WHAT’S THE BEST FRANCHISE | DON’T MAKE THE MISTAKES I DID | BUYING FOR TOMORROW
Spring 2026 | Year 35 issue 03 | $8.95
BUY YOUR OWN BUSINESS | FRANCHISE.CO.NZ
Westpac Directory of Franchising
Over 275 different franchises
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Spring 2026 | Year 35 issue 03 | $8.95
POWER OF
A FRANCHISE
Move to the regions with CrestClean
Call now to change your lifestyle
0800 273 780 or visit crest.co.nz/regions
Find us at
@crestfranchises
Check out our high demand regions
and request an info pack
A better pace of life and plenty of local recreation is available
to CrestClean franchisees operating successful businesses
in the regions. With lower living costs and more affordable
housing, now is a great time to make the move.
We have franchise opportunities available now in many regions
across NZ and if you buy a CrestClean franchise in any of the
centres marked on the map, you can get up to $3,500 towards
relocation costs.
Finance options are available to help you get started,
plus full operational and administrative support from
NZ’s leading small business franchise.
Enjoy a
successful
business
with a great
lifestyle
in the regions
SCAN ME
South Canterbury franchise owners Sandeep Kumar & Anju Anju
Whakatāne
New Plymouth
Kāpiti Coast
Mangawhai
Wairarapa
Waipukurau
Whanganui
Motueka
Kerikeri
Horowhenua
Nelson
Whangārei
Franchise New Zealand | Spring 2026 | Year 35 Issue 03
Endorsed by
Spring is here, the days are getting longer, and for many people it’s a time to
start thinking about what’s next - including whether franchising could be the
next step in your business journey.
There is a well known saying that a franchise enables you to be in business
for yourself, but not by yourself, with the power of the brand and the network
alongside you. Our cover story on page 6 explores just how that power really
helps a franchisee to succeed in business and Dr Callum Floyd’s article (page
38) looks at the power of franchise brands that consciously innovate to take
your business into the future.
There’s a clear explanation of all the different franchising terms on page 42;
our popular step-by-step guide helps you choose the best franchise for you
(page 24); and on page 32 there are some wise words from one experienced
franchisee about how not to make the same mistakes he did.
Remember to ask all the right questions of the franchisor, talk to existing
franchisees (see page 19) and experienced advisors (see page 40) before you
choose to buy into a franchise.
For those who’ve been in franchising a little longer: if you’re a Monty Python
fan, you’ll enjoy our well-loved parody of What have the Romans ever done
for us on page 46; there’s a review of recent legal cases involving franchises
on page 50; and Nathan Bonney suggests a rethink of franchise recruitment
practices (see page 35).
For any readers who came along to the New Zealand Franchise & Small
Business Expo in Auckland in September, thank you for stopping by the
Franchise New Zealand media stand – it was wonderful to meet you all. If you
could not make it, don’t worry - we are always here! Whether you are thinking
about buying a franchise, looking at franchising your existing business, or have
questions about any other franchise issue, please get in touch.
We are proud to have been New Zealand’s franchise knowledge hub for over 30
years, and our website is packed with articles, guides, interviews and practical
information to help you make sense of franchising.
There are plenty of exciting opportunities in franchising – you’ll find many of
them in our Directory starting on page 54, but take your time, ask questions,
talk to people who have actually done it, and be honest about what you are
prepared to put into your business.
Choose wisely and the power of a franchise is yours for the taking. At the end of
the day, however, success is up to the individual and the greatest power is in you.
If you want a free print or digital copy of this magazine for yourself or a friend,
call 0800 FRANCHISE or visit www.franchise.co.nz
Sally Knight, Caitlin Chatterley, Anna-Marie Staples
Franchise New Zealand media
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Westpac Directory of Franchising
Over 275 different franchises
Franchise and Business Opportunities
Specialist Advisors
64
Other Services
66
9 Two bites
Specialised renovations are
steaming ahead with the
Dream Bathrooms franchise
11 Ko ko dak!
Kokodak starts a new drive
for franchisees as Korean
fried chicken joins New
Zealand’s mainstream fare
12 Window of opportunity
Less stress for franchisees of
Lidar Windows and Doors sales
and installation business
13 Genuine interest
Foodco New Zealand
celebrates two remarkable
Muffin Break personalities
15 Keeping it simple
A tried and tested formula from
Speed Queen means a smooth
and easy start-up for investors
16 Franchise news
Latest news from the
world of franchising…
18 More than just opening stores
Katsubi focuses on food
quality, values, people and
community to support a
sustainable franchise future
Spring 2026
Upcoming issues
18 June 2027
Winter
17 September 2027
Spring
11 December 2026
Summer
25 March 2027
Autumn
The power of a franchise
What makes some people prefer
a franchise over a standalone
business – and just how powerful
is the franchise business model?
What’s the best franchise for you?
With hundreds of franchise opportunities
to choose from, how do you choose
one that’s going to suit you? Here’s our
step-by-step guide to choosing well
54
24
32
Cover Image: www.stock.adobe.com/Gorodenkoff
Welcome to New Zealand's BUY YOUR OWN BUSINESS magazine
Buying for tomorrow
Callum Floyd asks how innovative
is the franchise you’re buying
and why does that matter?
Don’t make the mistakes I did
Lessons from a franchisee who
has owned eight franchises
and watched three fail
38
19 50 Questions to
ask franchisees
Want to know what a franchise
is really like? Ask the people
who are already involved
22 The road to success
Celebrating the people whose
care for customers and pride in
the franchise network are the
secret to Aramex’s success
28 The funding advantage
Westpac’s Daniel Cloete
on why franchising gives
business buyers an edge
when looking for finance
30 Privacy complaints
Wynn Williams offers tips
for franchisees on dealing
with privacy complaints
31 Boot the commute
V.I.P. Home Services
franchisee returns to a more
flexible lifestyle, with a little
help from the family
34 Resale price maintenance
Competition law barrister
Anna Ryan explains RPM
in the franchise context
35 Finding franchisees
Nathan Bonney suggests
a rethink of the franchise
recruitment process
37 Natural progression
Successful business
partners take next steps with
Quinovic’s residential property
management franchise
40 Choose advisors carefully
Buying a franchise can be
a great way to get into your
own business – but using the
right advisors is essential
42 Clear as mud?
Franchise jargon can be
confusing to the newcomer –
here’s a guide to help
you understand all
the different terms
44 Time to quit your job?
9 good reasons to start
your own business – and
5 good reasons not to
45 Fast growth
Business is flourishing
for Paramount’s first
Gardening franchisee
46 What have the Romans ever
done for us?
The classic line from Monty
Python’s Life of Brian will
sound familiar to any franchisor,
too. We imagine how things
might sound 2000 years on
48 Sparking the future of
franchising
Highlights from the FANZ
Conference and excitement
builds for the upcoming New
Zealand Franchise Awards
50 Legal update
Khushbu Sundarji and
Stewart Germann review two
recent franchising disputes
with lessons for franchisees
and franchisors alike
53 Working capital - fuel in the tank
Franchise Accountants
explain what you need to
get your business started
and keep it going
54 Westpac Directory of
Franchising
Comprehensive details and
investment levels for over 275
franchise and master franchise
opportunities. Also includes
advisors and index to advertisers.
Franchise New Zealand | Spring 2026 | Year 35 Issue 03
Buying a franchise is often described as
being in business for yourself, but not by
yourself. If you are leaving employment for
the first time and new to business ownership
you might find this a reassuringly practical
way to take that first step. But people often
THE POWER OF
A FRANCHISE
Buying a Franchise
Equipment - Franchisees start with the best equipment for the job and only
the equipment they need – often specially-designed or developed.
Suppliers - Bulk buying means franchisees benefit from lower prices and
better service than independents.
Brand marketing - The company already has a name which attracts
customers and makes marketing more effective.
Training - A franchisee can enter a brand-new industry and be trained in
how to run that specific business to best effect.
Support - The franchisor keeps a watchful eye on the progress of the
business to help the franchisee grow at the right speed and avoid errors.
Research & development - While the franchisee focuses on customer
service, the franchisor works on new products and techniques to ensure
franchisees remain competitive.
Most people who buy a franchise establish a long-lasting, locally owned
business. They learn how to plan, how to cost and how to manage cash
flow. When they move on, they take with them all sorts of valuable business
skills that they would not have learned any other way. But many franchisees
recognise that a franchise is not just a business school – the brand power
that it provides is helpful to even the most experienced of operators.
The proof is in the growing number of people who sell one franchise to
buy another, or who keep adding multiple units to their franchise business
portfolios. Franchising can also be a powerful tool for business growth.
Buying power
Although franchises are made up of independently owned businesses, the
franchise group as a whole uses the same brand name, the same operating
systems and, crucially, offers the same products or services. This means that
the franchisor can negotiate volume discounts on supplies based on the
needs of the whole group, rather than each individual franchisee having to do
their own deals.
When you’re first getting started, for example, buying power applies to one-
off expenses that can make a big difference to the cost of getting up and
running:
• Equipment
• Fit-out
• Signage
• Vehicles
Apart from the fact that you’ll pay less than an independent business would,
the franchisors’ experience should mean that you are buying exactly what
you need when you first get started. That saves you spending your much-
needed capital on the wrong things or equipment that won’t last or isn’t up to
the job as you grow.
At its most basic, you can consider franchising as a method of marketing
and distribution. The franchisor expands by granting a franchisee the right to
operate a copy of its business. That right usually includes the ability to use
the name, the business system and the know-how of the franchisor, and is
granted for a fixed term.
Franchising enables companies who have a good product or service the
power to expand faster because they are using the capital, local knowledge
and commitment of individuals who are in business for themselves. It gives
those individuals the power of going into business properly trained and
equipped, with the security of a well-proven product and system
behind them.
But when you become part of a franchise network, you also benefit from the
power that the whole network enjoys, including brand recognition and loyalty
from customers, brand strength with suppliers and funders, and the power
that comes from standing together with others in your franchise – other
franchisees and the support team that exists solely to help you and those
other franchisees succeed.
Let’s have a look at the different types of power that a franchise offers.
Brand power
Franchising in New Zealand is more powerful than many people realise.
Despite being made up almost entirely of small to medium sized businesses
(SMEs), franchise networks contribute around 11% of New Zealand’s GDP. At
last count we had 540 franchise brands and almost 30,000 franchised units in
New Zealand, including large international brands like McDonalds, Pizza Hut,
Signarama (operating as Speedy Signs in New Zealand), Jan-Pro Commercial
Cleaning, Pirtek, Anytime Fitness, Jani-King and RE/MAX to name but a few.
There are many more international franchises that would like to find a
foothold in New Zealand. For the right investor, a master franchise or licence
can offer scale, leverage and long-term value, provided the brand, the
agreement and the local market are properly aligned (see
www.franchise.co.nz/articles/4059-the-power-of-the-master-franchise).
But 70% of franchises in New Zealand are homegrown franchise brands.
Many of them really are so ‘famous in New Zealand’ that they have the right
to be considered powerhouse brands. Again, just to name a few, think of
CrestClean, Columbus Coffee, FreshChoice, Green Acres, Liquorland, Night’n
Day, Paper Plus, Pit Stop, Rodney Wayne, Stirling Sports and the Coffee Guy.
Whether you are looking at buying into a large, nationally well-known
franchise brand, or one that is just getting going, you still have the
advantage of the brand power in the following areas:
Product or service - The franchisor has already proved that the market
exists. Franchisees are not risking their money on a new idea.
System - The most efficient way of delivering the product or service has
been developed and will be shared with the franchisee.
stay in a franchise for decades or buy
multiple franchised businesses over
the years. Why would they prefer a
franchise over a standalone business?
Just how powerful is the franchise
business model?
franchise.co.nz – PUTTING PEOPLE IN BUSINESS
Buying power is even more important on an ongoing basis. Every day, it can
affect the price you pay for essentials such as:
• Products
• Ingredients
• Packaging
• IT
• Telecoms
• Marketing
• Insurance
• Accounting
• Leasing
• Finance
• Fuel
As a franchisee, this can make a considerable difference to your bottom line.
Having group rates on all these things benefits your margins, profitability and
competitiveness. It gives you an advantage over independents and enables
you to compete with the corporates while still owning your own business.
Franchisees in larger systems especially can also benefit from intangibles
such as lease negotiation muscle, having access to key advisors and supply
partnerships – all things that help franchisees become more profitable, and in
turn, increase the profitability of the whole franchise.
Used wisely in all sorts of ways, buying power offers both franchisor and
franchisees bottom-line financial benefits, better promotion, better resources
and significant competitive advantages.
Funding power
As Daniel Cloete, Westpac’s National Manager of Franchise and Business
Partnerships says, buying, growing, refurbishing, or selling a franchise
business can be one of the most powerful ways to build long-term value.
Franchising, therefore, often presents a lower risk funding proposition to
lenders than independent start-ups might.
For new franchisees, the transition from employment into business ownership
can be more achievable, as lenders are able to consider system benchmarks
and operating data, rather than relying solely on the new franchisee’s
individual experience.
Daniel says franchise buyers who want funding support for their purchase
should focus on systems that demonstrate strong governance and
consistency, proven, reliable unit economics, and effective support of
franchisees through different trading conditions.
Franchisees often find that the funding power of a franchise extends far
beyond the initial purchase and working capital requirements. Over time
there may be additional funding needed for maintenance, refurbishments or
new equipment and assets, expansion into additional sites and, eventually,
resale or exit transactions.
Good franchise systems will encourage franchisees to plan ahead with
sustainable funding structures and will provide well-defined benchmarks and
operating data to help faster funding approval and long-term outcomes.
Marketing power
It’s common in most franchises for the franchisees to contribute to a national
marketing fund. That fund is what gives the franchise its marketing power,
with the strategy and delivery of campaigns usually driven by the franchisor’s
specialist marketing team. There are a number of different ways in which
these funds can be collected. Some of these include:
• A flat weekly or monthly fee
• A percentage of turnover collected as part of the royalty
• A percentage of turnover collected separately from the royalty
• A mark-up on product supplied
• A rebate from suppliers
A few franchise systems give the majority say in how marketing funds are
spent to the franchisees but, in most cases, the franchisor has the final
decision after varying degrees of consultation with the franchisees. Good
franchise systems will consistently seek to understand their franchisees’
needs and concerns and consult them on a regular basis.
One franchisor we spoke to said they work closely with a Marketing &
Merchandising Committee which includes some of the network’s most
experienced franchisees. “We explain the direction we want to take and look
for buy-in from the franchisees. If they suggest changes or improvements, we
take it into account so that we can get the best possible results. Of course,
we’re also working with a huge number of suppliers with their own marketing
ideas and have to take those into account, too.”
National marketing funds might be used for anything from website
development, through gift card or loyalty programmes and database
marketing campaigns, to TV or radio advertising of special promotions and
nationally driven charity partnerships. The key thing is transparency – a
franchisor should be able to clearly explain what they receive, where they
spend it and why they spend it there.
Franchisees need to know that they can say what they think about the
marketing that they contribute to and are entitled to know what results the
campaigns generate. Another franchisor told us that they know they won’t
make 100% of franchisees happy all the time, or even get it right all the time,
but that being open and consultative about the use of marketing funds does
get better results for everyone in the long run – and that’s the power of
franchise marketing.
As well as running powerhouse campaigns to build awareness or for
nationwide and regional promotions, a good franchise system will provide
you with the tools to begin marketing your business to your local community.
Some even have templated systems to use for localising national campaigns
across your social media channels, or for building and using your own
customer database marketing tools.
Every franchisor wants the brand to thrive locally, but they can’t run all
your local marketing for you. If you really want your own business to excel
Image: www.stock.adobe.com/Gorodenkoff
Franchise New Zealand | Spring 2026 | Year 35 Issue 03
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Get paid every month.
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you will put extra effort and money into running your own in-store, social
media or local newspaper promotions, taking part in community events and
supporting local community initiatives.
Nationwide power
When we look at the statistics saying New Zealand is the most franchised
country in the world, should we despair for the loss of individuality in our city
malls and regional town centres, or rejoice that so many Kiwis have found
a way to access the skills and support they need to succeed – and in some
cases, really excel.
Competition and innovation
In New Zealand, our shopping malls are actually dominated by non-franchised
retail chains. The power of a franchise can enable individual operators to take
space among the chains, which would otherwise not be possible.
A strong brand builds trust with customers and helps franchisees feel confident
in their investment. It can also contribute to pricing power, delivering competitive
advantage in such areas as ownership/rights to distribute proprietary products,
market-leading technology and vertical or horizontal integration – for example,
owning supply, complementary or competing businesses.
A good franchise will also contain the power of innovation – something that
every franchisee will benefit from. As you can read in Dr Callum Floyd’s article
on page 38, investing in a franchise system that has demonstrated the capability
to keep improving and adapting over time is important, because you are not
simply buying into the franchise system that exists today.
Depending on the franchise term and your plans, you could be investing in a
business you expect to own for five, ten or even fifteen years – and a lot can
change in that time.
Regional power
Leaving the big smoke to take up a business opportunity in a smaller town or
a different region can have many advantages, from financial freedom to family
lifestyle. But regional locations can hold another surprise for business buyers,
too – they may not attract the bright lights, but they can bring in the big
bucks. In fact, some of the most profitable outlets in many franchise systems
are located in the regions rather than the major centres.
Regional centres might have a smaller economy, but they can produce better
financial results. Regional businesses often enjoy far better rent ratios than
urban ones and, although sales may be lower, so are staffing costs. Rent and
staff are the two biggest costs for most businesses, which allows for lower
fixed costs and greater profitability.
In many regions, there is less competition both from other franchised brands
and from independents. While some independent operators may be excellent,
most will be average and none will enjoy the buying and marketing power of
a franchise, and the operational support that goes with it.
Because other costs such as housing are lower in most centres, franchisees
don’t need to take as much out of the business to cover their everyday living
costs. This means they can reduce debt faster and re-invest as required.
Some franchises, such as CrestClean, even offer special relocation payments
for new franchisees willing to move to a region where there is demand for a
franchise’s services but nobody to fill it.
All these benefits add up – and when you add in the double disadvantages of
city property prices and all-day traffic jams, the power of regional businesses
becomes obvious.
The power to choose
Franchising does not suit everyone. It does involve taking a risk, not having
the security of a regular income, and being responsible for your own
business. Remember, you are in business for yourself, and you only get out of
the business what you put into the business. You will not be by yourself, with
the power of the brand and the network alongside you, but do not rely upon
the franchisor to make you successful.
Yes, the franchisor will help, but basically franchisees are given the tools –
the product, the system, the brand and the training – to enable them to get
on with the job. Remember to ask all the right questions from the franchisor
(www.franchise.co.nz/articles/77), existing franchisees (page 19) and
experienced advisors (page 40) before you choose to buy into a franchise.
We have put together a step-by-step guide to help you work your way
through the process of evaluating a franchise purchase (page 24) and on
page 32 there are some wise words from one experienced franchisee about
how not to make the same mistakes he did.
Choose wisely and the power of a franchise is yours for the taking. At the end
of the day, however, success is up to the individual and the greatest power is
in you.
franchise.co.nz – PUTTING PEOPLE IN BUSINESS
no-brainer. I started on 1 July 2025 - within three weeks I had completed my
first installation, and a year later I have completed far more projects than I
anticipated. With the boom in renovations, and an expanding economy it can
only get better from here.”
“As a franchisee I have multiple roles,” Wayne continues. “Leads pour in
from the franchise, I go out to quote, and then I organise the tradies and my
full-time builder on site. There is a lot to cover, and there is a lot of fun too –
customers always ask what you think about their plans, and it’s usually quite
easy to help guide them to what they really want.”
Perfect time, good returns
As Adrian Kay points out, bathrooms are one of the most important spaces
in the home. “It’s a very technical room with a lot of moving parts and for a
client to have the entire project managed by an expert makes it much easier.
As a franchisee, you’ll have a thriving local business with all the advantages
of an increasingly visible, national brand dealing to a strong and growing
part of the nation’s home improvement market. You’ll be backed by a clear
operating model, effective marketing tools, strong support and trusted
supplier partnerships.”
There are five Dream Bathrooms areas operating across the country and
Adrian says the time is definitely right for expansion. “Initial investment costs
vary depending on area and size, with franchisee fees ranging between
$30,000 and $100,000. You can work from a home office or set up somewhere
central to your area, and you’ll be given full training and practical support as
you begin taking enquiries, quoting jobs and managing your first projects.
The goal is to give you a clear system to follow, while still allowing you to
build and grow your own local business.
“Due to the demand for our services, Auckland Central, South, East and
West areas are all immediately available to the right people. Whatever your
background – a customer services role, a tradie wanting to drop the tools and
expand, or someone from a corporate background wanting to do their own
thing – the biggest aspect is doing what Wayne has done so well, building
rapport with customers.”
We leave Wayne the final words, “My advice to anyone seeking to join this
franchise is simple. Do your
homework, read lots of magazines
and books and get as much
background knowledge as you
can. The excellent franchise
management systems remind you
to do all the essentials and help
keep you up to date. If you have
common-sense and motivation,
and are good at building rapport
with your clients, there is money
to be made here!”
If something works, especially after
rigorous testing, it is worth replicating.
“Franchisees of Dream Doors and
Kitchens were always being asked if
we did bathrooms too,” says Dream
Bathrooms franchisor Adrian Kay.
“Obviously we were missing a trick – if
we renovated bathrooms then we’d
likely have two bites at the cherry. How
many homes only have one bathroom
these days?”
Adrian set up Dream Bathroom
Solutions four years ago with a pilot
operation in Christchurch. Since
then, he has been slowly growing
and fine-tuning the franchise, which
has also had the advantage of being able to leverage off the experience and
proprietary management systems used by the other franchises in the well-
established New Zealand-founded Dream Group.
Adrian has an insider’s knowledge of the power of franchising, as he
has been a franchisee himself. “In 2012 I gave up a six-figure salary with
a global electronics company to join the Dream Doors franchise. I have
been in constant growth mode ever since, driven initially by the rebuilding
of Christchurch.
“I’m not the kind of guy to stand still, and it became obvious that the
opportunities were even greater than we imagined. Today, renovations
are booming because more people are realising they don’t need to move
house – they can refurbish the home they have loved and end up with
something much better. Kitchens and bathrooms are the most used parts of
any home and Dream Bathrooms franchisees have the expertise to give our
customers fresh, new bathroom spaces without the drama and hassle of a
DIY experiment.”
No competition
Dream Bathrooms is the only franchised renovation company specialising
in bathrooms in New Zealand, which was a big draw for new North
Shore franchisee, Wayne Cogle. “Just what I was looking for,” he says with
enthusiasm, “A grassroots company!
“I had a background as a project manager with a company specialising in wet
rooms and custom-made showers,” he explains. “I had been seeking my own
business and considering the possibilities and advantages of franchises.
“It was Dream Bathroom’s franchise management system that clicked for
me,” he says. “Everything was in place and I could just start running – which
was what I needed at my stage in life. After putting the figures in front of an
accountant I couldn’t find anything to give me sleepless nights – it was a
TWO
BITES
Opportunity: Home & Building
Specialised renovations are steaming
ahead with the Dream Bathrooms franchise
Dream Bathroom Solutions NZ
www.dreambathrooms.co.nz
Contact
Adrian Kay
027 338 1081
03 338 1081
adrian.kay@dreambathrooms.co.nz
Advertiser Info
Adrian Kay and Wayne Cogle
- in constant growth mode
TURN IDEAS
INTO INCOME
WE GET CLOSER TO HELP
Eligibility and lending criteria, T&Cs and fees apply. Business lending products are only available for business
and/or investment purposes and not for personal, domestic or household purposes. Westpac New Zealand Limited.
Talk to us about lending options for start-ups.
westpac.co.nz/startup
franchise.co.nz – PUTTING PEOPLE IN BUSINESS
11
Kokodak
www.kokodaknz.com
Contact
Angela Shin
022 439 0243
franchise@kokodaknz.com
Advertiser Info
Most people have heard of K-pop, but did you know that K-food is also now
a popular worldwide phenomenon? Just as the international music industry
has been shaken up by Korean pop culture, so too is the Korean fried chicken
revolution quickly gaining momentum in this country and beyond.
John Song, founder and director of Kokodak, believes the franchise’s success
is partly due to the distinctive seasonings that distinguish Korean fried
chicken becoming so popular in New Zealand. It is no longer a niche product,
but a mainstream food category, just like sushi and other popular Asian foods.
Established in 2021, Kokodak already has 19 stores throughout the North
Island and in Christchurch, catering to a broad mix of customer groups. The
menu is designed to satisfy dine-in customers as well as provide takeaways
and delivery. All ingredients are sourced fresh from local New Zealand
suppliers and the brand’s special powders and sauces are made fresh every
day at the company’s own Auckland-based distribution centre.
“Over the past five years we’ve developed Kokodak into a recognisable New
Zealand Korean chicken brand with consistent recipes, operating procedures,
supply arrangements and store presentation,” explains John. “We are always
asked about the unusual brand name. Did you know that ko ko dak is the
Korean equivalent of a chicken’s clucking sound in English?
“We now have further franchise gihoe (in Korean an opportunity is known
as ‘gihoe’) available across New Zealand’s regional cities and growing
communities, where there is a strong demand for quality Asian and Korean
food but few established Korean chicken brands.
No experience required
Previous food or hospitality experience is not a prerequisite for becoming a
Kokodak franchisee, says John.
“We are looking for people who can demonstrate a commitment to their
business, are willing to work closely with the Kokodak system, can maintain
high standards and provide consistently good food and customer service.
“It is very important that new franchisees are actively involved in their
business, especially during establishment and early operating stages. You can
quickly learn the ropes through Kokodak’s structured training and ongoing
head office support.”
Finding the right locations as well as selecting and supporting franchisees
is a primary focus of the Kokodak head office. John says that their
comprehensive support package includes site assessment, lease and store
planning, fit-out guidance, equipment and supplier coordination, operational
training, menu and food preparation systems, support through the opening
phase, as well as ongoing operational and marketing assistance.
Kokodak wants franchisees to concentrate on what matters most, he explains.
“That means operating their store well, looking after their customers with
delicious food, kindness and sincerity, and building a strong local business.”
Good brands take time
“There is still considerable room for the brand to grow, particularly outside the
locations where Kokodak is already well established,” says John.
A new franchisee joining the Kokodak franchise now is joining a much more
mature business compared to someone who came on board five years ago,
he says.
“We have established the brand, proved the concept in the New Zealand
market and built the systems and infrastructure required to support a growing
franchise network. As we have grown, operational experience and solid
supply relationships have enabled us to refine our systems and our menu, as
well as purchasing and in store operations.
“Fit-out costs generally range between $2,500 and $3,000 per m², varying
based on site size and location, with specific details determined through
detailed consultation.”
But John says they’re not looking simply
to grow as quickly as they can.
“Our absolute priority is to find the right
franchise partners and the right store
locations, to allow Kokodak to continue
growing sustainably right across
New Zealand.”
Kokodak starts a new drive for franchisees
as Korean fried chicken joins New Zealand’s
mainstream fare
KO KO DAK!
Opportunity: Food & Beverage
To learn more, get in touch today
Angela Shin 022 439 0243
franchise@kokodaknz.com
NOT JUST
FRIED CHICKEN.
A BUSINESS
THAT GROWS.
November 2026
Richmond, Nelson
NEW OPPORTUNITIES AVAILABLE NATIONWIDE
October 2026
Penrose, Auckland
NEW LOCATIONS COMING SOON
12
Franchise New Zealand | Spring 2026 | Year 35 Issue 03
Lidar Windows and Doors
www.lidarwindows.co.nz
Contact
Darrell Gane
027 881 1664
darrell@lidarwindows.co.nz
Advertiser Info
For Taupō-based Jason and Kushla Caldwell, investing in a Lidar Windows
and Doors franchise earlier this year has been the perfect answer to the
challenges of a competitive building industry. They now combine the reach
and resources of a national network with the hands-on local expertise of a
dedicated specialist team.
With a 40-year track record in aluminium and glass, including running their
own small factory, the couple can now finally see a much less stressful future,
thanks to their new Lidar Windows and Doors franchise.
Life has immediately become much easier with no staff to employ and no
factory of their own to manage and maintain. And now the Lidar brand is
right there backing them up to ensure delivery is always on time and on
spec. “This is manufacturing and delivery at scale,” explains Jason, “with
every challenge much more easily overcome with help and advice from
the franchisor.”
“The business model has also allowed for major cuts in our overheads,” adds
Jason. “Meaning even with the recent economic downturn, we’ve been able to
continue operating as normal.”
A fast-growing brand
Darrell Gane, general manager of Lidar
Windows and Doors, says the business,
which originated from the well-known
Vistalite brand, is growing quickly. This is
all thanks to proven systems, advanced
computer-controlled manufacturing
technology based in Auckland and
Christchurch, and full training, tools and
operational support from a team that really
understands the building industry.
“Company director, David Su and I have been
in this industry for 25 years, so we know a
thing or two about how these businesses
should be run successfully. Lidar provides
training materials that cover marketing, sales, installation and technical
aspects of the business, so new franchisees have good processes to follow.
Lidar’s hands-on training also allows a new franchisee to pair up and shadow
a salesperson or installer to learn how everything works.”
Darrell explains that Lidar’s ideal franchise candidate is a go-getter with
industry sales or installation experience looking to run their own business
without tying money up in assets, or an experienced business person looking
to enter an established and growing industry. The franchise investment level
of around $100,000 covers the training, software, tools, vehicle, and working
capital needed to get started in a Lidar Windows and Doors business. Access
to additional cash flow could also be required at start up.
“We want our franchisees focused on finding and servicing clients, spending
more time measuring up jobs, relaxed in the knowledge that the Lidar team
will always be right there behind you.”
Excellent pedigree
The Lidar brand operates at the forefront of window and door fabrication in
New Zealand and was FMI Building Innovation’s first XLab partner.
XLab’s state-of-the-art computer-controlled cutting and machining delivers
an accuracy and consistency that traditional fabrication simply can’t match.
Darrell says this ensures every Lidar product meets the exact required
specifications, without any compromise, “The product is second to none, and
we have opportunities available right across the country.”
More peace of mind
Not surprisingly, Jason and Kushla are enjoying the stress-free life that their
franchise provides. On-time delivery remains one of the greatest benefits of
their new business arrangement and one of the main factors that led to them
making the decision to become franchisees.
“If you can imagine a small factory with four people working on the floor
and one person away for whatever reason. That meant the factory was
often running 25% below full output,”
explains Jason, “which was incredibly
frustrating.
“Now that we have access to the Lidar
manufacturing facility, even if one day
they had ten people away sick, let’s
just say they would hardly notice,” he
laughs. “We absolutely recommend
Lidar Windows and Doors – give
Darrell a call to find out more.”
Less stress for franchisees of Lidar
Windows and Doors sales and
installation business
Opportunity: Home & Building
WINDOW OF
OPPORTUNITY
FMI brand ambassador Greg
Murphy and Darrell Gane (R)
franchise.co.nz – PUTTING PEOPLE IN BUSINESS
13
Albert Yee describes himself as a bit of a gasbag, loving nothing more than
a good yarn with his customers. But the LynnMall franchisee was struggling
for words when he found himself the recipient of Muffin Break’s New Zealand
Franchisee of the Year award for the second time in a row. The 2026 award
was presented to Albert at a gala dinner at the recent Foodco Conference in
Sydney, with 400+ delegates in attendance. “It certainly was a surprise,” he
admits, “I thought I’d had my turn.”
A fourth-generation Kiwi, born and bred in Auckland, Albert and his young
family spent many years living and working from Hong Kong, with Albert’s
IT job taking him all around the world. Eventually, a passion for baking saw
him take a series of courses in cordon bleu cooking, qualifying as a
patisserie chef.
A love of people
When the time came to return to New Zealand, Albert considered several
franchise business opportunities in hospitality, but found things really clicked
when he sat down to talk with the Foodco team. Foodco New Zealand
operate both the Muffin Break and Jamaica Blue franchises in this country.
Albert says he particularly valued their focus on product, processes and
systems to help him get started in the business.
“The Foodco business coaches are like operations managers – they really
understand the practicalities of the business and are always there for us to
reach out to. But the main attraction of hospitality for me is the people. We
get to meet a lot of different people in the community, and my whole team
works hard to make them feel as comfortable and welcome as possible.
I have some very loyal staff who have been with me for three or four years.
I think people know when you are genuinely interested and they
really reciprocate.”
Most days of the week, Albert starts work at 6.30am in his LynnMall Muffin
Break store, getting things ready for opening alongside the baker and putting
in some quality customer chatting time. Around midday, he then heads on
over to his Jamaica Blue franchise in Ponsonby and helps with the operations
and front of house there too.
“I did have another Muffin Break franchise in Henderson, but I sold that
one a few years ago to focus more on LynnMall. I think it is very important
to be a hands-on business owner – you can’t manage things from behind a
camera or get that buzz that comes from developing real relationships with
your customers.”
Pete Hartley, general manager of Foodco New Zealand, says, “Albert is an
incredibly valuable member of our franchisee community and one of the
most genuine and pleasant people you could encounter. He owns two sites
across both our brands, is a member of the Franchisee Executive Committee
(FEC) and most importantly has a deep affection for people – his own team
in whom he fosters a culture of trust and care, and his customers. Albert is
well regarded by the team at Foodco and was truly deserving of the 2026
Franchisee of the Year Award.”
A genuine icon
For three decades, the smell of fresh-
baked muffins, scones, and pastries at
Muffin Break Riccarton has had one
constant behind it: Andrew Smith,
affectionately known to staff, customers,
and fellow bakers simply as ‘Smithy’. This
year, Andrew celebrates an extraordinary
milestone – 30 years as a full-time baker
at the same store, a feat that has made
him a genuine icon of both the Riccarton
and Foodco New Zealand communities.
After establishing himself within the
bakery industry, Andrew offered to step
in to help at Muffin Break Riccarton when an existing team member was
off through an injury, never expecting that this short-term favour would turn
into a lifelong career. What began as a temporary fix turned into thirty years
of early mornings, warm ovens, and a steady stream of fresh baking that
Riccarton locals have come to rely on and love.
A workplace romance
Muffin Break Riccarton didn’t just give Andrew a career – it also gave him
his family. During his years at the store, he met Donna, who was working
elsewhere within the same mall. The two hit it off, and their relationship
blossomed alongside Andrew’s growing expertise behind the oven.
Andrew and Donna went on to marry and now have three children together,
making Muffin Break Riccarton not just a workplace, but the setting where
Andrew’s family story truly began.
Valued craftsman
Over 30 years, Andrew has baked for five different franchisees at Riccarton,
through changing trends, new store layouts, generations of customers, and
countless early mornings. His expertise has also been highly valued by the
team at Foodco New Zealand. Andrew helps set the standard for Muffin
Break baking and has been instrumental in product and menu development
for the whole franchise.
Pete Hartley says that Andrew
Smith’s dedication reflects a rare
kind of loyalty and craftsmanship
– showing up, day after day, for
three decades, and building both a
career and a family along the way.
“Congratulations, Andrew – here’s
to thirty remarkable years, and the
many more to come.”
Foodco New Zealand celebrates two
remarkable Muffin Break personalities
GENUINE
INTEREST
Opportunity: Food & Beverage
Muffin Break & Jamaica Blue
www.jamaicablue.co.nz
www.muffinbreak.co.nz
Contact
Pete Hartley
027 772 2257
phartley@foodco.co.nz
Advertiser Info
Pete Hartley and Andrew Smith
Left to right: Pete Hartley - General Manager of Foodco
New Zealand, Albert Yee - Muffin Break Lynmall and NZ ‘s
Franchisee of the Year, Richard Goodman - CEO of Foodco Group
0800 77 333 7 | speedqueen.co.nz
0800 77 333 7 | speedqueen.co.nz
LAUNDROMAT
OWNER HARD
AT WORK
The hardest part of owning a Speed Queen self-service
laundromat is deciding how you will spend your “work” day.
If you are looking for a semi passive income with an excellent
return on investment, get in touch to find out more about
Speed Queen laundromats.
franchise.co.nz – PUTTING PEOPLE IN BUSINESS
15
“There’s a simple five-step formula we use to help someone set up a
successful new Speed Queen-equipped laundromat. It hasn’t failed us yet,”
says Royce Little, Speed Queen’s head of laundromat sales. “In fact, our
track record shows that a typical operator can expect an overall return on
investment of 20-30% or more – and we are very keen to maintain that!”
Speed Queen has been manufacturing commercial laundry equipment for
over a century, with equipment that combines robust reliability with the latest
technology to help investors maximise the return from each machine.
“We’re not strictly a franchise, but we are way more than just an equipment
supplier. We help people set up successful businesses by providing a massive
amount of support, including everything from site location to design, building
consents, and fit-out. It means you can invest with confidence in your
business then sit back and enjoy the rewards as the machines work for you
24 hours a day. Here are five key factors to consider.”
1. Location
One of the keys to building a successful laundromat is finding the right
location. “It doesn’t have to be complicated when you know what to look for,”
says Royce.
“There are a number of factors that determine the ideal location and we
teach people what to look for. Prioritise locations that are near your target
customers and easily accessible. For instance, look for areas close to
apartment complexes and major roads, with ample parking. We don’t shy
away from setting up near an established laundromat because Speed
Queen’s superior advantages have led to considerable successes against
other brands.”
2. Size matters
The perfect size for your new laundromat will depend on various factors.
“A compact design may be suitable for low costs and small spaces, and we
have several which are filling niche markets very successfully,” says Royce.
“Equally, a larger outlet with greater capacity may yield higher profits. We
always look to assess the demand in the area so our clients make the right
choice.
“Whatever the size, we look at every square metre of floor space as potential
revenue. The mix of machines installed can greatly determine the return, so
that is our primary focus. We will have a very good estimate of total costs
and potential earnings by this stage, with a good overview of where the
investment is headed.
“Finance options are available. We do our utmost to take the pain out of set-
up to make sure we get the very best results for our new laundromat owners.”
3. Environment
Royce advises choosing a location that you can easily transform. “Making
your outlet an appealing and welcoming space is all part of the ‘kerb appeal’
that has led to Speed Queen’s success. Even small investments in lighting
and clean interior design can go a long way to attract customers and make it
easy to keep fresh.
“Our 3D design software enables us not just to lay the space out for maximum
returns, but also to create an attractive environment for customers. You’ll be
able to see exactly what your business will look like and build in all the right
features from the start.”
4. Remote management
“We are in the business of helping people set up a semi-passive income. That
means implementing systems that enable remote management, like Insights
– our cloud-based back-office solution. Being cash free is also a convenience
for both users and laundromat owners,” Royce explains.
“No tedious end-of-day banking, no theft or coin jams, and if there was ever
a faulty terminal, the software enables us to direct the machine to another
terminal, which means you won’t lose hundreds of dollars whilst it is down.
“Remote cameras, auto doors or 24-hour operation all add up to easy
management. We pride ourselves on providing a solution with built-in
redundancy, which is a must for a self-service operation.”
5. Total control
The clever software also enables you to increase turnover through instantly
programmable promotions.
“Your local marketing initiatives will be central to your long-term success,
and the remote operation that Speed Queen has perfected means you can
arrange all manner of marketing. You can offer loyalty points to build a
regular client base, offer jackpot-type free washes in certain machines, or
create happy hour pricing at traditional down times.
“Best of all, the customer app and social media management mean you can
reach people with offers at a moment’s notice, all from the convenience of
your own armchair – no matter how far away you are.”
It works for anyone
Speed Queen is keen to work with
would-be laundromat owners all over
the country. A medium-sized investment
will be between $250,000 and $350,000,
with a deposit required of $130,000.
“Our current operators come from very
diverse backgrounds, from ex-CFOs to
dairy owners. The concept will work for
anyone prepared to put in a bit of effort
and some initial legwork, so give me a
call and find out more.”
A tried and tested formula from
Speed Queen means a smooth and
easy start-up for investors
KEEPING IT
SIMPLE
Opportunity: Retail
Speed Queen
www.speedqueen.co.nz
Contact
Royce Little
09 528 5600
Royce@speedqueen.co.nz
Advertiser Info
16
Franchise New Zealand | Spring 2026 | Year 35 Issue 03
Franchise news updates
Our pick of the top news stories from franchise.co.nz and our newsletter
Franchise New Zealand is much more than a quarterly print magazine. To keep up to date with all the latest franchise-related
news in between print issues, visit our website www.franchise.co.nz and subscribe to our free monthly newsletter.
More than a third of small and medium Kiwi businesses have been targeted
by scammers in the last year, but over that period only around half have
invested in specific measures to reduce their fraud and scam risk, new
Westpac NZ research shows.
Small to medium businesses with an annual revenue of $100,000 to $500,000
reported being targeted the most, and most often by email, with smaller
businesses more likely to receive a phone call or text.
Of the 657 business owners who took part in the Westpac survey, 38% had
received one or more fraud or scam attempts in the last 12 months, and one
in 10 of those targeted reported suffering a financial loss as a result.
Westpac NZ Senior Manager Financial Crime Operations, Matthew Kinney,
says scams are a constant threat that businesses need to protect themselves
against. “These findings should serve as a wakeup call to business owners
that the threat of financial crime is very real, and they should stay vigilant and
prepare their businesses accordingly – whether through beefed up systems
or staff training on how to spot scams.”
In one case cited by Matthew, a business customer was contacted by a
scammer claiming to be from Westpac who convinced them that fraud had
occurred on their account and directed them to download remote access
software to continue to be able to access their account. The customer was
sent a fake website to load their credentials, which gave the scammer the
ability to log in to the customer’s bank account, and transfer $148,000 out to
a money transfer company. Fortunately, in this case, a staff member at the
money transfer company held the payment up on a hunch and Westpac’s
fraud system further prevented later payment transfer attempts going
through, despite the scammer also accessing the customer’s mobile phone
and impersonating them on an “authorisation” call with the bank.
From 6 July 2026, existing, high value franchise businesses are now included
in the government’s Business Investor Work Visa eligibility criteria.
After identifying a specific, blanket exclusion of franchises when the
Business Investor Visa was introduced last year, the Franchise Association
of New Zealand (FANZ) engaged extensively with the Ministry of Business,
Innovation and Employment (MBIE) advocating for the exclusion to
be removed.
MBIE have now broadened the range of eligible investments and increased
flexibility within the Business Investor Work Visa requirements, aligning visa
settings more closely with real-world investment practices. Visa applicants
can now invest in franchise businesses that meet existing requirements,
widening the range of eligible opportunities. Applicants can also now
purchase businesses through a New Zealand resident entity and are now
allowed to use gifted capital for the purchase, where it has been
lawfully earned.
BUSINESSES
GETTING
SCAMMED
FAST FOOD
WINS AS
SECTOR
HEATS UP
BUSINESS INVESTOR
WORK VISA
15% of all
New Zealand’s franchise
brands are hospitality
businesses. Takeaway
food services sales in
the first quarter of 2026
are estimated to have
reached over $1.1bn -
a 3.4% increase
year-on-year.
In a market where
businesses in general
have been struggling
with rising costs and customers are watching their wallets, fast food and
takeaways seem to be surging ahead - but which franchised brands are
leading the way? We decided to run a comparison of store numbers for four
brands in two of the largest franchised quick service restaurant (QSR) sectors
in New Zealand – burgers v pizzas.
Both pizza and burger store numbers in New Zealand are actually larger than
they were several years ago, indicating that the sector is growing in line with
the Restaurant Association’s estimates – and contrary to what is happening
in the US, where pizza sales are falling sharply as chicken-based and
Mexican-inspired restaurant options increase equally dramatically.
Read more at www.franchise.co.nz/articles/4110
Image: www.pexels.com/ Mikhail Nilov
franchise.co.nz – PUTTING PEOPLE IN BUSINESS
17
Khushbu
Sundarji
Partner
khushbu@
germann.co.nz
Stewart
Germann
Partner and
Notary Pubic
stewart@
germann.co.nz
Recognised in
www.germann.co.nz
09 308 9925
We are widely acknowledged as
and can provide you with expert legal advice
in all areas of commercial and business law
including franchising and licensing.
We are passionate
about business and
franchise law
Stuck in a franchise
dispute with no
resolution in sight?
Call Stewart
Stewart Germann
021 276 9898
Mediation is the answer. It’s quicker and
cheaper than litigation, private and
confidential and has a high success
rate. Stewart Germann is a highly
qualified and experienced mediator,
is on the panel of mediators of FANZ
and is a member of the Arbitrators’
and Mediators’ Institute of
New Zealand (AMINZ).
Franchises falling foul of the law
Franchisor Foodstuffs North Island acted swiftly to protect the brand
as two former Four Square businesses and their owners were this
year penalised by the ERA for exploiting migrant workers, including
some who paid illegal premiums of up to $60,000 to secure jobs.
Foodstuffs South Island is also fighting battles as the Commerce
Commission launches proceedings against them for allegedly
imposing discounting restrictions on independently owned
Pak’nSave stores (see page 34).
When AI goes wrong
Police raided the South Korean headquarters of Starbucks in an
ongoing saga following a bungled marketing promotion created using
AI suggestions. The ill-advised advertising campaign for large coffee
cups, aka ‘tanks’, unwisely promoted “Tank Day” on the anniversary
of a violent, deadly government suppression of a May 1980 pro-
democracy demonstration. Starbucks Korea immediately issued a
formal apology and fired their CEO, but the company has since seen a
significant drop in sales and had to shut all its stores for a half day so
staff could undergo mandatory training on historical awareness and
social sensitivity.
A dog teaching a duck to fly
US-founded mexican food franchise Chipotle recently opened in
Mexico, prompting one social media commentator to say this was like,
“a dog teaching a duck to fly” (the Mexican equivalent of our even
stranger saying, “teaching your grandmother to suck eggs”). Imagine
how well it would go down here if an international franchise tried
bringing the hāngī to Aotearoa…
Women-led businesses traditionally do very well in franchising – just look at
all the national award winners. In Australia, the entire month of August was
dedicated to Women in Franchising.
But a new Westpac report Encouraging More
Women-Led Businesses identifies several root
causes holding women back from closing the
gender gap, achieving business-ownership parity
with men and adding $10-25bn a year to New
Zealand’s GDP.
Scan the QR code to read the full report:
IN BRIEF
You can also follow Franchise New Zealand media
on LinkedIn, Facebook or Instagram.
POTENTIAL $10BN A YEAR
FROM NEW WOMEN-LED
BUSINESSES
Image: www.unsplash.com/ Vitaly Gariev
18
Franchise New Zealand | Spring 2026 | Year 35 Issue 03
Katsubi
www.katsubi.co.nz
Contact
Cindy Han
021 880 278
franchise@katsubi.co.nz
Advertiser Info
Katsubi’s journey began in New Zealand in 2002, with a simple idea: to
provide fresh, satisfying food that customers could enjoy as part of everyday
life. Today, the Katsubi restaurant brand boasts 25 stores across the country,
continuing to expand while staying focused on the food and values that have
shaped the business from the beginning.
Founder Max Kim outlines the three simple words which sit at the centre of
Katsubi’s food philosophy and brand identity.
Fresh reflects Katsubi’s focus on fresh ingredients and carefully prepared
food. Healthy represents the range of choices available, including fresh
salads and vegetables alongside its Korean and Japanese inspired hot food
and meal options. And Tasty is at the heart of everything Katsubi serves –
food should be satisfying, flavourful and enjoyable.
“For a growing franchise network, maintaining those standards across our
many different locations is crucial,” says Max. “Customers visiting Katsubi
in Auckland, Christchurch or elsewhere in New Zealand should be able to
recognise the same food quality and brand experience.”
Max is also proud that Katsubi’s growth has continued despite a challenging
period for the hospitality sector. “Over the past year, we’ve opened four new
stores in Botany, Ponsonby, Newmarket, and Commercial Bay. These marked
an important step into some of Auckland’s most recognised and competitive
dining and commercial destinations, introducing Katsubi to new customer
groups and expanding its presence beyond its established locations.”
But Max says that, for Katsubi, growth is not simply about increasing the
number of stores. “We have been carefully selecting opportunities that
strengthen the brand and provide a solid foundation for future development.”
Focus on the regions
While Auckland remains an important part of Katsubi’s network, the brand is
increasingly looking beyond its original home market. Mr Choi, manager of
the Riccarton store, says Christchurch customers have really responded well
to Katsubi’s unique fresh and healthy style.
“We have a strong base of regulars coming back for their favourite dishes.
We also get customers trying Katsubi for the first time, so there is always an
opportunity to introduce them to something new and tasty. Having plenty of
choice makes it easier to cater to different customers and occasions.”
Listening to customers
After several years in Riccarton, the store has also developed strong
relationships with its surrounding community.
“We see the same faces regularly,” says Mr Choi, “and there is a real sense
of familiarity. Being part of the local community is not always about doing
something big. Sometimes it is simply being a reliable local business that
people know and enjoy coming to.”
That connection with customers extends beyond the everyday dining
experience. Last Christmas, Katsubi introduced an inaugural Wish Box event
across its stores nationwide, connecting with customers at a time when
some people in the community can sometimes be feeling very much alone.
Customers were invited to share a wish or a heartfelt story about themselves
or someone special. From the entries received, Katsubi selected meaningful
stories and provided free catering to help make those occasions more special.
Looking ahead
Katsubi Richmond is scheduled to open in November and there are
opportunities still available in regional towns across the country.
Max is proud that Katsubi’s franchise structure provides clear recipes,
food preparation standards, operating procedures, staff training and brand
guidelines. Katsubi provides franchise partners with practical operational
support, and strong systems create a consistent foundation while allowing
individual franchise partners and store teams to bring their own experience
and understanding of their local market.
And Max believes that opening a new store
is only the beginning. “Building a strong
team and earning customers’ trust is what
turns a new location into a successful
long-term business. That is what ‘More
Than Just Opening Stores’ means for
Katsubi: continuing to grow, while making
sure every new store is built on strong
foundations for the journey ahead.”
Katsubi focuses on food quality, values,
people and community to support a
sustainable franchise future
MORE
THAN JUST
OPENING
STORES
Opportunity: Food & Beverage
10 0 % N Z FO U N D E D & O W N E D
Katsubi
Commercial Bay
franchise.co.nz – PUTTING PEOPLE IN BUSINESS
19
One of the best sources of information you have to find out about any
opportunity you may be considering is the existing franchisees in that system.
After all, they are already living that life and, by talking to them, you can learn
what that life is really like.
You will get a realistic assessment of the return you can reasonably expect
on your investment, the hours of work you will need to put in, the amount of
service and advice provided by the franchisor, the general atmosphere and
image of the franchise, and the everyday experiences of a franchisee.
Here are some tips to help you get the most out of your research:
Who and how?
Choose which franchisees you interview. Ideally, talk to a mix of people
who understand how the franchise works and its potential, as well as
more recent franchisees who have been through the latest training. Talk to
franchisees in locations or territories similar to the one you are considering.
Don’t just accept a list of ‘approved’ franchisees from the franchisor.
They are very unlikely to point you in the direction of people who have had
bad experiences. Get a full list of franchisees from the franchisor and choose
from that. It’s fair to tell the franchisor who you want to talk to, as they may
need to let your chosen franchisees know in advance that you will be calling
and that you are a genuine prospective colleague, not a competitor fishing for
information.
If possible, talk to at least four or five franchisees. They will all have
different experiences and the more people you talk to, the more realistic
and balanced an impression you will get. There’s always a risk of catching
someone on an exceptionally good or bad day so you need to be able to put
that feedback into perspective.
Interview people face-to-face or over the phone, rather than via
email. People will be much briefer and more guarded when giving written
responses and you won’t be able to listen to their tone or ask follow-up
questions. Also, people can be reluctant to put something in writing if they
think there is a chance of it getting back to the franchisor – even accidentally.
Prepare for these interviews. Keep them as brief as possible. If you’re
serious, franchisees will usually be happy to answer questions but remember, it’s
not their job to tell you about the franchise. They have their own business to run
so talking to you is taking them away from that. Be appreciative of their time.
To help you prepare, here are some questions you might like to think about.
Don’t ask every franchisee every question – pick areas of most concern to
you and focus on those.
Does it suit you?
Find out how the franchisee you’re talking to runs the business. Ask:
• What was your previous experience before buying this franchise? What
did you know about the industry? What skills do you consider essential for
success?
• What do you enjoy about the business? What do you dislike?
• What hours are you open? How much time do you spend doing
preparation, organisation or admin after hours? How much of this do you
do at work and how much at home?
• What was the impact of running the business upon your family and social
life when you first started? What is it now?
• How has your experience matched up to what the franchisor told you?
Preparation
An established franchisee should be able to evaluate the training they
received. Of course, no training can prepare you for everything, so you need
to be certain that on-site and ongoing support will be available to help you fill
in the gaps when you first start.
• How good was the training? How far did it prepare you for running your
own business? How well did it cover day-to-day operations? How well did
it cover business development, sales and other subjects? Has the training
programme changed since you went through it? Do you think it has
improved?
• What sort of support did you receive when you first opened? How helpful
was it? Did you receive enough support?
• What sort of marketing support did you receive? Was it effective? How did
you make the best use of the opportunities it created?
Ongoing
Once you are up and running, you’ll need a different type of support. You’ll
be paying for it, usually through a flat fee, royalty or product mark-up of
some kind, so you want to be certain you’ll get value for money – and always
remember what those fees are paying for. Don’t be like Matt the disgruntled
franchisee in our imagined franchise conference scenario (see page 46).
• How good is the support you receive from the franchisor? What form does
it take? How often does someone visit your business? How responsive is
the franchisor to requests?
• What marketing and promotional campaigns are provided? Are they
Want to know what a franchise is
really like? Ask the people who are
already involved
QUESTIONS TO
ASK FRANCHISEES
Buying a Franchise
Image: www.stock.adobe.com/oatawa
50
20
Franchise New Zealand | Spring 2026 | Year 35 Issue 03
effective? What additional activities do you have to carry out yourself?
• Are supplier relationships good? Are there restrictions on what
suppliers you can use? Do the preferred suppliers generally provide
good value for money?
• Have you had to have a re-fit within the term of your franchise agreement?
How much consultation was there? Did it increase sales?
• If there is any specialist software provided, how good is it? Is it
easy-to-use? Is it reliable? Do all franchisees use the same system?
• Does the franchisor carry out benchmarking across the franchise network?
Is this helpful? How do they follow up?
• If there is an exclusive territory, is it of a size to allow you a reasonable
return? Have there been any disputes over territories with the franchisor
or other franchisees?
• What level of competition have you experienced? Does the franchise
offer real competitive advantages? What are they?
• Were you with the franchise during Covid? How well did the
franchisor support you? How quickly did they help you react to
changing alert levels? Was there fee relief for any period when you
couldn’t trade? Did they help you apply for subsidies or negotiate
with landlords?
• Has the franchisor met its obligations under the franchise agreement?
Have there been any areas of dispute? How were these resolved?
Financial
It might seem inappropriate to ask strangers about what they earn, but if you
want to choose a business that suits your needs then you need to know if it
can meet your expectations. Here are some questions that shouldn’t seem
too intrusive:
• Were the franchisor’s projections correct about the amount of capital and/
or borrowing you would initially require? Did they include working capital?
Have you had to increase your investment since?
Proven brand and systems
Growing demand for home staging
Full training and support
Creative, hands-on lifestyle business
Be part of a nationwide network
Why It
Works?
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Your Creative Lifestyle
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impression—helping your listings stand out in any market.
Learn more at www.foxxandfilly.co.nz
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•
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•
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•
Robust business framework and systems
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For further information email:
For further information email:
steve@radcarhire.co.nz
steve@radcarhire.co.nz
www.radcarhire.co.nz
www.radcarhire.co.nz
franchise.co.nz – PUTTING PEOPLE IN BUSINESS
21
• Were there any hidden fees or unexpected costs? If so, what were they?
• How long were you trading before you achieved break-even? How long
before you started generating income from the business?
• Has the return been in line with your expectations?
• What has the single greatest effect upon your annual net profit?
Technology
Is your intended franchise switched on to the opportunities and threats
technology offers? See our article on page 38 about how important it is that
the franchise system you choose to join has demonstrated the capability to
keep improving and adapting over time.
• Is the point of sale or invoicing system easy to use? Does it provide you
with information that is of help in managing your business? Does it allow
easy benchmarking against other franchisees?
• What information about your business does the franchisor have access to?
Does it enable them to assist you better?
• Does the franchise have a good website, and how does it affect
franchisees? Does it offer products direct to customers? Do you get a
share of sales to your territory? Do you feel you are in competition with the
website or is it a good source of leads or business for you?
• Does the franchise have a co-ordinated social media strategy or do
franchisees do their own thing? Are there guidelines in place?
• What was the last piece of technology introduced by the franchisor? How
easily were you able to incorporate it into your business? How helpful was
it? Was it worth the cost to you?
Relationship
One of the most important aspects of meeting a number of franchisees is that
it will give you a feel for the type of people who are attracted to – and who
succeed in – the franchise. If you buy into the franchise, these are the people
who will be your colleagues and your mentors. How comfortable will you feel
with them, as well as with the franchise itself?
• How would you describe your relationship with the franchisor and other
franchisees?
• Have there been any problems between franchisees – eg, competing for
customers? How did the franchisor manage the situation?
• Have there been significant disputes between a franchisee and the
franchisor? How were they handled? Did you feel the franchisor acted in
the best interests of the franchise as a whole?
• Is there good two-way communication with the franchisor? How does this
happen? How often?
• How often do you meet or chat to other franchisees? In person? Over the
phone? Online?
• If you were starting again (without the operational knowledge you have
now) would you buy the same franchise again?
Finally
Remember, although you want to find a business that will be a good financial
proposition, you also want to find one where you will be happy. After all, a
franchise is made up of more than a brand and a set of operating instructions
– it’s made up of people.
By talking to other franchisees, you’ll gain an insight into the culture of the
business, the type of people it attracts and how you might fit in. Talking to a
variety of different franchisees should not only give you that knowledge; it
should also give you a better understanding of what you need to do to be
successful.
Do it right and it could be other potential franchisees approaching you to ask
questions in a few years’ time.
But wait – there’s more!
250 Questions to ask a franchisor. If
you are finding this detailed guide to the
kind of questions to ask helpful, you can
also find a companion article of all the
questions you need to ask the people
behind the franchise system at
www.franchise.co.nz/articles/77.
It’s time
to be your
own boss
CALL NOW FOR YOUR FREE INFO PACK
0800 800 055
www.cleantastic.co.nz
Full training provided.
Ongoing support given.
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Profitable.
Affordable.
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