ISSUE 54 EDITION 2 2018

Evolving for growth Continuous improvement keeps Hog’s ahead of the game

Better compliance the key to better The FCA makes its franchising inquiry recommendations

Going global Franchises share their international expansion strategies

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2018 Franchise Council.indd 1 15/5/18 3:35 pm Contents 2 A message from the CEO 39 Hog’s diversifies and evolves By Mary Aldred, CEO, Franchise to ensure ongoing growth Council of Australia An interview with Hog’s Australia’s Steakhouse CEO, Ross Worth 5 Better compliance is the key to better franchising 44 Franchise expansion: the Key points from the FCA’s franchising issues to be managed inquiry submission By Alicia Hill, Principal, and Raynia Theodore, Principal, MST Lawyers 8 Making change easier to build better businesses 48 Framing the franchise An Amcal and Guardian pharmacy partnership at Specsavers network case study by Charles Hornor, Director of Communications, Specsavers Pty Ltd 8 14 Going global: franchises share their international 52 Supporting you and your expansion strategies franchisees: the Fair Work Three franchise systems share their Ombudsman’s Small Business strategies for overseas expansion Showcase Article provided by the 19 Ignite your brand with Fair Work Ombudsman transformational franchise engagement 55 A picture is worth a By Dustin Hansen CFE, CEO, thousand words InXpress Americas By Peter Buckingham, CFE Managing Director, Spectrum 25 Identifying and overcoming Analysis Australia Pty Ltd barriers to growth. How do you rate? 58 Upcoming FCA Events By Brian Keen, founder and CEO, A calendar of upcoming 14 Franchise Simply member events

29 Climbing the mountain: the 59 Unlocking the value of your importance of systemising professional network franchise growth Four successful women in By Lee Trevena, CEO, LeaseEagle franchising share their tips

32 Full steam ahead for Single Touch Payroll By John Shepherd, Assistant Commissioner, Australian Taxation Office

35 Touching distance from Single Touch Payroll A Q&A with MYOB’s resident Single 48 Touch Payroll expert, David Wilson

PUBLISHER EDITORIAL CONTENT ENQUIRIES DISCLAIMER The Franchise Council of Australia Kim Coverdale, Franchise Council of Australia The views expressed in this journal do not necessarily ABN 17 002 789 988 T 1300 669 030 reflect the views or policies of the FCA. Publication PO Box 2195, Malvern East VIC 3145 E [email protected] of advertisements for products or services does not indicate endorsement by the FCA. The responsibility T 1300 669 030 for accuracy of information is that of the individual + 61 (0) 3 9508 0899 ADVERTISING ENQUIRIES F contributors, and neither the publisher or editors can Peter White, Franchise Council of Australia E [email protected] accept responsibility for the accuracy of information that W www.franchise.org.au T 1300 669 030 is supplied by others. Readers should make their own E [email protected] inquiries in making any decisions, and, where necessary, DESIGN AND LAYOUT seek professional advice. PerryCallan GENERAL INFORMATION 387 Tooronga Road, All material is published at the discretion of the COPYRIGHT East Hawthorn VIC 3123 FCA. Editorial contributions, advertising bookings © 2018 Franchise Council of Australia. All rights reserved. T 03 9822 9629 and artwork deadline information is available by Reproduction in whole or in part without written W perrycallan.com.au contacting the FCA on 1300 669 030. permission is strictly prohibited.

thefranchisereview | 1 A message from the CEO By Mary Aldred, CEO, Franchise Council of Australia

After six weeks in the There are three key priorities for me Inquiry into the operation early in the role. These are: and effectiveness of the role, I’d like to thank the • Close engagement with FCA members. Franchising Code of Conduct It is critically important that the FCA is FCA’s membership for Developing the FCA’s submission to the reflective, responsive and representative parliamentary inquiry into the operation being so welcoming of our members in our advocacy on and effectiveness of the Franchising Code behalf of the sector, and the services and to me and for their of Conduct (the Code) has been a key support that we offer members. support and assistance focus of my early activities. I am grateful • Raising a positive profile of the sector. to many of our members and stakeholders in helping me to quickly Not withstanding the current challenges who took up the FCA’s invitation to we face, there are so many more good provide us with feedback, no matter how identify key issues to things that franchising offers nearly half brief or comprehensive, in preparing this our sector. a million Australians. I’m committed submission. I appreciate the time you to ensuring that the sector is seen in provided to assist with this important task. this light by the community and our A feature of the FCA’s submission government stakeholders. is the need to improve compliance and • Providing strong advocacy on enforcement measures of the Franchising behalf of FCA members. This means Code of Conduct and provide better constructively engaging with all sides of resourcing of information and education government and opposition, so that all for the sector. This is founded on the core levels of state and federal government principle that to properly address any are informed about the franchising wrongdoings in the sector, there needs to sector, understand the good work that is be better compliance, not more regulation. taking place, and reflect positive policy Where there have been incidences of outcomes as a result. wrongdoing, these are already in breach of regulation (the Code) and legislation. Introducing more regulation will not fix this. Better resourcing regulators and focusing on enforcement of compliance will address these areas.

2 | thefranchisereview INGREDIENTS FOR

successYourPeople YourTeam YourPotential

“Whether it’s providing education and professional growth at the NFC, or in our engagement with government on key sector issues, you can be sure the FCA exists for our members.” 14-16 OCTOBER 2018

Better compliance is key to a healthier National Franchise To find out more about the NFC18 and more prosperous franchising sector Convention 2018 program and to purchase your tickets, in Australia. In saying this, it is critical visit nationalfranchiseconvention.org.au The National Franchise Convention that any regulatory amendments strike Whether it’s providing education and (NFC), which will this year be held in the right balance between a rules- professional growth at the NFC, or in our Melbourne from 14-16 October, remains the based system which imposes significant engagement with government on key pre-eminent event for franchisors, head additional compliance burdens and the sector issues, you can be sure the FCA office staff and franchisees to obtain the rights of individual businesses to operate exists for our members. Ensuring the FCA most up-to-date information on issues freely in a market that creates jobs, continues to deliver value for members affecting the sector, build networks and consumer choice and shareholder wealth so that they are prepared and resourced solidify knowledge of core franchising through competition, innovation and to meet transformational challenges and topics. entrepreneurship. opportunities presenting to the sector will There is no doubt the sector is More details about the FCA’s inquiry be the highest priorities for me moving currently facing challenges both within the submission can be found on pages 5 & 6. forward. marketplace and reputationally, but in spite The FCA’s work in relation to the inquiry As CEO of the FCA, I am privileged of these headwinds - and in some cases is by no means complete. The FCA has to represent the interests of thousands perhaps because of them - franchisors asked for the opportunity to participate of people in our sector who take the are innovating and building strong and in Senate committee hearings and looks chance every day to give someone else profitable networks. forward to the opportunity of expanding a job. Australia’s economic future relies NFC is the place people come to on our submission and speaking on behalf on a strong and thriving franchise sector, share and hear these stories, whether of the sector. This will provide a captive and I look forward to working with you to as part of the formal program or in audience for the FCA to present the views deliver that. n conversation at one of the many social and aspirations of our members and and networking events. It is also the speak to the present set of challenges and place where franchise and business opportunities facing the sector. leaders reveal invaluable insights into the With the inquiry due to deliver its philosophies that have taken them to findings at the end of September, we will, the top. For a sneak preview of what’s in of course, be keeping members up-to- store at NFC, be sure to read the article date with the FCA’s activities and any key by NFC18 keynote and CEO of InXpress developments in this regard. Americas, Dustin Hansen CFE on pages 19 & 20.

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29/09/2016 9:08 AM Key points from the FCA’s franchising inquiry submission Enforcing compliance of existing regulation, rather than adding Better new regulation, was the key message the Franchise Council of compliance Australia delivered in its submission to the is the key Parliamentary inquiry into the operations and effectiveness of the to better Franchising Code of Conduct (the Code). In its submission to the Parliamentary franchising inquiry, the Franchise Council of Australia (FCA) said examples of poor franchising experiences would most certainly be reduced by greater compliance and enforcement, supported by a stronger compliance culture across the sector. The FCA’s key recommendations Recommendations made to the inquiry by the FCA for improving better regulatory compliance and enforcement outcomes within the sector, included: • Making additional funding available to the Australian Competition and Consumer Commission (ACCC) and other allied agencies to support better enforcement of the Code and more efficient responses to small business concerns about any alleged lack of compliance;

thefranchisereview | 5 “A franchisor’s first customer is their franchisees. Publicised examples show what can happen if other imperatives or priorities creep into the franchise relationship. This is where a strong compliance and enforcement setting is incredibly important to respect and protect this business model.”

• Encouraging the ACCC to use its Ensuring compliance and wealth through competition, innovation powers to issue fines and infringement highlighting best practice and entrepreneurship. notices, conduct random audits and take “A failure to do this, or an overly heavy- “No one is keener to understand the Court actions more frequently, where handed and unnecessary regulation, will causes of reported episodes of poor there is systemic evidence of non- jeopardise jobs, risk thousands of small franchising experience than the FCA,” FCA compliance; businesses and hurt consumers. CEO Mary Aldred said. • Ensuring more franchisees use and “The issue is not that the existing “Australia has a very substantial and follow the existing Code process by: regulatory framework does not prescribe successful franchised economy, supported - Allocating funding to educational protective measures. Rather, it is that in by one of the most comprehensive initiatives that ensure prospective a number of reported cases, the Code and effective franchising regulatory franchisees are aware of the protections has simply not being adhered to and, systems in the world. In our experience available to them, the benefits of when breached, not always enforced. the overwhelming majority of franchise obtaining advice, their due diligence Ensuring regulators such as the ACCC businesses uphold the highest standards obligations and available guidance are adequately resourced to collect in their own businesses. While franchised resources data, provide guidance on best practice, businesses enjoy improved prospects of - Streamlining the Code’s disclosure investigate claims of wrongdoing and, success and profitability compared to documentation, providing more where necessary, take enforcement action independent, standalone businesses, they focused information about the risks and must be a key focus of this inquiry. still compete in a dynamic and challenging opportunities, rewards and obligations “The inquiry has an opportunity to marketplace. of a prospective franchise business make significant inroads on all of these “We acknowledge that there are investment, in a format that is easier for fronts,” Mary added. examples of poor commercial outcomes franchisees and their advisors to use within franchising that appear to arise not - Translating the Code’s Information Franchising inquiry – only from market pressures, but a number Statement into multiple languages to next steps of reported cases appear to suggest that cater for the fact that around 70 per the Franchising Code of Conduct has been Over the course of the inquiry, the FCA cent of small business owners are breached and where available dispute will remain focussed on constructively migrants; and mechanisms have not been accessed. engaging with the parliamentary inquiry • Mandating the requirement for a “Stronger compliance with the Code, process, ensuring the many positive franchisee to obtain competent legal and active enforcement and highlighting best outcomes that franchising delivers business advice unless the franchisee practice should be key areas of attention are heard, and that the impact of any satisfies a specific exemption – for for the inquiry. regulatory changes proposed are properly example as an existing franchisee, a “A franchisor's first customer is their understood by those who propose them. sophisticated investor, or the investment franchisees. Publicised examples show The FCA has asked for the opportunity level of the franchised business is below what can happen if other imperatives to participate in Senate committee say $60,000 – before making the or priorities creep into the franchise hearings and looks forward to expanding significant personal and commercial relationship. This is where a strong on our submission and speaking on behalf decision to invest in a franchise business compliance and enforcement setting of the sector. This will provide a captive opportunity. is incredibly important to respect and audience for the FCA to present the views protect this business model. and aspirations of our members and “However, it is equally important that speak to the present set of challenges and any regulatory changes strike the right opportunities facing the sector. balance between a ‘rules-based system’ The Parliamentary Joint Committee and the rights of individual businesses to on Corporations and Financial Services is operate freely in a market that creates due to deliver its report by 30 September n jobs, consumer choice and shareholder 2018.

6 | thefranchisereview thefranchisereview | 7 Making change easier to build better businesses By Vanessa Lontos, B Pharm (Hons) Dispensary Learning and Development Specialist (LEAPP Coach), Amcal and Guardian; David Preston, B Pharm, National Dispensary Operations Manager Amcal and Guardian; and Nick Hughes, National Central Operations Manager, Amcal and Guardian.

For a franchisor to claim and hold a market position for their brand requires consistency in the individual businesses across a network, and responsiveness to this position by their customers.

Claiming a position in a competitive customers and in this case, a person’s The case for challenging a and disrupted market can be a complex health, as the participating business in this service model process. However, brand consistency instance is a pharmacy. In the Australian pharmacy landscape, can be achieved through supporting After implementing a program to significant disruption continues to impact behavioral changes, creating cultural shifts deliver a shift in customer experience, his individual pharmacy business owners and achieving measurable performance patient’s family have dropped back into (noting that to own a pharmacy you outcomes of individual business units the pharmacy. They have thanked him must be a pharmacist). This disruption across the franchise network. for his special care and reflected on the has occurred in the form of significant Imagine you’re undertaking a positive impact this interaction has had for competition from discount price models, significant change initiative across your their husband and dad. regulatory reform, price disclosure and network and one evening a lengthy email It’s a beautiful story and reassures the rapidly shifting habits of the digitally lands into your inbox from one of your you that you are on track, but there is still savvy consumer. To navigate these participating franchisees. such a long, long way to go to reach the challenges required a change in franchisor They’ve sat down to write to you remaining members of your network – initiatives and a clear and sustainable shift and let you know about your program’s especially when that network comprises in the pharmacy service model that is impact. The franchisee writes about one Australia’s largest retail pharmacy stimulated and supported by an expert the effect on himself, his business and footprints and passionate franchisor field team. specifically the impact on one of his

8 | thefranchisereview “It is essential when rolling out in any change process across a franchise network, to understand that while there is a requirement for network consistency, each individual operator and their team will have their own needs that require support.”

LEAPP pharmacists working with Professional Support Pharmacist Ali Rodger to build skills in patient engagement through role play

Pharmacists are traditionally involved in performance measures to determine the a range of different sized businesses the technical processing of a prescription outcomes of the program in its infancy was critical to the buy-in by individual and given that tradition is a powerful force, were hugely beneficial. As Tony Robbins franchisees. The pilot program allowed any shift in this behavior could potentially once said, “Success leaves clues”, and the evidence to be built that this service model be met with resistance, overwhelming and pilot program provided a quick insight into was possible and influenced business concerning franchisees. what specific behavioural changes can performance in a positive way. Against this background, in mid-2016 lead to success. Mission critical behaviors Sigma Healthcare undertook the piloting and actions were quickly identified, and Supporting the ongoing case of a Dispensary Excellence Program with a these formed the keys to unlocking service for change group of member franchisees in the Amcal model potential and sustainability. The pilot program led to the broader, and Guardian Pharmacy networks. This A passionate field team with expertise, successful launch of the Dispensary program set the foundation to challenge who also provided coaching and Excellence Program, now known as that historic model and deliver a shift mentoring was critical to the program’s the LEAPP program, in March 2017. in patient experience by enabling the success. Assembling a team to implement Throughout 2017, close to one third of pharmacist to be out from behind their the vision required finding a dedicated the network took up the challenge to dispensary counter to interact with their group who worked not only with each implement this shift in their pharmacies. customers, build relationships and provide other but for each other, and for its However, it is not only the shift in a personalised service to their patients members. When a team works for each culture within the individual business units As a franchisor we learned a number of other, their combined effort becomes that requires support and an evidence things about delivering that change, and the fuel to create change and build base for continued pursuit of change. have seen some excellent outcomes for momentum. There is also the need to continually work patients and member franchisees. Understanding each member’s internally within your franchisor business individual needs, while being very to connect the franchisor team with the Where it began, the pilot and authentic and honest about our learnings, change that is occurring in each business assembling a team helped create an environment of ‘have a unit, or within the participating group of The beginning of any change process go and see what happens’. The need not franchisees. begins with a vision that activates and to be perfect but rather to focus on action Sometimes this is as simple as a inspires you and your team. For many, it before feeling totally ready, facilitated the hallway conversation and being prepared begins with an individual and can often change process and fast-tracked many with the snapshot of progress to share, be possible in a single business but franchisees to success. and sometimes it means that when the harnessing this energy and transferring It is essential when rolling out in franchisor team gathers together for a it across a network of more than 300 any change process across a franchise Town Hall style update, you need to step pharmacies requires a whole team network, to understand that while there up front and deliver a progress report. approach. The key is to find people who is a requirement for network consistency, Don’t leave your team guessing how have leadership qualities, are passionate each individual operator and their team progress is going. Keep the metrics, the and importantly willing to navigate a new will have their own needs that require testimonials and great customer outcomes pathway or approach. support. in their faces when it comes to your Piloting and mapping the correct Developing a change program that internal messaging. can be reproducible and successful across

thefranchisereview | 9 So you think you have this When can you declare change initiative covered, success? but what do your member According to organisational change franchisees really think? expert John Kotter, success is declared Change is tiring and the energy within when changes stick and the team culture the individual business teams needs to be doesn’t drag you back to the old ways of considered. Feedback loops were built doing things. In the case of our world of and staged throughout the program, with pharmacy, it’s when you are able to deliver Net Promoter Score ratings sought at the service model with each patient, not the end of training sessions, to ensure we just when it’s quiet, but with each and were aware of the process, progress and every customer, each and every time. impact for our members. This allowed At a recent network gathering, the continued focus on how we could simplify franchisee who wrote us that original “Assembling a team to the change process, upskill efficiently and email, provided a positive update on their harness the energy within the team in progress. So the benefit of this shift in implement the vision such a way that member franchisees and customer experience continues. required finding a their teams felt part of the program and, The LEAPP program is providing the dedicated group who importantly, contributed to its success. systems, processes and, importantly, From this feedback, we learnt that behaviors to engage customers in a way worked not only with there can be a feeling of isolation among that continues to influence their health each other but for each outcomes. As an organisation we have individual business owners/units even other, and for its members. though they are part of a network and learnt that to stay ahead in our market, franchise group. So the field team support the behaviours, the feedback loops, the When a team works for and structure of the program was critical expertise and enthusiasm of the field team, each other, their combined to its success. We developed the program and evolving systems and processes need to include reference site-visits (for some constant focus. Collectively, our member effort becomes the fuel to aspirational benchmarking), closed online franchisees continue to be passionate create change and build community forums, webinars and regular about their patients, teams, businesses and momentum.” team visits to the pharmacies (no matter their brand. where they are!) for one-to-one support. When the change program was This was critical to building connections implemented, we asked member with and between the members. franchisees to take a leap into the This connection and sense of unknown. By providing the support and community demonstrated commitment to engagement structures to enable them the each other’s and the brand’s success to make a significant cultural change and and many of the participants have since shift the customer experience, franchisees become the advocates for the change and franchisor alike have reaped the program and the results it has delivered. rewards of a collaborative and evidence- based approach that is shifting the The LEAPP program has now moved The first “LEAPP Essentials Masterclass” n into its second year, with the majority of paradigm across the network. with participants from Victoria, Tasmania, the network now actively pursuing the New South Wales and Queensland and program. the Sigma LEAPP team.

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thefranchisereview | 11 SPONSORED ARTICLE

BOOST’S BOOMING EVOLUTION

Already known as the number one of Boost’s success. Coupled with creative, cheeky marketing smoothie and bar in Australia, campaigns, the recipe has resulted in year on year success and there are no signs of Boost slowing down! is continuing to expand Currently established in 18 countries, Boost Juice has their ‘Love Life’ ethos across the world. increased their world-wide presence by most recently launching in in late 2017 and in Bangladesh In 2004, Founder and resident Shark on Channel Ten’s in early 2018. The entry into the New Zealand market was Shark Tank, Janine Allis, saw an opportunity to take the a fruitful one, with three stores already trading across Boost Juice brand internationally by opening the first store Auckland, Wellington and Dunedin, with aggressive outside of Australia. Partnering with passionate and like- expansion plans for 2018 already underway. Customers in minded master franchise partners, the platform for growth New Zealand have welcomed Boost Juice with open arms, internationally has only continued to flourish as more brand their Facebook pages has already over 11,000 Facebook awareness is spread across the globe. The vision was simple likes in a matter of months. According to Boost International for Boost Juice, it was to do retail differently, a value that is General Manager Clare Morrison, “the launch of Boost still at the heart of the brand and recognised in every Boost Juice in New Zealand has been extremely well received… Juice store globally. The brand is based on so much more many customers are already familiar with the brand from than just a great product. Customer service that turns heads visiting Australia and thrilled they don’t have to travel 3000 and puts smiles on the faces of its customers is at the core kilometres to get their favourite smoothie!”

12 | thefranchisereview our customers know and love. Listening and understanding each market is what sets Boost Juice apart from other BOOST’S brands when it comes to our approach to international development.” With exciting plans already underway with three new countries (including new countries in Asia and the Middle BOOMING East) slated to open by the end of 2018, the Boost Juice International Team are busier than ever. In addition to new country launches, our established master franchise partners are continuing to grow their regions. in particular now has more than 80 EVOLUTION stores and both company owned and sub-franchised. Ms Morrison says, “we continue to provide our current international master franchise partners with ongoing support and guidance to further grow their network. As their regions continue to grow, so does their need for larger more established support networks and investment into infrastructure, such as supply chain and reporting mechanisms. The potential for further growth in already established countries is really exciting’. Early 2018 saw Boost Juice open its 208th International Over the years within Australia, Boost Juice have store in Dhaka, Bangladesh. The menu offers many of the become well known for their strong presence in shopping same popular smoothies and that the loyal Boost centre locations. This expansion strategy has allowed for a Juice customer knows and loves, as well as providing local 95 per cent brand awareness in their first five years. Now area favorites including a turmeric infused smoothie. As that Boost Juice have a loyal following, it’s opened up the well as tailoring the menu, the Boost Juice Bangladesh store opportunity to bring the convenience of smoothies and showcases a new design, with a patio that can seat up to juices to customers, by making Boost Juice more accessible. 30 people, which appeals to the dining culture amongst New locations and business models are on the horizon the locals. Trading hours are adapted to the region as juices with Boost Juice Drive Thru’s and Mobeels (Boost Juice and smoothies are viewed as more of a dessert, often being Food Trucks) franchising across Australia in the coming enjoyed as a late-night treat. months. A concentrated effort on finding the right sites has While Boost Juice tackles each marketplace differently, always been a key focus. Boost Juice Managing Director the essence of the brand remains the same; this has always Claire Lauber says, “it’s never been about rapid growth just been a strong focus when entering into a new market. to increase store presence, we pride ourselves on finding Boost Juice’s Franchise Development Manager, Sally premium sites for our franchise partners so they are set for Nathan says, “each country has slight variations in how the success from the onset”. Boost Juice’s evolution is fruitful brand is positioned and Boost has responded to this with and with further growth and innovation underway, Boost sensitivity while ensuring we do not compromise on what Juice have no plans of slowing down.

thefranchisereview | 13 Going global: franchises share their international expansion strategies

The Franchise Review asked the leaders of three franchise systems to share the strategies behind their expansion into overseas markets and the best piece of advice they would give to other franchisors looking to take their brands overseas.

14 | thefranchisereview No cutting corners as Just Cuts enters UK market

With 28 years of franchising experience under its belt, hairdressing network Just Cuts is now operating salons in Australia, New Zealand and, most recently, the . General Manager, Just Cuts Franchising, Amber expansion and what are your future plans (FCA): if you are looking to establish as for growing Just Cuts in the UK? a franchisor you have all the tools and Turnbull, told The Franchise AT: The UK is where our CEO and resources available to you. Review about how this founder started his first five salons, so it TFR: What’s the most important piece established brand has has always been a goal to get back to of advice you would give to a franchisor the UK. The UK is a great market for us looking to expand internationally? managed its expansion as we have seen many Australian brands AT: Use your networks. I have been both in Australia and succeed in the UK. And of course, you very fortunate being part of the FCA’s overseas. can’t get your hair cut online just yet. Chief Executive Syndicate and leveraging TFR: Your expansion into the UK off their contacts and experience in the The Franchise Review (TFR): Can you market was through a kiosk model rather UK market. Research your market and share the recent growth and expansion than the traditional Just Cuts salon. Can factor the snowy conditions into your of Just Cuts both within Australia and you explain what the kiosk model is and business plan! internationally? why you selected this model, rather than Amber Turnbull, General Manager, the model you’ve traditionally operated in “The UK is where our CEO Just Cuts Franchising (AT): We have Australia for your expansion? a goal to increase our brand presence AT: Yes, this was intentional to pilot and founder started his across the Australian, New Zealand and our processes in an international market. first five salons, so it has UK markets. Our clients are looking For example, can we get fully qualified always been a goal to get for convenience and some of our best hairdressers or is there a shortage of performing salons are in regional areas. hairdressers? Who are our suppliers? back to the UK. The UK is We have achieved significant growth Can we get the tools we need, or do we a great market for us as we through multi-salon franchise ownership, need to ship from Australia? We also have seen many Australian so our focus is to grow with our network needed to establish relationships with of franchisees; our technology assists us accountants, solicitors and the British brands succeed in the UK.” to focus on unit level economics. Just Franchise Association. Cuts is also expanding with our own TFR: What were the main challenges exclusive brand JUSTICE Professional. for Just Cuts when expanding into the UK Over the years, we’ve listened to the market and how did you overcome them? requests of our clients who asked for AT: Obviously distance, however hair products they could use at home to technology has been able to bridge maintain the Style Cuts cuts they received this gap. We can monitor our salon in our salons. We drew on our network of performance live with our technology. 3500 stylists for advice on what products Austrade have been a great assistance they would like to use in salons to service to set up bank accounts etc in a foreign our 100,000-plus clients each week and country. It was unfortunate that you JUSTICE Professional was born and has cannot be a member of the British been growing ever since. Franchise Association until you have TFR: You opened your first UK site been operating in the UK for more than in January of this year. Why did the UK 12 months. I think that is the great thing appeal as a location for international about the Franchise Council of Australia

thefranchisereview | 15 “We have a very audacious goal to donate one billion meals by the year 2025 and all our growth, particularly our entry into the US market, is underpinned by that goal.”

Zambrero plates up in the USA

Growth is being served up at and this Mexican franchise’s mission to help tackle world hunger through its Plate 4 Plate program has most recently resulted in the opening of its first two in the United States of America. Bianca Azzopardi, General Manager of Zambrero, explained their expansion plans.

TFR: Can you share the recent growth would be suitable for Zambrero’s USA market? and expansion of Zambrero both within expansion? BA: In every market we enter, we Australia and internationally? BA: There are two core pillars in our roll out the same program and use the Bianca Azzopardi, General Manager, brand. The first is the healthy nature same partner for meal distribution. The Zambrero (BA): We’ve recently had of our food. The other core pillar is our program is very much in our restaurant significant growth both in Australia and humanitarian values, which is embedded in design. For instance, in every single one internationally. In Australia we continue our Plate 4 Plate program where for every of our restaurants we have a Plate 4 Plate to open approximately 30 restaurants a burrito or bowl we sell we donate a meal counter which tracks the amount of meals year and we’ll meet that target again this to someone in need. that we’ve donated to date. We have that year. This year was an important milestone Those two core pillars are connected to in both of our US locations. for us because we made our entry into two trends we’re seeing in the market right It’s also important that every team the United States of America, launching now both in Australia and globally in the member that comes on board has two restaurants in March - one in Harvard US. They are the rise of consumers who knowledge of our Plate 4 Plate program Square and in Warwick, Rhode Island. In want to have a healthy food option and and a value set that is in line with our brand. addition to that we continue to see growth also consumers who are really looking to TFR: What’s the most important piece both in New Zealand and in Ireland, which use their purchasing power for the greater of advice you would give to a franchisor are our other two international markets. good. What we’re seeing in the US is an looking to expand internationally? We have a very audacious goal to upsurge of brands with similar values to BA: Ensure there’s product-market donate one billion meals by the year 2025 ours and that’s what we believe is really fit before you enter into that market. and all our growth, particularly our entry going to make us a success in the US. Remember that at the end of the day, into the US market, is underpinned by that TFR: Your ‘Plate 4 Plate’ initiative your customers are the lifeblood of the goal. is well known in Australia. How are business. TFR: Why did you believe the USA you planning to translate this into the

16 | thefranchisereview TFR: Have you needed to adjust the business offering to India’s market compared with your Australian offering? If so, what changes have you made and why? NM: India has a mature fitness industry and one that is experiencing aggressive year on year growth. Despite this, we conducted extensive competitor and market research both remotely and on the ground. It was very important for us to have a solid understanding of where the industry has come from, where it sits now and what scope it has for the future. We discovered that certain changes would be needed in the model for us to enter the market. There were expectations which has seen two franchises already around services such as saunas, an India fits the open and a third scheduled to open in increased focus on group exercise and May 2018. also consideration that a 24-hour business bill for gym TFR: You recently became the first needs to be staffed 24 hours a day and a Australian 24-hour gym chain to expand reliance on access control systems alone at franchise’s into the Indian market. Why did you certain times of day and night would not select India as an expansion territory, and be possible. expansion what are your future plans for growing TFR: How did you select your master the brand in India? franchisees for India and what support will NM: We conducted a considerable your Australian head office be providing With consumer demand amount of research on the Indian fitness to your master franchisees in India? for flexible, 24-hour and franchising sectors. This enabled us NM: We have separated India into to substantiate our belief that there was six master franchise territories and are gym access continuing a great opportunity to enter the market currently marketing these both in India unabated in recent there. Our research gave us confidence and domestically. Our first sold master times, Plus Fitness has that our high-end aesthetic fit outs and franchise territory is ‘India West’ with equipment offering and great customer the master franchisees being existing experienced sustained service, supported by a mid-range price domestic franchisees with two franchises growth within its Australian position would see us experience solid located in Adelaide, . growth at a consumer level. Pleasingly, franchise network over the This gave us a great advantage in terms this is something that we are already of their understanding of our model and past seven years. While experiencing. operating systems. Added to this is the growth and interest remain In developing the master franchise fact that they originate from the west of model, we focused heavily on ensuring India, which has assisted us all in getting strong with Australia, that not only were there well-balanced this first master franchise operation up and in addition Plus Fitness returns at each level but also that our running. In saying this, the whole process has now opened its first support systems could be replicated to has not been without it’s challenges. ensure success for the local franchisees. However, with a lot of combined hard franchises in India. Plus Adding in a master franchise tier work, passion and persistence it is great to Fitness Franchisor, Nigel required us to plan and prepare a master see us collectively reach the stage that we Miller, discussed the franchisee training and development have already. program along with ensuring manageable TFR: What’s the most important piece franchise’s expansion plans. systems were in place to provide the of advice you would give to a franchisor required level of support. TFR: Can you share the recent growth looking to expand internationally? and expansion of Plus Fitness both within NM: Do your homework, and then do Australia and internationally? it again! There are so many aspects to Nigel Miller, Franchisor, Plus Fitness consider when conducting due diligence (NM): Since 2011, we have opened 180 on a foreign market that go way beyond Plus Fitness franchises across Australia those which are required domestically. and New Zealand and we continue to Considerations must be given to open a new club on average, every 21 everything from financial modelling days. We have another 85 franchise at each level to local legal compliance territories sold and in various stages and tax implications to ensuring your of development and continue to sell a offering fits the market, how you will find franchise territory a week on average and franchisee investors to how you to market with no signs of this continued interest your product, what changes you will need slowing down. to make to meet consumer demand to From an international perspective, we ensuring consistency of product and have recently sold our first International brand will be achieved and maintained...the master franchise license in ‘India West’ list goes on! n

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kwikkopy.com.au Ignite your brand with transformational franchise engagement By Dustin Hansen CFE, CEO, InXpress Americas

After starting out as a franchisee and rising to the role of CEO of InXpress Americas before his 30th birthday, Dustin Hansen has a unique understanding of the value that a collaborative relationship between a franchisor and its franchisees can deliver to a brand. Here, Dustin shares his practical insights into engaging franchisees and helping them to increase brand value.

Franchising provides an excellent to join the corporate office of InXpress, 2 Franchisees are the environment for people of any age group and at the age of 29, I assumed the source of a brand’s best to develop a variety of business skills. reigns as CEO. My franchising journey intellectual talent. At 23 years old, I suddenly felt the seed has been filled with priceless lessons, the of small business ownership start to most valuable of which has been how to Franchisees know the business inside grow. I was introduced to the concept engage franchisees in a transformational and out, and many are subject matter of franchising. It instantly resonated with way to drive brand value. experts in a certain business skill from me that I could be in business for myself Let’s start first with two basic principles: previous work experience. A franchisor’s but not by myself, and that I could use ability to tap into that knowledge and someone’s brand to build my own small 1 Franchisors do not have experience is extremely valuable. business. unlimited resources. The key idea here is to utilise the Through a lot of hard work, Franchisor leadership teams are being available resource of powerful intellectual persistence, and unwavering commitment, asked to do more with less. This can capital to reduce ratios and drive my franchise was consistently one of strain and compromise key areas, performance. A brand can collaborate and the top 10 largest and fastest growing such as franchisee-to-field consultant engage their franchisees at a higher level franchises in the InXpress network. A or prospects-to-development than they have realized previously. But few years later, I had the opportunity director ratios. before doing so, two things must happen:

thefranchisereview | 19 “My franchising journey has been filled with priceless lessons, the most valuable of which has been how to engage franchisees in a transformational way to drive brand value.”

1 Build connection and of performance we expected. Like most Kody singed eight new franchises into the trust between franchisor companies, our resources were limited. InXpress network. executives and franchisees. We started first by building connection In addition, prior to 2016 our average and trust with our franchisees. Secondly, unit volume or same store sales grew This is simple: franchisor executives we taught franchisees about franchising less than 10 per cent year over year. Since must get to know franchisees during all of our planned meetings and implementing this program the average personally, find commonalties, and events. Once connection, trust, and unit volume growth has been more than invest the energy to make it genuine. increased franchise knowledge had been 20 per cent year over year. Tom Morris’ established, we asked for franchisees help. group of five franchisees collectively have 2 Teach franchisees Two early volunteers were Kody grown at more than 30 per cent year over franchising. Slade and Tom Morris. Kody volunteered year. Franchisees’ know their businesses to help with franchise development in All of this has increased the InXpress inside and out, but they often do not recruiting new franchisees. Kody came brand value, evidenced by franchise units know much about the franchising into our corporate office for three days selling at a resell multiple 40 per cent model. They may not know what brand to be trained on the InXpress discovery higher than two years ago. value means, how to affect it, and process. Kody was provided tools and So, what’s stopping you from making why it’s important to them. They may to meet his assigned InXpress corporate a transformational change in your brand not understand the interdependent support person. Kody then set aside five within limited resources by tapping relationship of franchisors and hours a week to fill his corporate role of into the powerful intellectual capital franchisees. They must be taught. Development Director. We began to send of your franchisees? Lay the ground Kody new franchise leads up until he work of connection, trust and increased With this understanding and reached his maximum ratio capacity. Kody franchise knowledge, and then watch foundation, a franchisor is in a position takes the franchise candidate through your organisation ignite. n to ask their franchisees for help. But each discovery step, and then hands them help with what? Here is where it gets back to the InXpress corporate support transformational. Ask franchisees to person to finalise the approval process fill corporate roles on a less than part and sign the franchise agreement. The time, independent contractor basis. The story is the same for Tom Morris but franchisee would still be full time in their acting as a field consultant. Tom was given business, and their own business would five franchisees to coach and support, be their first priority. But they would touching base with each franchise weekly, carve out a few hours each week to fill a and holding a formal business review corporate role, such as a field consultant each month. or a development director. The franchisor Instantly we lowered ratios, utilised would provide the necessary training, powerful intellectual talent, effectively tools, and support people to assist the drove results, and increased brand value. Dustin Hansen will be sharing franchisee partner to fulfil their assigned Just how effective has this been? Prior more of his knowledge in a corporate role. to 2016, we were opening less than 10 new keynote address at the FCA’s 2018 Let me demonstrate how this would franchise units a year. Since implementing National Franchise Convention in work. At InXpress in 2016, we were this program, we have averaged more Melbourne from 14-16 October. sick and tired of getting subpar results. than 40 new franchise unit openings a To find out more, visit www. The executive team was challenged to year (none multi-unit). On his own, in nationalfranchiseconvention.org.au transform the business to reach the level one year investing just five hours a week,

20 | thefranchisereview Drum Atweme , Alice Springs Aerial view of Alice Springs Convention Centre & Crowne Plaza Alice Springs Lasseters

SEIT Outback Australia - CULTURAL DIVERSE Uluru Fork & View Allow our ancient Aboriginal Sophisticated convention culture to complement your centres, hotels and resorts, program through story- luxury wilderness lodges, telling, art, activities and corporate retreats and entertainment. Engage, extraordinary off-site venues interact, learn and consider – the NT has it all across our Ooraminna Homestead, the option to leave a lasting three key destinations of Alice Springs CSR legacy. Darwin, Alice Springs and Uluru. INSPIRING CONNECTED Maruku Arts, Uluru For conferences and incentives, The NT is a leader in the health, the NT has “wow factor” with agribusiness, land management, spectacular landscapes, venues, mining, renewable energy, activities and experiences which education and defence sectors. ensure not only long-lasting Connect with expert speakers, memories but also delivers experience off-site technical

Crocosaurus Cove, Darwin successful business outcomes tours and attract local NT for your event. support.

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thefranchisereview | 21 SPONSORED ARTICLE

The Northern Territory Convention Bureau (NTCB) understands the Darwin Waterfront, it offers spectacular views over Darwin Harbour and importance of getting your annual franchise conference right. It is an unrivalled comprises multi-purpose event spaces, with the largest catering for up to 1200 opportunity to reward your hardworking franchisees, recognise and celebrate delegates. Darwin’s accommodation portfolio offers over 4,200 rooms ranging their successes and provide the tools and information that will ensure across hotels, motels, apartments and beachside resorts. franchisees continue to thrive. THE OUTBACK SPIRIT OF ALICE SPRINGS In short, your annual franchise conference needs to be both memorable and The pioneering history of Alice Springs means it is a destination where a valuable for your franchisees. As a franchisor, you need the organisation to be resourceful spirit prevails. Iconic Australian community organisations such as straightforward and the event to run smoothly and seamlessly. the Royal Flying Doctor Service and the School of the Air provide scope for off- The Northern Territory offers all this and more, so let us take you on a journey site educational tours as well as social program options. Activities such as hot of discovery of the unparalleled attractions and support on offer when you air ballooning over the desert or a mini Henley-on-Todd Regatta in the town’s choose the NT for your next franchise conference. dry river bed provide unforgettable experiences. Off-site venues such as the THE NT “WOW” FACTOR historic Alice Springs Telegraph Station and The Quarry provide a true taste of The diversity of NT experiences for delegates, either as part of their conference the Territory for offsite conference dinners and events. social program or as pre and post touring options, are simply amazing. Choose The purpose-built Alice Springs Convention Centre has a versatile suite of from three distinct conference destination options in Darwin, Alice Springs and event spaces suitable for up to 1200 delegates. The Centre, which is equipped Uluru, all offering dedicated meeting and convention centre facilities. with contemporary audio-visual technology including free delegate Wi-Fi, is located at the foot of the MacDonnell Ranges and is adjacent to Crowne Plaza CITY LIGHTS AND SIGHTS IN DARWIN Alice Springs Lasseters. A range of other smaller hotel and resort venues are Darwin offers shopping, dining, cultural, historic and nature-based experiences, located within close proximity, with the city-wide accommodation portfolio as well as a myriad of ways to explore its spectacular harbour. City attractions offering more than 1,500 rooms appropriate for conferences. such as Crocosaurus Cove provide impressive function venues and iconic Top End experiences such as the Mindil Beach Sunset Markets are a must-do for HEART OF THE RED CENTRE - ULURU (AYERS ROCK) conference groups. The city also provides a portal to Australia’s largest national The Uluru (Ayers Rock) landscape is dominated by the massive rock monolith park, the World Heritage-listed Kakadu, where abundant wildlife, stunning and the equally spectacular Kata Tjuta (The Olgas). Located in the World pristine landscapes and exclusive wilderness lodges and retreats, as well as Heritage-listed UIuru-Kata Tjuta National Park, these massive rock formations exciting touring and activities await, just a few hours away. The Darwin Convention Centre is an award-winning world class venue in the tropical harbour city of Darwin. Located in the beautiful surrounds of the

World-class conference venues, unique cultural experiences, pristine wilderness and iconic outback landscapes combine to make the Northern Territory a destination of choice for astute franchisors looking for their next franchise conference location. Northern Territory An inspiring conference and event destination

22 | thefranchisereview are rightly regarded as natural wonders of the world. As a sacred Aboriginal site, with the recent launch of the Northern Territory Business Events Support Fund there are many opportunities at Uluru for fascinating cultural interaction. The (NTBESF), which offers financial assistance of A$100 per delegate for eligible spectacular light installation at Uluru, ‘Field of Light’ will be available for viewing conferences at the consideration or bidding stage. at Uluru until 31 December 2020. Companies such as Uluru Camel Tours deliver Further information, eligibility criteria and relevant application forms can be memorable camel rides across the desert for conference groups as well as found on the NT Convention Bureau website at http://ntconventions.com.au/ providing an impressive al fresco conference dinner venue. en/why-the-nt/event-support. Voyages Ayers Rock Resort is located at Uluru in the very heart of Australia and provides a variety of accommodation options including the premium Sails in the Desert Hotel. The Resort is managed by Voyages Indigenous TESTIMONIALS Tourism Australia and owned by the Indigenous Land Corporation. The resort’s “We chose Darwin because it was a different destination dedicated conference facility, known as Uluru Meeting Place, includes a ballroom to those we usually go to,” said Narellan Pools Group seating 420 people, which can be sub-divided into smaller meeting spaces. Chief Operating Officer, Peter Baily. “We loved the There is also a second ballroom that seats more than 300 guests. chance to do an indigenous experience with our team HELPING FRANCHISE SYSTEMS WITH CONFERENCES and we were really well looked after by our venue and The NTCB has positioned itself as the ultimate concierge for franchise Tourism NT.” conference planners, providing innovative and comprehensive services. The Narellan Pools Group - The Narellan Pools Group held their annual NTCB represents all operators and suppliers in the Northern Territory who conference for approximately 90 franchisees in Darwin in 2016 at the provide products and services for conferences and events. The bureau can Hilton Darwin. provide introductions to hundreds of suppliers Territory-wide including those in the three key conference destinations of Darwin, Alice Springs and Uluru. “The highlight of the Alice Springs Conference was the The bureau can also enable cross-Government, business and industry access night at the Telegraph Station,” said Think Water National providing scope for support and a range of expert local NT conference speakers. Support Office Operations Manager, Phil Best. “Great Franchise conference planners considering Australia’s Northern Territory for atmosphere and history, well worth travelling to the their next business event have been given even more reason to consider the NT, centre of Australia - our delegates couldn’t stop talking about it!” Think Water - Think Water, the Australasian network of independently- owned water services businesses, held its milestone 10th National Think Water Conference in Alice Springs in August 2017 for 130 attendees.

For further information on meetings, conventions and incentives in Australia’s Northern Territory, visit www.ntconventions.com The Northern Territory Convention Bureau (NTCB) is an NT Government non-membership organisation which provides the key to unlocking a successful business event in the NT. Its concierge level of service is independent and impartial, designed to connect event planners and delegates to the many surprising and ingenious perspectives of the NT. Through the NTCB, unparalleled personal access is provided to destinations, venues and facilitators of meetings, incentives, conferences Northern Territory and exhibitions in the NT. An inspiring conference and event destination

thefranchisereview | 23

Identifying and overcoming barriers to growth How do you rate? By Brian Keen, Founder and CEO, Franchise Simply

Over 35 years in the franchise Issue 1 of 2018) illustrated this point so industry, watching many new and very well when they replaced their traditional experienced groups succeed and fail, my marketing tools with improved social own among them, I’d say the commercial media and online marketing. The results barriers to growth in a franchise network brought everyone on board with pride and boil down to four things: increased the value of everyone’s assets. • Your product over time The lesson here is – know your KPIs. • Your people and the money Know how your target market is changing • Service first always and what your franchisees are actually • Systemise and delegate doing matched against the market’s needs. Collect and understand data from So, how do your rate in the four key your own digital sources and stories from points I believe franchisors need to look your franchisees and change as required. out for when establishing and running a Otherwise you will come up against franchise group to ensure its growth in the barriers to growth. long term? Get the people/money The wrong product for balance right the time YOUR SCORE /10 YOUR SCORE /10 We all know franchise 101 means your Know your customer and keep your franchisees give you money in return for brand aligned. Then keep an eye on the use of your intellectual property in your market in perpetuity so you stay the brand, your systems and the support relevant, contemporary and ahead of the services you provide. We also all know competition. there needs to be enough money so both It’s easy to dismiss this as being franchisor and franchisees are happily obvious. This is business 101 and you profitable and can focus on probably know your current business is delivering great service. working and your known target market is on board and loves your product. But – is this enough? Are the times changing and maybe your franchisees are making the change without you? You are responsible for the brand and marketing for everyone’s business in your network so you really need to know what is going on to keep the money rolling in. Hire A Hubby (The Franchise Review,

thefranchisereview | 25 R

HR SOLUTIONS FOR THE

“Above all, give your FRANCHISE SECTOR franchisee customers the same brilliant service you expect them to give their customers.”

What this means is budgets and The question is – do you in turn provide put together, easy to use, hyperlinked so cashflows with fees, royalties, expenses your customers – your franchisees – great all modern business software is connected and profits for each tier need to be worked service too? and it is easy to travel to the right place out at the beginning in association with Don’t let hubris get in the way. Listen for the answer to that question. This the demographics of your specific target to what is going on around you and make means your systems in today’s digital market and territory size. sure both you and your support team are environment need to be cloud-based What’s often missed is that you also able to hear and show you have heard. I across all media formats. have to get the people/money balance agree you will be making decisions which And to give your group a foundation right around the likely personality of your will not always be liked by one or all of for growth, your systems need to be prospective franchisees. your franchisees. But you must make these relevant, secure and easy to use and As franchisors or successful decisions in an environment where you all your support, induction and training business people, we tend to have an know what is going on and the impact you should be focused on heading here first. entrepreneurial personality, happy to pick will have. up the phone to make that marketing Without your great service, your To conclude call and keep an eye on cashflow and franchisees will not thrive nor your group Structure your franchise right to meet budgets. The trouble is, so many sectors grow. With profound impact on the value the needs of your target market and the HR Central provides Human Resource solutions to the of the franchise industry are asking of everyone’s business! personality of your franchisees. Make sure franchisees to deliver a caring and your budgets and cashflows for every level Franchise sector, Australia-wide. supportive service – the health industry The foundation of a work in the long term. Make sure systems is a case in point – and people who will great franchise is a great are in place for both your franchisee As the HR Partner of the Franchise Council of Australia, we understand the world of franchising and provide deliver your service with the care you interrelated franchisor/ businesses and your franchisor business tailored support and guidance for anything HR related at all levels of a franchise network. want are so often really not able to look franchisee system so everything is fair to all, looks the same, after their marketing or books. If the YOUR SCORE /10 feels the same and operates the same. network is to be successful, you have And make sure this system is kept up to Our model is a combination of software and HR Specialist support and advice and we work with your business Franchisor operations are rarely to take on these tasks and adjust your date as the market changes around you. to help you manage your network/team effi ciently and cost-eff ectively. documented budgets accordingly. Above all give your franchisee I’m amazed even the biggest franchise So, it’s not that simple. You need to customers the same brilliant service you brands initially take the greatest care in understand personality to get the money expect them to give their customers. preparing the operations manuals for their right. And if you don’t rate 10s in each case, The key areas of support that HR Central can off er your business are: franchisees, but completely forget to write In today’s rapidly changing world, you’ve work to do – immediately. n their own. the money/people balance needs to be • Award and Enterprise Agreements (including wages, conditions and entitlements) watched and adjusted continually. Get it How then, can their support staff know wrong and either your franchisees will not how to consistently deliver that brilliant • Contracts and Position Descriptions customer service to your franchisees? be profitable and happy or you will not be • Policies and Procedures to ensure your staff are aware of how you run your business and expected behaviours able to fund the support they need in the To grow the network, you need to systemise your franchisor business too. long term or both. Brian Keen is the founder and • Record keeping and pay slip delivery I am also amazed even the biggest No growth in these circumstances. CEO of Franchise Simply, a brands tell me they simply cannot get • General HR Consulting such as recruitment, training and dispute resolution. disruptive consultancy to the their franchisees to use their operations Provide your franchisees with franchise sector and the developer manuals. The reason – manuals are difficult Our approach is to work with any Franchise Head Offi ce to develop relevant HR documentation and systems brilliant service of FranchiseSimplySYSTEM, to use, not kept up to date, not relevant tailored to the network. We then help roll it out to all Franchisees to ensure consistency across sites and teams, YOUR SCORE /10 franchising’s cloud-based systems to the job being done on the floor…the list solution. Brian works internationally compliancy with HR legislation, less staff turnover, increased performance and importantly minimisation of risk The customer service industry has goes on. and is available at brian@ to brand, reputation and pocket. it right, great service is a foundation of The E-Myth tells us, to delegate franchisesimply.com.au or learn more growth and I am sure you will be teaching successfully so everything looks, feels and at FranchiseSimplySYSTEM.com.au your franchisees to give your customers works the same, you need systems and and FranchiseSimply.com.au great service. procedures. Systems need to be simple to 1300 717 721 | www.hrcentral.com.au | [email protected] 26 | thefranchisereview

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HR SOLUTIONS FOR THE FRANCHISE SECTOR

HR Central provides Human Resource solutions to the Franchise sector, Australia-wide.

As the HR Partner of the Franchise Council of Australia, we understand the world of franchising and provide tailored support and guidance for anything HR related at all levels of a franchise network.

Our model is a combination of software and HR Specialist support and advice and we work with your business to help you manage your network/team effi ciently and cost-eff ectively.

The key areas of support that HR Central can off er your business are: • Award and Enterprise Agreements (including wages, conditions and entitlements) • Contracts and Position Descriptions • Policies and Procedures to ensure your staff are aware of how you run your business and expected behaviours • Record keeping and pay slip delivery • General HR Consulting such as recruitment, training and dispute resolution. Our approach is to work with any Franchise Head Offi ce to develop relevant HR documentation and systems tailored to the network. We then help roll it out to all Franchisees to ensure consistency across sites and teams, compliancy with HR legislation, less staff turnover, increased performance and importantly minimisation of risk to brand, reputation and pocket.

1300 717 721 | www.hrcentral.com.au | [email protected] thefranchisereview | 27

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28 | thefranchisereview Climbing the mountain: the importance of systemising franchise growth By Lee Trevena, CEO, LeaseEagle

Expansion is one of the most challenging and exciting initiatives that a business owner will ever undertake. In many ways, it’s the fundamental premise of franchising. It says: this business system is good enough to be repeated over and over and others will want it.

Retailing and franchising are also milestones and achievements just become ground-up business models. Where one greater, grander or more important. territory becomes two, becomes ten, Whilst the rewards, and let’s face it, the becomes fifty and so on. It’s generally fun, is in the growing, this is also where the franchise brands that have grown the pain usually lies. Bigger operations from humble beginnings to national or mean new suppliers, more regulation, international leaders that we all admire and more people, more risks and more overall are striving to emulate. complexity. This is of course normal and The stories of Colonel Harland Sanders necessary but it’s also usually where those and Ray Kroc are stuff of legend as they that don’t make it fall over. The faster charted a path from the precipice of failure and larger the expansion, the greater the to effective world domination. Just as likelihood that problems will arise. impressive and rewarding are our own Having seen and worked with dozens national champions who’ve also started of franchisors for more than 20 years, from scratch and grown into industry icons I have witnessed some of the most like Boost Juice, Grill’d, Baker’s Delight and successful roll-outs, as well as been . exposed to many of the not-so-successful. “Everyone wants to live There are still many more franchisors Apart from a great product, a committed on top of the mountain, who are currently on that journey, founder and good people, the common converting their first site into a franchise features of those that have succeeded but all the happiness operation, opening their first store is the presence of a clear strategy, calm and growth occurs while interstate or their 50th site nationally. The execution and the ability to assess and expansion journey never really ends; the adapt when needed. you’re climbing it.”

thefranchisereview | 29 And in every case, underpinning these factors is an organised and information rich business. One that is in control of itself and the information it relies on daily and beyond. By its very nature, franchising is a business system - repeatable, reliable and responsible. Generally everything in store or in the system is planned, documented and measured to achieve this. Holding true to the core values of franchising, your expansion should be too. Systemise your execution, just like you systemise your brand. Bring the same expertise and careful execution to your growth as you would to the formation of your franchise system. Identifying your best locations for expansion is not overly hard, agreed. However, tracking all opportunities in those locations or determining which is your next best site is never as straightforward as it may seem. And it often becomes harder the bigger you get, until and only if you reach that point of “crossing the chasm”. But even, and especially, at that point you need to have a proven, reliable and efficient way of evaluating and ultimately executing at that location, and your information systems will be the centrepiece of achieving that. Market data, internal performance benchmarks, domain expertise, legal and regulatory compliance, recruitment and only assists with your business strategy “Regardless of the project management, along with effective and execution but will also help to protect collaboration and risk mitigation systems you and your business from many of quality, knowledge and for your team, will help to ensure that your the risks associated with growth and commitment of each expansion is done right and is sustainable expansion. wonderful individual for the future of your brand. And finally, if you want to get better Importantly, in expanding your at expanding your franchise business, in your business, there franchise system, you should also be you must be in a position to learn what is no replacement for works and what doesn’t. Being able to protecting your potential downside. efficient processes.” While exciting and potentially very benchmark and track performance is key rewarding, expanding your business can to being able to develop this learning. create many risks that you should be Profile of location, contractual terms mitigating against for the future of the and key performance metrics are vital to system. As you introduce new partners understand in achieving this. into the franchise, assess new locations Regardless of the quality, knowledge and are continually stress tested as and commitment of each wonderful you grow, it is exactly the time when individual in your business, there is no mistakes can be made. replacement for efficient processes. Your So again, ensuring that you have team will be empowered by the ability to complete and accurate records as well as measure, assess and better the business effective processes and systemisation is throughout each phase of expansion. And crucial, and something that you may not always remember the words of American understand the need for until it’s too late. journalist Andy Rooney: “Everyone wants Having your business information and to live on top of the mountain, but all the systems managed correctly from the very happiness and growth occurs while you’re early days of your franchise business not climbing it.” n

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1300 887 609 [email protected] Full steam ahead for Single Touch Payroll Single Touch Payroll (STP) is a new way of reporting that applies to employers who had 20 or more employees on their payroll on 1 April 2018. It will streamline the way tax and super obligations are reported to the Australian Taxation Office (ATO). From 1 July 2018, many franchises will be required to change the way they report tax and payroll information to the ATO. John Shepherd Assistant Commissioner ATO (above), offers a brief outline of the changes and where to find more information.

32 | thefranchisereview Under STP, you will report tax and Complete and correct payroll super information to the ATO from your information payroll software each time you pay your One thing every business will need to employees. This includes your employees’ do before reporting through STP is ensure salaries and wages, pay as you go (PAYG) their payroll information is complete and withholding and super information. correct. Whether you already have your Now is the time to get ready STP-enabled software or have been granted a deferral, checking the basics are There are steps you can take to get correct is the first step to a smooth STP ready, depending on your payroll set-up. transition . More detailed technical guidance If you haven’t already, ask your software is available on our website. or other payroll provider what you need Before starting to report through STP to do to get ready. Similarly, if you use ensure your employee information such a registered tax or BAS agent to report as names, addresses and tax file numbers your payroll for you, ask if they can report (TFNs) are correct. You should also check through STP and if so, when they can start. that employees are being paid correctly Some payroll software and other and their super is being correctly calculated. providers, including agents, have asked If you intend to use a registered agent us for more time to finalise their STP or payroll bureau to report STP, you will solutions. If your provider is not ready to need to work with them to ensure the report, ask if they have a deferred start appropriate authorisations are set up with date for your product from the ATO. You the ATO. should also make sure that, if they do have a deferred start date, it applies to you. Benefits for employers and Deferred start dates and employees exemptions In the longer term, STP will give many employers and employees more visibility of If you won’t be ready to start STP their overall tax and super position at any reporting from 1 July 2018 or by your given time. software provider’s deferred start date, One of the benefits of STP is ensuring you’ll need to ask the ATO for more there’s a more level playing field, in which time to get ready by applying for an all employers provide the same information employer deferral. when they report their payroll information If you have a deferred start date to us each payday. You also won’t have through your payroll provider, or have been to provide payment summaries to your granted an employer deferral by the ATO, employees for the information you report it’s important to know that you still need through STP. Further, from 2019, certain to get ready. You need to start reporting information will be pre-filled into your through STP by your deferred start date. activity statement (for small and medium Ask your provider for the details of their withholders). product or solution and its requirements. For employees, there will be greater day- Under certain circumstances, there to-day transparency regarding payment of are exemptions for STP reporting. If you entitlements such as super and their PAYG have short term peaks of employees due withholding status. Employees will be able to seasonal events that pushed you over to check this information directly through the 20 or more employee mark, you may their myGov accounts. be exempt. If you had fewer than 20 employees for A year of transition and at least 10 out of the 12 months prior to 1 collaboration April 2018, and you expect to have fewer than 20 employees for at least 10 out of We appreciate that at first, getting ready the 12 months after 1 April 2018, you won’t for STP may not be a simple process. While need to start STP reporting this year. we’re remaining firm on the 1 July start date, You can self-assess this exemption we are committed to a transitional year to – and there’s no need to report it to the support both providers and employers to ATO. You should, however, keep a record make the transition successfully. In general, of your decision. penalties won’t be issued in this first year, For employers with 19 or fewer and you’ll have the opportunity to correct employees, the transition to STP is the information you report to us. scheduled for a year later, from 1 July 2019. Find out more at ato.gov.au/stp, to access This is subject to the passage of legislation a range of resources including a fact through parliament. sheet, checklist and technical guidance. n

thefranchisereview | 33 New data privacy laws are here. Are you prepared?

New data privacy legislation came into e ect on the 22nd February 2018. If your business collects and stores personal information about your clients you need to ensure you have the right processes and protection in place.

To fi nd out more about the new legislation and cyber insurance coverage please contact Aon.

Steven Taylor 03 9211 3405 aon.com.au/professionsnews

© 2018 Aon Risk Services Australia Limited | ABN 17 000 434 720 | AFSL 241141. This information is general in nature and should not be relied on as advice (personal or otherwise) because your personal needs, objectives and fi nancial situation have not been considered. So before deciding whether a particular product is right for you, please consider the relevant Product Disclosure Statement or contact us to speak to an adviser. AFF0977 0518

34 | thefranchisereview Touching distance from Single Touch Payroll Article provided by MYOB

Single Touch Payroll (STP) will soon be mandatory for employers who had 20 or more employees on their payroll on 1 April 2018.

For those employers, it means that Vulnerable Workers) Bill 2017 makes DW: There are two big streams of work as of 1 July 2018, salaries, wages, PAYG, this particularly relevant to franchisors. we’re engaged in to try and make sure all withholding and super information will Ensuring payroll systems are STP ready is our clients and partners are ready for STP. all need to be reported to the Australian central to demonstrating that reasonable The first is really about education, Taxation Office (ATO) directly from their steps have been taken to avoid a making sure everyone who needs to know payroll solution at the same time or prior contravention. Limiting risk now could help about STP has access to the information to paying their employees. to avoid compliance issues in future. they need so they can make plans for their With such a massive change looming, A pretty big impact then, and is that own business or if necessary, advise their it seemed like a great time to catch up across all MYOB clients? clients. with MYOB’s resident STP expert, David DW: Ultimately it will impact all our The second is in making sure that our Wilson, and get to the bottom of what clients, but in the short term the focus is suite of solutions is STP compliant by this change means for MYOB and its solely on employers who had 20 or more 1 July 2018. clients. employees on that 1 April date. Those with Will all of MYOB’s products be ready David, how big is STP? 19 or fewer won’t need to be compliant for STP? David Wilson (DW): Anything that until 1 July 2019, though they can opt in DW: Online versions of our software touches on payroll is obviously a very early if they wish. will be STP compliant by 1 July. Users of important topic, and at MYOB we see STP What if people have been hiring or our desktop software will need to move to as the biggest compliance change since firing since 1 April? a compliant solution. Anyone needing to GST. Obviously, words like compliance DW: The cut off for headcounts upgrade should contact our team so we often make people feel a little nervous towards STP compliance was 1 April 2018. can work through the process with you. but that’s why we’re working so closely Whatever the headcount was on that day MYOB’s online solutions already have with partners like the Franchise Council of will determine when businesses need to a handy STP readiness check in place Australia and the ATO, to make sure the be compliant, subject to the exemptions that can be used to ensure your payroll change is as seamless as possible for our outlined by the ATO on page 33. data is prepared and ready for STP clients. So what is MYOB doing to make sure reporting in July. The Fair Work Amendment (Protecting its clients are STP ready?

thefranchisereview | 35 The thing for franchisors Are there any exceptions or do all be the hero of STP. It’s vital that you desktop clients need to upgrade? are proactively communicating with to remember is that their DW: We have been granted an franchisees to make sure that they’re franchisees are going to STP reporting deferral until 31 May comfortable with their obligations. be looking for them to be 2019 for clients using specific features. Make sure that at a head office level These include: you and your staff are familiar with STP the hero of STP. It’s vital • Multi-currency and its implications so you can guide and advise your franchisees appropriately. that you are proactively • Negative inventory communicating with Finally, I’d say don’t be afraid to • Multi-warehousing reach out. MYOB has a specialised team franchisees to make sure • M-Powered Payments dedicated to the franchise space, so if you that they’re comfortable The deferral also applies to anyone have any questions or concerns, let our with their obligations. using the Apple Mac version of our team help you. software, MYOB AccountEdge. Anyone And what about to franchisees? who qualifies, or has clients who qualify DW: The big thing I would say to for a deferral, should have received franchisees is, do not be complacent. information from us and if not, can also At the end of the day, the obligation contact us for a deferral number to supply here lands with you, not your franchisor, to the ATO. so check and double check that all of your Will STP change the way people run information is correct. If you outsource their payroll in your software? your payroll to a third party and they use DW: Put simply, not really. There is a software that isn’t compliant, that is on one off set up process to undertake, but you, so be extra vigilant and question all of other than that, we’ve worked hard to the advice you are given. ensure that our STP solution leverages the Is there anything else you’d like to natural rhythms of business. That means add? no matter what the payment frequency, DW: I’d just like to emphasise the point it is easy to supply the ATO with all of the that MYOB is here to help if anyone has information they need, which ultimately questions around STP. You can reach reduces the payment summary burden at out to our specialised franchise team, or the end of financial year. alternatively refer to some of our online And what if someone makes a resources: mistake? • If you use an MYOB solution, look out DW: We all know mistakes happen, for in product messaging and STP isn’t about preventing that. So, if • We have a dedicated STP website you make a mistake using STP, simply deal with a lot of helpful information that is with it the way you would now. Run a new updated regularly – myob.com/stp pay cycle the next day, or wait until the • Our blog myob.com/blog features a next pay cycle to resolve it, whichever is number of fantastic articles from our best for you, either will work. own team and from STP specialist From an error perspective, one of the Amanda Gascoigne. n great things about STP is that because of the way year to date figures are being sent to the ATO, they will automatically sort themselves out over the year. What advice would you give to Reach out to speak to MYOB’s franchisors? Franchise Team about STP in DW: The thing for franchisors to your franchise. remember is that their franchisees Phone – 1300 730 921 are going to be looking for them to Email – [email protected]

36 | thefranchisereview What’s the safe word?

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thefranchisereview | 37

GPRC1122438-0518-06-JUNE-EDITION-V1-FA.indd 1 4/5/18 3:11 pm AFR Poster_HIGH_PRINT.pdf 1 4/10/17 4:00 pm

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The Australian Franchise Registry is endorsed by The Franchise Coucil of Australia and powered by FRANdata Australia ACN 163 778 461 Since 2001, Hog’s Australia’s Steakhouse (formerly Hog’s Breath Café) CEO Ross Worth has overseen the brand’s growth and evolution, and ensured Hog’s and its franchisees have continued to thrive in the highly competitive restaurant market. The Franchise Review spoke to Ross to find out just what it takes to keep a franchise brand fresh and relevant and franchisees profitable and happy for the long term.

Hog’s diversifies and evolves to ensure ongoing growth

thefranchisereview | 39 business owners achieving their goals and a smaller footprint offering that allows success, along with the young guns who us to be more versatile with our menu start working in our restaurants and then and take our great product to a wider work up through the ranks to become audience. We did extensive research and restaurant owners themselves. We also development to ensure it’s a cutting-edge consider many of our franchisees to be model. It’s also been exciting to enter family. They’ve been with us for many into the delivery market and see our years and we’ve shared their triumphs as participating restaurants enjoy success well as the challenges they’ve faced, both with it. in business and life. Ultimately, we’re all Some of the initiatives we undertake to working towards a shared goal, and that’s raise money for worthwhile charities make a commitment to giving customers a fun me immensely proud of our team. Most and memorable dining experience, as well recently we raised more than $25,000 as delivering great service and excellent for A Chance for Change which will go food … or as we like to call it, Hog’spitality. towards assisting men battling depression, The Franchise Review (TFR): Listening to our customers, and our and we also regularly raise funds for You’ve got an extensive background franchisees that deal with them daily, HeartKids, and prostate and breast cancer, in franchising and at Hog’s Australia’s is key to a successful franchise system, as well as many other community-based Steakhouse. What drives your passion along with constantly evolving based on causes. for franchising and what are your key consumer and market trends. Over the years we’ve also sponsored philosophies for leading a successful TFR: Hog’s has been operating for many sporting teams at both a national franchise system? almost 30 years. Can you detail how the level as well as in small regional towns. Ross Worth (RW): I joined Hog’s in brand has grown and some of the key Developing local talent is something we’re 2001, so I’ve now been with the group for achievements over this time? passionate about. 17 years but I started my career more than RW: There’s been many achievements I also think it’s a great achievement 40 years ago as a dish hand at KFC before and highlights over a long period of time, that we attract such a broad range of moving up the ranks and developing from our first restaurant in Airlie Beach customers. You could walk into any Hog’s a passion for hospitality and the quick in 1989 to now operating in every state and see young adults, couples, kids, service restaurant industry that I still have and territory in Australia and retaining our mums and dads, grandparents, as well to this day. legacy as an Australian-owned business. as corporates enjoying a business lunch. The most rewarding part of the Most recently we’re extremely proud We’re a family-focused company, but we franchise model is seeing our franchise of the Hog’s Express model, which is attract an all-ages market which is why we

40 | thefranchisereview “Listening to our customers, and our franchisees that deal with them daily, is key to a successful franchise system, along with constantly evolving based on consumer and market trends.”

have such a diverse menu that includes where we are, and more importantly what our plans and this has been extremely something for everyone. they want for the future. This is an integral beneficial for our future direction. And of course I’m extremely proud of part of our continuous growth plan and TFR: You mentioned that Hog’s has our sister business, Funky Mexican Cantina. helps inform us on where we are going as recently added the Hog’s Express and It’s such a fun brand with a very authentic a brand. Funky Mexican Cantina concepts to its Mexican menu and again, we spent years In today’s challenging environment it’s offering. Can you tell us more about developing and refining Funky’s to ensure incredibly important to be a step ahead what they are, why they were introduced, it’s a world class Mexican offering. of the game. Innovation is a huge part including the market research process TFR: How has Hog’s evolved over of what we do, and we’re continually behind them, and how they integrate with almost three decades of operation and working on ways to enhance the guest the original Hog’s offering? how have you embedded a philosophy of and dining experience by trialling new RW: Hog’s Express is a smaller continuous improvement at Hog’s? initiatives and processes. Having a three- footprint proposition that perfectly RW: We haven’t stopped evolving year development plan is critical to the complements our standard full-service throughout our 29 years of operation - future success of the group, and to keep restaurants. It takes the form of both a this is not an industry where you can sit building momentum without becoming static offering in shopping centres, service back and rest on your laurels with a little complacent. We use franchisee and stations, airports and similar locations, bit of success. The hospitality industry is customer groups to review feedback on as well as mobile food trucks. Consumer notoriously unforgiving so it’s imperative trends show us that life is increasingly to always be ahead of the game and busy (and expensive), and people want thinking about the next development quick and accessible options, but they to advance the business and support also want them to be of a high standard our franchisees. Consumer tastes and while offering great value. Hog’s Express preferences are constantly evolving, so we is a very valuable addition as it allows us do what we can to make them happy - to offer all of this to our customers. Plus, from changing the menu to accommodate it gives franchisees the opportunity to be all dietary requirements, to introducing part of the Hog’s family with much lower technology such as iPad ordering, to setup costs. establishing a delivery service for Hog’s Funky’s evolved following a trip to full-service restaurants, through to the US where we experienced some developing our generous customer loyalty remarkable Mexican restaurants. We program, Hog’s Squad. We use our valued wanted to diversify so saw this as a loyalty members to continually assess great opportunity. We quietly perfected

thefranchisereview | 41 the model in Queensland for four years reviewing feedback is essential to future every region (consisting of around 12 before taking it to Western Australia and directions, and we review not only the restaurants) has their own dedicated now we’re looking for new opportunities. operational benefits but the financial business coach who is on hand 24 hours Funky’s offers authentic Mexican food that benefits to anything we do in order to a day, seven days a week to offer support. incorporates healthy and fresh ingredients protect the profitability of our franchisees. Where required, we also offer full financial for incredible flavour at a very reasonable We are constantly evaluating new and advice, human resources, cost control, and price, and we’ve created a vibrant, and exciting ways to drive customers into comprehensive marketing plans. lively atmosphere that almost makes you the restaurants and introduce the new We’re continually rewarding our high feel like you’re in Mexico City. technology that we need to maximise performers and incentivise them (and their Both Hog’s Express and Funky Mexican guest delight in all areas and further build staff) with opportunities such as attending Cantina benefit from the research and on customer loyalty. our national conference, which is often development of our 29-year history, TFR: How do you support franchisees held outside of Australia, completely on us. ensuring that these very different offerings to maintain profitability in a challenging There are also a large number of awards are a wonderful platform for future marketplace and promote growth and that are given out to franchisees and business ownership and a huge part of our opportunities for high-performing staff at this conference which are much- expansion plan. franchisees within the network? coveted and keep franchisees performing TFR: You’ve also implemented RW: There is no doubt the industry at their best. n several innovations to help keep is facing challenging times and Hog’s Hog’s franchisees profitable, including is not immune to the current climate, implementing a home delivery service but all of our initiatives are put in place and digital ordering in your restaurants. with a primary goal of profitability and What was the process you went driving customers into our restaurants. through when implementing these We’re constantly reviewing our business innovations, how have they been rolled practices and model, and importantly, we out in your network and how are they undertake a large number of initiatives to helping franchisees to drive sales and ensure we’re doing all we can to support “In today’s challenging profitability? our franchisees. We have more than 30 RW: We have embarked on a support staff in head office committed environment it’s incredibly determined approach to driving forward to doing just this, plus a number of important to be a step with home delivery, ordering online, and outsourced businesses that manage our ahead of the game. ordering at the table. Some of the results digital marketing, social media, public are remarkable, with a number of the relations and customer loyalty programs. Innovation is a huge restaurants that have implemented the We also execute massive national part of what we do, and home delivery innovation generating an advertising campaigns on TV and radio we’re continually working additional 10 percent of sales on top of as well as outdoor campaigns such as sales to dine-in customers. billboards. Our sponsorship of national on ways to enhance The smaller footprint Express and state sporting teams also creates the guest and dining restaurants allow more versatility to sustain opportunities for all restaurants. our driven approach to business. Trialling We have a very supportive approach experience by trialling new the products and initiatives tirelessly and to our valued business partners and initiatives and processes.”

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thefranchisereview | 43 Franchise expansion: the issues to be managed By Alicia Hill, Principal and Raynia Theodore, Principal, MST Lawyers

Expansion of a franchise system can be exhilarating, gratifying and a vindication of the concept which forms the basis of the franchise and the efforts of the franchisor, franchisees and the management team.

44 | thefranchisereview It can see an influx of enquiries from CLIENT/ TECHNOLOGY potential franchisees looking to get CUSTOMER GROWTH DEVELOPMENTS involved in an emerging or reinvigorated Sudden growth in clients or Business expansion can occur as a franchise system, new customers or clients customers also needs to be managed result of adoption of a new technology, for the franchise system, new franchisees closely. If the franchise business such as introducing online sales in addition attracted to the business model and a promotes itself as having specific to traditional bricks and mortar shopfronts. general increase in activity across the customer service standards, e.g. 24 The introduction of online sales that franchise system. However, expansion hour turnaround of your order, or only capture enquiries from territories where also brings its own set of challenges that made with Belgian imported chocolate, shopfronts have been granted exclusivity need to be managed effectively to avoid the ability to meet and maintain those within a defined territory, may be in breach undermining the value of the franchise specific customer service standards of franchisee rights, with expansion online system for its clients, franchisees and the may not be possible if customer potentially able to be halted by court franchisor. numbers expand too rapidly. order or compensation provided to those The issues can be loosely grouped Where there is no adjustment for affected due to breaches of the franchise around two primary expansion issues: the change and the franchise system agreements expansion of the franchise business, that continues to promote itself around To avoid this, system-wide agreement being the sale of franchise goods or the specific standards then customer to permitting an online shopfront can services and expansion of the franchise expectations are unlikely to be met. be negotiated with terms agreed, network, that being the number and That may lead to adverse word of preferably pre-emptively rather than location of franchisees within a system. mouth and poor online reviews and after online trading has commenced and comments, which can quickly change goodwill has been lost due to damage to Expansion of the public perception of the franchise franchisee sales. franchise business system. MARKETING CAMPAIGNS Open communication with clients/ Expansion of the It is the dream most businesses wish customers which adjusts to the new franchise system for: a new marketing campaign grabs expansive environment can address INCREASING FRANCHISEE attention and suddenly the franchise and alleviate what otherwise can be NUMBERS AND FUNDING exponentially expanding negative business is the next big thing. Everyone is When a system has sufficient interest sentiment. Sometimes the choice can talking about it, wants to have it or wishes to expand its franchisee numbers, the be to curb the rate of expansion as to know more about it. critical factors can often be maintaining opposed to attempting to ride out an Where it can cause more grief than the rigour around franchise selection and exponentially increasing business. good fortune is where the marketing the funding to support such expansion. campaign outcomes sought are not Just because everyone wants to be SUPPLY ARRANGEMENTS clearly set, or its implementation has not a franchisee of a particular franchise been fully thought through, so that the Franchise systems that expand need system does not mean they should be. campaign causes surprise or adversely to ensure they have arrangements in The psychological, financial and cultural impacts parts of the franchise business. place to secure the key components assessment of each applicant franchisee For example: the viewership of a new required for business operation. still need to be maintained. nationwide television marketing campaign, Prudent franchisors working off Assuming potential franchisees meet costing tens of thousands of dollars and business growth plans will identify the pre-agreed criteria for the grant of a drawing on funds from the marketing fund inputs needed, when they anticipate franchise, the question then turns to into which the franchisees as well as the they need to scale up and negotiate funding expansion of those numbers. franchisor contribute, reports that no clear and secure advantageous rates with Is the price set for the sale of a linkages have been drawn between what core suppliers so that they can pass on franchise designed to cover the initial the franchisees’ businesses offer on a local the benefits to the franchise system. costs of set up and support? If not, level and the campaign, instead reporting Some suppliers, however, require how is the franchisor going to fund the that the campaign was all about the sale exclusivity, minimum amounts or performance of its obligations and what it of franchises by the franchisor. favoured terms status to provide is providing under the terms of a franchise Alternatively, a state-based radio particular prices, quality goods, agreement? Does the franchisor have a campaign by the franchisor teamed up services or rebates. Having the policy of financially funding the buy-in of with targeted local area marketing to link foresight to ensure that such its franchisees to ease them over the initial the size, or reputation of the franchise arrangements have a mechanism for start-up building and consolidation of a system, with the local operator of that modification or adjustment when new business? If so, can it afford this and, if business avoids the resentment and factors change can protect the ability not, how is external funding to be obtained questioning by franchisees of the way in to meet extra demand, increase or and from where? which the marketing fund has been used maintain profitability and get things There are a multitude of options which while still building brand recognition. where they are needed most. require different commitment and have

thefranchisereview | 45 “Franchise systems have always been about the collaborative nature of the business operation by both the franchisees and franchisors, so ensuring all stakeholders are on the same page is critical for effective and sustained expansion.”

different consequences. Unexpected SUPPORT d the infrastructure costs for reporting expansion can cause deviation from The more franchisees, the more and remotely monitoring the carefully considered business modelling expenditure required to provide the operations of the new business; and and require rapid adjustments or support the franchisor contracted to e the flights, wages and other costs deliberate decisions about whether to provide. associated with set up, training and expand at certain numbers of franchises Whether this is IT, field managers, marketing. sold per year or by some other basis. head office management or other Like most of the business world, resourcing, having the right people, with FIT OUT EXPECTATIONS sometimes it is not until you commence the right experience in the roles and (TIMING AND COSTS) operation that will you know if the the infrastructure available to connect, expansion overseas will be successful. In As more franchisees are put on, the provide or maintain services or data flow the interim, the costs of the expansion project delivery of new franchise sites can is critical for smooth, or at least smoother, need to be covered by revenue, debt or become problematic. Lease negotiations expansion of the franchise system. some other means. If the venture fails, then for sites stall, documentation required to Expenditure required can be difficult to this may reflect on the local system or operate the franchise has to be created, gauge especially as there can often be a cause brand damage. provided and signed off, training of new lead time between adding new franchisees Expansion clearly is the desire of most franchisees has to be undertaken and and the franchisor seeing profit in the form businesses, including franchise systems. marketing campaigns implemented. of royalties being paid at sufficient levels But it needs to take place on an informed, Expansion can see the same head to make a return on the investment. clearly understood basis, with the risks office staff member who was tasked with clearly identified and either mitigated or this when there were only five franchisees OTHER COUNTRIES accepted as the cost of doing business. in the system attempting to roll out 20 Finally the most admired feature of Growth should also be carefully planned. new franchises over a three-month period. expansion is the opening of a franchise in Franchise systems have always Representations made, based on prior another jurisdiction. Whether this is in New been about the collaborative nature fitout times, costs expended or the like Zealand, Asia, the United States or Europe. of the business operation by both the can be dramatically lengthened if the International expansion costs franchisees and franchisors, so ensuring resourcing by the franchisor is no longer incorporate: all stakeholders are on the same page able to perform each of the functions a the hidden top management time is critical for effective and sustained required. Add into the geographical inspecting, considering and testing the expansion. It is imperative to plan for and breadth of Australia and the time to new country manage the issues that may arise and deliver a new franchise site for an urban b the trademark and registered design obtain advice on the areas your system capital city suburb may be no measure registration fees for protecting the is expanding to, in order to successfully for setting up the first franchise in brand in the new jurisdiction; harness the expansion of a system Broome, Western Australia, especially if and retain the integrity and value of everything needs to be flown in and then c the legal fees to ensure compliance the franchise for all those who interact erected. with local business laws; with it. n

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thefranchisereview | 47

HRC-FCA Helpdesk Ad_02.indd 1 31/01/2018 3:45 PM Framing the franchise partnership at Specsavers by Charles Hornor Director of Communications Specsavers Pty Ltd

As a franchise it is At Specsavers, that foundation stone hands enables them to focus on excelling – our philosophy and ethos - can be best in their areas of expertise – looking after important to have a summed up in one word: ‘partnership’. their customers and developing their foundation stone that Every fibre of the business is drenched teams. And with full oversight of each in the concept of a living, breathing store’s trading position on an everyday everyone – franchisees, partnership. It is what we are and what basis, as support partner we can easily franchisor, suppliers, field we do. identify what additional assistance may be required with individual stores. In short, teams, support office, The partnership in operation the back office model delivers uniformity store colleagues and In each store we pair an optometrist on how business outcomes are accounted with an optical dispenser as ‘partners’ in for, making them fully comparable across more - all instinctively their store as owner-operators in their the network, while giving back to partners recognise as the critical shared business. As the franchisor ‘partner’ that most precious of commodities – time. we support our stores with the deepest We also act as ‘bank’ to our partners – ingredient that above all array of services. Marketing, training and when new partners join us in new stores development, product and supply chain, and when new shopfits are required, else sums up what the software and IT, helpdesk and customer Specsavers funds the store development business is about, that service, stakeholder engagement, business and manages the pay-back plan on store development, shopfits, lease management loans on a formula basis, managing cash drives shared success and more – these services form the carefully so as not to hamper store profits and provides natural bedrock of our support offering. and partner distributions. Going one step further, we also support guidance to all business all stores by managing all their back office Supporting our customers – decisions on the part of and administrative functions including the store partners accounting, financial statements, payroll, While our products, customer service, the franchisor. accounts payable, insurance, BAS and optometry expertise and our marketing Tax Office compliance services. Taking are the first things customers mention the burden of this work off our partners’ when they think of Specsavers, it is our

48 | thefranchisereview Framing the franchise partnership at Specsavers

Every other year, Specsavers brings its partners to the Partnership Seminar.

support services that are the unsung we have to cater to them at a consistent heroes of the business. They underpin and high a level as they and their stores our commitment to the partnership teams cater to the five million Australians concept and it is perhaps no surprise that who now actively shop with them. our support office and field teams now comprise more than 500 very focused A continuous focus on individuals – almost one person for strengthening the partnership every 10 in-store - whose collective and As a franchisor, the ethos of partnership individual remit is to help the partnership drives us in everything we do, and we thrive and flourish. are always looking to introduce new Indeed, as our partners will tell you, the ways of strengthening the partnership. vigour and energy we apply to meeting For example, last year three of our store our support responsibilities defines our partners joined the Specsavers operating role. As ‘support partners’ we take on board, which ensures the broader all these support services so that our partnership can see that store partners can focus their efforts on store partner involvement two major items: looking after the needs is built in at all levels of the of their customers and on training and organisation, that there developing their store teams. This leads is no concept of ‘us’ and to very high customer service scores, ‘them’. On a practical level collected every day of the year from it also provides for a great customers and fed directly back to our litmus test – is a decision partners in their stores. being made a good decision Or you can look at it another way. for the store partners and their While our stores have millions of businesses? Having store partners customers across Australia, we know that on the board helps ensure that the right our own customer base is the 650 or so decisions are made. partners in our network of 325 stores – and

thefranchisereview | 49 Specsavers presents its new business wear to franchisee partners

“As the franchisor or support for its introduction. Having piloted it demonstrates that our support teams the equipment and demonstrated the think of the partners as their own support partner, we payback to the OPRG at every step in the customers, and present accordingly. recognise that it’s our pilot journey the OPRG was satisfied and Our annual planning process itself store partners who ultimately so were the partners across the is a microcosm of partnership and entire store network. As a consequence, partner engagement. While the process will be responsible for we are now part-way through a $25 million commences with the operating board delivering on the plans rollout that is a step change in every- (including the three store partners who are and strategies and that patient eye screening. And most recently, on the board), the formulation does not we introduced a new support office team finish there; before presenting our plans these plans will have a – Partnership Engagement – to build into for the year ahead, partners are involved direct impact on their our day to day business plan a clear set of at every step. For the most recent plan activities that are focussed on developing more than 25 store partners representing day-to-day operations and strengthening the partnership. each state and territory were involved in and profitability.” Supporting the partnership, we ensure one two-day session alone, to consider lines of communication are always open. the outline plan and test its thinking, We have a weekly communications wire while providing input and invigorating to partners. Three to four times each the ultimate plan that is now into its year our operating board meets face to implementation phase. Two years prior to that we introduced a face with all of the partners in their own As the franchisor or support partner, number of ‘Partner Representative Groups’ state in the form of a Communication we recognise that it’s our store partners (PRGs) which throughout the year work Meeting roadshow that unveils and who will be responsible for delivering on hand in hand with the support office reviews the coming quarter of activity, these plans and strategies and that these teams in Port Melbourne on everything keeping all parties abreast of the next plans will have a direct impact on their from products and service delivery, to steps in our shared business plan. And, day-to-day operations and profitability. marketing methods, customer service every other year, we bring all of our Making this a collaborative process training and more, helping shape the partners from across Australia (and New ensures the knowledge and experience business as it evolves. One example of this Zealand) to our Partnership Seminar and of our store partners is incorporated in practice is the ‘Optometry PRG’ which Exhibition. Demonstrating our support role into future directions, any challenges are reviewed a landmark pilot to introduce credentials, the also event sees all support addressed during the planning phase and a new integrated element of automated office teams host an exhibition stand so once the plan is finalised it is accepted and eye testing equipment into each store. that they can present to store partners embraced by franchisee partners – who The total investment per store would the range of their offering, what’s new for know the partnership relationship is at the be $80,000 and we needed to test the the coming year and so on. Importantly, heart of all decision-making processes.

50 | thefranchisereview Embedding the partnership in the franchise model Importantly, the focus on partnership is not new. Rather it is what drove the franchise forward from its beginnings in the UK in 1984 and provided the DNA for Specsavers in Australia and New Zealand. And, as in other countries, the results have been startlingly successful here. Starting from scratch in 2008 we have grown to 325 Australian stores (and 52 New Zealand stores). Our tenth year of trading saw the Australian store network post almost $950 million in annual sales, exactly 10 years after we opened our very first store. For Specsavers, it is the partnership that guides our decision-making and locks in our results, it is the critical ingredient that helps our shared business thrive. The end result of attaining a successful model? A virtuous circle of happy customers, happy partners, well-supported teams and a purposeful franchise. n

Specsavers is a franchise made up of qualified optometrists and optical dispensers. All stores are owner‑operated.

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thefranchisereview | 51 Supporting you and your franchisees The Fair Work Ombudsman’s Small Business Showcase Article provided by the Fair Work Ombudsman

The Fair Work The Fair Work Ombudsman recently Fair Work Ombudsman can provide. launched the Small Business Showcase It consolidates all the information and (Protecting Vulnerable (the Showcase), a virtual hub providing resources a small business needs in one Workers) Act 2017 has a wealth of resources for small business place. owners seeking information about their We encourage you to explore the clearly set expectations workplace obligations. Small Business Showcase for yourself Many franchisees are small or and particularly urge you to encourage that franchisors will family business operators. Some your franchisees to participate in the help their franchisees franchisors are too. We recognise that Showcase. Supporting franchisees Australia’s workplace relations system to use the Small Business Showcase understand and is complex and can be hard to navigate, is a great way for franchisors to comply with workplace particularly for time-poor small and demonstrate their commitment to family businesses. We also know that compliance with workplace laws. laws. The Fair Work small business often lacks the resources As employers, franchisees and Ombudsman’s new and ready access to professional help franchisors should be aware that that can make it easier to ensure they changes made by the Fair Work Small Business Online are meeting their workplace obligations. Amendment (Protecting Vulnerable Showcase, can help you Equipping small businesses with Workers) Act 2017 have doubled the the tools and information they need maximum penalties for failing to keep support compliance to ensure compliance with workplace employee records or issue payslips to throughout your laws is a priority for the FWO. The $63,000 for a company and $12,600 Showcase is a great opportunity for an individual. Further, the maximum franchise network. for small businesses to brush up on penalty for knowingly making or their workplace relations knowledge, keeping false or misleading employee download practical resources and find records has tripled. out more about the assistance the Whilst the Fair Work Ombudsman

52 | thefranchisereview ...we have now made it even easier for small businesses to access the information that they need at any time of the day, to implement positive workplace practices and help their business succeed.

takes a proportionate and fair approach checklist so that small business owners The Fair Work Ombudsman (FWO) to enforcement action, we also expect can check how they rate against critical is an independent statutory office employers to have checked the rules business requirements. responsible for promoting harmonious, that apply to them – if not with the Fair Direct links to sign up to My productive and cooperative workplace Work Ombudsman, with a qualified Account to make it easier for small relations and for ensuring compliance advisor. business to stay up to date with with Australia’s workplace laws. The Through the Showcase, we have changes to workplace laws. This FWO’s free services provide employers now made it even easier for small addresses feedback we’ve received and employees with information businesses to access the information from small business customers who about fair work practices, rights and that they need at any time of the day, to prefer receiving workplace information obligations. A cornerstone of the implement positive workplace practices updates via email. FWO’s approach is work with key and help their business succeed. Opinion polls that run throughout stakeholders to build strong, effective, The Showcase contains information the showcase to provide small business long term relationships promoting on topics that are most relevant to small owners with the opportunity to share compliant workplaces. n business owners, such as hiring, paying insights and highlight the key workplace and managing employees, handling issues facing small businesses today. employee requests and keeping We know that you want your accurate records. business and your franchisees to The Showcase also includes: thrive. We do too. Participation in the Short instructional videos which Showcase will assist in building positive demonstrate how to use the Fair Work workplace cultures to the benefit of Ombudsman’s tools and resources to both the franchise and the workers meet your obligations as an employer, employed throughout the network. including the Pay Calculator and our You can access the Small Business Online Learning Centre. Showcase at www.fairwork.gov.au/ An interactive small business smallbizshowcase

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54 | thefranchisereview A picture is worth a thousand words International mapping for your brand’s expansion

By Peter Buckingham CFE Managing Director, Spectrum Analysis Australia Pty Ltd

It is reasonably easy in a market The process to make it International coverage of that you know quite well to find and happen information. visualise information. In Australia many We recommend using a GIS In countries which I shall broadly of us can use Google Maps combined (Geographic Information System) such as describe as “first world” and “second with some QuickStats from the Pitney Bowes MapInfo to download the world” countries, there is inevitably Australian Bureau of Statistics to have a relevant data for the country in question, mapping and demographic information reasonable understanding of what is in and combining the rules that have been that can be used in understanding the a particular area. established with the mapping and the data, markets you are leaping into. Many However once you move to overseas to map the sites or the territories required. countries such as the USA, Canada and expansion, your gut feeling about an Competitors can also be mapped. the main countries in the European Union area (from many years working and In a recent job we had to map 7,400 have mapping and information on par (if holidaying) disappears and you are at the competitors across the USA for a client, to not better) than what we have in Australia. mercy of locals with an agenda to sell or find out where their two main competitors’ Also, basically all Commonwealth lease you a site. sites are compared to theirs, and use that countries have good data and mapping You may have invested in having rules in the process of territory formation. (including India), as the British always for site selection and having territories Once the mapping has been set up, placed a high level of importance on done properly for the Australian network, you can then use a simple, commercial census data, and this has continued across but may have been “led” into a different web based system to upload the maps these countries. approach overseas. and files into. This allows you to view Other countries may be a bit of a This should not and does not need to the data / territories or sites anywhere struggle depending on how big their happen! across the world via the web. The ongoing census collection areas are, and how this licence of this type of worldwide interface is mapped. We see this in some of the is around $300 per month to make your growing Asian countries (including China data visible in ways that best suit your and ), partly because of what business operations, including giving they spend on their census – and both various levels of access to different people only undertake a census every 10 years. and potential franchisees. This makes some of the data fairly stale Other companies may have different as the last census for both countries were solutions; however, this has worked in done in 2010. cutting thousands of territories across the USA and recently in creating three territories in Botswana.

thefranchisereview | 55 “We have been using The advantages of a Summary a combination of a GIS synchronised mapping system Mapping on an international scale has system and Mango Maps Jade Winter, the CEO of Studio Pilates become practical with the tools that are says “Having our studios and territories now available, combined with the data for our global expansion, available worldwide has given us huge available in most major countries. and find this to be a cost impetus in offering our services into If you have plans for international effective system we can the US, England and China. I now feel expansion (be it large or small), do not confident I can give a territory based be misled to think you cannot find or use, as we now operate in on realistic size and population in all the afford to have a reliable system to show over 40 different countries countries I want to take our franchise to.” mapping, information and territories. Everyone will tell you it is “different” Don’t you want to have control over the worldwide with 1100-plus in their country, but having a standard international expansion of your brand? n franchises. We can grant a approach to information, site selection and territory we know meets our territory planning should give your system an advantage over the less informed criteria, and can keep up to competition. Peter Buckingham is the Managing date records and mapping If you are undertaking international Director of Spectrum Analysis as the new sites are opened. expansion, you should be able to map Australia Pty Ltd, a demographic, and visualise your markets, sites and mapping, franchise network planning Highly recommended if you competitors, and build territories so you and statistical analysis consultancy. want to keep control of your can say they offer similar potential. If you Peter is the Go To person as to world-wide expansion”. use this as a sales tool to secure Australian how and where to establish sites franchisees, would you not want to be and territories in Australia and now Luke Armstrong, seen as offering a similar level of security worldwide. To contact Peter email Global Sales Director, F45 Training or understanding in the territories you [email protected] or offer internationally? visit www.spectrumanalysis.com.au

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ENERGYALLIANCE.NET.AU thefranchisereview | 57 Upcoming FCA Events The Franchise Council of Australia holds numerous breakfasts, roundtables and education sessions across Australia. As a member of the FCA, you are entitled to attend some of these events free of charge, and some at member-only prices.

New South Wales Victoria

JULY JUNE 26 July Innovation Panel: Next Level Franchising 15 June Vic/Tas Excellence in Franchising Awards AUGUST JULY 7 August Coffee Catch-up 3 July Coffee Catch-up 30 August Event (topic TBC) 31 July Breakfast - Growth is all about Profitability, Change and Communication Queensland AUGUST 7 August Coffee Catch-up JULY 15 August Franchisee focussed event 3 July Coffee Catch-up 25-26 August Franchising & Business Opportunities Expo 12 July Women in Franchising Afternoon Tea SEPTEMBER 20 July Luncheon - Growing Franchising 2018 4 September Coffee Catch-up 21-22 July Franchising & Business 12 September Franchisee focussed event – Local Area Marketing Opportunities Expo AUGUST Western Australia 7 August Coffee Catch-up JUNE SEPTEMBER 19 June WA Breakfast - 4 September Coffee Catch-up Dos and Don’ts of Franchise Success 6 September Breakfast JULY 3 July Coffee Catch-up - HR Dos and Don’ts when South Australia Employing Staff to Avoid Legal Disputes

JULY AUGUST 3 July Wine Talks 7 August Coffee Catch-up - How to Understand the P&L Balance Sheet 12 July SA Excellence in Franchising Awards 28 August Panel Breakfast: WA Legal Symposium Seminar AUGUST 7 August Wine Talks National SEPTEMBER 4 September Wine Talks OCTOBER 12 September Breakfast Fundraiser: R U OK? 14-16 October National Franchise Convention

Events held by and in conjunction with the Franchise Council of Australia are designed to be informative and educational, along with providing ample networking opportunities. Meet franchisors, management staff and experts in the sector to discuss issues relevant to your brand and your career.

*NB – Breakfasts, forums, roundtables and education courses are being added to the national calendar all the time. To see the most up-to-date version of the calendar and register for events, go to www.franchise.org.au/event-calendar.html

58 | thefranchisereview From top: Sandra Carrington, 2017 Franchise Woman of the Year Meda Royall, Founder, Your Law Firm and 2017 Vic/Tas Franchise Woman of the Year Wendy Donaldson & Marianne Marchesi, Co-Chairs of the FCA’s Women in Franchising Committee Unlocking the value of your professional network Good franchising The Franchise Review (TFR): Do you think it’s essential to have a professional requires that networks network in order to expand? are carefully developed Sandra Carrington, 2017 Franchise Woman of the Year (SC): Working in and nurtured to reach isolation limits you to repeating only what you know and what you have done their full potential. in the past. A professional network Professional networks exposes you to new knowledge, ideas and opportunities that you can feed off to are no different and help develop your future plans. Meeting if well cultivated can regularly with your professional network gives you accountability to stick your assist in achieving expansion plans. both corporate and Meda Royall, Founder, Your Law Firm and 2017 Vic/Tas Franchise Woman of professional growth. the Year (MR): A professional network is The Franchise Review an essential part of any business. I consider fellow legal practitioners and professional asked four successful service providers such as accountants women in franchising and mortgage brokers as great sounding boards when I have ideas I want to bounce to share their tips off others. Building a team of support around you is vital during those testing for building strong and busy growth stages as your business professional networks expands. Having strong relationships with these professionals can also result in and the value this can referral work. In my experience these are deliver. the highest value and longest standing clients, helping to keep cash flow steady and word of mouth business growing from clients speaking to their friends and family.

thefranchisereview | 59 “Connect with as many people as possible. Attend forums, industry events, local business events and join associations. When you meet people, ask lots of questions, find out what makes people tick and what you have in common. Learn as much as you can.”

Wendy Donaldson and Marianne great relationships with and support us in speaking opportunities can give you some Marchesi, Co-Chairs of the FCA’s growing our businesses. practice speaking in front of new faces, Women in Franchising (WIF) Committee TFR: How can you build your along with engaging in further education (WD and MM): professional network? seminars, conferences and the like. If you It can definitely help having a professional SC: Connect with as many people as are going to a networking event, practicing network to call on when you need possible. Attend forums, industry events, your elevator pitch beforehand and going support. We believe you can learn from local business events and join associations. with a few colleagues can settle the the experiences of your network and When you meet people, ask lots of nerves and make all the difference. If these leverage your network in terms of skill questions, find out what makes people tick options are still too daunting then being set, opportunities, introductions and and what you have in common. Learn as active on LinkedIn and posting articles on inspiration. Within the WIF network for much as you can. relevant blogs could be best suited to you. example, we have lawyers, accountants, MR: I find that the most organic and WD and MM: Networking doesn’t have franchise consultants, franchisors, time effective means of building your to be uncomfortable or a ‘hard sell’. When marketing specialists and so many more - professional network is through attending you change your mindset and attend meaning that when you need to expand, industry events of interest to you. These networking events purely to meet and you’ve got a community to help you with it events can broaden your knowledge on connect with people, it takes the pressure right at your fingertips. areas of relevance, while associating with off and makes going to them a lot easier. TFR: Who are some of the key people likeminded professionals. If there’s someone in particular you’d like you think should form part of your Catching up with old colleagues and to connect with, it’s worth doing a little professional network? stakeholders is another great way to build research on the person, and perhaps even SC: Successful people that you share your professional network organically. sending a note in advance that you’ll be at a commonality with, including women WD and MM: Get out there! It’s a good the same event and are hoping to connect. in business/management, other industry idea to go to a mixture of networking People are generally impressed if you are professionals, or advisors that are events, and when you find one you like try across their achievements or can talk to a knowledgeable about your business and to attend regularly. You’ll often see familiar presentation they have made. Even a post industry. Meeting with other successful faces when you attend one type of event on LinkedIn can be an easy ice breaker. people is a fantastic motivation tool as frequently, and this allows you to develop If all else fails, a good tactic if you feel they have so much to share and are often those relationships further. Another way awkward is to grab a first - many eager to do so. to build your network is to reach out to relationships were made at the coffee/bar MR: The key people in the different someone via a common connection and table! n areas that make up our business are integral request some time to “pick their brains” on to our success. In the area of law I practice, a specific topic. fellow legal practitioners and professional TFR: Are there any strategies you can service providers including accountants, recommend if you’re not the “networking mortgage brokers, barristers and real estate type”? agents are key people in my professional SC: If you’re not the networking type, network. A notable mention also goes to organising a monthly or bi-monthly mentors who can contribute greatly with lunch with a handful of trusted industry professional development. or likeminded business professionals WD and MM: It’s important to have a you have clicked with or share some mixture of people who will support you commonality, is a great forum to bounce The Franchise Council of Australia’s not only professionally, but also be there ideas around and share experiences. Women in Franchising (WIF) initiative to provide moral support. Having these Leave it open for people to bring a provides women in the sector with the people in your network can support and colleague to widen your network. opportunity to meet likeminded women challenge you. We’ve met people within MR: Start with catching up with old and grow their networks. Find out more WIF who perhaps we’ve never done friends and colleagues for day time coffee at www.franchise.org.au/women-in- business with, but who we have forged or lunch dates. Taking up and creating franchising

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