CARVING A
NEW NICHE
THE VALUE OF FRANCHISE FEES | 9 MAJOR MYTHS | FRANCHISE AGREEMENT ADVICE
Winter 2026 | Year 35 issue 02 | $8.95
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Franchise New Zealand | Winter 2026 | Year 35 Issue 02
Endorsed by
As we head into winter, there’s plenty to feel positive about. Even in a
challenging economic climate, great opportunities are sometimes hiding in
plain sight – and the franchise sector continues to show the kind of resilience,
adaptability, and ambition that keeps it moving forward. In this issue of
Franchise New Zealand, we explore how franchising helps reduce the risks
of self-employment for new business buyers (page 20), look at the value of
franchise fees (page 29), and find out what to look for and who to talk to before
you sign a franchise agreement (page 42).
Our cover story on page 6 takes a closer look at the mindset of the next
generation of franchise buyers, how they research opportunities, where they’re
getting their information, and what franchisors can do to make their brands
stand out in an increasingly competitive market. It’s a timely reminder that
success today is not just about having a strong business model, but about
understanding how a new wave of buyers thinks, researches, and decides.
We also feature some truly inspiring stories, meet young franchisees
succeeding in unexpected places and follow the sure and steady growth of
new and well-known franchise systems.
One of the strongest themes running through this magazine is the power
of solid foundations and this issue is packed with ideas to help strengthen
systems and create smart, sustainable pathways for growth, from Greg Nathan’s
perspective on empathy (page 36), to MBIE’s helpful case studies and tools for
getting employment right (page 50). But a franchise is not necessarily like the
goose that laid a golden egg and if you’re thinking about franchising your own
business, we bust 9 major myths that will help you decide if it’s the right path
for your business (page 39).
Whether you’re considering franchise ownership, growing an existing business,
or simply keeping a finger on the pulse of the industry, we hope this winter
issue of Franchise New Zealand brings you fresh ideas, practical advice, and
plenty of inspiration for the season ahead.
And if you’re attending the Franchise & Small Business Expo 18–19 September
at the Due Drop Events Centre in Auckland – drop in to see us at stand 122 – we
look forward to seeing you there!
Happy reading,
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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franchise.co.nz – PUTTING PEOPLE IN BUSINESS
General Manager
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Business Development
Anna-Marie Staples
Caitlin Chatterley
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Ross Lindsay
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Westpac Directory of Franchising
Over 275 different franchises
Franchise and Business Opportunities
Specialist Advisors
64
Other Services
66
9 Strong systems
support funding
Westpac provides advice
on securing and structuring
the right funding for
franchise success
11 Favourable coincidences
Black & White Coffee
Cartel’s strong brand and
their own previous success
lead Christchurch franchise
family to expand
12 Provincial expansion
Award-winning Kitchen
Studio franchisee opens
satellite showroom
in Manawatū
13 Transparency matters
Jani-King is a commercial
cleaning business built
on openness and trust
15 Cards that keep on giving
Tranxactor explains how to make
gift cards part of a well-managed
customer engagement strategy
16 Franchise News
Latest news from the
world of franchising…
19 The choice was right
Rapid growth for new V.I.P.
franchisees leads to new
homes and holidays
20 Reducing the risks of
self-employment
How buying a franchise can
make going into business for
yourself an attractive option
27 Growth through consistency
Franchisee passion is pushing
Jamaica Blue and Muffin
Break into steady expansion
28 Building a national network
Franchise Accountants’
specialist advice helped
Franchise Link scale nationally
33 A whole new insight
A Speed Queen-equipped
laundromat in a rural town proves
an excellent investment – and
a learning opportunity too
35 Missed opportunities
Geotech Information
Services explains why
franchise network planning
and optimisation matters
more than ever
36 Mistaken empathy
Greg Nathan of Franchise
Relationships Institute
explains how important
it is to listen properly
40 Privacy principal
Wynn Williams explains
what franchises need to
know about new privacy
law changes
41 Building a benchmark
Modern and sophisticated store
layout brings rapid growth
for Liquorland franchisees
45 You’ve come to the
right place
New Pit Stop owner joins a
growing number of ambitious
young franchisees
46 Celebrate good times
The Franchise Association of
New Zealand celebrates 30 years
of supporting franchise excellence
50 Getting employment
right in franchising
MBIE provides case studies
and planning tools to help
franchisors and franchisees
stay on the right side of
employment law
53 A fresh start and financial
freedom
CrestClean’s Move To The Regions
programme helps franchisees
relocate to create a more
affordable, balanced way of life
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
Winter 2026
Upcoming issues
24 June 2027
Winter
18 September 2026
Spring
11 December 2026
Summer
25 March 2027
Autumn
Carving a new niche
How are new generations of franchise
buyers finding information, and
what mindset do they need?
The value of fees
Every franchise charges fees one way or
another. Why do you have to pay them,
and what do you get for your money?
54
29
39
Cover Image: www.stock.adobe.com/V&P Photo Studio
Welcome to New Zealand's BUY YOUR OWN BUSINESS magazine
Agreement Advice
What to look for and why you need
a lawyer to check the franchise
agreement before you sign
9 Major myths
Franchising can be a great way to
expand your business – but you have
to know what you’re getting into
42
Franchise New Zealand | Winter 2026 | Year 35 Issue 02
Just as winter temporarily halts nature’s growth, a recession pauses business
expansion. Economic activity shrinks, GDP contracts, and unemployment may
rise – but this phase also flushes out inefficiencies, setting the stage for the
next spring. As New Zealand exits its latest recessionary cycle, franchising
also needs to carve itself out a niche in the face of changing demographics,
rapidly developing AI tools and new methods of information gathering.
Franchises also go through cycles – just like all businesses. One major
difference between a franchise and an independent business is that
franchises are usually granted for a fixed term, often with rights of renewal
outlined in the franchise agreement (see page 42). A franchise business
should be able to provide a liveable owner’s salary or drawings and a solid
Return on Investment (ROI), ideally within the period of the initial term.
At the end of the franchise business cycle comes the expected profit upon
sale of the business. And this is where things get interesting for today’s
prospective franchise buyers. Whether you are looking at a brand new
‘greenfields’ business, or an existing business up for resale, franchise buyers
in New Zealand seem to be bucking one demographic trend – by getting
younger as well as older.
In this issue we feature young franchisees like Ryan Dickins of Kitchen Studio
(see page 12), who focused on finding a franchise for his first business venture
because of the proven systems and support. Also featured is 24-year-old
franchisee Reuben Cutts from Pit Stop (see page 45), one of a growing number
of younger people looking to a franchise to help them fulfil their ambitions.
Franchisee couples Camilo and Marilen Melmel of Black & White Coffee
Cartel (page 11) and Sophie and James Laird of Liquorland (page 41) have all
found balancing the demands of a new business with young family life much
easier with the structured support of a franchise system behind them.
Shifting demographics
In New Zealand, most of the focus on current demographic changes
is looking at our ageing population and the ethnic transitions brought
about by immigration. On page 35, Geotech Information Services explains
how consumer behaviours are changing, but that is not the only effect of
demographic shifts on franchising. There is a lack of hard data in this area,
but anecdotally, more franchises are being bought by people outside the
35-55 age band.
Nathan Bonney of Iridium Partners, experienced franchise recruitment
and development professionals, says that they are fielding interest
from more buyers in their late fifties and older. “They are usually well
capitalised, looking for really solid franchise options, and of course often
have the sort of life experiences that will really stand them in good stead
as franchisees.”
Across the Tasman, the recent Franchising Expo in Sydney reportedly
attracted a surge of interest from younger buyers – it will be interesting
to see if the same trend is followed in Auckland in September amongst
attendees at New Zealand’s own Franchise & Small Business Expo.
And an ABC Business Market Intelligence Report released in April
this year found that 64% of sellers over the past 12 months were over
46 years old, while 87% of buyers were under 55. The report revealed
other important demographic changes, with 67% of sellers being NZ
European and 44% of new buyers coming from Asian, Indian, and other
ethnic backgrounds.
Traditionally, franchises have been purchased most often by people in their
late thirties to early fifties – largely because people at this stage of their
lives have usually had enough time to build the equity that will enable them
to fund a business purchase. But, with houses proving more expensive to
buy, relative to income, it could be a franchise business that actively helps
younger people onto the property ladder these days, as V.I.P. franchisee
Khushali Patel can testify (see page 19).
There are also plenty of instances in this magazine where younger buyers
have found innovative ways to raise funding – pooling resources with
family members or friends, exiting franchisees who are prepared to leave
equity in the business for a while, or even entering into a joint venture with
the franchisor. As Daniel Cloete of Westpac says on page 9, the transition
from employment into business ownership can be more achievable when
lenders are able to see consistent systems, reliable trading performance and
evidence of strong franchisor support.
And alongside the larger franchise systems and well-known brands, there is
growing interest in flexible, lifestyle-driven businesses, signalling a broader
shift to people reassessing not just incomes, but also how and where they
want to work.
CARVING A
NEW NICHE
We take a look at what mindset new generations of franchise buyers need to bring with
them, how they are finding their information, and what franchisors can do to make their
brands stand out
franchise.co.nz – PUTTING PEOPLE IN BUSINESS
Ownership mindset
In business as in life, change is constant. First time franchisees need to move
swiftly from an employee mindset to an ownership mindset to be able to keep
up. One of the biggest challenges for business owners is how and when to
respond to changing circumstances such as success, economic upheaval,
personal circumstances, new competitors or other factors. When should you
expand? When should you consolidate? When should you upgrade? When
should you outsource? Where are the opportunities? What are the threats?
How does each of these changes affect your long-term goals and exit plans?
These are questions that come up all the time. As an independent business
owner, you have to make all these decisions by yourself, using information
from a sample size of one. But as a franchisee, you can draw on the
experience of tens, maybe hundreds of other franchisees throughout New
Zealand and even overseas to help you decide what action to take and when.
One of the things experienced franchise accountants and lawyers will ask you
to do as you assess a business for purchase, is to think about your plans for
exiting the business. Of course, as you start off enthusiastically in business, the
end of the road is not what you tend to focus on most – but starting off in the
ownership mindset means working towards long-term goals and understanding
how every action you take along the way is going to affect the end game.
Doug Downer, author of the book Invested: how to be successful as a
franchisee, explains, “If you become a franchisee, you must take ownership
of the performance and outcomes of your business. The franchisor has
given you the tools, so you must put them to work, and the success of your
franchise business is 100% on you. If you approach franchising with this
mindset, then you have a greater chance of success.”
Changing buyer behaviour
Franchisors are also coping with change in their own business of running
a franchise system, as well as supporting franchisees through the changes
their businesses face. If the franchise is in growth mode, recruiting for new
franchisees, it is important for franchisors to focus on what is different for
prospective franchisees today – what has changed for them and how can
franchisors better support new buyers’ needs?
Young and not-so-young, most people today are hugely influenced by what
they encounter as they move around their daily experiences in the internet
environment. But, finding ways to cut through the “noise” of that environment is
only getting harder, the more time people spend in it. Where once it would have
been common to have your brand or business seen three times – perhaps once
online, once in a newspaper or magazine, and once on the side of a vehicle in
your neighbourhood – before someone took action to find out more about your
business, that before-action encounter rate is probably closer to 20 times today.
Buyers are also used to being able to instantly access information to help
them in making decisions. Meredith Taylor, co-founder of Iridium Partners,
says that franchisors must ensure that any online content about their
brands is relevant and useful to prospective buyers, who will be collecting
their information from a wide variety of sources. “In return,” she points out,
“franchisors should also be finding different ways to gather information about
prospective franchisees. It is not enough these days to rely on a directed
pipeline of enquiry – they just don’t work.
“Younger people especially are more likely to be suspicious if you look like
you are hiding anything, and they want a lot more information before they
are willing to engage in the first place. The more information that is available
upfront online, the faster the trust is built. They may also be using non-
traceable browsers, so franchisors can no longer rely on remarketing tools to
follow up with interested parties.”
Nathan Bonney says with the use of AI increasing at an extremely rapid
rate amongst researchers of all age groups, a franchisor’s own website and
listings in directories like the one at franchise.co.nz should be kept up-to-date
with as much content as can be provided, so that AI tools such as ChatGPT
and Claude can more easily discover and verify the relevant information for
prospective buyers.
Franchise New Zealand’s own latest data sets tell an interesting story. While
the market feels tight as we gently pull out of economic recession, more
magazines are being requested, and franchise buyer intent is concentrating
and becoming more serious. People are returning, comparing options, and
actively researching franchise opportunities.
As the business environment races to catch up with the changes being
brought about by AI information research tools, prospective buyers may
need to be patient with franchises that are still making their way there, but
franchisors will also need to concentrate investment into providing content
that really meets the informational needs of the new generations of buyers.
Image: www.stock.adobe.com/V&P Photo Studio
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
Buying, growing, refurbishing, or selling a franchise business can be one of
the most powerful ways to build long-term value. However, securing the right
funding – and structuring it correctly – plays a critical role in determining
whether a franchise thrives or struggles.
Franchising often presents a lower risk proposition than independent
start-ups. Established brands, repeatable systems, and shared operating
knowledge provide lenders with greater visibility and predictability.
At Westpac, franchise funding is approached as a specialist form of business
lending, designed around cash flow, franchise systems, and the full lifecycle
of a franchise business. Our approach might differ depending on whether we
are being asked to fund smaller service franchises with income guarantees or
a larger investment business with high set-up costs.
Below are a few suggestions for how franchisors may be able to assist you
with the funding application process, especially with a new set-up.
System consistency and benchmarks
Franchise systems that demonstrate strong governance, proven unit
economics, and effective franchisee support are often easier to fund
than standalone businesses. Lenders place significant value on system
consistency, reliable trading performance, and the ability of the franchisor to
support operators through different trading conditions.
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 individual experience.
What the franchisor can do: Provide realistic, evidence based financial
benchmarks and maintain consistent system performance across the network.
Looking beyond the purchase price
After the initial investment, franchisees may eventually require funding for
business set-up or acquisition, fit out, vehicles, and equipment; working
capital during the ramp up phase; refurbishments and brand re-imaging;
expansion into additional sites; and resale or exit transactions.
At Westpac, funding discussions are framed around the entire franchise
lifecycle, ensuring finance solutions evolve as the business does.
What the franchisor can do: Clearly outline lifecycle capital requirements –
particularly refurbishment and reinvestment expectations – so franchisees can
plan ahead.
Knowing what banks look for
When funding a franchise, banks look beyond the individual operator. Key
considerations include: strength and sustainability of the franchise system;
historical performance of comparable franchise unit; training, governance,
and ongoing franchisor support; stability of the brand and wider network;
and the franchisee’s equity contribution, experience, and financial discipline.
Cash flow remains central. Lending decisions look at the business’s ability to
service debt through normal trading conditions, not just best-case forecasts.
What the franchisor can do: Maintain strong system discipline, robust
training, and transparent reporting to support lender confidence.
Deep system understanding
Effective franchise funding requires more than reviewing a set of financial
statements. Westpac works closely with many franchisors to understand how
their systems operate in practice, including seasonal sales pattern, labour and
occupancy cost sensitivities, and system-specific drivers of performance.
This understanding allows funding to be structured around how the business
actually trades. Generic assumptions may not reflect reality.
What the franchisor can do: Communicate changes to the operating model,
cost structure, or system strategy early and clearly.
Supporting resales and growth
A significant proportion of franchise lending relates to resales and multi-unit
expansion for franchisees exiting or growing a business. Well run systems
benefit from clearer resale pathways, consistent valuation approaches, and
smoother transitions between operators. For experienced franchisees, this
can also support expansion into additional territories, portfolio level funding
structures, faster, and more predictable approval processes.
What the franchisor can do: Actively support resales with transparent
financial information and hands on involvement throughout the transition.
Protecting long-term system value
Sustainable funding supports sustainable franchise systems. Well-structured
lending helps ensure healthy franchisee cash flow, ongoing reinvestment in
the network and consistent system standards and brand strength.
Conversely, poorly structured or overly aggressive funding can place
unnecessary strain on otherwise sound businesses. In one recent example
a multi-site franchisee attributed their failure to the wrong funding
structure, unsuitable funding products, and expensive second-tier funding –
highlighting how critical these decisions can be.
What the franchisor can do: Encourage responsible borrowing and
discourage short term funding solutions that undermine long term viability.
Understanding franchisee funding needs
Most franchise businesses require a combination of maintenance and
refurbishment funding, expansion capital, tailored lending solutions aligned
to cash flow, equipment and asset finance, and transactional banking and
payment solutions, including merchant services.
An integrated banking approach helps align funding with operational realities,
rather than forcing businesses into ill-fitting structures.
What the franchisor can do: Standardise fit-out scopes and asset
requirements to improve funding consistency and efficiency.
Structuring the finance correctly
The structure of finance is often more important than the interest rate.
Repayment terms, product selection, and the alignment between asset life
and loan term all have a direct impact on cash flow.
An inappropriate structure – such as aggressive repayments on long life
assets – can quickly create pressure, even in otherwise profitable businesses.
Franchisees should always involve their accountant and business banker
early to ensure funding supports, rather than constrains, performance.
What the franchisor can do: Promote early engagement with specialist
advisers and reinforce the importance of sustainable funding structures.
Speeding up funding approval
Prospective or existing franchisees can materially improve approval timelines
by using a franchise-experienced accountant to help prepare the following
information before approaching the bank for funding:
• Clear details of how much funding is required, when needed, and what for
• Up-to-date financial statements and credible forecasts, aligned to
system benchmarks
• Clearly explained equity, security position, and repayment capacity
Systems that support franchisees through this process see better, faster
funding approval and long-term outcomes.
What the franchisor can do: Provide lender-ready documentation, benchmark
data, and finance readiness support to new and existing franchisees.
Westpac’s Daniel Cloete provides valuable
advice on securing and structuring the
right funding to ensure franchise success
STRONG
SYSTEMS
SUPPORT
FUNDING
Franchise Finance
Daniel Cloete is Westpac’s National Manager
Franchise and Business Partnerships. Contact the
Westpac Franchise Team on 0800 177 007 or Email:
franchising@westpac.co.nz
The information contained in this article is intended
as a guide only and is not intended as an exhaustive
list of matters to be considered. Persons entering
into franchise agreements should seek their own
professional legal, accounting and other advice.
About the author
or anyone considering a franchise investment, the strength of the
business model matters. So does the brand behind it, the systems
that support it, and the long-term relevance of the sector it operates in.
For Quinovic Property Management, the past year has reinforced the
strength of all three. With a record number of office sales, ownership
transitions and new offices across the network, Quinovic continues to
attract people looking for a proven business opportunity in a sector with
steady demand and long-term resilience.
Now operating through 36 offices nationwide, Quinovic is one of New
Zealand’s most established residential property management brands.
Founded in 1988, the business has spent more than 35 years building
a specialist franchise model focused exclusively on residential property
management.
That focus is important. Unlike many real estate businesses where
property management sits alongside sales, Quinovic has built its
reputation around property management as a core service. For franchise
owners, this creates a clear proposition, supported by recurring revenue,
low overheads and no stockholding.
Built on strong systems
One of Quinovic’s key strengths is the quality of the systems and support
behind the network. At the centre is QPMS, Quinovic’s proprietary property
management software, developed specifically for the New Zealand
residential property management market.
This is supported by a continually evolving technology ecosystem, which
currently includes industry-leading platforms such as Renti, Inspection
Express, HubSpot, Property Guru, and Canva. Together, these tools help
franchise owners manage key areas such as tenancy processes, inspections,
marketing, reporting and client communication. As the needs of property
owners, tenants and franchise offices continue to change, Quinovic continues
to review, adapt and invest in the systems that support its network.
The result is a business model that combines national systems with local
ownership. Franchise owners are equipped with the tools, processes
and information they need to run professionally, while building strong
relationships in their local markets.
Support that helps owners grow
Technology is only part of the story. Quinovic franchise owners are supported
by an experienced Group Office team that provides guidance across
onboarding, training, operations, marketing, legal processes and business
development.
The wider Quinovic network also plays an important role. With offices across the
country, franchise owners benefit from shared knowledge, practical experience
and the reassurance of being part of a specialist property management group
with a long track record in New Zealand.
Residential property management continues to be an essential service.
Property owners need professional support to manage tenants, meet
compliance obligations, protect their investment and respond to an increasingly
complex regulatory environment. For franchise owners, this creates the
opportunity to build a service-based business in a sector where expertise,
consistency and trust matter.
From proprietary software and national brand recognition to practical Group
Office support and a specialist focus on residential property management,
Quinovic offers a clear pathway into business ownership.
For those looking for a franchise opportunity backed by experience, proven
systems and continued market demand, Quinovic is a business model built for
sustainable ownership and future growth.
ADVERTISEMENT
Why New Zealanders are choosing
Quinovic for business ownership
Sharon Layton| Quinovic Merivale & Rolleston
Take the first step to business
ownership today, email
franchise@quinovic.com
A BUSINESS
DESIGNED FOR
GROWTH
“We’re proud of the momentum
we’re seeing across the network,”
says Parrish Wong, CEO of Quinovic.
“The level of activity over the past
year shows the confidence people
have in the Quinovic model.
Whether through new office openings
or ownership transitions, franchise
owners are investing in a business
that is proven, well supported and
positioned for the future.”
Quinovic offers the benefit of regular income,
no stockholding costs and a fantastic network.
You never feel like you’re on your own.
Parrish Wong
Quinovic CEO
MAKE OUR BRAND
MAKE OUR BRAND
YOUR
YOUR BUSINESS
BUSINESS
quinovic.co.nz
franchise.co.nz – PUTTING PEOPLE IN BUSINESS
11
District Nurse Camilo Melmel had no inkling that when curiosity took him into
the small, funky Black & White Coffee Cartel café in Christchurch’s High Steet
one day in 2018, he was walking into his own future.
“As a family group, my wife Marilen and I, and two sisters-in-law Ailen and
Sally, had agreed to pool savings to invest in a business. Cafés were not on
our list, although fish and chips shops were. I knew so little about cafés and
coffee that when I walked into the Black & White High Street café, I had no
idea what the big machine on the counter was. ‘It’s our vintage espresso
coffee machine’, I was told. I ordered the only coffee I knew, a mocha.”
Favourable coincidences are part of Camilo’s life – it was a coincidence that
led to the couple leaving the Philippines for New Zealand in 2008. “Marilen
and I trained as nurses, planning to work in the United States,” he explains.
“But when we graduated, America wasn’t looking for nurses and New
Zealand was. We did some research, liked what we saw, and successfully
applied to work in New Zealand, living and studying in Christchurch to bring
our qualifications up to New Zealand requirements.”
Another coincidence came shortly after Camilo visited that High Street café.
“Looking online at businesses for sale, Black & White Coffee Cartel, High
Street popped up. We all agreed there was nothing to lose following up on
the opportunity and also saw merit in joining a franchise – with all the extra
business support that brings.”
Camilo and the family talked first to the business broker, then to Black &
White’s founder. Back in 2014, when it was launched, Black & White Coffee
Cartel was the country’s first and only café brand with front-of-house micro-
roasting. Quirky framed photographs and prints decorate the walls from floor
to ceiling – each franchised café has a very individual feel.
Keeping our careers
“There was a major benefit of becoming Black & White franchisees as part
of a family group operation,” says Camilo. “It meant Marilen and I could keep
our nursing careers as well as taking our turns running the café business.
I still work as a nurse seven days a fortnight, while Marilen works shifts at
Christchurch hospital. She was there when the 2011 earthquake struck. I
happened to be there, too. It was made worse by a lighting blackout, so we had
to find each other in the dark. Luckily, we were both unhurt but very scared.”
Due diligence & training
“Before committing to our Black & White Coffee Cartel business,” Camilo
explains, “we got some really positive results from the due diligence done by
our accountant and solicitor – and it was proven right. High Street is a great
location, and our customer base means long Christmas breaks, so we get
regular family holidays in Wānaka.
“Students are regular customers, along with people from nearby office
blocks. Most regulars don’t have long lunch hours so come in for takeaway
coffees and our delicious cabinet food. Being so small we haven’t much
space for tables and chairs. Our location is more boutique than most Black &
White cafés, with takeaways and coffee roasting our key revenue streams.
“Black & White Coffee Cartel’s excellent training quickly brought us up to
speed on running a café, roasting beans and brewing the delicious coffee
that brings our customers back for more. It’s my job to open up the café at
7.30am and practise my barista talents – I’ve come a long way since the only
coffee I knew was a mocha!”
Growing the family and the business
When Camilo and Marilen’s son Pancho was born three years ago, followed
by daughter Tilly, now one, the three-bedroom Wigram property they lived
in with Ailen and Sally began to feel overcrowded. They moved to a larger
property in Halswell, an old suburb of Christchurch now booming with
residential and commercial development.
Camilo explains how this gave the family another opportunity for growth.
“We have developed a great relationship with Black & White’s business
development manager, Tony Yin, who presented us with the opportunity to
invest in a second Black & White Coffee Cartel café.
“When Tony came to us with a potential site in The Acres, a shopping and
commercial precinct in Halswell scheduled to open later in the year, we
jumped at the chance. The Black & White café in Halswell will be much
bigger than High Street, with lots of tables and chairs indoors and outside
– dogs welcome – and a large kitchen for preparing brunches from a menu
developed by head office chef Haidee to target Halswell locals’ tastes. The
strength of Black & White Coffee Cartel’s brand and our own track record
helped secure finance for this large café.
“Do I recommend Black
& White Coffee Cartel?
Absolutely! Whether you
are an individual, a family
group, or a group of friends, if
you can follow systems and
procedures, learn to love coffee
like I did, and be dedicated to
giving every customer a good
experience, I know Tony Yin is
keen to hear from you.”
Black & White Coffee Cartel’s strong brand
and their own previous success lead
Christchurch franchise family to expand
FAVOURABLE
COINCIDENCES
Opportunity: Food & Beverage
Black & White Coffee Cartel
www.blackandwhitecoffee.co.nz
Contact
Tony Yin
022 630 6622
tony.yin@blackandwhitecoffee.co.nz
Advertiser Info
Ailen, Marilen and Camilo – excited about progress on
the build of their new Black & White Coffee Cartel café
at The Acres, Halswell
Franchise New Zealand | Winter 2026 | Year 35 Issue 02
12
Multi-showroom Kitchen Studio franchisee Ryan Dickins believes the key to
being a successful business owner is to have a skilled team behind you. “The
other essential is to have a brilliant franchise system,” he says.
After he left school Ryan was employed for several years in the golf industry.
“Sport was everything to me at school,” he says, “and I played every one
available. If you’d told me I would end up owning a business designing
kitchens it would never have been in my wheelhouse! My father is a
chartered accountant with his own business and something of a mentor to
me, so I think business is in the family blood. A franchise appealed to me
because there are so many different advantages to the business: proven
systems, big time marketing, lots of experience to draw on, and people
who’ve done it before. You are not out on your own.”
Having decided on franchising, Ryan discovered the Kitchen Studio outlet
in Palmerston North was for sale. There was a slight problem – he didn’t
know the first thing about designing or building kitchens. “I had no joinery or
cabinetmaking skills or background,” he laughs. “We came to an arrangement
where I bought into the business over 18 months and spent that time learning
everything from the bottom up! That was 2019, and since then I’ve built up a
team of people I can trust and depend upon, with all the skills we need.”
Solid reputation
Kitchen Studio has an impressive list of statistics behind its operation. The
franchise has been running for over 40 plus years and has just been voted
the nation’s Readers Digest Trusted Brands winner for Kitchen Designers and
Manufacturers for the tenth year running. In their forty years the company
estimates they have renovated over 50,000 kitchens.
“We were the first company to offer in-home consultations with our top
kitchen designers,” says Kitchen Studio CEO Dawn Engelbrecht. “That’s now
an essential part of our service, along with our Total Trust Deposit Guarantee,
which protects client deposits in the unlikely event of franchisee failure, and
our Total Trust 10-year transferable warranty, reinforcing confidence in every
kitchen installed.
“We’ve had great success in the main centres,” says Dawn, “with client
demand building so high that we’re now expanding further into the regions
and provinces of New Zealand, opening up new territories and opportunities
for existing and new franchisees.”
You have the honours
Ryan Dickins was among the first to take advantage of a new opportunity
with Kitchen Studio. “Twenty minutes up the road is the town of Feilding, with
some of the biggest saleyards in the country,” he says. “It’s absolutely crowded
on market days, so it made good sense to open a satellite showroom there. It’s
much more convenient for visitors to pop into our showroom on a market day
when they are already there. We really are ideally placed.”
After seven years, Ryan retains his passion for the industry. “I can see myself
continuing to grow with Kitchen Studio ten years down the line,” he says.
“We have a self-renewing market, an amazing, highly organised franchise,
and the company does a really cool gala awards dinner. In fact, I recently tied
first for the Kitchen Studio Franchisee of the Year award!”
“Ryan has been the first to expand
Kitchen Studio into a more provincial
town,” says Dawn Engelbrecht. “It’s
already proved to be the success we
expected, and more franchisees will be
doing the same. We have a number of
exclusive territories available, from around
$150,000. If you’d like to join our network,
the time has never been better – give me
a call to find out more.”
Award-winning Kitchen Studio franchisee
opens satellite showroom in the Manawatū
PROVINCIAL
EXPANSION
Opportunity: Home & Building
Kitchen Studio
www.kitchenstudio.co.nz
Contact
Dawn Engelbrecht
027 291 0094
dawn@kitchenstudio.co.nz
Advertiser Info
Ryan Dickins (second from left) with his
award-winning team and Dawn Engelbrecht,
Kitchen Studio CEO (far right)
We’re
levelling up
Ready to build your future with a brand
in serious growth mode? Join us!
Contact Dawn to learn more
027 291 9904
KITCHENSTUDIO.CO.NZ/
FRANCHISE-OPPORTUNITIES
The timing couldn’t be better to join the Kitchen Studio
network. We’re making major upgrades across the
network that honor our 40-year legacy while positioning
our franchisees for the next era of growth.
INVESTMENT FROM $150,000 PLUS SET UP COST
We don’t just design stunning kitchens – we empower driven
individuals like you to turn their ambition into a profitable, fulfilling
business. Territories available in Blenheim, Coromandel Peninsula,
Masterton, Napier, Rotorua, Taupō, Upper Hutt, Whanganui.
franchise.co.nz – PUTTING PEOPLE IN BUSINESS
13
Verghis Kuriakose recalls the very first time he met with Jani-King New
Zealand. He had arrived at the meeting with pre-conceived concerns about
cleaning franchises – believing sales material sometimes only highlights
top-performing operators, rather than ‘average’ outcomes– and he admits his
prime concern was basically around trust.
However, he describes his first session with Jani-King as very promising
– crystal clear and transparent. “Instead of just highlighting the monetary
profits for franchisees,” explains Verghis, “my experience is that Jani-King
prefers to focus on what the business is all about, how long it takes to build
the business, and what the fixed and variable expenses really are. This gave
me a clear picture of what my Jani-King business would look like, and how
much I would earn by the end of each month.”
Having previously spent more than 17 years in corporate management as part
of a large team, Verghis understandably had doubts about whether he could
succeed as an owner-operator franchisee. But he has found the support and
continuous backing from Jani-King extremely helpful.
“Before joining I expected there would be guidance only during the
onboarding process. I didn’t realise how much ongoing support and shared
knowledge there would be. Even during challenging times, Jani-King has
always maintained a clear direction and strong operational support, making
sure I’m never left alone.”
Start small, make growing easy
Prior to signing up with Jani-King, franchisees Richard and Minnie Villon
had previously rejected a number of other commercial cleaning franchise
opportunities due to their hefty initial investment and the lack of existing
business clients.
They also found that some other franchises required them to invest in a
specific model of trade vehicle, complete with signwriting. “Jani-King gave
us the opportunity to start small with minimum funding, a guarantee on
providing customers, and no need for any specific vehicle or signwriting,”
says Richard.
In fact, Jani-King New Zealand has no requirement for new franchisees to
purchase a specialised vehicle in addition to the initial franchise investment,
and vehicle branding is optional. “It all made it so easy for us to run with the
franchise and to grow the business.”
Richard and Minnie, who both still maintain full-time day jobs, didn’t have
any prior experience in the cleaning business sector so it was helpful to have
ongoing training, systems and support.
“With Jani-King there is constant advice on how to improve the business,
as well as ongoing opportunities to earn extra income. They are just so
well organised,” says Richard, “helping us on everything, such as training
schedules, travel, business set-up and any necessary documentation.
“The different departments within the Jani-King franchise support system
work together really well for the benefit of each franchisee. There are even
fun events arranged for all the franchisees and their families, as well as
community services delivered to good causes.”
Both Verghis and the Villons love the fact that you don’t need to begin
with a big Jani-King business. It’s perfectly alright to start with just a small
investment and be hands-on right from the get-go.
“Build trust with your clients from ‘day one’ and those solid relationships will
keep you going strong in the business,” says Minnie.
A model that breeds confidence
“I found that the well-known Jani-King name definitely shortened the time
needed to initially build trust and gain customers,” explains Verghis.
“Smoother documented workflows, operating procedures, pricing structures
and supplier relationships also reduce early trial-and-error,” he adds. “There’s
a predictable financial model as well. Jani-King provides very accurate data
on average margins, customer acquisition costs, finders’ costs and royalty.
“Never underestimate the importance of the training, systems and ongoing
support in helping reduce business risk either. Experienced trainers, well-
defined training, and proven onboarding procedures helped me learn about
cleaning methods and standards, the use of chemicals and equipment,
customer service, as well as health and safety compliance and requirements.
“It also helped me understand how to handle poor cleaning quality and
customer complaints, any damages to client property and inconsistent
service delivery.”
Eco-friendly and loving it
Jani-King is a globally recognised franchise
known for prioritising ‘people and planet’
over profit. The New Zealand business’s
Sustainability and Compliance manager
Polina Maslova says the franchise’s focus
on sustainability has definitely had an
impact across the country, which is why
there has been a 40% increase in the
number of franchisees joining the system in
the past two years, and more clients on the
waiting list for any new franchises.
“Kiwi clients everywhere are impressed by Jani-King’s sustainability
initiatives,” she says. Parent company Jani-King International, based in the
United States, has also commended the New Zealand team’s success in
promoting its innovative eco-friendly solutions, which helped it take out the
Excellence in Sustainability title at the 2024 Westpac New Zealand
Franchise Awards.
Does this sound like you?
Polina has a few initial questions for people interested in becoming Jani-King
commercial cleaning franchisees: “Are you a motivated and positive person
who can visualise a successful career as a business owner? Are you good at
communicating and building relationships, have good numeracy skills and a
positive, energetic attitude?
“If the answer to these questions is
yes,” she says, “and you’re a New
Zealand citizen or have permanent
residency, then contact us today. And
if finance is a concern, remember
that Jani-King can assist you with
your funding application through any
major financial institution.”
Jani-King is a commercial cleaning
business built on openness and trust
TRANSPARENCY
MATTERS
Opportunity: Business & Commercial
Jani-King
www.janiking.co.nz
Contact
0800 526 454
franchisesales@janiking.co.nz
Advertiser Info
Minnie Villon
Verghis Kuriakose: ‘Jani-King has
always maintained a clear direction
and strong operational support’
• Fraser Cove, Tauranga
• Papamoa Plaza
• Coastlands, Paraparaumu
• Richmond Mall, Nelson
• Westgate K-mart Centre
Contact Meredith Taylor today
franchising@thecoffeeclub.co.nz or 021 209 9496
www.thecoffeeclub.co.nz
thecoffeeclubnz
Join New Zealand’s most awarded
and most recognised café brand!
Now with 64 cafes in New Zealand, expert
training and support, flexible lifestyle benefits
and a proven path to business success.
New Opportunities Available
franchise.co.nz – PUTTING PEOPLE IN BUSINESS
15
The statistics tell us that 2026 is proving to be another challenging year
for New Zealand’s business community. For business owners the past few
months have been a reminder that customer engagement and retention is
increasingly the key to sustained profitability.
The basis of a smart customer retention strategy, no matter how the nation’s
economy is performing, must be about ensuring that your customers, once
connected, remain loyal for the long term. Customers should keep returning
for more and, just as importantly, it’s vital that these customers then help
generate added business through their own connections.
John Norrie, CEO of Tranxactor New Zealand, who recently became Gold Plus
Partners in support of the Franchise Association of New Zealand, believes
that a gift card programme is an underestimated and useful tool for achieving
this outcome.
Increase your sales
“A satisfied customer will almost always recommend a business to their
friends or family – therefore a well-planned, well-executed gift card
programme is a powerful and effective means to increase sales,”
explains John.
“Someone buys a gift card, then gives it to someone else. The business has
not only received the money for that card, but they now also have a loyal
customer who is engaging with another potential customer – perhaps a new
one – to purchase from that same business. You can’t get much more loyal
than that,” he says.
“Remember, when a gift card is sold, the business receives that money in
their bank account immediately. It’s a committed sale.”
John says the business owner may benefit further if the gift card recipient
spends less than the card’s original dollar value and returns later to
potentially end up spending much more than the card’s value.
“Typically, a gift card is used more than once – if someone has a $50 gift card
they’ll often spend, say, $30 and then call back in again at a later date. The
remaining $20 will then often be topped up with additional spend to buy that
next item. In a business world where customer loyalty never comes cheap,
gift cards will always stand out as a successful strategy for growing sales.”
It’s all in the detail
John says that the franchise sector’s focus on detailed reporting and
monitoring KPI’s across networks is a perfect fit with Tranxactor’s own
emphasis on data collection as the key to understanding customers better.
“With digital cards, the purchaser and the recipient details are captured
as part of the initial transaction,” John says, “and that’s a big step towards
developing a proper gift card loyalty programme.
“We deliver all sorts of information which many retailers and service
providers would normally not have a clue about. We can provide data on a
daily basis about the status of any issued gift cards, including information on
aspects such as average redemption values, or whether customers are using
cards in different geographical areas.
“And if, for example, a customer buys another gift card, then you’ll know that
they are regular gift card buyers and you can actively encourage them to
help grow your customer database further.”
Prepare for the digital transformation
John says there will be some exciting developments taking place in the
world of gift cards over the next two or three years with the ongoing shift to
digitalisation – and Tranxactor is spearheading the transition.
“As the infrastructure technology changes, digital will certainly overtake
physical plastic cards in New Zealand. That’s why we’re encouraging
businesses to get set up for digital now.”
“Notwithstanding the technical challenges of acceptance, eGift cards are
brilliant because there’s zero inventory cost. There’s no plastic card to print
and no postage involved. Your business benefits from another frictionless
commerce technology.
“We are a leader in customer engagement technology. It’s a highly
competitive market sector, but being a 100% New Zealand company with
all our technical development and support team based locally, we fully
understand the needs of the local market.
“You don’t have to go overseas to access world-class technology. With us it’s
right on your doorstep,” explains John.
Gift cards vs full-scale loyalty programme
A full-scale loyalty programme might be much too complex to implement
for smaller franchise networks. John says that a simple gift card programme
provides an excellent starting point without the complexity.
“A full loyalty program by default requires systems integration, web and app
development, as well as management and marketing resources. That’s a
marathon,” he says, “while a gift card programme is a sprint. In its simplest
form it will run perfectly on existing EFTPOS terminals and infrastructure that
retailers and service providers are already using to collect payments from
customers, whether in store or mobile.
The magic of gift cards
From both business owner and customer perspectives, gift cards are a highly
attractive proposition. They are particularly relevant in today’s challenging
economic times, with customers closely watching their spend and genuinely
excited when a gift card gives them a little more flexibility in their spending.
For a franchisee, whether you are running a coffee shop, a hairdresser, a gym,
delivering childcare services, or mowing lawns, a smart gift card programme
provides you with a future revenue
guarantee. And for a franchisor, it’s a
fast and uncomplicated way to deliver
value to an entire franchise network.
“Contact us today to find out more,”
suggests John, “you may be surprised
to learn how efficient and effective gift
cards will be as a core part of your
customer engagement strategy.”
Tranxactor explains how to make gift
cards an important part of a well-managed
customer engagement strategy
CARDS
THAT
Franchise Management
Tranxactor
www.tranxactor.com
Contact
John Norrie
09 369 5832
John.norrie@tranxactor.com
Advertiser Info
KEEP ON
GIVING
16
Franchise New Zealand | Winter 2026 | Year 35 Issue 02
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.
What started out as a social media gag based on the return of a 70s and 80s
hair fashion, became a full-blown pop-up promotion when the marketing
team at McDonald’s realised they were onto a good thing.
Hundreds of mulleted fans turned up on Saturday 18 April to claim a
free ‘mulleted’ cheeseburger from Penrose Macca’s. The restaurant was
completely transformed into a mullet-themed restaurant with customised
McDonald’s signage and on-site barbers to help customers get into the full
spirit of the occasion with an instant mullet cut.
McDonald’s New Zealand Director of Marketing, Luke Rive, said the
campaign was about responding to fans and testing ideas in real time.
“When we saw the reactions to videos on social, we thought, why not? It’s a
bit of fun and it’s also a way to bring fresh ideas to life and see how people
respond in the real world.”
As word spread, fans around the country and in other parts of the world
were encouraged to join in by ordering a cheeseburger with an extra slice of
cheese and just letting it all hang out the back.
But the international fast-food giant has been upsetting customers in the USA
for other reasons related to nostalgia. A new range of $3, $4 and $5 ‘McValue’
meal items triggered a bunch of complaints about affordability
from customers.
In New Zealand, items that used to be under a dollar in the 70s and 80s
are now priced from $6 or $7 upwards. A hugely popular 2016 promotion to
celebrate McDonald’s 40th anniversary in New Zealand had multiple items
returning to their original prices for a day.
The reality is, however, that our 4.5% average annual rate of inflation across
what is now 50 years, means that a single New Zealand dollar in 1976
would have the relative purchasing power of approximately $9 in 2026. Price
changes in the fast-food and quick service restaurant (QSR) sectors, as
elsewhere, have reflected that increase.
Strategies like McValue reflect a broader industry reality, signalling a
continued reset in the QSR sector: less emphasis on premium pricing
growth, and more focus on structured affordability, frequency of visit, and
digital-led customer retention. McDonald’s will be hoping that their light-
hearted McMullet promotion will have brought a whole new generation of
customers into the fold, and their pricing strategies will need to hold those
customers loyal.
Read the full article at https://franchise.co.nz/articles/4086
In a genuine back-to-the-future moment, Nathan Bonney returns to Mariposa
Restaurant Holdings (MRH) more than a decade after first joining them.
MRH recently appointed Nathan and Iridium Partners to lead the next phase
of franchise development across its two flagship brands, Mexicali Fresh
and Burger Wisconsin. The appointment marks a homecoming of sorts for
Nathan, who first joined MRH as General Manager in 2014 and played a
central role in a significant period of expansion including the 2015 acquisition
of Burger Wisconsin.
MCMULLETS
AND MCVALUE
HOW HAS FRANCHISING
BEEN AFFECTED BY THE
FUEL CRISIS?
REUNITING
At the end of April 2026, Dr Callum Floyd of Franchize Consultants released
the results of an independent survey of the NZ fuel cost impact on franchise
systems. The survey pooled the views of 41 franchisor respondents, spanning
a range of industries and system sizes.
Moderate or significant effects of rising fuel costs had already been experienced
by 98% of franchise systems, with the worst affected impacts being in cost
of goods and franchisee operating costs. The survey collected data on the
responses and actions being undertaken by franchises and was also quoted in
one of the fortnightly updates for Westpac corporate clients on the fuel crisis
situation. Email callum@franchize.co.nz for a copy of the survey results.
In the May Economic Overview Westpac economists confirmed their
expectations of a pause in New Zealand’s economic recovery - but said that
growth is still expected in the year ahead, albeit at lower levels than the more
optimistic projections that prevailed before the US-led war against Iran began
in late February.
Westpac’s report suggests that “The expected economic hiatus will impact
the services sector, retail spending and hospitality the hardest, reflecting the
implied hit to household incomes. Tourism will also be interrupted as global
uncertainty and airline fare prices remain high.”
Then and now - Nathan Bonney of Iridium Partners
and Conor Kerlin (Mexicali Fresh co-founder)
Photo: McDonald’s New Zealand
franchise.co.nz – PUTTING PEOPLE IN BUSINESS
17
Call the Coach
Stewart Germann
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www.franchisecoach.co.nz
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With a clear upsurge of reader interest in this magazine and recent franchise
expos in Australia recording their highest attendance in 10 years, it looks like
2026 is perfect timing for the new Auckland Franchise & Small Business Expo
to launch.
Scheduled for 18-19 September at the Due Drop Event Centre, the Expo
offers the opportunity for potential business buyers to meet franchisors
and franchise-experienced advisors at a face-to-face event. The Expo is
expected to feature around 70 stands, with strong interest already registered
by exhibitors and attendees. The organisers aim to create a commercially
focused environment for exhibitors to generate qualified leads, have
productive conversations, and engage with an audience already in-market.
More information can be found at https://nzsme.co.nz/
New Zealand’s central city retail and hospitality sectors have experienced
a difficult two-year period, with higher operating costs, reduced office foot
traffic, and weaker discretionary spending contributing to increased closures
across Auckland and Wellington CBDs.
Despite this, there are early signs of stabilisation. Electronic card spending
has shown periods of modest year-on-year growth through 2025, and leasing
enquiry in prime retail locations has improved compared to 2023–2024
levels. Premium retail and hospitality precincts continue to attract demand,
particularly from international and experiential brands, even as smaller
independent operators remain under pressure.
New developments are near completion in the luxury sector based around
the lower end of Queen Street, and connecting the Auckland CBD and its
nearer suburbs, the long-awaited City Rail Link is in its final testing stages
and remains on track for opening in the second half of the year.
For franchising’s retail and hospitality operators, the current environment
reflects a transition phase rather than a decline, with CBDs increasingly
evolving into mixed-use destinations where hospitality, convenience retail,
and experiential concepts are expected to play a larger role in the next
growth cycle.
PERFECT TIMING
FOR EXPO
You can also follow Franchise New Zealand media
on LinkedIn, Facebook or Instagram.
BRINGING BACK
THE CBD
Terms and conditions apply. See mtf.co.nz/terms
Franchise to franchise.
You’re not a number.
You’re a neighbour.
At MTF Finance, we know small business isn’t built in boardrooms.
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When it comes to finance, dealing with people who understand
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every day - providing practical finance solutions from people
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Get in touch
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franchise.co.nz – PUTTING PEOPLE IN BUSINESS
19
Khushali and Jay Patel have made quite a few differences to their lives since
buying a business with V.I.P. in September 2023. “We’ve bought a new house,”
says Khushali, somewhat modestly. “Oh, and a new family car … and we had a
holiday in Singapore and India,” she adds as an afterthought! “V.I.P. is an excellent
system which has helped us grow rapidly, and the success has followed.”
Three years ago, Khushali was working as a customer services representative
with an international car hire firm. “We have two children aged ten and five,”
she explains, “and finding the flexibility we needed for them was increasingly
difficult. Jay had spent eight years as a dairy farm manager, and he took on
the task of finding us a business that would give us what we needed. We
rejected many options, but as we searched, we realised a franchise has
big advantages in reducing the risks of starting a new business. It’s based
on proven systems, teaches you how to run a business profitably, and has
national level marketing to help reduce the stress of finding customers. With
that in mind we looked at several franchises in the cleaning sector. None
of them provided exactly what we were looking for, until we found a V.I.P.
cleaning business available in our home town, Christchurch.”
Nothing hidden
Having done a thorough investigation of many of the cleaning franchise
businesses, Khushali and Jay found it was important to check for hidden
details. “Some of them were not as clear about the structure of their fees,
or the degree of control we would have over our business,” Khushali states.
“With V.I.P. we had confidence from the very beginning that ‘what we saw was
what we’d get.’ Once we’d met with the national franchisors, Estelle and John
Logan, we had even more confidence. Everything they told us was correct –
everything is transparent in the V.I.P. system.”
Khushali speaks highly of the V.I.P. training. “Jay and I had excellent training
through V.I.P., and with the help of the out-going franchisee, who had built up
a very successful business over fourteen years. It was a bit scary for me at
first – I guess anyone going into business for the first time has nerves – but
after just a few weeks and the excellent support of the franchise I began to
feel very happy. I can still phone them with any business query, and they will
help sort it out.
“I was also worried at first about how the clients would like me, because
several of them had had the same cleaner for 14 years! People do get
attached to their cleaner, and don’t always like change. It’s inevitable that you
lose some clients when a business is sold and bought, but the beauty of V.I.P.
is that their reputation brings a constant flow of potential new clients. That’s
just one reason Jay and I have built up the business so strongly.”
Although Khushali’s husband Jay has his own business, the couple have
arranged their V.I.P. business so they can accommodate their children’s
needs and their work throughout the week. “Our V.I.P. business has a mixture
of residential and commercial customers which means we do a Saturday
shift,” Khushali explains. “This works very well, and we’ve built excellent
relationships with our customers which means we can be flexible and juggle
our times with them if we need to.”
Recruitment by example
Khushali has been so impressed with her business that she persuaded
friends to join too. “Kinjal and Gayatree Patel were friends who were also
looking for a business recently and we were able to demonstrate to them
just how good the V.I.P. system is. Luckily, a franchisee in their own area was
looking to move on, so they were able to find a V.I.P. franchise in their own
neighbourhood and now they are also growing successfully.”
In summary, Khushali says she’d have no hesitation in doing it all again. “My
only advice to anyone thinking about a V.I.P. business,” she says, “is go for it – I
highly recommend it! Jay and I had no experience in the cleaning industry,
but the system is designed for people to go into business and succeed. If
you are honest, trustworthy and helpful, then V.I.P. rewards you by being a
business with no hidden fees. How you run it is up to you – we do all our
own quoting, but other than local recommendations, most of the marketing
is handled by head office, and we get a steady stream of contacts from them.
The choice we made was right!”
V.I.P. offers two kinds of franchises; outdoor – lawns and gardening, and
indoor – residential and office cleaning. As Estelle proudly points out,
“There are no limits to where a V.I.P. franchise can take you, or for how
long. We have a very flexible system that allows people of any age to
restart their careers or get out of the corporate rat-race. As Jay and
Khushali found, we have a very clear
fee structure – profit on your hard work
is yours, and our reputation is such
that we have a regular flow of
client enquiries.
“If you’d like to find the success both
Patel families have found, call me
today. We have new and established
franchise opportunities
available today.”
Rapid growth for new V.I.P. franchisees
leads to new home and holidays
THE CHOICE
WAS RIGHT
Opportunity: Home Services
V.I.P. Homes Services
www.viphomeservices.co.nz
Contact
Nationwide Enquiries
0800 84 74 96
estelle@viphomeservices.nz
Advertiser Info
Jay and Khushali Patel: ‘excellent
support from the franchise’
Franchise New Zealand | Winter 2026 | Year 35 Issue 02
20
Estelle Logan outlines some of the
ways that buying a franchise can make
going into business for yourself an
attractive option
REDUCING
THE RISKS
OF SELF-
EMPLOYMENT
Buying a Franchise
Working for somebody else isn’t exactly secure these days. When you own
your own business, you’re more in control of when you work and what you
do. But working for yourself does mean taking a risk. The trick in business is
to reduce that risk as far as possible. That’s where buying a franchise can pay
off. If you do your pre-purchase research (otherwise called ‘due diligence’)
carefully, then choosing the right franchise business can reduce your risk
considerably.
Reduce the risks
While you might know a lot about yourself – your willingness to work hard,
your ability to overcome problems, your determination to succeed, your
pleasure in doing a good job – you don’t necessarily understand everything
you need to know about running a business. As national franchisor for V.I.P.
Home Services in New Zealand for 31 years, I’ve often heard people say,
“Why would you buy a franchise to mow lawns or clean houses? It’s so easy!”
Well, the answer is that there’s an art to mowing lawns and cleaning houses
professionally and knowing how to make money and build a business while
doing it.
Think about your own property. How long does it take you to do your
housework or mow the lawns? Most people we talk to will say, “It usually it
takes me all Saturday morning.” If you were doing it as a business and it took
half a day per time, could you really make money only doing 10 properties
a week? But a franchise will not only help you find customers – it will teach
you how to clean 5-6 houses per day or 10-15 lawns or more per day to a
professional standard. That’s the difference between doing a job and running
a business.
Here are some examples to show how franchising can help you reduce the
risks involved in going into business. These are mostly drawn from the home
services sector, but the same applies to franchises in all sorts of industries.
Remember, franchising is not just about branding and marketing – it’s about
training and systems that allow you to make the most of the time you put in
and help you achieve a profitable return on your investment.
Reduce trial & error
What equipment do you need to start your new business? Where can you get
the best deal? How will it be supported? What products should you use to
get the best results in an efficient way? What are industry standards?
These are all important questions when you first start, but they’re questions
to which your franchisor will know the answers. They will have researched
the best possible methods and researched new products and equipment as
they come on the market. With the strength of the franchise, they’ll also have
negotiated good deals. As a franchisee, you have immediate access to all
these advantages from the very start of your business.