B rid G in G the G ap why personal branding is a franchisee’s secret weapon
B dc developments: supporting australia’s growing franchise business F er G uson plarre’s Bakehouse the B usiness o F Bakin G people happy, and pro F ita B le
senior helpers is invitin G australians to lead with purpose
The franchise sector in Australia continues to thrive and is the backbone of growth in the small business sector.
Where is franchising headed over the next few years?
The irony is that even with uncertain economic times and a volatile world economy more people are turning to franchising as an option to being employed or setting up their own business.
We are experiencing a veritable “franchise frenzy” “would you like fries with that”? establishing new franchise systems, assisting overseas franchisors enter our market and advising franchisees.
With many companies reducing their workforce (look at the banking sector laying off thousands of staff) many people need to find an alternate means of income and they have a different view on work life balance, seeking greater flexibility to work from home or work more flexible hours.
There are many franchise systems that offer that flexibility with work from home models to mobile franchises. Change is good, we should embrace it!
This is great news for franchisors as more prospective franchisees are in the market but there are also more systems on offer, so franchisors need to lift their game to attract franchisees.
Franchising is not just the fast food and QSR brands we all know but now expands into sectors such as health and beauty, aged care, NDIS and home care, fitness, freight and logistics, mobile home services, finance, real estate, childcare and early learning and activities.
There is virtually no business that cannot use franchising as the platform to expand their brand and footprint interstate or internationally.
When looking at models to expand, other options should be considered such as bringing in investors or growing via more staff, but these all come with their own risks, issues and costs.
All businesses need to “leverage” to grow that is, they need to rely on the efforts of others to generate greater revenue and profit. Franchisees and Master Franchisees invest their own capital to establish their business, and this means the brand can expand more quickly into different states, regions and countries.
Franchisees have a vested interest in their own success and this will lead to success for the Franchisor.
To establish a viable franchise model requires expert advice to ensure Australian Franchise Code compliance and that the proper modelling has been done to ensure the long-
term financial viability for all parties.
The upfront costs to set up a new franchise system may be $40,000 (low end) to $120,000 to establish the systems, support, training, operations procedures and technology needed to support a franchise system.
It is also important to decide whether establishing a franchise system as a means of expansion is the right model for you and consider other options.
Australia now more than ever, is an attractive market for overseas companies and franchisors looking to expand their brand.
Over my 38 years in the franchise sector I have seen many “franchise trends” come and go, for example, we had the chicken and burger franchise era, then ice creameries on every corner, pizza franchises galore, coffee and chocolate franchises, and now it’s all about Bubble Tea and Pilates studios!
We have the continuing “my burger is best” wars in Australia with the influx of US brands such as Taco B, Five Guys, Wendys and Carl’s Jr coming into the market competing with our local brands. No doubt the consumer will decide who sells the best burgers!!
There are many overseas franchisors entering the Australian market in sectors such as Health and Beauty, Seniors and Home care, Childcare/ Early Learning and Home
improvement / smart living services. All of these sectors are expected to grow between 7 % to 10% over the next 12 months.
Each business sector is intensely competitive, and franchisees are more savvy, with greater access to conduct research and comparative analysis so franchisors have to really stand out from the crowd.
For franchisees looking to get into a franchise there is a “smorgasbord” of systems on offer, but you need to do your homework, as once you get into a franchise there is no easy way out!
The challenge for all business great and small continues to be cost of goods and inflation, labour shortage, data security issues as well as the adoption of automation and AI and the need to be sustainable and environmentally responsible.
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
Some business services may simply disappear replaced to an extent by AI it is predicted over the next 3 to 5 years ! while other businesses may thrive, grow and be more profitable from use of AI.
We are already seeing many business sectors such as the Banking sector laying off thousands of employees to cut costs and employing staff offshore at lower cost. What’s for lunch?
uptake of AI, good old human interaction and communication will still be a key element to running a successful business.
“The challenge is to balance the rapid technological advances while retaining a human touch”.
franchisees demand more from their franchisors
Franchisors need to work harder on innovation, data systems and data protection and really understand their consumer market.
A Franchisor that embraces technology and provides effective training and support and implement the use of technology into their operations to maximise profitability, will be ahead of their competition.
Franchisors need to have uniform financial reporting and benchmarking of franchisees performance, a clear marketing message, and an attractive brand and use creative social media.
Franchisees want franchisors to be more open and transparent and inclusive in their approach, something franchisors were not previously good at.
Franchisees also expect (and franchisors need to show) greater interest in the financial performance of their franchisees.
This means the franchise model has to work financially for the franchisee so the operator can take a reasonable salary for their effort, and the franchise gives them a “reasonable opportunity” to get a return on their investment (now a requirement under the Franchise Code).
What’s in store over the next 3 - 5 years?
Technology and AI
Franchisees need to consider how the franchise they take up will be impacted by changes in technology and use of AI.
Recently I was having my regular pizza and wine lunch with Ernest Stabek of SIP Management Consultants, discussing where the world is heading with the uptake of AI, bot’s, cyber security issues and rise of and crypto currencies …. maybe it was one too many wines?
Ernest is a trusted strategic advisor and executive coach who has assisted many of my clients and many established businesses over the years working with business founders and their executive team with strategic thinking and planning.
Ernest works closely with businesses in the tech space and start-ups, to help get them off the ground or grow he highlighted that despite all of the advances in technology around us and the rapid rate of change and
All businesses need to be aware of the risks of incurring substantial fines and penalties for Greenwashing, which may be considered misleading and deceptive conduct under the ACL.
Greenwashing occurs when a company exaggerates or falsely claims environmental benefits to appear more sustainable than it is, to capitalize on consumer demand for ecofriendly options.
ASIC indicates they are closely monitoring net zero statements and use of terms such as “carbon neutral”, “clean” or “green” and investment exclusions relating to eco-friendly investments.
Using vague language such as “eco-friendly" or "100% biodegradable” (when not) and marketing which gives the impression that the companies products or practices are better for the environment than they are in fact, are all potentially greenwashing.
“ A great example of this was the Bendigo Community Bank franchise model which I was involved in for over the last 15 years which reinvigorated regional towns and metropolitan areas.”
This has also been driven by the need for companies to meet there Environmental, Social, and Governance (ESG) or green credentials.
Recent cases indicate a shift in the courts’ approach to assessing misleading and deceptive conduct in relation to ESG disclosures and highlights the risk for businesses that are caught.
The Federal Court recently imposed a $410.5 million penalty against Active Super a super fund manager for greenwashing misconduct. ASIC has also issued a number of infringement notices against companies in the investment sector where they engaged in misleading conduct asserting eco-friendly investments.
This conduct can be applied to any business sector even to Franchisors in the way they market and promote their services or product.
Apart from the penalties a company can suffer reputational damage and loss of consumer confidence if they are named and shamed by ASIC.
Under the Privacy Act, the maximum penalty for a serious contravention can be substantial, calculated based on the organisation's benefit or turnover.
All businesses need to implement strong data security measures to prevent breaches, which can include locking down systems, staff training and ensuring they have policies and protocols in place if a breach occurs for reporting.
Small business with an annual turnover of $3 million or less (which includes all income from all sources excluding assets held, capital gains or proceeds of capital sales) are excluded however we suggest it is good business practise and sends a positive message to your consumers if your business follows the necessary systems and protocols.
A small business that provides health services or trades in personal information must comply with the Act even if their turnover is below the threshold.
The Act also allows a small business to opt into the Act which can be a positive statement by the business to its customers
that it is committed to good privacy practise. The fines are up to $360,000 for individuals who fail to report a data breach and $2.1 million for businesses. Businesses need to ensure they have in place a process for dealing with and reporting a data breach.
What steps should you take for cyber security?
• Ensure your software is updated to protect personal information.
• Implement firewalls for protection such as multi factor authentication.
• Train staff to recognize threats, and regularly back up data.
• Engage experts and don’t leave it to your in house It team.
• Limit employee access and remove exemployees’ access.
Businesses can subscribe to the Australian Cyber Security Centre (ACSC) for more information and tips to help secure their systems and data.
With the growth in regional areas and housing affordability pushing families and many new migrants to live in outer city regions this has led to the great urban growth corridors and opportunities for small business.
In all these regional centres and growth corridors they need supermarkets, medical
and childcare centres and supporting businesses which offer excellent opportunities for franchisors and franchisees outside the traditional CBD and Metropolitan area.
Another benefit here, is that the occupancy costs such as rents are lower in regional areas which can make the franchise model more profitable for franchisees.
Both franchisors and franchisees can also contribute to the local community which is good for the business, the brand and the community.
A great example of this was the Bendigo Community Bank franchise model which I was involved in for over the last 15 years which reinvigorated regional towns and metropolitan areas.
What does all of this tell me?
Franchising continues to be an exciting and dynamic business sector with excellent opportunities and continues to be the most successful model for rapid market and brand expansion.
Franchisors need to ensure they offer something unique and attractive to franchisees who have many franchise opportunities available to them.
As with any investment or business opportunity there is a risk, and franchisees need to choose wisely and seek Specialist Franchise Legal and financial advice, to limit their risk and make an informed decision. v
f r a n c h i s e n e t w o r k n o w
f o r t h e l o w c o s t
i n v e s t m e n t o f
$ 8 5 , 0 0 0 + G S T
Starting a business in Australia is tough. Of the 2.5 million businesses registered for GST, 98% are small businesses, and nearly 60% don’t make it past their first three years.
Money helps, but it’s rarely enough on its own. BDC Investments Group was built around this reality—founded by people who’ve run franchises and retail businesses themselves, the group provides both capital and hands-on support to help Australia’s emerging franchisors and retailers actually grow.
What bdc Investments does
BDC Investments Group sits within the broader BDC Partners network. Their focus is straightforward: they invest in promising franchise and retail businesses and work directly with them to increase profitability and value for shareholders.
Jon Sully, Managing Director, oversees deal flow, operations, and reporting. Under his leadership, the group has built a portfolio that includes brands like ComputerXplorers (a UK-based concept operating in Australia and the US), Bubba Pizza (a 25-year-old Australian pizza brand), SIGNWAVE (the Australian master franchisee of the USbacked FASTSIGNS network), and House of Golf, a growing golf retailer.
the goal: building significant value
BDC Investments has set out to build a billion-dollar asset portfolio by investing in multiple emerging businesses—whether they’re already franchised or preparing to franchise. The vision is about creating sustainable growth that works for the businesses, their founders, and investors. Their approach centres on three things:
• Identifying franchise concepts with real potential and helping them scale
• Using capital and operational knowledge to improve business performance
• Delivering strong returns while creating lasting value for founders and operators
Why so Many businesses struggle
The challenges facing small businesses in Australia are well-documented. In 2023
alone, around 475,000 new businesses launched. Most didn’t survive long.
The Australian Bureau of Statistics points to several common problems:
• Insufficient market demand: Many businesses launch without truly understanding what customers need or how to stand out from competitors
• Financial mismanagement: Running out of cash, poor planning, and weak financial controls are frequent killers
• Lack of strategic planning: Without a clear direction, businesses struggle to anticipate problems or spot opportunities
• Execution failures: Even good strategies fall apart without strong leadership, operations, or marketing
What sets BDC Investments apart is the depth of involvement. The team has spent decades in strategy, operations, and scaling businesses across different industries. They don’t just write checks—they work alongside the businesses they invest in.
The partnership looks like this:
• Strategic guidance: Collaborating with founders to build realistic growth plans
• Operational support: Streamlining processes and improving efficiency
• Commercial insight: Drawing on market knowledge to spot opportunities and navigate challenges
Jon Sully describes different phases of leadership. During critical moments, the team takes a “wartime leader” approach— making quick decisions and optimising performance. In more stable times, they shift to “peacetime leadership,” focusing on sustainable growth and long-term value.
Through BDC Partners and the BDC Collective network, portfolio companies can access advisors in Property and Site selection, Legal matters, Franchise Recruitment, Performance & Talent Acquisition, and Marketing. The wider Collective businesses include Fordhams Group, GapMaps, Associated Projects, Benjamin & Benjamin Insurance, and Little Giant Finance—all focused on supporting franchise growth.
Bruce McFarlane, CEO of BDC Partners and director of BDC Investments, sees his teams as extensions of the franchise and retail businesses they support, not just external advisors.
SIGNWAVE provides custom signage, graphic design, and visual communication for businesses of all sizes. Their services cover everything from initial design consultation through to installation and maintenance of banners, vehicle graphics, and digital displays.
Since partnering with BDC Investments, SIGNWAVE has expanded its headquarters operations team to better support franchisees, improved customer engagement, and strengthened its presence across Australia.
BDC’s involvement goes beyond funding. They’ve helped SIGNWAVE streamline operations, refine marketing strategies, and expand service capabilities. It’s a practical demonstration of how capital combined with operational experience can help a business grow.
BDC Investments is working to address the real challenges of small business growth and franchise scalability in Australia. Their longterm strategy involves:
• Finding high-potential businesses: Targeting emerging franchises with scalable models and clear growth paths
• Providing flexible capital: Offering funding structures that match the specific needs of franchise operations
• Improving operations: Helping with everything from supply chain management to marketing and talent
• Aligning interests: Building value for both investors and founders
The combination of these elements creates a model for sustainable success in a difficult market.
In a landscape where close to half of new businesses fail to reach profitability, BDC Investments Group offers something different for emerging franchises and retail businesses. Led by Jon Sully, the group brings together capital, operational experience, and strategic knowledge to help businesses grow and build lasting value.
The work with companies like SIGNWAVE shows how this approach works in practice— taking promising businesses and helping them develop into stable franchises with solid foundations and clear paths forward.
about bruce mcfarlane:
Bruce is the CEO of BDC Partners, a network of professional services firms dedicated to helping franchisors and retailers grow and scale their businesses.
With more than 30 years of experience in both law and business, he brings deep expertise in franchising, mergers & acquisitions and commercial law through specialist firm, BDC Law. Bruce works closely his former franchisor business partners as part of BDC Strategy, where they provide practical advisory services to emerging franchisors and retailers.
Bruce’s involvement in the franchise sector is broad and hands-on as he also serves as a director at Hattch, an innovative franchise lead generation platform, and is a franchisee, with his daughters, of Recovery Lab Mornington.
In addition, Bruce sits on the board of BDC Investments Group, where he plays a key role in sourcing, evaluating, and supporting investments in emerging and established franchise and retail brands.
With his strategic direction and oversight, the group has built a diverse portfolio that includes ComputerXplorers, Bubba Pizza, SIGNWAVE and House of Golf, each reflecting BDC’s focus on scalable growth and long-term value creation.
Finally, Bruce has been an elected member of the Franchise Council of Australia’s Victorian State Committee for 15 years and runs the Events Subcommittee.
For Australian entrepreneurs looking to franchise or scale retail operations, BDC Investments provides partnership, guidance, and practical support based on real experience. With BDC in their corner, emerging businesses get the tools they need to avoid common pitfalls and reach their potential. v
Franchising has become a prominent feature in Australian and New Zealand suburbs, with coffee vans at intersections, boutique fitness studios in retail areas, and eco-focused food operators replacing traditional fast-food outlets. While the industry continues to expand, not all franchises succeed.
Success often depends less on the brand or product and more on the individual managing the business.
Franchising is often seen as a safe way to start a business, offering an established system, a recognised brand, and proven processes. While this may seem like a shortcut to success, the reality is quite different. A franchise provides a framework, not a guarantee. Ultimately, success depends on how the operator leads, manages, and executes the business on a daily basis.
Consider the world of sport. Every team plays
under the same rulebook, yet performance varies dramatically. The difference lies in discipline, mindset, and leadership. Franchising is no different. Two franchisees may open identical stores, in comparable locations, under the same brand system, and still achieve completely different results.
Success is not replicated by a system alone. It is amplified by the character and consistency of the operator. Over the years, working with franchisees across various industries, I have found that the highest performers share a core set of traits that show up in daily habits, decisions, and standards. They shape how you lead, how you respond to challenges, and how you engage with customers.
Below are ten traits that repeatedly surface in franchisees who outperform their peers and why they matter more than ever in today’s market.
In an age of transparency, accountability defines credibility. Online reviews and social media give customers a voice, and that feedback can build or break a reputation overnight. The best operators take full
responsibility for every outcome. When sales drop, they ask what they can do differently. When a mistake occurs, they focus on improving training or clarity, rather than assigning blame. Ownership creates control, and control drives improvement.
Franchise systems are built for consistency, but consistency depends on discipline. Top performers follow the system meticulously, particularly early on, knowing that the playbook exists for a reason. They maintain standards even when no one is watching. Discipline is rarely exciting, but it is what converts potential into performance. In a competitive market, disciplined operators earn loyalty through predictable quality.
Every franchisee is a sales leader. Regardless of whether you operate a restaurant, service business, or retail outlet, your role is to generate revenue through connections. The strongest operators focus on daily sales activity, seeking new customers, creating repeat visits, and adding value with each interaction. Sales, done well, is not about
pressure. It is about solving problems, helping others, and building relationships that sustain growth.
The modern customer is buying an experience, not just a product. Transactional service is no longer enough. Successful franchisees design experiences that feel personal and memorable. They greet customers by name, remember preferences, and embed care into every detail. Over time, this obsession transforms one-time buyers into advocates who promote the business for free.
Recruitment and retention are among the toughest challenges facing franchisees today. Strong leadership is what keeps teams engaged. Great operators build cultures that attract and retain talent by developing their people, communicating a clear vision, and recognising effort. They coach as much as they manage. As the saying goes, culture eats strategy for breakfast, and in franchising, culture starts with the operator.
Markets shift quickly. Menu trends, technology, supply chains, and consumer preferences can all change within a matter of months. High-performing franchisees anticipate change, rather than resisting it. They learn fast, pivot when needed, and view disruptions as opportunities to improve systems. Adaptability is not about reacting to chaos but about staying ready for it.
Franchisees who integrate into their local communities gain something national marketing cannot buy, which is trust. Whether through sponsoring a school event, partnering with local businesses, or attending community markets, visibility matters. People support businesses that support their neighbourhoods. The most resilient operators become known not only for what they sell, but for the value they bring to their community.
Rising costs and tight margins make financial literacy a non-negotiable necessity. You do not need to be an accountant, but you do need to understand cash flow, labour ratios, and gross margins. The best operators regularly review numbers and use data to make informed, timely decisions. Knowing your numbers gives you the confidence to act early, not react late.
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.
info@tonymeredithcoaching.com.au https://tonymeredithcoaching.com.au/ https://www.linkedin.com/in/tony-meredith-coach/ https://www.facebook.com/tonymeredithcoaching
Training from the franchisor provides the foundation, but continuous learning builds the structure. Top performers seek feedback, coaching, and professional development beyond what is required. They stay curious, embrace new technologies, and view setbacks as lessons rather than failures. A growth mindset keeps a business moving forward even when the market slows.
Every franchise faces setbacks such as economic shifts, supply issues, labour shortages, or unexpected competition. Resilience determines who survives and who folds. The most successful operators maintain perspective when things go wrong and persist through fatigue and frustration. Resilience is about endurance, and that quiet decision to keep going when enthusiasm fades.
the constant behind the change
Trends in franchising will continue to evolve through eco-initiatives, digital ordering, and community-based marketing, but the traits that underpin success rarely change. Systems, technology, and brand awareness all help, but human qualities determine whether those tools are used effectively.
The brand sets the stage, and the system provides the structure, yet the operator decides the outcome. The everyday discipline to maintain standards, the mindset to learn and adapt, and the leadership to build teams and community are what sustain performance long after trends have shifted.
Ultimately, franchising success is not a matter of being in the right market at the right time. It is about bringing the right traits to the opportunity in front of you. Trends may attract attention, but behavioural traits create longevity. v
h ow d eBB ie n ielsen Built a successful
Business with t he c heesecaK e s hop!
For aspiring franchisees, taking the leap into business ownership can feel intimidating. It demands dedication, a willingness to learn and a healthy dose of courage. And Debbie Nielsen is no stranger to any of these.
When her husband and her spotted a “For Sale” sign outside The Cheesecake Shop in Hervey Bay, they had no baking skills, no business experience and no roadmap for what lay ahead. At the time, Debbie was working long hours as a cleaner in a busy nursing home, yet something about that little shop called to her and she made the bold decision to take the leap.
In August, Debbie was crowned ‘Culture Champion’ at The Cheesecake Shop’s annual Franchise Partner Conference Awards.
Today, Debbie is the proud owner of The Cheesecake Shop in Hervey Bay; a thriving, multi-award-winning business and local dessert staple in her community. She shares her journey of turning a leap of faith into a remarkable success story.
“Despite the name, taking over the store was anything but a piece of cake. I had to learn everything on the job: staying late to practice piping roses one shaky swirl at a time, mastering the ovens and poring over spreadsheets long after the doors had closed.”
“Over the past 23 years, I’ve grown not only as a baker but as a business owner, learning the ins and outs of running a successful franchise and turning my store into a topperforming location.”
“I still remember the first order coming in. I was so nervous I had to get my husband, Darren, to help bake it! Somehow, decorating the cakes felt even more nerve-racking than running the business itself. But over time, my baking and decorating skills have grown alongside my business skills, and that combination has helped me create a store I’m proud to run.”
“Along the way, my efforts have been recognised with awards including Queensland Franchise Award of the Year (2015), Queensland and National Franchise Award of the Year (2017), and Culture Champion Award (2025); milestones that
“ Over the past 23 years, I’ve grown not only as a baker but as a business owner, learning the ins and outs of running a successful franchise and turning my store into a topperforming location.”
reflect the hard work I’ve put in and the incredible support I’ve received from my team and the franchise network.”
“Giving back has always been central to my store and nothing has shown me the power of community quite like The Cheesecake Shop’s Make-A-Wish campaign for Quinn in 2024. From the moment we shared Quinn’s story, the people of Hervey Bay rallied around her. Some customers bought $30 cakes for $100, insisting the change go straight to Quinn’s wish, while others stopped by to donate even just a few dollars. By the end of the month, our store had received the largest donations nationwide.”
“Meeting Quinn in person with my daughter Ash was one of the most special moments of my journey. Seeing the joy on her face and realising how something as simple as a cupcake fundraiser could make such a difference, reminded me that the true success of a business lies in how much it can give back to the community that supports it.”
“Over the years our store has fundraised for countless charities, from the Australian Red Cross to Ronald McDonald House and Hip Dysplasia Australia. Watching the community come together reminds me that a business can be more than profits, it can be a force for good. That experience has taught me how important it is for business owners to truly get to know their community, because the support you give and receive can shape your business just as much as your daily operations.”
“ Meeting Quinn in person with my daughter Ash was one of the most special moments of my journey. Seeing the joy on her face and realising how something as simple as a cupcake fundraiser could make such a difference, reminded me that the true success of a business lies in how much it can give back to the community that supports it.”
“Having a strong franchise network made all the difference when I stepped into a business I’d never run before. The Cheesecake Shop team supported me every step of the way, from professional training and resources to guidance on baking, operations, and marketing. They also offer ongoing development opportunities and a comprehensive support network, including weekly newsletters, monthly webinars, biannual roadshows and an annual conference where franchise partners can connect with leadership, industry experts and fellow partners.”
“Their support gave me the confidence to tackle areas I have no experience in and helped me find my footing when everything felt overwhelming.”
“My advice to anyone starting out is simple: work hard, but don’t be afraid to ask for help. Leaning on your franchise network isn’t a sign of weakness, it's the secret ingredient for success.”
“Running a franchise takes grit, patience and a willingness to learn. But if you’re prepared to put in the work, it can be one of the most rewarding paths you’ll ever take. Lean on your franchise network, take calculated risks and never underestimate the value of building real connections with the people around you.”
Debbie n ielsen: Debbie Nielsen is the award-winning Franchise Partner of The Cheesecake Shop in Hervey Bay. Over the past 23 years, she has transformed her store into a top-performing franchise through dedication, resilience, and a strong commitment to her team and community. Debbie’s accolades include Franchisee of the Year (2017), Queensland Franchise Award of the Year (2015), and Culture Champion Award (2025). Beyond business, she is passionate about giving back, supporting causes like Make-A-Wish, the Red Cross, and Ronald McDonald House.
Your national brand is a proven asset, delivering recognition and establishing trust. Yet, to truly succeed in your local area, you need to be more than a sign at the front of your shop or the side of your van; you need to stand out as a local leader. This is where the power of personal branding steps in as the vital bridge, closing the chasm between the national franchise brand and the need for deep community connection.
When I was a kid growing up at the YMCA Camp, we had a classic swing bridge. It was made of wooden planks and metal cables, and while it only spanned a small creek, for most kids, crossing it felt
terrifying. They’d slowly step on and creep over it, clinging to the sides, eyes fixed on the shaky planks beneath their feet. But for us, the camp kids who lived there, we didn't just walk or run across it - we fearlessly rode our bikes over it!
We understood that the bridge, despite unnerving in its movement, was structurally sound. Once you committed to the flow and understood its rhythm, that initial fear transformed into exhilarating confidence.
Many franchisees approach building a personal brand with that same trepidation. They hide behind the franchise sign, banking on it like a corporate shield, believing that the brand will do the heavy lifting for them when it comes to delivering a strong marketing message.
Stepping out to become a local leader can feel frightening and shaky at first, but like the swing bridge, the initial fear can quickly give way to
a sense of flow once you tackle those first few steps, and the benefits of developing your personal brand are massive.
The key to unlocking this vital influence as a community leader, well known and trusted, is Finding Your Brand True North - a clear direction that ensures you are respected as a business leader in your local area.
Building this magnetic local profile is fundamentally about reaching your community and initiating a cascade of influence that makes you a key opinion leader, someone who is as trusted as the national brand you work under.
The Cascade of Influence concept is where one piece of advocacy generates two or more streams of influence. You only need a handful of other key opinion leaders in your area to become your best word of mouth referral stream to constantly fill your sales funnel. This creates a powerful referral network where recommendations cascade down to your target clients.
Here’s how to take the leap of faith, cross that bridge, and turn intention into influence so your business can attract more of those ideal clients and customers, and you can become the number 1 referred to provider in your area:
• Network with focus: Regularly attending local business and community events increases your chances to create connections with other business owners and leaders, customers, and potential partners. The goal is to build unwavering confidence and a sense of clarity and direction.
• Show up where it matters: Make regular appearances at local school, sports, or community events. Sponsor and support those that match most with your brand values - giving raffle prizes, donations, offering to host or MC, or even run the catering. Even if you’re not an extrovert, you can create team building exercises by simply getting involved. This positions you as an engaged and visible member of the brand, which helps to drive brand awareness and defines your business leadership.
• Find the food chain: Consider the life cycle of your ideal customer and what other services they use. Then cultivate connections with other service providers (accountants, real estate agents, landscapers, pool cleaners…anyone who provides a different service from you to the same audience) and insert yourself into the local 'food chain' so you are the obvious next step and your referral business is effortless.
l auren c lemett is a personal branding specialist and keynote speaker, helping franchise leaders and teams to stand out from the crowd with marketing that matters, creating a positive team culture, communicating effectively and becoming motivated and energised to lead. www.yourbrandtruenorth.com
“ When you have a clear message, a map to follow, and the direction and clarity provided by your personal values and motivations, you’re on your true north and you can cross any abyss to truly connect and engage with your community.”
• Lead with purpose: A clear sense of what you want to be known for gives you the direction and meaning required to cut through the noise of an overcrowded market. When you align your personal brand with the franchise brand, you’ll be more motivated to take consistent action to promote yourself and your business, with compelling marketing that fits, engages and connects with your community.
Embracing personal branding as a franchisee is about having the courage to take that first tentative step onto the swing bridge of selfpromotion.
When you have a clear message, a map to follow, and the direction and clarity provided by your personal values and motivations, you’re on your true north and you can cross any abyss to truly connect and engage with your community.
Take a moment to reflect on why you started in your own franchise business and the impact you want to have on the people you serve. How you want to be known and what you want to be respected for as a business leader. Decide now that it’s your responsibility to promote and market yourself if you want to become the go-to leader in your local area and achieve all of those goals you set when you started out on this entrepreneurial journey. v
Laura and Wes Fernando, the husband-and-wife duo behind Just Cuts Grafton and Armidale, have been recognised as the 2025 Just Cuts Franchisees of the Year at the Just Cuts Annual Conference, this year held in the Barossa Valley.
With Salons in every state of Australia, on both the North and South Islands of New Zealand and within the United Just Cuts is the largest hairdressing company from the Southern Hemisphere.
The prestigious Franchisee of the Year Award recognises outstanding leadership, business growth, and community impact across the Just Cuts network, making it the top honour for Salon Owners internationally.
Laura, who started her career as a stylist over 20 years ago before becoming a said stepping into salon ownership was a natural progression.
“We already knew the systems and the support structures, so when we took on Grafton in 2019 and Armidale in 2021, it was a seamless step,” said Laura. “The Just Cuts Academy and wider network gave us everything we needed to succeed.”
Wesley, a proud Gomeroi man also started another new business consultancy, Gombiz Solutions, in October 2023. Gombiz is a reference to the Gomeroi people, one of the four largest Indigenous nations in Australia. The business and is a 100% Indigenous Owned and managed Company which builds governance capability within organisations and individuals, and my specialisation is in working with NFPs and community organisations.
“Just Cuts gave me the stability to do what I really wanted to do,” said Wesley. “Gombiz builds governance capability within organisations and individuals, and my specialisation is in working with NFPs and community organisations.”
Wes said franchising offers the best of both worlds.
“The Just Cuts model gave us the opportunity to run our own local business backed by a strong brand, proven systems, and a supportive network,” Wes explained. “But real success comes when you pair that with a local approach - being present in the community, building trust with clients, and rolling up your sleeves on the Salon floor.”
He added that understanding the brand and its processes has been critical to their success.
“Like many new franchisees, it took us a little while to really grasp the power of the Just Cuts model,” said Wes. “But once we did, we saw firsthand how robust and resilient it is. Not a single Just Cuts salon closed during COVID - that speaks volumes about the strength of this system.”
Offering a no-appointment system, Just Cuts provides clients with affordable haircuts from fully qualified hairdressers.
Operating two Salons in regional NSW, the pair have embedded themselves deeply in their communities, supporting everything from charity raffles to iconic local events such as the Jacaranda Festival in Grafton and the Armidale Show.
“We’re never far from the floor, whether that’s chatting with clients or sweeping hair,”
said Wes. “At the end of the day, it’s about building trust and connection, and we’re so proud of the wonderful relationship we have with our local clients community and our incredible team.”
Just Cuts Armidale Team Leader, Lisa Deegan, was also named a Top 3 finalist for Team Leader of the Year for 2025.
Just Cuts CEO, Amber Manning, congratulated Laura and Wes on their well earned recognition.
“Laura and Wes are role models in our network and we congratulate them on being named our Franchisees of the Year for 2025. They understand the brand, support their teams, and go above and beyond for their Clients and community. Their success is a powerful example of the power of franchising,” Ms Manning said.
With renovation plans underway for both salons and future expansion on the horizon, Laura and Wes are optimistic about what lies ahead.
“We’ve built our business on a foundation of strong systems and strong people,” said Laura. “This award motivates us to keep growing and contributing to the Just Cuts story.” v
The most important thing I’ve learnt heading up Ferguson Plarre’s Bakehouses as CEO is that a great bakery is one that stands the test of time and is built on both trust and familiarity within its community. People love knowing their local baker, and many of our franchisees are serving the same families week after week.
Sustainability and longevity are paramount to how we do business, not only in the 125-plus years that Ferguson Plarre has been operating, but also in the relationships we forge with our franchisees. Every year we conduct a bi-annual franchisee survey, and the results consistently show that the number one reason people stay with us is the very reason they joined – that being they feel like part of our family. We don’t plough into expansion models for expansion’s sake; it is important to us to protect the quality of our product and brand, and to invest in carefully aligned franchisees for the long haul.
One of the key differences that sets us apart from other franchise opportunities is our unique 10-year franchise terms, allowing franchisees to build their business, repay their investment and generate a strong return without the pressure of clocking in and out of shorter contracts. The 10-year terms also provide clarity to banks and financial partners, who can see that Ferguson Plarre is backing the business over a long horizon — something that’s increasingly important when many shopping centre leases only allow for one term, which can make financing small businesses more difficult.
“ Most people who join Ferguson Plarre tell us they are looking for a business that is simple to run, right-sized, and focused on hospitality, but without the complexity of having to cook or bake themselves. They love that our model allows them to focus on the parts of the business they enjoy most, such as customer service, community connection and growing sales, while we take care of the baking in our central facility.”
We also know that, with family at the heart of our business, longer contract terms give our franchisees a better shot at truly solidifying themselves within their community and building relationships with locals as a reliable and respected bakery. For many of our franchisees, it’s this point of difference that makes them choose Ferguson Plarre to start their business ownership journey, and of course, our delicious cakes.
Most people who join Ferguson Plarre tell us they are looking for a business that is simple to run, right-sized, and focused on hospitality, but without the complexity of
having to cook or bake themselves. They love that our model allows them to focus on the parts of the business they enjoy most, such as customer service, community connection and growing sales, while we take care of the baking in our central facility. Franchisees tell us this is a huge relief: they can sell awardwinning cakes and pies without needing to employ pastry chefs or start work at 3am.
Joining a franchise offers many benefits in economies of scale that independent business owners often wouldn’t be able to afford or access. It also means that while our franchisees are in business for themselves, they never feel like they’re by themselves. Behind every franchisee is a team of specialists in leasing, training, business development, industrial relations, and technology.
When it comes to profitability, we know there’s strength in numbers. Our franchisees can benchmark their performance across the network and tap into shared knowledge about wage productivity, reducing wastage, and boosting sales. That network effect, combined with the guidance of our experienced support team, gives them tools to thrive in the long run that an independent operator simply wouldn’t have access to.
Franchisees can also tap into marketing and
PR activity that stretches from above-the-line advertising and social media to hyper-local activations and national media exposure when we’ve got a big story to tell. We’re constantly refining our systems and tools to provide the best outcomes to our franchisees in the long term, so they can focus on what great retailers do best: delivering outstanding service to their local community.
Ferguson Plarre has thrived for over a century because we’ve stayed true to the fundamentals of a great bakery business: customer obsession, uncompromising quality, and genuine service. We’ve weathered every economic cycle and consumer trend and built genuine ‘street cred’ in the Australian market. In a world where trends move fast — especially with social media driving customer expectations — our franchisees have the reassurance of knowing they’re backed by a forward-looking business that not only has stood the test of time but also has a clear eye on the next generation.
Our strong family legacy that lives on in each of our 80-plus bakehouses, combined with our unwavering focus on quality and measured approach to growth, is why Ferguson Plarre continues to be not just a surviving brand but a thriving one. v
For many, business is about more than success, it’s about making a difference. Few industries embody that dual opportunity quite like aged care, where a growing demand for quality home support meets the profound reward of changing lives every day.
For Senior Helpers Australia, that blend of purpose and performance has been at the heart of its mission since the beginning. The organisation has become one of the country’s most trusted names in home care, providing compassionate, professional support to seniors and people living with disabilities. Now, Senior Helpers is inviting more Australians to join the journey as franchise partners.
Established internationally in 2002, Senior Helpers has grown into a global leader in professional home care, operating across the United States, Canada, and Asia-Pacific. Since its Australian launch in 2011, the organisation has been on a mission to transform how Australians age with services designed to support clients in
living independently, safely, and happily at home. Now the Master Franchise Owners, Managing directors Kylie Hamilton and Jonathan Jeynes provide the support and training to aid other franchise owners to success all over Australia.
From chronic disease management and dementia care to disability support, companionship, and respite care, Senior Helpers delivers a broad range of services that meet people where they are, both physically and emotionally.
Managing Director Kylie Hamilton says the company’s growth has been driven by one core tenet: the human side of the business.
“Australia’s ageing population is growing rapidly, and most people want to stay in their homes for as long as possible,” Ms Hamilton says.
“Senior Helpers exists to make that possible, not just through professional, reliable care, but through a human connection that makes clients and families feel genuinely supported.”
For those seeking to build a meaningful business, that connection forms the foundation of the Senior Helpers franchise model.
“ Our role is to make sure every franchisee feels confident, connected, and capable, when they succeed, our clients benefit – and that’s what drives us.”
By 2050, one in five Australians will be aged over 65, according to the Australian Institute of Health and Welfare. This demographic shift, paired with new government reforms like the Support at Home Program launching in 2025, is reshaping how aged care services are funded, accessed, and delivered.
Home-based care is an expanding space, and Senior Helpers franchisees are positioned right at the centre of that growth.
“It’s a rare opportunity where doing good and doing well go hand in hand,” says Managing Director Jonathan Jeynes.
“We’re looking for franchisees who are business-savvy but also community-minded – people who want to build local connections and know that every day, their work makes a tangible difference.”
Senior Helpers provides each franchise partner with the operational framework, national brand recognition, and continuous training to build a sustainable business in their own community.
Senior Helpers franchisees don’t start from scratch. The company’s internationally developed care programs and systems provide an established foundation to operate with confidence from day one.
Among its programs are:
• Senior Gems®, a pioneering dementia care program developed in partnership with leading dementia care experts, which trains carers to understand and respond to the unique needs of clients living with Alzheimer’s and dementia.
• Parkinson’s Care, an evidence-based support program tailored to individuals living with Parkinson’s disease, helping to improve mobility, independence, and wellbeing.
These programs, combined with continuous training opportunities, empower franchisees and their teams to deliver exceptional care while maintaining high clinical and ethical standards.
Senior Helpers’ dedication to supporting franchisees includes guidance across all facets of the business. Each franchise also benefits from national advertising campaigns, digital marketing support, and operational mentorship to help them grow within their local market.
“Our role is to make sure every franchisee feels confident, connected, and capable,” Ms Hamilton says.
“When they succeed, our clients benefit – and that’s what drives us.”
While many join Senior Helpers for its robust business model, most stay for something deeper. The franchise attracts people who are drawn to helping others, whether they have prior experience in healthcare or are looking for a purposeful career change.
Franchise owners also report high personal satisfaction, knowing their work helps people continue to find joy in life.
With more than a decade of experience in Australia and two decades internationally, the brand’s commitment to quality and compassion remains unwavering.
Every franchise opened means more people cared for, more families supported, and more communities strengthened.
Senior Helpers is currently welcoming expressions of interest from franchisees across Australia, particularly in regions where demand for in-home support is high.
Franchisees receive comprehensive onboarding, staff training, and ongoing business mentoring as well as the support of a national network united by a shared mission to help Australians live well at home.
It’s an opportunity to own a business that delivers both profit and purpose.
To learn more about franchise opportunities with Senior Helpers Australia, visit www.seniorhelpers.com.au/ franchise
In most relatively mature retail systems, the question is asked – “How far apart should I open our stores?”
While there is no one single correct answer, you can come up with logic to assist in this area.
Customers normally prefer to shop locally rather than far away, subject to what you are purchasing for practical reasons such as drive time and fitting into a busy schedule. If you are buying milk or bread, you would probably buy it close to home, especially if it was a separate trip to make that purchase.
If you are buying furniture you will possibly go to a homemaker centre, and while prepared to travel further than for the milk and bread, you probably will head to one within 10 kms of where you live, rather than drive right across Sydney or Melbourne.
There was a large piece of work done many years ago called Huff’s law of shopper attraction, and the simple version is:
• A shopping centre or retailer has a mass that attract people to it.
• The closer you live, the more the attraction will be.
• Other shopping centres / retailers compete to “pull” you to them instead.
• Think of the laws of gravity from your schooldays, and hopefully retail gravity modelling makes sense to you?
Large shopping centres in Australia like Chadstone,
Marion and Bondi Junction are like the Sun or Jupiter. Smaller shopping centres are more like Mars, Venus or the Earth.
I rather think of it in terms of the Volcano theory, where the closer to the volcano you live, the more pull it has. If we think in terms of customers per 1,000 population, you expect to have the highest penetration near the centre of the volcano, and this reduces the further away you are.
“ I rather think of it in terms of the Volcano theory, where the closer to the volcano you live, the more pull it has. If we think in terms of customers per 1,000 population, you expect to have the highest penetration near the centre of the volcano, and this reduces the further away you are.”
We can look at our customer database and try and identify a reasonable trade area where the customers come from, and our normal assessment is the trade area is the polygon (or circle if you want to keep it simplistic), that attracts 60 – 80% of your customers. The balance we see as Transient customers, who come for other reasons (maybe they work nearby), or they are just literally driving past.
1. Understand in simple terms how far you feel is a reasonable trade area for the customers who are going to purchase from you.
2. Look to see where other stores from the franchise system are located, and does this leave you a sufficient Trade Area that you can expect to operate within.
3. If the product is something you walk down to buy – milk, bread, lottery tickets, the trade area will be quite tight – say 3 kms.
4. If it is something less impulse and more of a destination, it will be medium distance – eg, QSR probably 4 – 5 kms.
5. If more of a destination, then the trade area will be larger eg Furniture (in Homemaker centres) probably have a trade area around 8 – 10 kms.
6. If the area is high population density, then the trade area will be less (inner suburbs), compared to outer metro suburbs. Think of average driving speeds as a way of looking at this.
eter Buckingham is the Managing Director of Spectrum Analysis Australia Pty Ltd, a Geodemographic and statistical consultancy. Peter is both a Certified Management Consultant (CMC) and a Certified Franchise Executive (CFE).
o contact peter email peterb@spectrumanalysis.com.au or call on (03) 98300077 or 0411 604921.
7. If you have access to the customer database of some of your Franchisees (or company operated stores), or you can ask them to allow you to map it, you can see what is a realistic trade area for your products.
8. Undertake some reasonable long term retail location planning, to set up logical trade areas of sufficient size to not compromise your franchisees.
9. Be aware of the population or business numbers required for a franchisee to survive, and try and make future marketing areas consistent.
Just remember that most successful large franchise operations undertake Franchise Network Planning as part of the long term vision for the business. If you are joining a Franchise System, ask these type of questions as part of your due diligence.
As you should know there are no specific franchising laws in New Zealand but there are laws which protect franchising. Those are the Fair Trading Act 1986, the Commerce Act 1986 and the Contract and Commercial law Act 2017. Those Acts focus, in particular, on misrepresentations and restrictive trade practices including anti-competitive behaviour.
The latest Survey in 2024 showed that there are at least 546 franchise systems which on a per capita basis makes New Zealand the most franchised country in the world. The results showed that the sector’s revenue has risen by NZ$10.4 billion to NZ$47.4 billion which is equivalent to 11% of New Zealand’s GDP. The adoption of modern technologies including AI is becoming essential, with 72% of the respondents either using or planning to implement AI.
stewart g ermann founded Stewart Germann Law o ffice (SGL) in 1993 as a boutique law firm at Auckland, New Zealand, specialising in franchising, licensing and business law.
Stewart has over 40 years’ experience in franchising law and acts for franchisors in New Zealand, Australia, uSA and the uK. SGL also acts for franchisees and provides legal advice. Stewart has spoken at franchising conferences in New Zealand, Australia, Italy, South Korea and uSA and he was on the Board of the Supplier Forum of the International Franchise Association (“IFA”) for 6 years until March 2007. email: stewart@germann.co.nz | web: www.germann.co.nz
The Franchise Association of New Zealand (FANZ) which was formed in 1996 has many members who must abide by the Code of Practice and Ethics. This combined Code became mandatory from 1 December 2024 and before then, there were two separate Codes.
The Code of the FANZ covers standards of conduct and ethics, continuing compliance, a mandatory requirement for all franchise agreements to require observance of the Code, document compliance checks, coolingoff, dispute resolution, certification, affiliate members and disclosure documents.
As you would expect, the disclosure document must contain details of the franchisor and its directors, including experience; details of any bankruptcies, receiverships or liquidations; details of criminal, civil or administrative proceedings within the last five years; a summary of the main particulars and features of franchise; a list of components making up the franchise purchase; details of any financial requirements by the franchisor and the franchisee; and other information as listed in the Code.
Franchising in New Zealand covers goods
and services in many areas including general retail, leisure and education, business and commercial, food and beverage, health and fitness, computer and technology, home and building services.
Almost all franchise agreements contain noncompete clauses whereby a franchisee who is either terminated for default before the end of the term or leaves the system voluntarily is bound by a restraint of trade which means that the franchisee cannot compete with the franchisor in a similar business for a period of time and within a designated area. If the non-compete clause is unreasonable then the court can interfere and, most helpfully, section 83 of the Contract and Commercial Law Act 2017 states as follows:
“83
(1) The court may, if a provision of a contract constitutes an unreasonable restraint of trade,—
(a) delete the provision and give effect to the contract as amended; or
(b) modify the provision so that, at the time the contract was entered into, the provision as modified would have been reasonable, and give effect to the contract as modified; or
(c) decline to enforce the contract if
the deletion or modification of the provision would so alter the bargain between the parties that it would be unreasonable to allow the contract to stand.
(2) The court may modify a provision even if the modification cannot be effected by deleting words from the provision.”
The ability of the courts to modify excessive restraints is constrained by the principle that terms that could never have been considered reasonable will not be modified, for to do so would be contrary to the public interest. This is the doctrine of restraints that are in terrorem, which translates into contracts that terrorise a contracting party.
Like Australia, we also have unfair contract terms and unconscionable conduct although both have not yet been tested in the courts. In conclusion, it is essential in franchising for both parties to obtain independent legal advice, especially a prospective franchisee going into an existing franchise system. New Zealand is very attractive for franchising and many systems from Australia have entered the market. International franchising is thriving and we have systems arriving from USA, Canada, the United Kingdom, as well as Australia. v
