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ISSUE 53 EDITION 1 2018 Delivering an innovation culture How Fastway Couriers is future‑proofing franchisees Marketing transforms Hire a Hubby’s business Inside this award- winning program Getting your social media presence right Five things franchises need to know OFFICIAL JOURNAL OF THE FRANCHISE COUNCIL OF AUSTRALIA thefranchisereview | i
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ii | thefranchisereview
Contents
2 FCA Chair heralds a new and 38 Innovation future‑proofs
brighter future for franchising Fastway Couriers franchisees
By Bruce Billson, Executive Chair, and business
Franchise Council of Australia An interview with Richard Thame,
Managing Director, Aramex Australia
4 FCA appoints Mary Aldred and New Zealand
as new CEO
By Bruce Billson, Executive Chair, 43 Understanding the challenges
Franchise Council of Australia that energy costs present
to franchisees in the current
6 How marketing can market
transform a franchise: Article provided by The Energy
A Hire A Hubby case study
6 By Caragh Welford, Marketing
Director, Hire A Hubby
Alliance
47 Creating a mentally healthy
small business
11 Setting your franchisees up Article provided by the Victorian
for local marketing success Small Business Commission
By Karin Ingram, Marketing Manager,
Kwik Kopy Australia 50 The five pillars of digital
business growth
17 Five things franchises need By Tim Levy, CEO, Tim Levy and
to know about social media Associates
marketing
By Steven Donald, Chief Strategist, 53 2018 International
Pure Social Franchise Association
Convention wrap-up
20 Partnerships the icing Highlights from the FCA delegation’s
on the muffin for iconic journey to the IFA2018
20 Australian brand
Natalie Brennan, General Manager, 56 FCA Events
Muffin Break shares their success A calendar of upcoming
member events
25 Keep us out of the media
By Damien Gooden, CEO, HR Central 59 What the CFE means to me:
professional growth and
30 What can franchising learn opportunities
from Uber? By Andrew McAllister, SilverChef
By Maija Kerry, Special Counsel and Franchise Relationship Manager
Nick Rimington, Senior Associate, – Southern, SilverChef Hospitality
Norton Rose Fulbright Australia Equipment Funding
35 Mandatory data breach
notification - are you
prepared?
35
By Cameron Abbott, Partner and
Keely O’Dowd, Senior Associate,
K&L Gates
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 kim.coverdale@franchise.org.au of advertisements for products or services does not
indicate endorsement by the FCA. The responsibility
T 1300 669 030
ADVERTISING ENQUIRIES for accuracy of information is that of the individual
F + 61 (0) 3 9508 0899
contributors, and neither the publisher or editors can
E info@franchise.org.au Peter White, Franchise Council of Australia
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 peter.white@franchise.org.au 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
We all know and love the
franchise model of enterprise
for what it can deliver: higher
rates of success, accelerated
progress to profitability,
aligned interests and
prospects for mutual reward.
FCA Chair
These are just some of the benefits
available to franchise agreement
partners.
heralds a
But it is not enough for us in the
franchise community to know how our
model of entrepreneurship is driving
small business and family enterprise
new and
success stories across Australia,
building world-class brands, business
formats and systems, and growing the
economy and jobs for Australians.
brighter
The relentless current commentary
about specific aspects of select
businesses in the franchise sector is
being bracketed with sensationalists
future for
and fuelling ill-informed assertions
that these specific failures relate to the
franchise business model itself rather
than enterprise-specific circumstances.
franchising
This heightens the need for us all in
the franchise community to be on the
front foot, sharing the things that we
know and love about franchising.
We need to tell our stories, share
franchise successes, highlight the
comprehensive regulatory and dispute
By Bruce Billson, resolution framework, always keep an
Executive Chairman, eye on our standards and compliance
performance, lift and acknowledge
Franchise Council of Australia
best practice amongst our membership
and always recall that successful
franchisees are the foundation for our
sector’s sustainable success.
This also means respecting and
empathising with the small business
people, and those who depend upon
them, for experiences and outcomes
that have not been what they had
hoped for and what may not have been
the best application of the franchise
model in all its elements.
What can we learn and how might we
all improve?
That’s why the FCA is as keen as any
party to identify, understand and see
addressed any specific shortcomings in
2 | thefranchisereview
Our new initiatives aim to support franchising and drive
economic and entrepreneurial success. The FCA is ‘turning up’,
taking decisive action and getting on the front foot.
individual business conduct that may have unit or the reliable exercise of sound due and associated fair dealings and dispute
contributed to the failure of a franchise diligence, market evaluation or commercial resolution mechanisms would also be
business beyond the challenges and judgement. worthwhile and timely, given some of the
rivalries of a highly competitive market. But what we can do is work even careless commentary and sniping that is
We need more entrepreneurs in harder to ensure that any lack of success harming credible and well-run franchise
Australia, not less, and a poor experience does not arise as a result of: businesses, their employees, stakeholders
can certainly harm the more business- • A lack of awareness of, or attention to, and the Australian economy.
minded people prepared to invest in and the regulatory framework; Such an inquiry would seek to identify
commit to their own enterprise. • Poor knowledge about or lack any deficiencies or gaps in this extensive
To falsely frame individual business of access to available support, due to regulatory framework with the view to
factors and circumstances as the premise inadequate information about the nature recommending any necessary regulatory
for proclaiming the entire franchise model of franchising and its diversity; change, agency operations, public
of entrepreneurship is ‘broken’, as some • Insufficient recognition of the need education and awareness campaigns or
commentators are choosing to do, is for due diligence; or industry-led initiatives, having considered a
recklessly causing sector-wide harm, • Some skill or know-how deficiency thorough assessment of the likely impacts.
reputational damage without justification, that we are in a position to address by way Meaningful outcomes from such an
and impeding the capacity of franchising of sector-specific training, professional inquiry would assist in ensuring that
to continue to lead economic and development or networking opportunity. Australia maintains its reputation as a
employment growth. The FCA offers guidance to leading economy in which to develop
With the challenge of business prospective franchisees about whether and deploy the franchise model of
ownership and management, cost and running their own business is right for entrepreneurship to the benefit of
margin pressures in many segments, them and what kind of enterprise might franchisees, franchisors, stakeholders,
dynamism in the market and the need to best align with their goals, ambitions, consumers and the broader community.
constantly revitalise and refresh the ‘offer’ skills and lifestyle expectations. This These are just some of the FCA’s
in the face of competition, new concepts, ‘eyes open’ introduction is supported by current leadership agenda items and the
and changing consumer expectations, a full disclosure ethos in the franchising bold and forward looking next steps we
good franchising relationships see the regulatory framework that the FCA seeks are taking to ensure an even brighter
franchisee and franchisor combine their to enhance with further information, future for franchising.
strengths to collaborate for success. training and support around factors that Our new initiatives aim to support
Not all businesses face and can go beyond base legal compliance, and franchising and drive economic and
overcome these challenges well to sustain guidance to available dispute resolution entrepreneurial success.
an advantage, remain competitive and avenues. The FCA is ‘turning up’, taking decisive
continue to delight customers without The FCA leadership agenda does action and getting on the front foot.
performance improvement or innovation. include initiatives to help discern between We, the people who most believe in
No-one in the franchise community franchise systems that are exemplars of franchising, know of its strengths and
wants to see a franchise business fail, the franchise model of entrepreneurship benefits, can support more franchise
and there are many factors well outside and those with work to do to reach this businesses to be exemplars of this best
the control of regulators, law-makers standard. model of entrepreneurship, to ensure
and industry associations. At the FCA, This is useful information for intending it continues to deliver enormous small
we are cognisant that we are a member- franchisees, financiers and franchise business ownership, economic vitality and
based industry association and not a brands to know where ‘better practice’ can employment benefits well into the future,
regulator, commercial advisor or ‘umpire’, be found and what is required to improve just like franchising has done for decades
or oversight agency with investigative or extend in this regard. An objective and as a part of Australian life. n
powers. evidence-based examination into the
The FCA cannot ensure franchise utility, awareness and effective application
business success, viability in every business of the Franchising Code of Conduct
thefranchisereview | 3
FCA appoints
Mary Aldred
as new CEO
By Bruce Billson, Executive Chair,
Franchise Council of Australia
The Franchise Council of Australia is
delighted to announce that Ms Mary
Aldred has been appointed as CEO,
commencing on 3 April, 2018.
Mary was selected from a top-class collaboration, strong advocacy for the in relation to commercial and member
field of candidates for her extensive franchise sector and pursuit of key FCA engagement outcomes. An early task
experience across government, industry strategic objectives. is to lead a review and refinement of
and the corporate sectors and brings The FCA is excited to bring her breadth our strategic plan to sharpen the focus
a very strong focus on membership of experience, success and leadership to on key objectives and to make sure
engagement, stakeholder collaboration the organisation, our membership and the the organisation is structured in a way
and effective advocacy. She leaves the broader franchise community. that best support the delivery of these
Committee for Gippsland after many “The role of CEO at the Franchise objectives and priorities.
successes in her seven years as CEO, Council of Australia presents a once in I am confident the franchise community
including attracting strong government, a generation opportunity to work in the will quickly gain an appreciation of Mary’s
business and community support through engine room of the national economy. capacities and significant ‘value-add’ to
effective and engaging advocacy, There are transformational challenges and the FCA and rationale for her selection
building a growing membership base that opportunities presenting to the industry. from a strong collection of short-listed
includes several franchise businesses and Sector confidence, strong advocacy, candidates. We have good reason to be
establishing strategic partnerships that a focused and engaged membership confident about the future and the ever
position the organisation for long term elevating industry standards and improving ‘value-add’ the FCA contributes
growth. developing the industry’s reputation as an to the franchise community and our
Having left school at 15 to work in her employer of choice will be early areas of sector’s strengths as the best model of
parent’s small business, Mary brings a real focus in my new role,” Mary said. entrepreneurship. n
life understanding and genuine affinity “The industry is about people, and
with small businesses. She understands I want to drive a renewed focus on the
the operational and financial commitment mums and dad working small businesses “The role of CEO at the
families make in small business, along to create jobs, young people in our Franchise Council of
with the passion for entrepreneurialism. industry starting their first job, and building Australia presents a
This perspective, combined with her regard and recognition for a sector that
executive experience, resourcefulness and contributes $146 billion to the Australian
once in a generation
success in effective member organisation economy,” she said. opportunity to work in
leadership means that the FCA will benefit The Board and I have set some the engine room of the
from Mary’s strong focus on membership clear performance expectations and
national economy”
and partner engagement, stakeholder accountabilities for Mary, particularly
4 | thefranchisereview
FIND OUT WHY SNOOZE WINS AWARDS
FOR FRANCHISE PARTNER SATISFACTION
Choosing a tried and tested franchise
When considering buying a franchise, finding an established and recognised brand is
often the key to securing success. Established leading franchise brands offer investors
a tried and tested business model, supported by years of experience within the marketplace. Larger franchises
create their own momentum by attracting new customers and fresh interest in the brand. With 91 stores, Snooze
is a leading brand in the Australian marketplace, both in terms of size and reputation.
“In my franchising history, I have never seen as many associated people, either direct employees or franchisee
employees, who have wanted to get involved in the business.”
Simon Beaty, Managing Director – Snooze
Strategic marketing and adapting to trends
Any given marketplace can change significantly over
time, meaning brands must evolve to meet these
challenges. Strategic marketing plans allow brands
to plan ahead and maintain optimal performance.
Changing market trends, however, may call for a shift
in planning or reconsideration of marketing tactics. It is
not enough to rely solely on being a recognised brand
– attracting, converting and retaining new customers
is vital to any marketing plan. So, how does a franchise
take all of that brand strength and convert it into sales?
Snooze achieves this by maintaining a high-profile
multi-channel marketing program that supports the
national franchise network. Its multi-million dollar
advertising campaigns include TV commercials, print
ads, social media and ongoing updates to its award-
winning website. This is where the Snooze strategic
marketing plan – which has been proven to work on a
national level – comes into its own.
Category kings and industry leaders Ongoing support for continued success
Recognition as an industry leader in franchising is attained When you take powerful customer brand recognition
and maintained through a combination of important right across Australia and combine it with training
business systems. Elements such as strong marketing, programs and support, you can leverage this strength
buying power of a group and specialised services can for your own franchise. Snooze provides a 4-week
achieve a competitive advantage over other brands. program, including IT and operational training, to ensure
Capitalising on these brand strengths can prove to be the franchisees are knowledgeable on product and sales, plus
difference between strugglers and leaders in a category. you will have access to a Business Development Manager
Snooze continues to be an industry leader, ranked within and the Snooze Support Centre for ongoing.
the top 5 for mattress and bedroom furniture sales in
For more information about becoming a Snooze
Australia. The Snooze brand has also been recognised
Franchise Partner, visit snooze.com.au/franchising
in the Top Franchise ‘Top 10’ awards since 2010, winning
first place in its franchise category in 2016. It’s that top-
of-mind awareness with franchisers and customers
alike that makes Snooze such an attractive prospect for
anyone looking at franchise opportunities.
Beaty says, “The bedroom is our core competency, and Interested? Call Bettina Davis on 0423 077 844
from a Snooze store and a Snooze bedding perspective, or email her at bettina.davis@snooze.com.au
that’s where our focus is.”
IT’S AMAZING WHAT A LITTLE SNOOZE CAN DO
www.snooze.com.au/franchising
thefranchisereview | 5
W218535
A HIRE A HUBBY CASE STUDY How marketing can transform a franchise By Caragh Welford, Marketing Director, Hire A Hubby 6 | thefranchisereview
Hire A Hubby was
awarded the Franchise
Council of Australia’s
Excellence in Marketing
award in 2017. Marketing
Director, Caragh
Welford, discusses
their award-winning
marketing program
and how it transformed
Australia’s largest
handyman business.
At the time I joined Hire A Hubby in
2014, the business was undergoing a
digital and business transformation. It
was an exciting time to join the team with
many new things on the horizon, and I
soon realised that our marketing program
would need to evolve accordingly.
Hire A Hubby had spent the last
few years developing an end-to-end
franchising solution to drive efficiencies,
collect better data and improve support
for the network’s almost 300 franchisees.
Realising this system had application
industry wide, it would eventually be
launched to market as Franchise Cloud
Solutions in 2017.
By July 2014, adoption of the system
had hit 90 per cent, which meant we
suddenly had access to much more
comprehensive data about our franchisees
than we had ever had before. We were
now able to pull reports about leads, jobs,
quotes, time spent, financial results and
much more, enabling us to easily identify
trends and patterns across our whole
franchisee network.
Of course, this data is a gold mine
- especially for a marketer. When
analysing that data, we realised that
most franchisees were working on
much larger or more complex jobs than
simple handyman work. These included
full kitchen and bathroom renovations,
preparation for sale, pergolas, tiling and
painting. Many of our Hubbies were
working closely with strata managers,
property managers and real estate
agencies on repairs and maintenance, or
office fit outs.
thefranchisereview | 7
Hire A Hubby CEO Brendan Green and Marketing
Manager Caragh Welford (centre) accept the
FCA’s Excellence in Marketing Award for 2017
“Hire A Hubby continues
to go from strength to
strength and I have no
doubt that marketing has
played a key role in that. If
you want to change your
business, you need to
change your marketing.”
A brand perception The importance of house, which saved us tens of thousands
mismatch quality leads of dollars per annum. This allowed us to
fund the new website redevelopment
At the time, Hire A Hubby still largely When we first began to assess how we
as well as free up additional funds in the
had a reputation in the market as a basic would go about repositioning the brand
marketing budget. Because the marketing
handyman service, undertaking more and the benefits, we already knew there
budget is drawn from the ad levy of
simple jobs such as hanging up pictures, was significant room for improvement in
franchisees, we didn’t want to increase
fixing cabinets or hanging doors. We the quality of leads coming our way.
the levy, but knew that we would need
quickly realised there was a gap between Many of the leads that Hire A Hubby
more money to fund our ambitious
the work franchisees were actually doing generated came through third party
marketing program. By finding efficiencies
and the perception of the work they could websites such as comparison websites
throughout the course of the program
do. and search directories. We found that the
and switching gears when needed we
We realised that these misconceptions nature of those leads was poorer in quality
were able to achieve more without the
could prevent Hubbies from attracting as typically quotes were assessed on price
franchisees needing to spend any more
leads for these larger and more complex rather than quality. It was difficult for our
than they already were.
jobs. We could tell from the data that franchisees to compete and they would
The new digital strategy and digital
these jobs led to more repeat business and end up spending a lot of time quoting
channels launched in November 2015. To
generated higher revenue and margins, so on jobs which wouldn’t convert. Or if the
complement the new digital strategy we
it was critical that we could help Hubbies quotes did convert, the margins were
also began to invest in public relations to
attract this work. lower.
reposition the Hire A Hubby brand. We
As part of our analysis, we surveyed We recognised that if we could
partnered with a PR agency who used the
our franchisees in June 2015 to find out reposition Hire A Hubby as a higher quality
results of our Hubby survey to develop PR
more about how they work. The findings handyman and tradespeople service,
angles for media stories throughout the
of the survey further revealed the gap while simultaneously boosting our digital
remainder of 2015 and into 2016.
between perception and reality, and also presence, we could reduce our reliance
revealed some interesting insights about on comparison websites and search Buy-in proved critical
how the brand is perceived by customers. directories, and instead rely on our website
It was extremely important for us to
Many customers were feeding back and digital channels as the primary lead
get buy-in on the new marketing program.
how much they valued Hire A Hubby generators - ultimately generating higher
We knew that it could potentially face
for our superior quality workmanship quality leads directly to us.
some backlash from franchisees due to
and customer service. Many franchisees
An investment in digital a lack of understanding around what we
reported the many ways they added extra
were trying to achieve. In particular, we
value through identifying unforeseen To attract direct leads we needed to
anticipated a reluctance by franchisees for
problems while on the job - such as rotting completely overhaul our digital strategy
us to spend a large proportion of the 2016
timber, exposed asbestos or white ants. to ensure that all our digital channels were
ad levy on national marketing efforts and
They were also often engaged to ‘fix the lead generating.
not just local area marketing efforts.
fixing’ through fixing jobs from other We decided to develop a new website
On top of that, our marketing team
tradespeople. and invest further in SEM and SEO. We
was relatively new and could be perceived
So, it became clear to us that there was switched to a new digital agency to
as coming in and changing everything or
a significant opportunity to reposition the manage this - allowing us to develop
trying to fix things that weren’t broken.
Hire A Hubby brand as more than just a a more integrated and transparent
The website had been redeveloped
basic handyman service. We wanted to approach.
only two years prior so we knew that
focus on the diversity of jobs that Hire A We redesigned our eDMs to make
recommending that it be redeveloped
Hubby could complete for customers as them mobile responsive, with content and
again would be controversial. Digital
well as highlight the quality workmanship calls to action geared around our new
knowledge was also limited across our
and superior customer service that Hire A brand positioning. We also repositioned
franchisee network, so it was important
Hubby offers. Ultimately the goal was to the content for our social media channels
that we could explain why things like
generate higher quality jobs and leads for in line with our new strategy.
mobile optimisation, SEO or SEM were
our franchisees. We decided to bring Facebook in-
8 | thefranchisereviewHire A Hubby’s marketing
program delivered higher quality
leads for franchisees
important to generate leads and support Hire A Hubby’s presence there. The ban
their businesses. was accepted by franchisees as were
Ultimately our goal was to take all able to demonstrate the great results
stakeholders, especially the franchisees, achieved across our other channels.
on the journey with us - to keep them Our franchisees were also noticing a
engaged and committed to the marketing difference in the quality of the leads
program’s success. We set out to they were getting, which really
communicate well and often, with the helped with getting the ban over
purpose of educating all stakeholders the line.
on why the change in strategy and Hire A Hubby continues to go
investment was worth it. We also set out from strength to strength and I
to regularly update them on progress and have no doubt that marketing has
results. played a key role in that. If you
want to change your business,
The results you need to change your
We were blown away by the results marketing - it just goes to show
of the marketing program within only 12 that an ambitious marketing
months. We exceeded our KPIs across program can pay off. n
every channel. We saw big shifts in how
we acquired customers. From 2015 to 2016
we were able to increase acquisition across
every channel by 20 to 30 per cent, except
third party referrals which decreased by
over 60 per cent - a great result in line with
our strategy.
We also achieved excellent results from
our PR program with nearly 200 pieces of
coverage acquired throughout January to
December 2016 with a total reach of over
23 million people. We found that our PR
results were contributing to website traffic
and therefore jobs acquired directly rather
than through third party websites.
We hadn’t expected the turnaround
from our reliance on third party sites to
our digital channels to occur so quickly. It
was a welcome surprise to see we were
achieving what we set out to do in less
time than expected.
What this meant was that we were able
to bring forward the process of completely
phasing out third party referrals. We
banned franchisees from listing on third
party websites, completely removing
By analysing the data, Hire a Hubby found most
franchisees were working on much larger or more
complex jobs than simple handyman work
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10 | thefranchisereview
kwikkopy.com.au
kwikkopy.com.auA GUIDE TO LOCAL AREA MARKETING (LAM) AND HOW TO
HELP FRANCHISEES GET THE BEST RESULTS FROM THEIR LAM
Setting your
franchisees
up for local
marketing
success
By Karin Ingram,
Marketing Manager,
Kwik Kopy Australia
With more than 35 years in the
business, Kwik Kopy Australia recognises
the importance of local area marketing to
each franchisee’s success. These days, Kwik
Kopy franchisees can be found embracing the
world of posters and signage in addition to print,
design and marketing services.
Investing in a franchise gets a business marketing plan before they even launch
off to a great start with instant brand their new site or territory. Local area
recognition, but it’s important to give your marketing activity can be built into the
franchisees ongoing marketing support overall strategy as a new owner defines
to help grow their customer base in their their short and long-term goals.
local areas.
Marketing is key to creating awareness, Leverage national campaigns
attracting clients and building loyalty so As a franchisor, you have a
that your franchisees can run a profitable responsibility to help your franchisees KWIK KOPY CASE STUDY
business and feel motivated to achieve have all the promotional resources needed Over the past two years, Kwik Kopy has
their goals. Remember, your franchise to unleash the full potential of their leveraged our national fund to subsidise
owners will have varying degrees of business. When national campaigns are the local components of the national
experience when it comes to promoting a running, make artwork such as posters promotions, giving the franchisees a
business. A focus on local area marketing and point of sale material available for 50 per cent discount on printing and
helps to level the playing field and set each franchisees to promote the campaign mailing costs for unaddressed and
franchisee up for success. locally. You can also consider subsidising addressed mailers in their local area.
This has helped us achieve our biggest
some of the local area activity from your
Engage your franchisees national budget. Remember, the larger the
participation in marketing activity ever,
resulting in double the number of bulk
from the get-go franchisee engagement then the greater mailers distributed. Our franchisees
The first step to maximising your your marketing reach and brand presence are seeing the benefits of increased
franchisees’ local area marketing activity across Australia. promotion in their local areas!
is to ensure they have a business and
thefranchisereview | 11Create an annual plan Support the all-important At the end of the day, your brand is
follow-up only as strong as your entire group of
Having a marketing plan in place
franchisees. By providing your franchisees
gives the entire franchise organisation a Follow-up is essential for increasing
with the tools they need to successfully
shared vision and lets your franchisees conversion rates so make sure your
roll-out local marketing activity, helps
know that you’re serious about their franchisees have all the support they need.
maintain brand consistency as they build a
success. Circulate a copy of the plan to Leads should be responded to quickly, so
profitable business in the local community
every franchise owner so that everyone providing scripts your franchisees can use
and take their success to the next level. n
has all the information they need and will help increase their chances of success.
knows exactly what is planned at any Consider investing in a head office person
given time. Send out regular updates in who can follow up and set appointments
monthly newsletters and other internal for your franchisees if necessary (and
communications to keep everyone in the applicable to your business).
loop and motivated throughout the year.
Remember, communication
Use a marketing portal for is key
easy access to materials Good communication is essential to
Making your campaign materials delivering an effective marketing strategy.
accessible via a centralised marketing Take the time to thoroughly explain each
portal delivers business benefits to the upcoming campaign and provide physical
franchisor and franchisee alike. It ensures samples of marketing material to get
that every franchisee has the materials the buy-in of your franchisees. Provide KWIK KOPY CASE STUDY
they need with the peace of mind that feedback on campaign effectiveness and Our state-of-the-art online print
there will be brand consistency across results to help your franchisees understand management solution Zenith Hub,
the entire franchise network. A marketing what has worked best in reaching their allows us to load assets for all national
portal also saves each franchisee time local customer-base (and encourage promotions. It’s a fantastic tool for storing
with the ability to order online and future participation in campaigns). Case all the relevant marketing collateral
download artwork to have printed at studies from other high-performing for each campaign in the one place.
their local printer. Flexibility is an added Posters, banners, email signatures, social
franchisees are also effective in keeping
media assets etc. are all accessible for
bonus, allowing for customisation so your stakeholders engaged.
franchisees to download and print in-
that your franchisees can target each
house at any time. This ensures brand
customer; from a receptionist in the CBD consistency as well helping to give our
to a business owner in the suburbs, each campaigns a wider reach at a local level!
campaign can have a tailored approach.
12 | thefranchisereviewthefranchisereview | 13
SPONSORED ARTICLE
BOOSTING
FUTURE
BUSINESS
OWNERS
The Boost Juice story is well known and embodies the
entrepreneurial spirit that has seen it shake up the Australian
wellbeing industry. It’s with no surprise that this spirit has
filtered into Boost Juice stores, where the brand has seen
three of its team members (internally known as Boosties)
transition to owner operators in the last six months.
Boost Juice was built on the ethos of having When the opportunity arose to own her on Boost
employees and franchisees who are extremely store in Green Hills in partnership with the Dormers,
passionate about the Boost brand and can convey Johanna knew it was an opportunity she needed
that passion to their customers. After 18 years of to jump on.
growth, Boost has now opened 283 Australian stores
and in February opened its 208th international store
in a new market for the brand, Bangladesh.
“Boost is a brand whose values really align with my
Beginning her Boost journey at the age of 16, Johanna own and one I’ve loved since a young age. The simple
Brecard quickly took on a team leader position within philosophy of delivering an amazing product to our
her first two years. After a short stint living overseas, customers and have them leave feeling just that little
Johanna returned to a business manager position bit better is something that really resonates with me,”
working for Boost Central Coast franchisees Tony and said Johanna.
Cheryl Dormer. The Dormers saw Johanna’s devotion
and potential and awarded her the area manager role
for their three stores.
14 | thefranchisereviewZachary (Zac) Jones has long been passionate growth within the company and Boost’s eagerness to
about owning his own Boost store. He spent approve new and passionate franchise partners who
years tenaciously working towards his goal bring fresh ideas to the brand.
through numerous roles at Boost Craigieburn and
When asked what advice she’d give to other Boosties
Broadmeadows. In December 2017, the Boost
looking to purchase their own stores, Johanna
Support Centre assisted Zac in transitioning from
recommended that they set both financial and
Boostie to the new owner of Boost Forest Hill – a
development goals. When the opportunity arose
store which also debuted Boost’s new store design
concept.
Zac’s concept store is quite unique and is another way
Boost Juice continues to be innovative. The Forest
Hill store engages customers with its illuminated
graphics, bright colours and cheeky messaging. In a
first of its kind, the store debuted Boost’s digital menu
boards, on-trend new uniforms and USB hook-up
stations to keep customers entertained whilst waiting
for their smoothies and juices.
Boost’s new store design has been positively received
by their current partner network as well as applicants
coming through their franchise recruitment process.
With numerous stores scheduled to undergo lease
renewals and refurbishments in 2018, Boost’s new
look will soon debut in each Australian state. The
brand’s 284th store is scheduled to open in Mount
Gambier in April.
Boost appeals to new franchise partners by providing
for her to enter into the partnership, she started
a trusted business model while simultaneously
to look at the Boost stores she had worked in for
offering outstanding support in digital marketing,
14 years differently. Johanna was eager to shadow
customer relations, operations, leasing, IT, human
the Dormers, learn the back-of-house systems and
resources, franchising and product and supply. As
processes and strengthen her areas that required
part of the franchise application process, Boost
improvement. She also recommended that Boosties
provides new partners with a comprehensive three
keep an eye on any new and existing opportunities
week in-store and back-of-house training program
that become available throughout Australia.
with their Learning & Development team.
With six Boosties overall having progressed to
Yash Soni also worked as a Boostie for two years
franchise partners, Boost’s Franchising department
in Sydney. When the opportunity presented itself
are eager to see this number grow. They are currently
to own a Boost in Darwin, he jumped on a plane to
in discussions with three additional groups of
become a part of the brand’s story. “It was a huge
Boosties, who may be interested in the brand’s travel
risk moving from Sydney to Darwin but seeing
centre and train station opportunities, having seen
what I am achieving at the Casuarina store with the
12 Caltex and 5 BP stores already in operation.
support of Boost is truly inspiring,” says Yash. He
describes his training as “a motivating experience that
gives you a feel for the brand and what it stands for.
You leave feeling motivated and wanting to excel in
your own store”.
A common theme between Johanna, Zac and Yash With the release of its new store designs and
is their aim to perfect their first stores and become continuous exciting projects, Boost remains
multi-site franchise partners in the future. Their the food retail brand to watch in 2018.
journeys are a reflection of the opportunity for
thefranchisereview | 15Is it your turn to win a MYOB FCA Excellence in
Franchising Award in 2018?
This year, franchising excellence will be recognised and
rewarded in the following categories:
Australian Established Franchisor of the Year
Australian Emerging Franchisor of the Year
International Franchisor of the Year
Excellence in Marketing
International Franchising
Franchise Innovation
Franchisor Social Responsibility
Supplier of the Year
Entries open 12 March to 11 May.
To nominate for the Awards, visit: www.franchise.org.au/awards-2018
16 | thefranchisereviewFive things
franchises
need to
know about
social media
marketing
By Steven Donald
Chief Strategist, Pure Social
Social media is unprecedented in its ability to provide franchisors
and franchisees with an all-encompassing platform for brand
promotion, customer engagement and collaboration for business
success. With the ability to measure the success of social media
efforts in real‑time, franchisors and franchisees have never been
better placed to target their marketing endeavours.
While there are many social media Multiple locations, establish clear social media guidelines,
channels, Facebook and Instagram 1 both for their own efforts and for those
one message
offer the most sophisticated in terms of of franchisees. It can be a challenge for
targeted advertising, publishing tools and In today’s social world, the effective franchisees to create content that is in line
overall effectiveness for multiple location, franchisor is faced with the mammoth with the brand’s overall messaging and at
collaborative social media marketing. task of co-ordinating a consistent brand, the same time relevant for their individual
Whatever social media platforms both through traditional media channels location. Most franchisees are not
you choose, there are some common and in the fast-paced, two-way, digital experienced marketers and social media
considerations to help maximise your environment. Bespoke content needs to proficiency will vary wildly from franchisee
social media marketing success. be created for each social channel, and to franchisee.
franchisors need to monitor how that Franchisors should decide if they will
content is disseminated for each franchise be in total control of social media or if their
location to ensure brand consistency is franchisees can participate and to what
maintained. If individual franchisees are extent. By establishing clear guidelines,
permitted under the franchise agreement robust and consistent brand material
to manage their own social media, they and documented procedures on where
face the challenge of trying to grow a responsibility lies and for what, a level
following for their location while adhering of consistency and effectiveness can be
to their franchisor’s guidelines established for the benefit of the entire
Either way, the franchisor should franchise group.
thefranchisereview | 17Pay to play
2 3 4
Engage, don’t sell (reach and advertising) Is it working?
Social media posts in general should The most important thing ROI on social media has received a
not be “salesy”. Typically, content (posts) to understand is that Facebook fairly bad rap over the past few years, but
should fall into four distinct categories: (and Instagram) are “pay to play” steadily that is changing.
brand posts; engagement posts; environments. Organic reach, the Vanity metrics such as likes and
informational posts; and finally, sales amount of people that see a brands followers, contrary to popular belief,
posts. message, has been declining steadily, are relevant to the overall social media
The ratio of these post types and rapidly, for the past five years. Real strategy, but they must be genuinely
creates the “tone” or “voice” of the world organic reach for businesses on acquired. Paid third party services
social strategy. Establishing a library Facebook is between 10 per cent and promising to grow your follower base
and schedule of content that fits these 20 per cent of a page’s follower base. It should be avoided as they offer very
categories is extremely important. is quite frankly not worth the effort for little valuable return on investment and
Typically, the franchisor domain is most small to medium businesses. can damage your social media page
solidly within the brand and sales post A strategy to combat this is that irreparably. Gaining followers through
categories, however it can extend to every piece of content published should reputable paid page building, paid brand
the other post types; this is typically have a paid “boost” applied to some awareness campaigns, social media
a measure of the franchisor’s control degree. This provides the additional competitions and loyalty programs are
over content. For local engagement advantage of targeting exactly the valid and recommended methods of
and follower growth it is advisable for desired audience for that business growing a page’s presence.
the franchisee to have a hand in the geographically and demographically. It is The ROI of social media depends on
engagement, informational and to some virtually impossible to do this manually the goals and objectives of the franchisor
degree sales posts, depending on the and API (programmatic) automation is and franchisee. Most importantly
franchise agreement. required. everything should be tracked, measured
It is important to create a “story” The Facebook (and Instagram) and reviewed regularly; this allows for
with a natural ebb and flow to the platforms are massive “Big Data” adjustments to the overall strategy.
information. Too many sales posts will machines, with the ability to find Reporting tools allow for the investigation
put off prospective followers, too many lookalike audiences of current customers, at a macro franchisor level and a micro
engagement posts and the effectiveness remarket to existing customers and scale franchisee level for complete transparency
of the marketing channel will diminish. from a local level to a national level with to examine where and what is working,
The most important thing is striking everything in between. By using multiple ultimately allowing for effective overall and
the balance that is comfortable for ad formats, objectives and to interface long-term marketing decisions.
franchisor, franchisee and their target with search advertising and websites,
audience. the possibilities are limited only by the Most importantly,
5
Social media posts create the “invisible franchisor’s vision. create a unified, positive
salesperson” and establish a trust customer experience
network when prospective customers are
Whether you have two locations or
researching a brand to make a purchase
200, social media can be challenging on
decision or retaining existing customers’
either side of a franchise agreement. The
loyalty. This digital footprint and social
public should see one uniform brand.
proof is the foundation to a successful
By employing good planning, good
social media strategy.
practices and good people all players can
ultimately sing the same tune in harmony.
It is then that franchisors and franchisees
can deliver their customers a seamless
experience. n
While there are many social media channels,
Facebook and Instagram offer the most sophisticated
in terms of targeted advertising, publishing tools and
overall effectiveness for multiple location, collaborative
social media marketing.
18 | thefranchisereviewBRAND LEVEL SOCIAL MEDIA
WITH LOCAL CUSTOMER FOCUS.
How do you keep your franchise social
media marketing consistent and relevant,
A Complete Service for
at both a brand level and a local level Franchisor and Franchisee.
while building tangible business results that
benefit both the franchisor and franchisee? We Create and Publish Content
We manage social media pages, we create and
Facebook and Instagram offers an unparalleled range publish social posts for franchisor and franchisee.
of content publishing and advertising solutions at all
stages of the marketing funnel in one, integrated, platform. We Reply to Your Customers for You
Unfortunately, most social media solutions and agencies We respond to customer enquiries on social
focus on just advertising, very few provide a total social channels and manage social conversations.
media management and marketing service.
We Create, Manage and Optimise Advertising
We offer a holistic social media management service, We create and manage national and local
leveraging our experience working with over a thousand advertising that unifies the objectives of both.
SME’s, to provide a structured approach to genuine content,
targeted advertising and technology controlled from the We Target Your National and Local Customers
franchisor level, while also adding the unique and local We collect and utilise data that is specific to your
franchisee flavour. franchise business at a national and local level.
Interested to learn more? Provide Reports for Franchisor and Franchisee
We provide reporting and advice directly to both
To discuss your unique Franchise requirements franchisor and franchisee.
and to talk to a business specialist please call
1300 366 379 or visit puresocial.com.au/franchise
1300 366 379 | puresocial.com.au/franchise
thefranchisereview | 19Partnerships are at the core of Muffin Break’s
business. Whether it’s generating increased brand
exposure, providing franchisees with access to
competitively priced products through their suppliers,
or offering training and development across the
network, this home-grown brand is leading the way
in delivering value to franchisees and customers
alike through mutually beneficial collaborations. The
Franchise Review spoke to Muffin Break’s General
Manager, Natalie Brennan, to find out more.
Partnerships
the icing
on the
muffin
for iconic
Australian
brand
20 | thefranchisereviewMuffin Break’s branding appears alongside
Katy Perry on Sunrise in July 2017
Natalie strongly believes that in the
franchise space in which they compete,
partnerships can be represented as a
perfect triangle. It encompasses the
relationships between the franchisor,
franchise partners and their suppliers.
Each of the businesses thrive when they
are committed to supporting each other.
“Ultimately, we are all in business to
influence our respective markets, and at
the core, to make a profit to support each
other’s business objectives,” Natalie says.
Partnerships with suppliers
Natalie cites one example of a
partnership which grew from Muffin
Break’s relationship with their long-term
milk supplier.
Lion Dairy had been watching the
movement to plant-based milks in coffee
and approached Muffin Break with the
opportunity to offer an alternative milk to
Muffin Break customers in each franchise
business across the network. Vitasoy,
encompassed under the Lion Dairy
umbrella, were trialling soy milk specifically
for baristas.
When Vitasoy presented this
opportunity to Muffin Break, Natalie
recalled “a number of our team members
in the meeting, who were plant-based Partnerships as a remembers was when she visited her local
milk consumers, were outraged at marketing strategy Borders bookstore, there was a Starbucks
consistently paying one dollar extra for within the store selling Cheesecake
Muffin Break also has taken partnership
their daily coffee”. Factory cheesecake.
relationships beyond food. They currently
A marketing campaign was “All three brands were complementary
have a major partnership with Australia’s
brainstormed, and the result was the to each other, and didn’t cannibalise each
leading breakfast program, Sunrise.
“No Charge for Soy” campaign. other,” Natalie said.
This collaboration is a highly effective
During the initial promotional period, Muffin Break had an opportunity to
way to speak directly to the brand’s core
Lion engaged franchisees by reducing test the idea of complementary brands
demographic. The deal includes a range
the price of soy milk. In 2015, Muffin when they were approached by one of
of weather broadcasts featuring Muffin
Break launched the new initiative across the leaders in children’s playcentres in
Break products, on air placements and
their 220 stores and have maintained the Australia. This ultimately led to a ground-
announcements, plus exclusive offers for
‘No Charge for Soy’ policy every since. breaking opportunity to partner with
Sunrise viewers. The camera also regularly
Coffee sales grew substantially for the Croc’s Playcentres.
crosses over to guests waiting in a Muffin
franchise partners. This was the result Croc’s Playcentres were established
Break-themed Green Room.
of the significant point of difference, in in 2008 by Lawrence Cusdin and Brett
It’s the perfect marriage, reflecting
combination with an ever-expanding base Aldons. They both have young children
a collaboration benefitting these iconic
of the consumers of plant-based milks. and were dismayed at the quality of the
Australian brands and, just as importantly,
The initiative has also grown sales of children’s playcentres they visited – aging
a partnership with Muffin Break’s franchise
the Vitasoy Barista offer for Lion Dairy equipment, dirty bathrooms and low-
partners. As Sunrise goes to air, Muffin
and Muffin Break experienced increased quality food and dismal coffee. They knew
Break stores all over the country have
customer satisfaction from both existing it could be better and built a business that
already commenced baking in preparation
customers and new customers that delivers on what they wanted for their
to serve their mutual audience.
strayed from competitors. own children. The concept is achieving
great success in its expansion and will
The Lion/Vitasoy partnership with Partnerships with other
soon be the largest operator of children’s
Muffin Break and their franchisees is only established brands playcentres in Australia. The pair decided
one triangle of supplier partnerships. Muffin
During her time with Muffin Break, to team up with Muffin Break to bring a
Break maintains many similar relationships
Natalie has also opened a pilot store in the premium cafe bakery experience to each
with suppliers that assist their franchisees
United States of America. of their playcentres.
to operate successfully. Over the past few
It was here where she saw how Each new Croc’s Playcentre now
years these have included Nutella, Weight
well brands partnered together to includes a Muffin Break bakery café,
Watchers, Steggles Chicken and Lawsons
open up new markets and increase delivering two great brands in one
Bread, to name a few.
brand awareness. The example Natalie franchise package and reflects Natalie’s
thefranchisereview | 21The partnership between Muffin Break
and Croc’s Playcentres has delivered
benefits for both brands
experience all those years ago in the USA. The Croc’s Playcentres and
“Having a branded bakery cafe within Muffin Break partnership is a perfect
a children’s playcentre is a huge positive representation of the hospitality and
within an industry which has traditionally entertainment sectors collaborating to
provided low quality food and service support and build greater awareness
standards. We searched for a brand with of each brand. The triangle here also
both the personality and fit with our encompasses an opportunity for Muffin
current customers’ demographic and Break’s suppliers to expand their business
values. Muffin Break was the perfect to new sites, and for Muffin Break to be
cultural and quality fit for Crocs,” Mr exposed and gain new customers in the
Aldons said. Croc’s Playcentres.
Muffin Break is focused on
“Having a branded bakery continuously building partnership
cafe within a children’s triangles to further build their operations,
promote their brand awareness and
playcentre is a huge work collaboratively with businesses that
positive within an industry share similar demographics and values.
muffinbreak.com.au
which has traditionally The brand recognises that partnerships
are critical to building and growing
provided low quality food relationships and profits in this challenging
Muffin Break’s and service standards.” retail environment.
Even though the perfect triangle model
‘No Charge for The synergy is just as beneficial for
is not yet as developed in Australia as in
Muffin Break.
Soy’ policy helped “We’re excited at the opportunity to
the USA, Muffin Break are hoping to lead
the market in forming these relationships
franchisees grow work with a dynamic channel leader like
and further developing the business - thus
Croc’s Playcentres. It allows us to be part
coffee sales reaching new customers that may have
of the growth in leisure centres, creating a
never experienced the Muffin Break brand
home away from home for the family and
previously. n
the perfect place for mum to entertain
her kids whilst enjoying some quiet time,”
added Serge Infanti, Managing Director of
Muffin Break’s parent company, Foodco.
22 | thefranchisereviewYou can also read
