a measure of trust. A second is bought on results: your own membership numbers, your own payroll, your own returns, watched month after month. A franchisee signing for another territory is the most informed buying decision in franchising. At Snap Fitness, that decision keeps being made. For three years running, the majority of new territories have been bought by owners who already have a club, and today three out of four clubs in the Australian network sit inside multi-site portfolios. The question worth asking is why. Start with the man whose job is to sell them. Gabe Condello leads franchise sales for Snap Fitness in Australia. It’s one thing for the person selling the franchise to recommend it. It is another to watch him back it with his own money, three times over. 56 business franchise MAGAZINE
“I've spent 12 years looking at the performance of hundreds of clubs,” Condello says. “When it came to my own money, I didn't need to look very far.” In May, he and his family opened their third club, Snap Fitness Pimpama, alongside their clubs at Ormeau and Sippy Downs. It was cash flow positive from opening. “This is our third club as a family. We did it because the first two did exactly what they were supposed to do.”
exclusive access to that territory, and nobody else can own it. Some new franchisees are so confident in their projections, they're securing multiple territories before their first club has even opened its doors.
So what does all of this mean if you are weighing up your first club?
And he is far from the only one. Across the network, owners who started with one club have chosen Snap Fitness over and again, building portfolios of two, five, nine, even sixteen. They are operators who saw their own results and went again, usually for the same two reasons: the model delivered, and Snap Fitness supported them at every step.
It means you’re buying the same thing the best-informed buyers in the market keep choosing with their own money. It means the pathway is proven, and it starts exactly where you would start. Every multi-site owner in the network began with a single club and a first-time owner's questions. The difference is only that they got to see the answers from the inside, and liked them enough to go again.
There is a third reason, and it is simple scarcity. There are a finite number of Snap Fitness territories in Australia, and once they're sold they're sold. The owner gets
It also changes the conversation you have with the sales team. When most of the people expanding are existing owners, nobody needs to put on the hard sell.
ABOUT SNAP FITNESS: Founded in 2003, Snap Fitness pioneered the 24/7 fitness concept and has grown into a global franchise brand with over 1,000 locations across 18 countries. Part of the Lift Brands family, Snap Fitness combines convenient, always-open access with a welcoming, technologydriven club experience that helps members build sustainable fitness habits. With a proven franchise model built on strong franchisee support and continued innovation, Snap Fitness remains one of the most established names in the global fitness franchising sector.
“Buyers ask me every week whether the model really works,” Condello says. “I can walk them through the network numbers, but the most honest answer I've got is what I've done with my own money.”
“Snap's probably one of the best business models we've had,” says Justin Garvie, who operates nine clubs with his wife Wendy and has two more territories secured. “We wouldn't be able to do that expansion without the support we have from Snap.”
long-term franchisee success. That's the view from the outside. The view from the inside has been clear for years: for most Snap Fitness owners, their next big investment is another Snap Fitness.
That question is one you should consider before any business investment; what do current owners do next? For Snap Fitness owners, most of them bought another one.
Word is getting around. The Global Franchise Awards named Snap Fitness the 2026 Best Fitness Franchise, judged on criteria including franchisee support and
To find out more about owning your own Snap Fitness 24/7 gym, visit www.snapfitness.com/au/franchise to download the information pack. business franchise MAGAZINE 57
expert advice: Angela Allen | Assistant Commissioner, Small Business | Australian Taxation Office
The ATO’s small business focus areas:
What franchise businesses need to know Understanding and meeting your tax and superannuation obligations is central to running a successful and sustainable franchise business. Whether you’re considering becoming a franchisee, have recently joined a franchise network, or have been operating for many years, getting your tax right is a legal obligation and a key part of building a profitable and resilient business. Strong compliance practices not only help you avoid unnecessary costs and disruptions but also provide greater confidence when making decisions about growth and investment. The Australian Taxation Office (ATO) is here to help you get your tax right from the start. Understanding your obligations, maintaining good records and staying informed, means you can focus more of your time on serving customers and growing your business. 58 business franchise MAGAZINE
Our small business focus areas Most small businesses want to do the right thing. While many businesses meet their tax obligations, we continue to see common mistakes and areas where additional support is needed. We recognise the pressures franchise operators face, particularly in a challenging economic environment. Our role is to support businesses to get things right, while also ensuring a level playing field for those who meet their obligations. The ATO has identified several focus areas for small business. Two of our current priorities are businesses that over-claim expenses and GST credits, and businesses that fail to report all of their income, particularly cash income. These behaviours can place honest businesses at a disadvantage and undermine confidence in the tax system. For franchise operators, understanding these focus areas can help you avoid common mistakes and keep your business on track.
Over-claiming expenses and GST credits One of the most common issues we see is businesses claiming deductions or GST credits they’re not entitled to receive. To claim a business deduction, an expense must directly relate to earning your business income, must not be private in nature, and must be supported by valid records. Where an expense has both business and private use, only the business portion can be claimed. Similarly, businesses registered for GST can generally claim GST credits for the GST included in the cost of goods and services purchased for the business. However, businesses cannot claim GST credits where GST was not included in the purchase price, and they cannot claim the GST amount as both a GST credit and an income tax deduction. Some of the common errors we see include:
• double dipping by claiming the GST amount as both a GST credit and an income tax deduction Angela Allen is an Assistant Commissioner, Small Business, at the Australian Taxation Office. She is committed to supporting small business and continues to influence the end-to-end experience for small business taxpayers, prioritising education and transparency to help them get their obligations right from the start. Angela collaborates with other small business advocates, industry partners and government agencies to improve the small business experience. She is also passionate about investing in people, developing, and mentoring the leaders of tomorrow and inspiring others to reach their full potential.
• claiming private expenses as business expenses • claiming GST credits where GST was not included in the purchase price • failing to keep adequate records to support claims. Our compliance activities uncover cases where businesses deliberately inflate claims. In these situations, businesses can face audits, amended assessments, penalties and interest charges. For franchise businesses, there can be a wide range of deductible expenses, including franchise fees, rent, utilities, wages, superannuation, inventory and operating costs. However, it’s important to ensure each claim is genuinely connected to your business and properly documented.
Cash income must be reported Another key area of focus is businesses that use cash to avoid meeting their tax, employer and business obligations. Many legitimate businesses continue to receive cash payments from customers. The issue arises when businesses fail to report cash sales, pay cash wages off the books, or use cash transactions to avoid GST, tax, superannuation or other obligations. Businesses operating outside the system usually: • fail to report all sales • avoid issuing receipts • under-report income to remain below the GST registration threshold • avoid PAYG withholding, superannuation and other employer obligations • gain an unfair competitive advantage over your business if you are doing the right thing. This behaviour can disadvantage employees who may miss out on superannuation contributions, leave entitlements, workers compensation protections and correct tax withholding. It also creates an uneven playing field for compliant businesses that meet all of their obligations. Franchise businesses often operate in sectors where cash transactions remain common, including hospitality, retail and service industries. This makes accurate reporting particularly important. Every dollar of business income must be reported, regardless of whether it’s received through cash, card, online payment platforms or bank transfers. Maintaining complete and accurate records of all sales helps ensure that your BAS and tax returns are correct.
The ATO uses sophisticated data and analytics, third-party reporting, industry benchmarking and community intelligence to identify businesses that may be underreporting income. We also receive more than 1,000 tip-offs each week relating to dishonest business behaviours, many involving shadow economy activities and cash transactions. Businesses that deliberately omit income can face significant adjustments, penalties and interest charges when non-compliance is identified. The key message for franchise operators is simple: report all income, keep accurate sales records and ensure your tax reporting reflects the true performance of your business.
For franchise operators, good record keeping is not just simply about compliance. It’s also about running a more informed and profitable business. When your financial information is accurate and up to date, you can make better decisions, identify trends earlier and plan more effectively for future growth.
Keep up to date The ATO provides a range of free educational resources to help small businesses build their knowledge and confidence. Our self-paced online learning courses cover topics including: • Claiming small business tax deductions
Good record keeping is good business
• Claiming GST credits
Strong record keeping sits at the centre of every successful business.
• Setting up your small business
Keeping good records ensures you have the right information to meet your obligations, avoid mistakes and better understand your financial position. You should keep records of all: • business income and sales • expenses and purchases • tax invoices and receipts • employee payments • super contributions • franchise-related fees. These records must generally be kept for at least five years and should be in English or easily convertible. Good records help you: • understand your financial position • manage cash flow • lodge accurate tax returns and BAS • support deductions and GST credit claims • reduce the likelihood of errors and corrections later. Poor record keeping is a common factor in many compliance issues we encounter. Missing invoices, incomplete sales records and the mixing of personal and business finances can all create problems when it comes time to prepare returns or respond to reviews and audits.
• Recording business income and expenses • Small business benchmarks – compare your performance against similar businesses in your industry. By investing time in understanding your obligations, you can reduce the risk of errors and make more informed decisions. Ongoing education also helps you stay up to date with any changes that may affect your business.
Build a strong and sustainable business Accurate reporting, good record keeping and timely compliance with tax obligations are all part of running a sustainable and successful franchise operation. The ATO’s focus on over-claimed expenses, incorrect GST credit claims and unreported cash income is ultimately about ensuring fairness. Businesses that do the right thing should not be disadvantaged by those seeking an unfair advantage. By keeping accurate records, reporting all income, and using available tools and support, franchise operators can reduce compliance risks and focus on what matters most – building a successful business and serving their customers. The ATO is committed to supporting franchise businesses every step of the way. Together, we can help maintain a strong, fair and competitive environment for Australia’s franchise sector. v business franchise MAGAZINE 59
expert advice: Doug Downer | The Franchise Guy™ | Franchise Ready
The Two Partnerships Every Franchisee Needs to Get Right Why the safest path into business ownership still runs through the people who love you Business is getting harder. Costs are up, margins are tighter, consumers are more discerning, and the runway for getting a new venture right first time keeps shrinking. It’s precisely this environment that has made franchising so attractive to firsttime business owners: a proven model, an established brand, a system that has already worked for someone else. Franchising doesn’t eliminate risk — nothing in business does — but it does narrow it. And yet, even with all that structure and support, somewhere between five and ten per cent of franchisees still fail. That number should sober anyone thinking about buying into a network. It tells you that a good system is necessary but never sufficient. What surrounds the franchisee — the support, the people, the relationships — matters just as much as the brand on the sign out front. It’s that reality that pushes many prospective franchisees toward partnership. If one person going into business alone carries real risk, the thinking goes, then two people sharing the capital, the workload and the decisionmaking should reduce it. And in some ways, that’s true. But partnership is not a risk-free shortcut. It trades one set of risks for another, and if you don’t understand the difference, you can walk out of a bad solo decision straight into a worse shared one. Over the course of my career, I have been involved in ten separate business partnerships. Not all of them worked. Three ended in the closure of the business, real losses of capital, and in two cases, relationships with people I respected fractured beyond repair. I say this not to put you off partnership — I still believe in it, and I’ve built much of my career on the strength of the right ones — but because anyone writing about the upside of partnership without being honest about the downside is doing you a disservice. If you are going to bring a partner into your franchise, you need to understand there are really two 60 business franchise MAGAZINE
Doug Downer an experienced Franchising expert with an impressive 30+ year senior management history in developing and leading businesses within the Franchising sector. He has been recognised in the Top 30 Franchise Executives in Australia on five occasions and in the Top 100 Global Influencers in Franchising on five occasions. Doug owns three franchises as a franchisee and has owned 8 franchises as a franchisee, he has been responsible for the establishment of three of his own start-up franchise systems including all aspects from strategy through to market entry. Doug has operated at CEO and Director level in eight franchise systems. He also started and currently owns and operates five successful SME Businesses of his own, so he is well versed in all aspects of franchising. Contact Doug at: doug@franchiseready.com.au | Website: www.franchiseready.com.au
partnerships you are entering into, not one. And the one that gets talked about least is, in my experience, the one that matters most.
The partnership everyone thinks about The first is the obvious one: the external, formal business partnership. This is the arrangement where two or more people come together specifically to buy and run the franchise — sharing the capital outlay, splitting the workload, and, ideally, bringing complementary skills to the table. It’s common in capital-intensive franchise segments where the upfront investment is simply too large, or too risky, for one person to shoulder alone. There are good reasons to consider it. Sharing the establishment costs means you’re not draining every dollar of savings into one venture. Sharing responsibilities means operations, marketing, finance and customer relationships don’t all sit on one set of shoulders. Two people bring a wider circle of contacts for those crucial early-days wordof-mouth referrals, and two minds solving a problem will usually out-think one. But there are real disadvantages too. Profit is shared regardless of whether both partners contribute equally, and decision-making — particularly urgent decision-making — becomes harder the moment two people need to agree before acting. Franchisors are alive to this. Most will insist on seeing a copy of any partnership agreement before approving a change in ownership structure, and they will want to meet every partner. Crucially, they will require the partnership to nominate a single
lead — one point of contact the franchisor deals with, rather than negotiating a decision by committee every time an issue arises. That single requirement, more than almost anything else, forces partners to have a conversation about hierarchy and decision rights before they’ve even signed the franchise agreement — which is exactly the conversation most partnerships skip. In my experience, when formal business partnerships break down, it’s rarely about the paperwork. It’s about three things: contribution, communication and accountability. One partner starts to feel they’re carrying more of the load than the other and resentment sets in around how salary and profit are split. Regular, honest conversations about business performance stop happening, and small frustrations are left to fester instead of being raised early. And roles are never clearly delineated in the first place, so when something goes wrong, no one is quite sure whose job it was to catch it. None of these are exotic problems. They are entirely preventable with a properly drafted partnership agreement — covering each partner’s role, profit share, expense obligations and dissolution terms — drawn up with a lawyer who specialises in franchise structures, not a generic template pulled off the internet. If there’s one piece of advice I’d give anyone entering a formal business partnership, it’s this: don’t be the minority shareholder in a business you don’t work in day-to-day. Every partnership of mine that failed, failed because I held a minority stake and wasn’t involved in daily operations — meaning my influence over the outcome was minimal, and the majority partner effectively controlled
how will profits be shared, will other family members be drawn in, and how many hours is each of you genuinely prepared to work? Write the answers down. Revisit them regularly. Circumstances change, and the plan should be allowed to change with them — deliberately, not by drift. The same discipline applies if you employ family members inside the business, which many franchisees do, particularly in the early years when every extra pair of hands matters. Hire them carefully and treat them exactly as you would treat any other employee. It is a genuine gift to give a son, daughter or sibling the chance to learn strong work habits inside a family venture — but only if they are held to the same standard as everyone else on the roster. The businesses and family relationships I’ve seen damaged were almost always damaged by the same failure: roles and expectations were never made explicit, and family members either felt entitled to more, or were quietly expected to give more, without either being said out loud. the fate of an investment that was still mine. Whatever else you get right, make sure your economic stake and your ability to influence the business are properly aligned.
The partnership that actually matters most Here is the angle that gets missed in almost every conversation about franchise partnerships: the most important partnership you will enter isn’t with a co-owner. It’s with your family. Before you sign anything, every member of your household needs to understand exactly what buying a franchise will do to your life. Not in vague terms — specifically. It will change your income, at least in the early years, and probably not in the direction anyone hopes for immediately. It will change how much time you have for the people you live with. It will place physical and psychological demands on you that spill over into the rest of your life whether you intend them to or not. I have watched too many people underestimate this conversation, assuming their partner in life will simply absorb the change, only to find resentment building quietly in the background while the business itself looks, on paper, like a success. This is precisely why so many franchisors now refer to their franchisees as “franchise partners” rather than customers or licensees.
It’s meant to signal that the relationship is mutual — that both sides are meant to contribute, and both are meant to benefit. Whether a franchisor actually lives up to that language is something you can and should test before you buy, by speaking candidly with existing franchisees in the network about how genuinely supported they feel. But no franchisor, however good, can substitute for the support — or absorb the strain — that only your own family can provide or withstand. It’s worth remembering that some of the most recognisable business partnerships are also life partnerships — Gerry Harvey and Katie Page at Harvey Norman, Melanie Perkins and Cliff Obrecht at Canva, Bill and Melinda Gates, Jay-Z and Beyoncé. From the outside, these look effortless. They are not. What you don’t see is the deliberate work behind them: revisiting why you decided to build something together in the first place; agreeing, explicitly, who makes the final call when the franchisor needs one answer, not two; dividing responsibilities according to genuine strengths rather than assumption; and resolving disagreements privately, so that neither the business nor the relationship is ever damaged in front of others. Couples going into a franchise together should sit down and answer some blunt questions before they start: do you both actually want the same outcome, what is the exit strategy,
Bringing it together None of this is an argument against partnership — quite the opposite. Some of my strongest business outcomes have come from getting both kinds of partnership right at once: a properly structured external agreement with the right co-owner, sitting inside a home life where everyone understood, ahead of time, what the venture would ask of them. I’ve also used structures like discounted equity, sweat equity and profit share to bring key team members into a form of partnership with the business itself — not because it’s required, but because ownership, in whatever form it takes, tends to produce the kind of commitment that a wage alone rarely does. Franchising exists to reduce the risk of going into business alone. It does that job well. But it cannot manage the relationships around you, and it was never designed to. If you’re weighing up a franchise, do the obvious work: read the disclosure documents, validate the network, run the numbers. Then do the less obvious work that actually determines whether you succeed — get honest with your family about what’s coming, and if you’re bringing in a business partner, get honest with them too, in writing, before you need to be. Get both partnerships right, and you give yourself a genuinely better chance of being one of the nine — not the one — in ten. v business franchise MAGAZINE 61
HAVE YOUR SAY: Scott Capelin | inLIFE Wellness
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The business is guided by the mantra “Build from Within”, and the majority of studio owners reflect this. Most started as members, who went on to become either instructors (through the inLIFE Wellness Reformer Pilates Instructor Certification Program) or studio managers.
”
Built from within:
Lessons in franchising from inLIFE wellness When the people inside your community want to open their own studios, you know you’re doing something right. While inLIFE Wellness began as a single location in 2019, it’s quickly expanded to 62 franchises across Australia, New Zealand and the US, with another 19 studios currently in development. None of that growth has come from franchise marketing. It’s happened organically, with members and instructors choosing to open their own locations because they wanted to be part of what we’ve built.
The power of community Sitting in the boutique studio sector, inLIFE Wellness specialises in group reformer Pilates and dynamic hybrid classes. While reformer Pilates itself has been around for more than 62 business franchise MAGAZINE
100 years, it’s seen significant growth over the past five years as people move away from high-intensity, high-impact exercise towards more sustainable forms of movement. The business is guided by the mantra “Build from Within”, and the majority of studio owners reflect this. Most started as members, who went on to become either instructors (through the inLIFE Wellness Reformer Pilates Instructor Certification Program) or studio managers. Some members now own multiple studios because they love the brand and saw potential in being involved at a deeper level. This pathway is smooth and seamless because the people who progress in this fashion understand the culture we aim to uphold and go on to promote it themselves. Community is the foundation for member retention. I have an inherent belief that people want to be part of something, and they want to feel like they are going somewhere. inLIFE Wellness provides a way to do all of this, and it stems
from people immersing themselves in the community we have created. Before starting out, someone once told me franchising would cost a large amount of money. I thought they must be mad and that it wouldn’t apply to me, since I could do it better and at lower cost. As it turned out, we were both wrong. It cost a lot more than they said! Someone else told me franchising isn’t worth it until you get to 40 locations, and again, I thought this wouldn’t apply to me. I can now see exactly what they meant. What I’ve also learned, though, is that by creating community, culture and a positive environment, I don’t really have to sell franchises. People naturally want to become part of it, and it has grown organically from there.
Putting franchisees first As well as providing a welcoming and supportive environment for our franchisees, the inLIFE Wellness model offers a few
technical delivery and customer experience standards, software platforms and ongoing upskilling programs. There’s also access to booking systems, CRM tools, reporting dashboards and franchise systems for tracking performance and managing clients, along with ongoing business coaching and continuous innovation to help studios stay competitive in a fastevolving market. We have two main avatars for a franchisee: the Owner-Operator, a Pilates instructor looking to open their own studio, and the Owner-Manager, who owns the business, doesn’t instruct classes, but handles operations and studio management. Both benefit from a proven business model with ongoing support from the inLIFE Wellness HQ team.
Lessons learned For anyone exploring franchise opportunities, my advice is simple: Get your opening costs as low as possible and build a model where the ROI is less than two years. When you think you’ve created a simple business model, simplify it further. Be prepared for a slow start and, ideally, grow from within, since franchise marketing is expensive and can be ineffective.
key advantages. The first is a low-cost entry point. The price of opening a studio is $200,000 (which is less than half of what most competitors require) and the ongoing operational costs are also very low. The second is our innovative range of classes, called Fusion Pilates, which include programs such BarreFormer, Reformer Stretch, Lift and Intervals. Our third point of difference can be found in our target market for members, which is women in their mid-30s to late 60s. This is held together by our extremely welcoming and inclusive internal culture. It’s a bit like
the TV show Cheers, where everybody knows your name and they are always glad you came. For franchisees, that culture is supported by proper infrastructure. They get recruitment and talent guidance, including role frameworks, interview processes and workforce planning support, as well as proven operating systems, SOPs, studio workflows, scheduling structures and continuous optimisation so studios can run efficiently and consistently. Initial and ongoing training is also included for franchisees and their teams, covering both
We’ve recently opened franchise applications for the first time ever as we look to expand further across Australia, New Zealand and the US. In the next five years, the goal is 300 locations in eight countries, with studio owners happy and fulfilled and doing well financially. We’re adding new classes to the Fusion Pilates range, and I’m also building a retreat venue in Bali that will include its own reformer Pilates studio. These expansions are only possible because we know the inLIFE Wellness model works. If you go about your business with good intentions and aim to build a model where franchisees succeed, the rest takes care of itself. Scale what works, not what you’re still trying to fix. v business franchise MAGAZINE 63
Barbeques Galore was placed into voluntary administration in February, just months after it was bought by a United States-based private equity firm, Gordon Brothers, in late 2025. Upon entering administration, the business owed a total of $49 million to nearly 400 creditors. By May, Barbeques Galore was set to emerge from administration after administrators determined that a proposed restructuring by Gordon Brothers via a deed of company arrangement (DOCA) was the best outcome for all stakeholders. The Gordon Brother’s proposal was supported by creditors but negotiations with other parties, including landlords and suppliers, failed to reach acceptable commercial trade terms resulting in the business transition winding up, effective from 16 June.
behind the
headlines
Liquidated franchise brand sold to new operator
Franchise fined $35m for misleading representations
The intellectual property and wholesale inventory of Australia’s largest barbecue and outdoor furniture retail chain Barbeques Galore has been acquired by Melbourneheadquartered camping, outdoor, and military surplus gear wholesaler, ACOM International, according to a media report.
Listed electronics and furniture retail chain Harvey Norman has been fined $35 million for running misleading and deceptive advertising in partnership with financial services company Latitude which was also fined $20 million, according to a media report.
www.franchiseadvice.com.au
Despite a 4.7% decline of same store sales in Australia, DPE’s new strategy of an everyday low price menu model rather than discounting and promotions, has proven successful in a trial of targeted stores in Western Australia. Profits improved by more than 30% when menus were priced appropriately upfront. A new pricing model is also being tried in Japan. 64 business franchise MAGAZINE
KFC Australia has used the sacking of a customer by his employer into a marketing opportunity that has gone viral on social media, according to a media report.
In July, US-based listed franchisor parent company Domino’s Pizza Inc. singled-out DPE for lower-than-expected international sales. Domino’s believes order counts are essential to same store sales and profit numbers and is working with DPE to create the right kind of value to recapture order counts. DPE will be led by a new CEO, effective August 5.
He has been awarded for his franchise achievements, and publishes Franchise News, Australia’s only fortnightly electronic news bulletin on franchising issues.
Domino’s Pizza Enterprises (DPE), the Australian operator of Domino’s in Australia, New Zealand, Japan, Malaysia, and western Europe, has closed 29 Australian stores and stopped discounting in an effort to protect franchisee profits, according to a media report.
Food chain turns customer sacking into marketing opportunity
The dismissal of a veteran Australia Post postman after he made an unscheduled detour to enjoy some KFC for lunch – a dismissal upheld by the Fair Work Commission reportedly because of a broader pattern of misconduct by the former employee – is the basis for KFC’s promotional campaign. KFC is posting postcards addressed to KFC restaurants which need to be delivered in person and can be redeemed for a free Zinger Box, thereby affording the delivering postie a legitimate reason for being on the premises “strictly on official business.” KFC’s announcement of the PR move on Instagram generated 11,000 likes within a few hours, with chocolate brand KitKat also publicly supporting KFC and posties on the social media platform.
Jason Gehrke is the Director of the Franchise Advisory Centre and has been involved in franchising for more than 30 years at franchisee, franchisor and advisor level. He advises both existing and potential franchisors and franchisees, and conducts regular education courses for franchisors in Australia and overseas.
Sales down but franchisee profits up as brand ends discounting
Under ACOM’s stewardship, 24 of 27 independent Barbeques Galore stores will transition from a franchisee model to a licence arrangement. Meanwhile, 62 company-owned stores have been closed and the jobs of 500 employees terminated.
The Federal Court made the orders against both Harvey Norman and Latitude, finalising a case that was launched by the Australian Securities and Investments Commission (ASIC) against both companies in 2022. The case related to Harvey Norman promoting payment plans financed by Latitude which were advertised as “no deposit” and “interest free” but which failed to disclose that customers wanting to access these benefits needed to apply for a Latitude GO Mastercard with associated sign-up and monthly fees. In 2024, the Federal Court established that Harvey Norman and Latitude had engaged in misleading conduct and made false or misleading representations to customers, a ruling which the companies appealed and lost in 2025. ASIC sought penalties of $50 million against Harvey Norman and $35 million against Latitudewhich were reduced to $35 million for Harvey Norman and $20 million for Latitude $20 million, and weighted by the court according to the difference in attitude by each company in relation to the offences committed. Latitude apologised to customers and provided the Court with evidence that they were improving their compliance processes, but Harvey Norman launched a broadside against the legal system and refused to offer a personal apology to customers. Plaintiffs in another class action launched in April against the companies are seeking claims for restitution, that relevant consumer agreements with Latitude are declared as null and void, and payment of damages, interest, and costs.
Major auto operator surrenders master license One of the world’s largest independent automotive distributors, Inchcape, will surrender the right to sell Peugeot cars in Australia effective 2027, according to a media report. Inchcape’s decision follows years of decline with annual Australian sales for the French marque expected to fall below 1,000 cars for the first time in decades. From a peak of 8,807 vehicles in 2007, sales have been on a steady decline to just 1,350 in 2025. Only 373 Peugeot vehicles have been delivered in the first five months of 2026. Declining sales are attributed to competition from Chinese imports with more than 220,000 Chinese manufactured vehicles being imported into and sold in Australia in 2025. Inchcape, best known as Australia’s Subaru importer, has confirmed it will continue to support existing Peugeot servicing, stock, and warranties, and Peugeot’s parent
company Stellantis has confirmed the brand will continue in Australia under a new arrangement.
Franchisor fined for three Code breaches Payment service provider franchise Venue Smart has been fined $59,400 after breaching the Franchising Code of Conduct (2024), according to an Australian Competition & Consumer Commission (ACCC) statement. The ACCC issued Venue Smart three infringement notices for separate alleged contraventions of the Code, two related to the company’s marketing fund and the third related to the Franchise Disclosure Register. Specifically, Venue Smart failed to prepare an annual financial statement for its FY24-25 marketing fund; failed to maintain a separate account with a financial institution for its marketing fund for the same period; and failed to provide information to the disclosure register at least 14 days prior to entering into a franchise agreement with a prospective franchisee.
Burger chain pulls ad campaign after staff complaints Australian burger chain Grill’d has removed an advertisement from its website and instructed staff to remove in-store promotional material after receiving staff complaints, according to a media report. Grill’d employees demanded that the business retract and apologise for the advertising campaign which they deemed sexualised women and put female staff at risk of harassment. The advertisement depicted a burger resting on the lower back of a female in activewear with her midriff exposed and the headline “Super Buns to Brag About.” Complaints were lodged through Grill’d Workers United, a worker advocacy group organised by members of the United Workers Union. Five women were reportedly involved in in creating and signing off on the campaign. Grill’d Workers United has described the capitulation as a win for staff but feel they are still owed an apology and an explanation. They have also expressed concern that employees who spoke against the advertisement may by disciplined, pressured, or targeted for doing so. The advertisement ran concurrently with a second version depicting a burger balanced on a man’s bicep with the text stating, “Super Buns, Super Guns.” No complaints were received about that version, and it has not been pulled.
Franchise giant to offload international pizza brand Yum! Brands, parent company of Pizza Hut in the United States, is selling the pizza chain to two separate buyers for a combined USD $2.7 billion, according to a media report. Yum China will buy the mainland China business for USD $1.2 billion, while private equity firm LongRange Capital will acquire the remainder of the Pizza Hut stores in the United States and the rest of the world, for USD $1.5 billion. Yum China is a spinoff of Yum! Brands backed by private equity firms including Primavera Capital and Ant (which is linked to the founder of online commerce platform AliBaba) and has been Pizza Hut’s longtime independent operator in mainland China since 2016, and which has grown revenue, profit per store, footprint and customer fan base. Meanwhile, LongRange Capital is acquiring a globally-recognised brand in the USA and the rest of the world which is struggling to maintain market share as higher commodity costs, an increase in health-conscious consumers, and rising inflation negatively impact profitability.
Franchisee seeks court order against corporate competitor A franchisee of hardware chain Mitre 10 is seeking a Federal Court order which would allow him to legally contest the proposed opening of a Bunnings outlet next door to his premises in south east Queensland, according to a media report. The court order would allow the small business operator to take Bunnings to court without the threat of paying the Bunnings’ legal bills if he loses. The franchisee, who bought the Mitre 10 store in Jimboomba in 2018 in conjunction with his father and brother, is using the Competition and Consumer Act in his attempt to stop Bunnings from developing and opening a store on the block adjacent to his business. He is seeking damages for losses and an injunction to stop Bunnings from opening its store, arguing that Bunnings conduct has, or is likely to, substantially lessen competition in the local retail hardware market around Jimboomba. Bunnings, which is owned by listed Australian company Wesfarmers, has not commented on the matter but has previously defended itself against anti-competitive concerns. v business franchise MAGAZINE 65
profile: Franchising Expo
Melbourne Franchising Expo Finishes 2026 on a High
The Melbourne Franchising Expo has wrapped up a hugely successful 2026 series, with record visitor numbers and a fantastic atmosphere across two busy days at the Melbourne Convention & Exhibition Centre. Held alongside the Start Your Own Business Expo, the event attracted a strong and highly engaged audience, with thousands of aspiring business owners coming through the doors to explore franchise opportunities, meet industry experts and take the next step towards business ownership. From established franchise systems to emerging concepts, the show floor showcased opportunities across food and beverage, retail, education, fitness, home services, logistics, professional services and more. Throughout the weekend, the aisles were buzzing with visitors meeting franchisors face-to-face, asking questions and taking the time to understand the businesses and people behind the brands. “Melbourne was an outstanding way to finish the year. To welcome a record crowd was fantastic, but what really stood out was the 66 business franchise MAGAZINE
quality of the visitors and the conversations happening across the show floor,” said Event Director Tim Collett. “People came ready to explore their options, ask the right questions and seriously consider what owning a business could look like for them.”
The value of face-to-face connections While researching a franchise often begins online, the Melbourne Expo once again highlighted the value of bringing prospective franchisees and franchisors together in person. Visitors could compare opportunities side-by-side, speak directly with the people behind the brands and gain a better understanding of the investment, support and day-to-day realities involved in becoming a franchisee. “One of the great things about the Expo is the opportunity to have those real conversations,” Tim Collett said. “Visitors can meet different brands, hear from experienced operators and get a much clearer picture of which opportunities might be right for them.”
Looking ahead to 2027 With the record-breaking Melbourne event
bringing the 2026 series to a close, planning is already well underway for next year, with the Franchising Expo and Start Your Own Business Expo returning to Brisbane, Sydney and Melbourne. “We’re really excited about 2027,” Collett said. “The strength of these events is bringing together people who are serious about getting into business with the brands and experts who can help them do it.” For franchise brands looking to grow their networks, stand bookings for the 2027 series are now open, with preparations already underway for another exciting year. For more information on visiting or exhibiting, please contact David at david@specialisedevents.com.au or visit www.franchisingexpo.com.au.
Diary Dates: Brisbane: 6–7 March 2027 Sydney: 29–30 May 2027 Melbourne: 7–8 August 2027
franchising expo2027 Searching for a place to launch, grow and showcase your franchise?
> Bigger floorplans > Expanded visitor promotion > New tradie pavilion > Stand bookings now open Brisbane 6-7 March 2027
Sydney 29-30 May 2027
Melbourne 7-8 August 2027
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professional services listings
Your external inhouse legal team specialising in Commercial, Franchise and Intellectual Property Law since 1995. • Australian & International Trade Marks • Intellectual Property Licence & Transfer Agreements • Creation of Franchise Systems • Review and advice on Franchise Documentation • Commercial Disputes • Business purchases and sales • Commercial Leases • Distribution & Supply Agreements • Shareholders Agreements • Business Structuring sr@ippartnership.com.au | (07) 5591 2522 | www.ippartnership.com.au
Mizael Partners is a trusted accounting, audit, and advisory firm helping businesses grow through expert tax, financial, and business advice. We deliver tailored solutions with a focus on results, integrity, and long-term partnerships. Telephone: 1300 444 004 Email: hello@mizaelpartners.com.au Website: www.mizaelpartners.com.au Year Established: 2016
We have over 25 years’ experience in the franchising sector in: • Purchase and sale of franchise businesses • Preparing and advising on franchise documents
About Us People are generally unsure about insurance. The truth is most people do not understand insurance. It is for this reason, Procella Insurance Solutions exists. We strive to protect our client’s assets and lifestyles and educate our customers on how to maximise the cover and minimise the costs of their insurance policies. Why Procella? Your Success, Our Commitment: Choosing The RIght Small & Medium Business Insurance Choosing the right Insurance means choosing a partner that is as invested in your success as you are. We offer: • Expertise: Our team comprises industry veterans with extensive knowledge and experience in business insurance.
• Franchise mediations
• Tailored Solutions: We provide insurance solutions that are customised to meet the specific needs of your business.
• Franchise dispute resolution
• Unwavering Support: Our customer service team is dedicated to assisting you at every step, ensuring that you have the support you need when you need it.
• Advising on franchise renewal and exit • Commercial and retail leasing (07) 3221 2221 info@morganmac.com.au Level 3/145 Eagle St, Brisbane City QLD 4000 www.morganmac.com.au 68 business franchise MAGAZINE
• Competitive Pricing: We offer competitive pricing without compromising on the quality of our services. Our policy is to arm you with the right knowledge to ensure you’re covered. We can clarify any questions you may have so that you’re in control of your insurances. As a General Insurance Broker, we are able to provide insurance solutions across a broad and diverse range of insurance products for all clients. It all starts with a quick chat
P 1300 196 133 | E mail@procellains.com.au W www.procellains.com.au
PROVEN BUSINESS
GROWING INDUSTRY
Top reasons to buy into the Poolwerx network: Market-leading brand. Double-digit growth in a robust industry. Award-winning, scalable business model.
START YOUR MOBILE FRANCHISE FROM $99K + VAN* Inclusions:
Multiple-revenue streams.
$10K Marketing package
World-Class training and ongoing support.
Van wrap & fit-out ($7K value)
Opportunities in Australia & New Zealand are limited. Call us today!
4 weeks at Pool School Tools of trade IT hardware & software... plus more! *Vehicle financing or leasing options are available from $35K + GST (T&C apply).
Scan to learn more
or contact our specialist team: Phone AU: 1800 245 447 Phone NZ: 0800 050 759 joinourteam@poolwerx.com.au www.poolwerx.com.au/franchising business franchise MAGAZINE 69
franchise listings FRANCHISE
NATURE OF BUSINESS
OUTLETS
ASSOC MEMBER
INITIAL FEE
MIN INVEST
AIPVend
Automated Retail | Smart Vending Solutions
-
-
-
From AUD $29,970 + GST per machine*
Hospitality QSR
7
Franchise Council of Australia (FCA)
$50,000
$300,000
Hospitality QSR
30
Franchise Council of Australia (FCA)
Available upon application
$900k
Hospitality QSR
63
Franchise Council of Australia (FCA)
Available upon application
$400k
Pilates Studio
27
-
-
-
Indoor Cycling
-
-
-
-
Car window tinting and vehicle vinyl wrapping
6
-
-
$60,000 to $80,000
Accounting and Financial Services
125
-
-
$60,000 to $80,000
Burger Bar and Restaurant
21
FCA
$45,000 + GST
POA
Shipping, Freight and Logistics
46
-
$85,000
$85,000
AFTER SCHOOL TUITION
300
FCA
$5000
$5,000 - $30,000
Food- Fresh QSR
21
-
$50,000
$450,000
premium home cleaning services
25
FCA
$75,000
$110,000
Hospitality QSR
225
Franchise Council of Australia (FCA)
Available upon application
$450k +GST
DogWash
18
FCA
$30,000
$40,000
Swimming Pool & Spa servicing, equipment & retail sales
161 Retail Stores
FCA & SPASA
-
$90,000 + GST + Van
Hospitality QSR
320
Franchise Council of Australia (FCA)
Available upon application
$450k +GST
A leading provider of in-home aged care, clinical nursing, allied health and disability support
60+
FCA and ACCPA
$120,000
$200,000
Boxing Inspired Fitness
-
-
-
-
Accounting & Bookkeeping Services
70 + locations
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Starting from $29,990 plus GST
-
MOBILE TOOLS AND EQUIPMENT FRANCHISE
180+
FCA / FANZ
$43,000
Varies
Children’s Performing Arts Education Franchise
350
-
$20,000
$17,000
Health & Wellness
-
-
-
-
QSR
180
FCA
$55,000
$350,000 + gst
FAR Infrared Heated - Yoga & Fitness Franchise
-
-
-
-
Quantity Surveying
7
FCA
-
-
Dessert
1
-
-
$250k to $400k
Australia Wide Ph: 0431 986 989 Email: info@aipvend.com Website: 1300 709 359
BIG BOWL KITCHEN Suite 8001, Level 8, Westfield Doncaster, Doncaster VIC 3108 Ph: 0431 986 989 Effie Wu Email: franchise@bigbowl.com.au Website: https://bigbowlkitchen.com.au/
Chargrill Charlie’s Level 12, 12 Help Street, Chatswood, NSW, 2067 Email: qsrhfranchising@craveablebrands.com Website: www.craveablebrands.com/franchising-chargrill-charlies
Chicken Treat Level 12, 12 Help Street, Chatswood, NSW, 2067 Email: qsrhfranchising@craveablebrands.com Website: www.craveablebrands.com/franchising-chicken-treat
Club Pilates Email: bill@boutiquefitnessstudios.com.au Website: https://www.clubpilates.com.au/franchise
CycleBar Email: bill@boutiquefitnessstudios.com.au Website: https://www.cyclebar.com.au/franchise
Dr Tint & Wrap Pty Ltd Brisbane, Queensland Ph: 03 9999 5488 Email: ccrawford@franchisedevelopments.com.au Website: www.drtint.au
First Class Accounts Suite 302/237 Scottsdale Drive, Robina, QLD 4226 Ph: 07 5553 8200 or 1 800 118 611 Email: info@firstclassaccounts.com or recruitment@fcfg.com.au Website: www.firstclassaccounts.com
Hello Harry Franchising Pty Ltd Email: hh@helloharry.com.au Website: www.helloharry.com.au
InXpress Level 5/116 Adelaide Street, Brisbane QLD 4509 Ph: 1300 469 765 Email: kellie.edge@inxpress.com Website: au.inxpress.com, nz.inxpress.com
KUMON EDUCATION PO Box 5363, West Chatswood, NSW 1515 Ph: 02 9467 2200 Email: info-au@kumon.com.au Website: https://www.kumonfranchise.com.au/
Le wrap Email: Manal@retailsystemsgroup.com.au Website: www.lewrap.com
MyHome 104 Auburn Rd, Hawthorn, Victoria, 3122 Ph: 0483 913 804 Email: discover@myhomefranchise.com.au Website: https://myhomefranchise.com.au
Oporto Level 12, 12 Help Street, Chatswood, NSW, 2067 Email: qsrhfranchising@craveablebrands.com Website: www.craveablebrands.com/franchising-oporto
PETBARN MOBILE DOGWASH (Formerly City Farmers Dogwash) Quarter One, Level 2, 1 Epping Road, North Ryde, NSW 2113 Ph: 0402 902 620 Email: scott.mcintosh@cityfarmers.com.au Website: www.petbarn.com.au/mobiledogwash
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 Level 1, 12 Cribb Street, Milton, Brisbane QLD, Australia 4064 Phone: 07 3177 9906 Email: rightathomefranchise.com.au Website: https://rightathomefranchise.com.au
Rumble Boxing Email: bill@boutiquefitnessstudios.com.au Website: https://www.doyourumble.com.au/franchise
Shoebox Books & Tax Unit 3/19 Cotton St, Nerang QLD 4211 Ph: 1300 653 583 Email: enquiry@shoeboxbooks.com.au Website: https://shoeboxbooksandtax.com.au/
SNAP-ON TOOLS PO Box 6077, Blacktown NSW 2148 Ph: Aus: 1800 762 766 NZ: 0800 762 766 Email: sota.franchise@snapon.com Website: www.snapontools.com.au
Stagecoach Performing Arts 12th Floor, Export House, Wolsey Walk, Woking, Surrey GU21 6QX Ph: +44 (0)1483 247 400 Email: franchiserecruitment@stagecoach.global Website: australia.stagecoachfranchise.com
StretchLab Email: bill@boutiquefitnessstudios.com.au Website: https://www.stretchlab.com.au/franchise
Sushi Sushi Level 2, 545 Blackburn Road, Mount Waverley VIC 3149 Ph: 0404 231 661 Email: franchising@sushisushi.com.au Website: https://www.sushisushi.com.au/
Sweat & Tonic – Yoga Fitness Fusion 908 Anzac Parade Maroubra NSW 2035 Ph: 0414 474 746 Email: hq@sweatandtonic.au Website: www.sweatandtonic.au
TDA Tax Depreciation L7 60 Albert Road, South Melbourne 3205 Ph: 1300 417 317 Email: franchising@tdaqs.com.au Website: www.tdaqs.com.au
Yovie Frozen Yogurt & Matcha Century City Walk, Glen Waverley ( Next to Village Cinema) Ph: +61 451 461 971 Email: Justin@efcaustralia.com.au Website: https://www.yovie.com.au/
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FRANCHISE OPPORTUNITIES: Southern Downs & Granite Belt Greater Newcastle Bathurst & Goulburn Country Victoria Batemans Bay Melbourne Adelaide Armidale
AUSTRALIA'S PREMIER
Home Care Franchise Network Right at Home was one of the first companies to enter senior care and is now an industry leader. With nearly 800 global locations across five countries and over US$996 million in annual sales, Right at Home is one of the world’s largest home care franchise networks making a positive difference in the lives of thousands of clients, caregivers, and family members every day.
Are you looking to make a meaningful life change for the better?
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.
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 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 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
Call us on 1300 363 802 or email franchise@rightathome.com.au to discuss your home care franchise opportunity today.
With 59 established offices, Right at Home Australia has available territories in regional New South Wales, regional Victoria, South Australia, Tasmania, and regional Western Australia.
1300 363 802
franchise@rightathome.com.au www.rightathomefranchise.com.au business businessfranchise franchiseMAGAZINE MAGAZINE7171
Make Performance Your Business Make Performance Your Business With potential profits of up to and above $54,000* expert advice: Elise Balsillie | Head of Thryv, Australia and New Zealand
With potential profits of up to and above $54,000*
Single Unit and Single Unit and Master Opportunities Master Opportunities
InitialFee Feefrom from Initial $40,000plus plusVAT VAT $40,000
Start Up Up Cost Start Cost from from $11,000 $11,000
Investing in a Stagecoach franchise gives you the opportunity to combine a love Investing in a Stagecoach franchise gives you the opportunity to combine a love of the arts and children’s services with a business that truly performs. of the arts and children’s services with a business that truly performs.
Own a Performing Arts School Own a Performing Arts School
t moree find ou find out mor
australia.stagecoachfranchise.com australia.stagecoachfranchise.com *Potential earnings over second year of trading with full school of +122 students. *Potential earnings over second year of trading with full school of +122 students.
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Creative Courage For Life® Creative Courage ®
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For more information call 03 9787 8077
A-Z Listings are a great way to promote your business,
speak to one of our Sales Executives or go to
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www.businessfranchiseaustralia.com.au or
the Business Franchise website.
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AIPVend
Products & Solutions
AIPVend is an Australian provider of premium automated retail solutions, helping businesses, investors and location partners generate revenue through intelligent unattended retail.
FLIPnGO – Automated Footwear Retail SLIDEnGO – Automated Footwear Retail STOPnGO – Drinks & Convenience Retail BeachGO – Beach Essentials Retail AI Prize – Promotional Prize Machines
Our systems are designed for shopping centres, airports, hospitals, universities, resorts, entertainment venues and tourist destinations. AIPVend combines cashless payments, remote management and turnkey support.
Contact Website: www.aipvend.com Email: info@aipvend.com Phone: 1300 709 359 Service Area: Australia Wide
BIG BOWL KITCHEN Big Bowl Kitchen was founded in Melbourne in 2022 by a group of Chinese food enthusiasts who longed for the authentic flavors of home. They set out to offer customers bowls that are both delicious and satisfying, creating a unique and comforting dining brand. In Australia, Chinese cuisine is celebrated for its distinctive flavors and comforting warmth, yet it is often considered difficult to standardize, which limits the growth of fast-food chains. Big Bowl Kitchen addresses this challenge by automating kitchen processes and standardizing products and procedures, ensuring a consistent and high-quality dining experience across all locations. One of Big Bowl Kitchen’s key advantages is the introduction of one of China’s most advanced and authoritative intelligent cooking
Chargrill Charlie’s Gourmet food at its best - Since 1989. At Chargrill Charlie’s, we’ve been serving up homestyle cooking that brings people together; families, friends, and communities. What began as a humble kitchen feeding those closest to us has grown into a beloved brand with 24 stores across Sydney, Melbourne and Brisbane. And we’re just getting started, with bold plans to double our footprint over the next three years. When you step into Chargrill Charlie’s, you’re more than a customer, you’re family. That philosophy extends to our loyal customers, our dedicated staff, and our valued Franchise Partners. We’re built on genuine relationships, an
Chicken Treat At Chicken Treat, we’re on a mission to share our craveworthy chicken with more people across the country. Whether it’s our golden, crispy fried chicken or our juicy, slow-roasted rotisserie, we serve up the best of both worlds, making it deliciously hard for our loyal customers to choose. Proudly Australian and founded in 1976, Chicken Treat is a true WA icon, with over 64 stores across the state. Now, we’re taking things to the next level. With an ambitious growth strategy underway, we’re expanding through new store openings, modern refurbishments,
robots into its kitchen system. This technology precisely replicates professional chef techniques, significantly reducing reliance on highly experienced chefs and enabling franchise stores to consistently produce signature dishes and best-selling menu items — even without a traditional head chef. We warmly invite passionate entrepreneurs to join us and be part of the Big Bowl Kitchen family. For franchise opportunities or more information, please contact: Effie Wu Franchising Manager Phone: 0431 986 989 Email: franchise@bigbowl.com.au
unwavering work ethic, and a passionate team that keeps people coming back. It’s no wonder we’ve earned our place as Australia’s most extraordinary chicken shop. We stay true to what we do best: creating delicious, wholesome food made from scratch daily using real ingredients and a whole lot of love. We don’t follow fleeting trends, we honour tradition with thoughtful, crafted meals that feel like home. As a Chargrill Charlie’s Franchisee, you’ll have the backing of Craveable Brands, home to Chicken Treat, Oporto and Red Rooster with 600+ restaurants and 180 experts supporting your success. www.craveablebrands.com/franchising-chargrill-charlies
and exciting menu innovations, all while staying focused on delivering an exceptional customer experience. After more than 40 years of satisfying chicken cravings, the demand is growing - and we’re looking for passionate Franchisees to help us meet it. As a Chicken Treat Franchisee, you’ll be backed by Craveable Brands, the force behind Chargrill Charlie’s, Oporto and Red Rooster. With a network of over 600 restaurants and 180 industry experts, we’re here to support you every step of the way. www.craveablebrands.com/franchising-chicken-treat
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A-Z franchise directory
Club Pilates Club Pilates is the world’s leading Pilates franchise, offering a modern, inclusive approach designed for everyBODY. Since launching in Australia in 2021, our studios have become uplifting, community-driven spaces where people of all ages, shapes, and fitness levels come together to move, grow, and thrive.
Our reformer-based group workouts provide a lowimpact yet powerful way to build strength, mobility, stability, and posture. Classes are designed to strengthen from the inside out while enhancing mind-body awareness, reducing stress, and improving overall wellbeing.
Far beyond traditional reformer classes, Club Pilates offers nine signature class types across multiple levels, using a range of professional equipment and apparatus to deliver a truly versatile experience. Each session
For more information contact: Bill Gordin (Head of Franchise Development) bill@boutiquefitnessstudios.com.au https://www.clubpilates.com.au/franchise
CycleBar
lifestyle built around connection, motivation, and selfdiscovery.
CycleBar is the world’s largest premium indoor cycling brand, redefining what it means to ride. With rhythmbased classes, state-of-the-art bikes, and music-driven energy, CycleBar delivers an immersive and inclusive experience that’s as fun as it is effective—welcoming riders of every age, body type, and fitness level. Each ride is designed to challenge the body, elevate the mood, and revive the senses. Led by motivating instructors and set to epic playlists, CycleBar classes blend cardio, strength, and community into one powerful experience. It’s more than a workout—it’s a
Dr Tint & Wrap Pty Ltd Dr Tint & Wrap is a specialist window tinting and car wrapping business established in 2018. Originally from New Zealand, Dr Tint & Wrap is now in Australia with franchises available in Queensland. Services include car window tinting, home and office glass tinting, car and truck vinyl wraps, paint protection and ceramic coatings for surface protection. As a franchise, Dr Tint & Wrap offers business owners an exclusive territory, a fully set up workshop premises, best buying prices for vinyl film and coatings, extensive on-the job training, ongoing on-call support and
First Class Accounts First Class Accounts is Australia’s largest bookkeeping franchise. Our Franchisees collectively service around 10,000 businesses throughout Australia and take pride in delivering a range of services helping smallmedium sized businesses work smarter through the delivery of accurate, compliant bookkeeping services.
Hello Harry Franchising Pty Ltd Since opening his first burger joint in Maroochydore in 2014, Harry’s commitment to crafting exceptional burgers has only strengthened. His buns are baked exclusively for the brand (he does like things done his way), and every ingredient is chopped, sliced, grilled, and prepared fresh in-store each day. While his enthusiasm sometimes outpaces his filter, his talent for creating unmistakably good, forking great burgers speaks for itself. At Hello Harry, we focus on what matters: high quality, handcrafted burgers delivered in a no fluff, no nonsense
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meets members where they are — challenging the body and engaging the mind.
Since its launch in 2004, CycleBar has grown into a global movement with hundreds of studios worldwide. In 2021, Boutique Fitness Studios brought CycleBar to Australia, opening the first studio in Currambine, Western Australia. The brand continues to expand across the country, inspiring more riders to clip in, tune in, and Rock Their Ride™. For more information contact: Bill Gordin (Head of Franchise Development) bill@boutiquefitnessstudios.com.au https://www.cyclebar.com.au/franchise
centralized marketing with an emphasis on social media and on-line promotions. Dr Tint & Wrap franchise owners have an eye for detail, enjoy working on cars and take pride in a job well done. Customer service is a high priority and so excellent customer rapport is a key to success. This is a great business opportunity with an expanding market. Contact us today and secure your location in Brisbane or Gold Coast for 2026. For more information please contact Colin Crawford at: ccrawford@franchisedevelopments.com.au or visit www.drtint.au
You will receive extensive on-going training in our proven systems as you establish your own bookkeeping business from our dedicated business support manager, dedicated marketing department and dedicated technical team. For more info contact our National Office at: Phone: 07 5553 8200 or 1 800 118 611 Email: info@firstclassaccounts.com or recruitment@fcfg.com.au Web: www.firstclassaccounts.com
environment. Behind the scenes, state of the art technology keeps operations smooth and efficient — from modern kitchen equipment to integrated POS and accounting systems, the HH Club loyalty program, and seamless online ordering. If you’re keen to run your own burger venture, Harry’s proven systems and a dedicated support team across operations, marketing, and business management ensure you’re backed every step of the way. For more information contact Rob McCue at: hh@helloharry.com.au www.helloharry.com.au
inxpress InXpress is a global leader in shipping and logistics, offering tailored freight solutions to businesses of all sizes. As a trusted third-party logistics provider (3PL), we leverage strong partnerships with major carriers— including DHL, FedEx, TNT, UPS, StarTrack, and other domestic providers, to deliver competitive shipping rates with exceptional customer service. Our cutting-edge technology platform simplifies the shipping process, allowing businesses to book
and manage their freight with ease. Whether it’s domestic or international shipping, our innovative solutions help companies streamline logistics, reduce costs, and enhance efficiency. With a commitment to personalised support and industry-leading technology, InXpress empowers businesses to take control of their shipping needs with confidence. For more information contact Kellie Cranch at: Phone: 1300 469 765 Email: kellie.edge@inxpress.com au.inxpress.com, nz.inxpress.com
business franchise australia and new zealand
For more information call 03 9787 8077
A-Z Listings are a great way to promote your business,
speak to one of our Sales Executives or go to
giving you a presence within our publication and also
www.businessfranchiseaustralia.com.au or
the Business Franchise website.
www.businessfranchisenz.co.nz
KUMON EDUCATION
You will help each student build confidence and achieve their potential. They will develop confidence, a daily study habit, and a high level of maths and reading ability. As a Kumon franchisee, you’ll have the opportunity to make a meaningful difference in the lives of your students, every day.
Kumon is a unique franchise opportunity for you to make a positive difference for children in your community, while building a rewarding and profitable small business. Through Kumon franchise ownership, you will instruct students through the Kumon Mathematics and English programmes, create individualised study plans for each student, assign the worksheets they are ready to learn next, and support students to develop self-learning ability through study at the centre and at home. You will also provide parents with regular progress updates.
LeWrap LeWrap is a fresh, fast-casual dining brand redefining good food with vibrant, made-to-order wraps, bowls, and salads. Built around quality ingredients and bold flavours, LeWrap offers a modern menu that caters to busy lifestyles without compromising on taste or nutrition. From classic favourites to globally inspired combinations, every item is crafted using fresh produce, premium proteins, and house-made sauces. With a strong focus on convenience, consistency, and customer experience, LeWrap has become a
myhome For over 15 years, MyHome has stood alone as the premium home cleaning business in the Australian market, revolutionising the industry with its highly systemized and digitally-led management franchise. This is an exceptional management franchise opportunity, a turn-key business with huge potential. With a low-cost entry, extensive centralised support, and digital innovations, empowering owners to manage much of their business from a mobile or tablet. MyHome offers its owners an unprecedented work life balance and more time for the things they value most. MyHome owners are not cleaners, they come from various
(or +61 3 9787 8077 from outside of Australia) and
Join us and make a lasting difference for children in your local community! For details and to register, visit https://www.kumonfranchise.com.au/ Or, contact our recruitment team at: info-au@kumon.com.au.
go-to destination for professionals, students, and families alike. The brand’s clean, contemporary aesthetic and efficient service model make it ideal for both dine-in and takeaway. Driven by innovation and a commitment to freshness, LeWrap continues to expand its footprint, delivering wholesome, satisfying meals that align with today’s demand for healthier, flavour-packed food on the go. For more information contact Manal Haydar at: Email: Manal@retailsystemsgroup.com.au Web: www.lewrap.com
backgrounds and are skilled individuals who efficiently manage and cultivate thriving residential cleaning enterprises. They aspire to run their own businesses while benefiting from the experience and proven framework offered by MyHome’s established model. MyHome are now awarding a limited number of management franchises covering the finest suburbs across Australia. If you aspire to a work life balance with great financial rewards, take the first step by visiting https://myhomefranchise.com.au
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A-Z franchise directory
oporto Oporto is one of Australia’s most recognisable quickservice restaurant brands, bringing the vibrant flavours of Portuguese-inspired flame grilled chicken and burgers to customers across the country. With its upbeat, contemporary branding, and vibrant, modern menu, Oporto has carved a unique space in the QSR industry, standing out as the home of Portuguese inspired flavours. Right now, Oporto is in a period of rapid growth, with a network of 212 restaurants across Australia and forecasted to grow to 250+ in next 3 years. Oporto is
PETBARN MOBILE DOG WASH Be part of the Petbarn Mobile Dogwash franchise system with all the support that comes with it, it allows you to concentrate on your business; • Work your own hours • Group marketing power to support your business • Managed website including optimized search engine listing and adwords • 24/7 call centre • Social media management and support • Lead generation
• Initial & ongoing training & support. Be part of a team of like-minded franchisees. We also have back-up equipment should you have a breakdown you can use to keep you working, including a spare van! • Take a holiday knowing your fellow franchisees can help look after your customers when your away and they are still yours on your return • Group buying power for equipment and consumables saving you $ that no independent operator could ever receive. • We use a van, not a cumbersome trailer. The hydrobath comes out of the van so the dog is washed in its yard and is more relaxed. The van is much easier to drive and reverse than a trailer too!
• LARGE EXCLUSIVE TERRITORY – ALL LEADS COME TO YOU with NO COST PER LEAD FEE
For more information call Scott McIntosh on 0402 902 620 or visit
• Lowest franchisee fee in this market
www.petbarn.com.au/mobiledogwash.
poolwerx
with multiple vans and a retail outlet serving residential and commercial clients. Independent retailers can also elevate their business and join the Poolwerx family.
Join Poolwerx to build your business dream. Benefit from our 30+ years of experience, including comprehensive training, marketing, technology and robust business systems; no prior experience is needed. The pool industry is resilient and in demand, with Poolwerx Australasia sales reaching $170.1 million in FY 2022-2023. Enjoy multiple revenue streams and a scalable business model. Choose from new mobile businesses starting at $90K + GST + van* or acquire an established franchise
red rooster Red Rooster is one of Australia’s most iconic food franchises, blending over 50 years of experience with modern tastes and customer centric technology. With a network of 325 stores across Australia, Red Rooster has become a household name. Founded in the 1970’s and Australian owned, it’s a roast and fried chicken franchise offering vast opportunities for aspiring Franchisees. For generations, Australians have turned to Red Rooster to satisfy their chicken cravings. As Australia’s first and favourite chicken shop, and the only fast-food company that truly specialises in both roast and
right at home Right at Home is Australia’s leading provider of quality support at home and in-home care. Our mission is to improve the quality of life for those we serve™ ensuring the Right Care, Right at Home™.
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driven by strong customer demand and a relentless focus on fresh, flavoursome Portuguese inspired food. Australians can’t get enough of our signature Portuguese flame-grilled chicken, and burgers, including the iconic Bondi Burger and we need more passionate Franchise Partners to help us expand into key locations across the country. Oporto is a proud member of Craveable Brands, alongside Chargrill Charlie’s, Chicken Treat and Red Rooster, supported by a dedicated team ready to help franchise partners succeed. Join us and be part of the Oporto legacy, delicious food, a fun experience, and the chance to make a real difference! www.craveablebrands.com/franchising-oporto
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 LDV Van G10 from $35K + GST.
fried chicken, we have earned a special place in the hearts of Aussie customers. But while our history is built on tradition, our future is driven by innovation and customer demand. Red Rooster’s parent company, Craveable Brands, operates more than 580 restaurants with 13,000 employees across four chicken brands, serving over 1 million customers weekly. Our Franchisees benefit from our customer focused approach and innovative technology, including online delivery, app-led services, catering, and contactless service. When you join Craveable Brands, you’ll have a team of experts by your side, supporting you every step of the way. www.craveablebrands.com/franchising-red-rooster
New South Wales north coast, regional Victoria, Melbourne, Adelaide, regional South Australia, Northern Territory, and Tasmania. If you are passionate about supporting the most vulnerable members of your community, our caregiving management
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.
franchise system is an incredible opportunity to own your
With 53 established offices and counting, Right at Home has available territories in regional New South Wales including the
We are the Right People, providing the Right Care, the Right
own business. Right at Home’s quality systems and processes provide a framework to launch your business in the highly regulated home care industry. Way, for the Right Reasons.
Rumble Boxing Rumble is the boxing-inspired group fitness franchise redefining the fight game for a new generation. Designed for all fitness levels—from first-timers to seasoned pros—Rumble blends boxing, HIIT, strength, and cardio into a full-body, high-energy workout that hits different. Every class combines powerful training with addictive beats, strobe-lit energy, and a crew that brings equal parts sweat and swagger. Since launching in Australia, Rumble has built
Shoebox Books & Tax A Smart Investment in Your Future Join a National Network of Trusted Financial Experts Shoebox Books & Tax is Australia’s leading bookkeeping and tax franchise, providing businesses of all sizes with dependable, toptier financial services. With over 70 franchisees supporting 10,000+ businesses nationwide, we’ve built a strong, scalable network you can rely on. As a Shoebox Books & Tax franchisee, you’ll tap into a proven business model backed by efficient systems, clear processes, and exceptional support. From day one, you’ll receive comprehensive training and ongoing guidance — so you’re never starting from scratch.
SNAP-ON TOOLS Snap-on Tools Australia & New Zealand leads the way in innovation to providing technicians, engineers and other professional tool users the gold standard in tools, tool storage, equipment, diagnostics, repairs information and management systems.
more than just studios—it’s built a movement. With locations across the country, Rumble has become the home for those who crave more than a workout. It’s a space where confidence is built round after round, stress gets knocked out on water-filled bags, and community fuels every punch. For more information contact: Bill Gordin (Head of Franchise Development) bill@boutiquefitnessstudios.com.au https://www.doyourumble.com.au/franchise
This is your chance to thrive in a growing industry while enjoying the freedom and flexibility of owning your own business. Plus, you’ll be part of a brand that values human connection, offering a relatable, customer-first approach that fosters trust and growth. With a focus on professional development and personal achievement, we empower our franchisees to create a business they can be proud of. Recognised with multiple industry awards, Shoebox Books & Tax stands for excellence, innovation, and proven success in the franchise world. Ready to take the next step? Become part of a winning team today! https://shoeboxbooksandtax.com.au/
We are a complete retail mobile showroom that brings high quality tools and equipment to customers at their place of work. Our highly targeted marketing techniques promotes our Snap-on Tools brand so it reaches your customers. Each month, we develop specials to give customers a reason to buy immediately. With extensive training and ongoing support,
Snap-on Tools continues to grow and perform with a network of over 180 franchisees across Australia and New Zealand.
Join the world’s largest tool franchise and drive your own success
Stagecoach Performing Arts
is pinned around skills development for each stage of learning. Stagecoach enriches the lives of 60,000 students worldwide, each week.
At Stagecoach Performing Arts we are all about performance – on stage, in life and in business. We are here to inspire children and provide them with the confidence to be themselves. The demand for extra-curricular performing arts opportunities for children continues to increase. Stagecoach’s unique model of running three disciplines (singing, dancing and acting) simultaneously, means its franchisees are well placed to capitalise on this demand.
www.snapontools.com.au
As a Stagecoach franchisee, you are responsible for driving and growing your business and managing a team of talented teachers. You will not be required to teach any classes yourself, but our model actively encourages you to put your own stamp on the creative process. From marketing to recruiting and retaining teachers, Stagecoach will provide you with the guidance and support you need, when you need it.
Stagecoach developed Educational Framework which
australia.stagecoachfranchise.com
StretchLab
StretchLab appeals to everyone: from athletes seeking peak performance and faster recovery, to individuals managing mobility challenges, or anyone simply wanting to feel and move better in everyday life.
StretchLab is redefining how people move, recover, and feel through the power of assisted stretching. Founded in 2015, our mission is simple — to help people move better. Once a technique reserved for elite athletes, assisted stretching is now accessible to everyone through StretchLab’s personalised and professional approach. Our Certified Flexologists™ come from diverse health and wellness backgrounds — including personal training, massage, and physical therapy — and deliver one-on-one or small group sessions designed to meet each individual’s needs. Every stretch is customised to improve flexibility, increase range of motion, reduce muscle tension, and support recovery for every body.
Inside each studio, you’ll find a welcoming, supportive environment where wellbeing comes first. Using our innovative MAPS technology to assess how your body moves, every program is tailored to your goals and adapts as your body and lifestyle evolve. The result? Lasting improvements, greater freedom of movement, and a motivating experience that keeps members coming back. For more information contact: Bill Gordin (Head of Franchise Development) bill@boutiquefitnessstudios.com.au https://www.stretchlab.com.au/franchise
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A-Z franchise directory
Sushi Sushi Australia’s Iconic Sushi Brand — A Franchise Opportunity Like No Other Rolling since 1998, Sushi Sushi has been serving fresh, premium, handcrafted sushi that Aussies can’t get enough of. With over 180 locations across Australia, we’ve made sushi easy, accessible, and part of everyday life. Known for exceptional quality, sleek contemporary design, and industry-leading food safety, these are the things that make our brand truly iconic! Our franchise partners are at the heart of our success. We back them with a proven business model, hands-on training, and
Sweat & Tonic Sweat & Tonic is Australia’s 1st FAR infrared heated yoga and fitness fusion franchise—where wellness meets fitness. In a dim lit boutique studio, expert instructors lead classes to the hottest beat that blend cardio, strength, core, balance, mobility and deep recovery, amplified by therapeutic FAR infrared heat. Members Sweat with Intent: they burn more, move better, and leave feeling reset. For franchise partners, Sweat & Tonic is built for long term growth. It serves the broad mainstream yoga &
TDA Tax Depreciation TDA Tax Depreciation is a national leader in maximising returns for property investors through precise, compliant, and expertly delivered tax depreciation schedules. Founded by Daniel Farrugia and Theo Mavratzakis, TDA combines over 40 years of collective experience across construction, property, and quantity surveying. As Certified Quantity Surveyors and Registered Tax Agents, the team brings deep technical expertise and a hands-on understanding of how buildings perform, age, and generate value over time.
Yovie Frozen Yogurt & Matcha YOVIE is a modern frozen yoghurt and matcha brand built around a simple belief: quality ingredients create exceptional flavour. Guided by its philosophy, “Build Your Happy Vibe,” YOVIE offers a fun, high-quality dessert experience with broad mainstream appeal. Its strength lies in rich, well-balanced flavours developed through extensive product testing and a commitment to carefully selected ingredients. The menu combines familiar flavours with contemporary creativity, featuring signature favourites such as vibrant Matcha, Watermelon Passionfruit and refreshing White Peach.
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ongoing operational and marketing support, helping owneroperators thrive in communities across Australia. Whether you’re an experienced hospitality professional or an ambitious entrepreneur ready to step into business ownership, you’ll benefit from the strength of an established brand, nationwide availability, and a dedicated support network. Own a business customers already love, backed by a brand that’s fresh, iconic, and built to grow. Ready to explore your future with Sushi Sushi? Contact us today. E: franchising@sushisushi.com.au W: https://franchise.sushisushi.com.au
fitness market, not just a niche fitness type or trend, with our signature formats that stay current and a community first experience that drives loyalty and recurring revenue. Franchisees receive end to end support across marketing, sales systems, automation, training and brand standards—so you can launch a standout studio, build a loyal following, and scale with confidence. For more info: www.sweatandtonic.au/franchising
With a commitment to accuracy, transparency, and education, TDA delivers high-quality reports at a competitive fee, ensuring investors never overpay for essential tax benefits. Backed by cutting-edge technology and a client- first service model, TDA supports investors, accountants, and property professionals with fast turnaround times and dependable results. Through their growing national franchise network and industry-leading insights, TDA continues to set the benchmark for tax depreciation in Australia. www.tdaqs.com.au
At YOVIE’s interactive self-serve bar, customers can personalise their frozen yoghurt with more than 40 toppings and sauces, giving them the freedom to create something uniquely their own. With a wide selection of flavours available on rotation, every visit offers something different to enjoy. YOVIE brings together quality, flavour, creativity and choice in a colourful experience designed for customers of all ages. For more information contact Justin Menzies at: Phone: +61 451 461 971 Email: Justin@efcaustralia.com.au Website: https://www.yovie.com.au/
business franchise australia and new zealand
For more information call 03 9787 8077
A-Z Listings are a great way to promote your business,
speak to one of our Sales Executives or go to
giving you a presence within our publication and also
www.businessfranchiseaustralia.com.au or
the Business Franchise website.
www.businessfranchisenz.co.nz
(or +61 3 9787 8077 from outside of Australia) and
Stop working for someone else! Time to start your own bookkeeping franchise with First Class Accounts Join First Class Accounts to work for yourself, but not by yourself. Make bookkeeping a rewarding career and a business of your own. Australia’s leading bookkeeping franchise is looking for motivated individuals to be part of our nationwide network. If you want the opportunity to be in business for yourself and to live your ideal lifestyle, and you have the drive to be successful, then you could be perfect for our team.
We are looking for people who:
How we get you started:
Want to be self employed yet still appreciate the need for support and mentoring of a national office
You’ll be supported every step of the way to build your business and obtain a competitive advantage. You’ll benefit from:
Are computer literate and have an interest or some experience in record keeping, bookkeeping or accounting Enjoy helping others grow their businesses Like to learn, share knowledge and be part of a national team.
Why join our franchise network: Low start up costs Work from home Enjoy national and local area marketing support
Our initial nine-week intensive training course A comprehensive 13-week ‘Kick Start’ business launch program to assist you in developing your own client base Unlimited access to our National Office support team Regular state-based Regional Training Sessions and annual National Conference Access to our members’ website, training webinars, and one-on-one business development meetings.
Utilise the resources of our help-line, forum and website Access to proven business systems and leading edge tools Professional partner status with MYOB, Xero, Reckon and QuickBooks Belonging to a group of like-minded, mutually supportive colleagues. Be motivated by the strong spirit of camaraderie in the network.
“Starting a business can feel overwhelming, but
with First Class Accounts you’re never on your own. The combination of training, mentoring, compliance support, and a collaborative franchise network has helped me build a business that fits both my professional goals and lifestyle.” Abbey Vu, First Class Accounts – Point Cook
JOIN AUSTRALIA’S LARGEST BOOKKEEPING NETWORK NOW!
Call 1800 082 066 or email recruitment@fcfg.com.au
www.firstclassaccounts.com
At First Class Accounts, we are there every step in your pathway to being a Registered BAS Agent. We work with you and provide the supervision as required by the Tax Practitioner Board (TPB) whilst you gain your hours under a registered FCA BAS Agent, obtaining your Cert IV and the 1000 hours** required to become a BAS Agent with as little pressure as possible. We are supported by a registered Training Organisation who will oversee your completion of your Cert IV in Accounting and Bookkeeping. ** All Franchisees are part of the Australian Bookkeepers Association (ABA).
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