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THE POWER OF THE MASTER FRANCHISE | MARKETING FOR DEMAND | FRANCHISING 101
Autumn 2026 | Year 35 issue 01 | $8.95
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Franchise New Zealand | Autumn 2026 | Year 35 Issue 01
Endorsed by
Welcome to the Autumn edition of Franchise New Zealand. With ongoing
global uncertainty, economic shifts, and changing job markets, it’s no surprise
that many people are taking a fresh look at their future. For some, that means
considering new opportunities for business ownership and the chance to have
a little more control over where their career path leads.
Our cover story looks at how franchising appeals to people seeking
independence while still enjoying the structure and support of an established
business system. A franchise can offer a practical and less daunting pathway
for many first-time business owners.
If you’re just starting your research, you’ll find Franchising 101 on page 28 a
helpful place to begin. It answers five of the most common questions about
franchising and explains some of the key terms you are likely to come across.
We’ve also included one of our most popular resources, 250 Questions to ask a
franchisor. This comprehensive checklist (page 40) will help you to ask the right
questions and feel confident about your decisions.
Also in this issue, we explore some of the ingredients that contribute to long-
term franchise success. Our feature on customer loyalty (page 34) highlights
the important role repeat customers play in building sustainable businesses,
while another article looks at how franchisees can make the most of local area
marketing (page 20) to strengthen their presence in their communities.
We take a closer look at what makes master franchises an attractive option
for investors (page 12) and what to consider before stepping into a larger
development role; Dr Callum Floyd examines how recent and proposed law
changes in Australia could influence the franchising landscape here in New
Zealand (page 48); and respected franchise advisor Greg Nathan shares his
perspective on the seven habits of top-performing franchisees (page 52).
Finally, we take a look ahead to a new Franchise & Small Business Expo
coming this September, offering another great opportunity for aspiring business
owners to connect with franchisors and industry experts. And don’t forget the
always informative and uplifting National Franchise Conference in Wellington,
22–24 June 2026.
We hope this issue gives you plenty of useful insights and inspiration as you
explore what the year ahead might hold.
P.S. 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 and Business Opportunities
Specialist Advisors
64
Other Services
66
9 Rapid success
Soul Origin’s New Zealand rollout
gathers serious momentum and
creates powerful opportunities
for franchise partners
11 View from the top
A highly systemised operation
has massively reduced the
time and cost of construction
at Summit Homes
15 Growing stronger
The Katsubi franchise continues
to rise in challenging times
16 Franchise News
Latest news from the
world of franchising…
19 Winning formula
Blinds on Location needs
driven sales professionals to
meet rapid growth in demand
22 Manage your finances
Westpac’s Daniel Cloete
explains why financial
literacy is just as important as
running a great operation
26 Expo returns
A new national Franchise &
Small Business Expo helps
Kiwis explore the future
of work and business
31 Modern slavery
Wynn Williams on the impact of
the new Modern Slavery Bill
32 Five vital signs
Franchise Accountants check out
the numbers that tell you how
healthy a business is looking
33 Properly managing property
Quinovic is the home of property
management in New Zealand
34 Customer loyalty matters
The importance of developing
customer loyalty strategies
is often overlooked in franchise
systems outside the retail sector
37 New year, new career
A late career redundancy
opened the door to a
successful V.I.P. Home
Services franchise business
38 Insight
Geotech Information Services
and Iridium Partners team
up to help New Zealand
franchises flourish
39 Support for success
New FreshChoice franchisees
enjoy supporting their
community, just as they were
supported in starting out
40 250 Questions to ask
a franchisor
What do you need to know
before you buy a franchise?
Here are 250 questions to help
you make the right decision
45 Holy grail
Entrepreneurial couple finds
Speed Queen the perfect
partner for their growing
laundromat business
46 Avoid price fixing
Anna Ryan answers questions
from franchisors, franchisees
and advisors about how
to avoid instances and
allegations of price fixing
48 Franchise economics
Australia shifts focus on
franchisee ROI from best practice
to legal expectation.
Dr Callum Floyd explores
the impact for New
Zealand franchises
50 Franchising excellence
The Franchise Association
of New Zealand introduces
new initiatives to celebrate
30 years of promoting
excellence in franchising
52 7 Habits of top franchisees
How do you increase your
chances of success in your
chosen franchise?
Greg Nathan reveals what
makes the top performers
stand out in any franchise
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.
Autumn 2026
Upcoming issues
19 June 2026
Winter
18 September 2026
Spring
11 December 2026
Summer
25 March 2027
Autumn
Be your own boss
At least half your waking hours
could be spent working for someone
else. If that is no longer what you
want, your own franchise business
could be a good alternative
The power of the
master franchise
For the right investor, a master
franchise or licence can offer scale,
leverage and long-term value
54
12
20
Cover Image: www.stock.adobe.com/maxbelchenko
Welcome to New Zealand's BUY YOUR OWN BUSINESS magazine
Franchising 101
Sometimes, you just need to know
the basics – we answer five common
questions about franchising and
explain some of the terms you will
encounter when you buy a franchise
Marketing for demand
Your local marketing efforts
are the oars that propel your
business forward. How to turn
your franchise business’s brand
visibility into customer growth
27
Franchise New Zealand | Autumn 2026 | Year 35 Issue 01
Being the boss isn’t an instant route to happiness and riches, of course, but it
does enable you to make some important choices:
• Where you work
• When you work
• What sort of work you do
• Whether you work from home
• Who you work with
That’s not to say that you won’t work hard. You’ll probably find that, at first,
you’ll work harder and longer than you ever have in your life. But you’ll be
doing it for yourself and, if you’ve chosen well, not just doing something you
enjoy or have a passion for – you’ll be building an asset for the future that will
give you both the lifestyle and financial returns you want.
And while starting a new business on your own is hard, buying a franchise
means you’ll get the training, systems, marketing, help and support you need
to have the best possible chance of success. A franchise enables you to take
your experience and abilities and channel them into something new.
You’ll find an article on page 27 that explains more about what a franchise
is and how it operates – if you are finding any of the terms in this article
confusing, read that first, then return to this article. And if you are worried
about whether a franchise can provide you with a good return on your
investment, again it comes down to choosing carefully what business you
buy (see opposite panel for links to some articles to help you work this out).
Responsible franchisors maintain a clear focus on franchisee profitability,
something that Dr Callum Floyd explores in his new article on franchise
economics (see page 48).
No experience needed
Many people are surprised to learn that over 75% of franchisors say ‘No
experience needed’ when they are looking for franchisees – and they mean
it. Over the past 34 years, we’ve talked to thousands of Kiwis who have
changed careers through buying a franchise. In this magazine alone, you can
find bankers who have become property managers, plumbers who now own
supermarkets, furniture polishers turned gardening specialists and systems
engineers who own laundromats. Some new franchisees have gone from
knowing almost nothing about the industry to winning awards for
their performance.
How is this possible? Well, franchisors select franchisees based on ability
rather than experience, then train them in exactly what they need to know to
run their own business. For example, a training programme designed to help
you run a café franchise will teach you how to produce the products;
recruit, train and manage staff working shifts; and comply with health &
safety requirements.
The training provided by any good franchise should also cover the
administrative, financial and marketing tasks required to run a business
profitably. It should provide the systems to help you do that, too: many
franchises these days provide quite sophisticated tools to help you manage
your time, boost your performance and compare your performance with other
franchisees. All this provides a level of support that independent business
owners can only dream of.
Getting prepared
No matter how good the training is, opening your own business is inevitably
a nerve-wracking time. Although this is a new experience for you, in most
At least half your waking hours could
be spent working for someone else. If
that is what you want, and you find your
work fulfilling, that’s great. But for many
people, in an economy that is only
BE YOUR
OWN BOSS
Buying a Franchise
slowly recovering and with global
uncertainties further jeopardising
job security, you may be thinking
about owning your own business as
an alternative
Image: www.stock.adobe.com/maxbelchenko
franchise.co.nz – PUTTING PEOPLE IN BUSINESS
cases the franchisor will have done it many times before. They will usually
supply an experienced field support person to work with you in your own
territory both prior to and immediately after opening. They will help to reduce
your nervousness by ensuring that everything is set up properly so that you
can apply your training.
Once open, expect the field support person to stay with you for long enough
for you to feel reasonably comfortable operating on your own. They are there
not to run the business for you, but to ease you into independence.
The amount of time this takes will vary enormously. In food or retail
businesses, a week or so of on-site support before and after opening
would be quite usual. In some franchises – particularly service-based
ones – the training and opening periods may overlap if, say, the franchisor’s
representative goes out to meet prospects with you and helps secure your
first clients.
For yourself but not by yourself
In a franchise, the process of turning a novice into a competent business
person doesn’t end once you open. As you become more comfortable with
the day-to-day operation of your business, you’ll get more confident and
start to look for opportunities to grow – which requires a whole new level of
support.
Some examples of services that franchises regularly provide on an ongoing
basis include:
Field Visits These visits can be incredibly valuable. While part of their
function is to review each outlet to make sure it is meeting the franchise’s
standards, the major focus is on helping the franchisee build their business
– finding opportunities for improvements in sales, service and cost control.
They also provide an opportunity to resolve any problems and queries and
share feedback. Each visit should result in a constructive evaluation.
Marketing & Merchandising Most franchises have a national marketing
fund to which franchisees contribute. The franchisor administers this and
arranges national marketing, often in consultation with the franchisees. There
may also be a requirement for individual franchisees to operate approved
local marketing programmes in their area (see page 20).
Ongoing Training This ensures that franchisees and their staff are kept up-
to-date and provides an opportunity to share solutions to common problems.
It not only helps maintain standards but can also build relationships with
other franchisees. Running a business by yourself can be a lonely experience,
but being part of a franchise means always having someone to share your
triumphs and disasters with.
Purchasing A sizeable franchise can negotiate good bulk-buying
arrangements not only on product and equipment but on services such
as insurance, telecommunications, IT, fuel and financial services. In some
franchises, the discounts available can effectively pay much or all of the
ongoing franchise fee (royalty). Read more about this at
www.franchise.co.nz/articles/2947
Management & Business Advice Experienced franchisors often assist in
areas such as goal setting, cash management and exit strategies – think of
it like having your very own business coach or mentor at no extra cost. In
addition, standardised computer systems make it possible to ‘benchmark’
your business against others in the system, enabling you and your advisors to
see at a glance what you are doing well and where you might find room
for improvement.
Compliance With increasing legislation in areas such as health, safety and
employment making life more complicated for the individual operator, being
part of a franchise that works out systems for you can be hugely valuable.
Product Development While franchisees focus on the customers,
franchisors focus on the future to ensure that products or services are
constantly improved or replaced where appropriate. The franchisor will also
monitor the competition and advise franchisees of any developments.
Staff Matters Your franchisor may give training and guidance in the
recruitment and selection of staff as well as advice on pay rates and
contractual matters. Hints on how to keep staff motivated and reduce staff
turnover also help the franchisee maximise profits.
The right attitude
It’s clear from the above that for anyone looking at leaving a job behind and
moving into their own business, franchising has a lot to offer. You’ll have the
support and guidance of the franchisor behind you, and you’ll be provided
with systems to help you handle most of the practical obstacles along the
way. You won’t have to create products or services to sell, won’t have to work
out where to source them or how to price them, and you won’t have to start
advertising from scratch – you’ll have the benefit of an established brand
name that will bring customers to your door.
But the success of your business will still depend very much on your own
efforts, and that’s where your own determination and commitment matter
more than anything else. Franchisors and advisors alike say that the biggest
single obstacle which faces people moving from employment to self-
employment for the first time is the need to change your mindset from ‘doing
a job’ to ‘managing your own business’.
“There’s more to it than just getting used to the idea that you won’t be getting
a regular pay cheque every week,” said one. “You have to accept that if
you want your business to grow, it’s up to you to grow it, and if you have a
problem, it’s up to you to fix it. With a franchise, you always have someone to
turn to for advice – but you have to make that mental shift to get the best out
of the opportunity.”
Read more about the seven habits that you can develop to help you become
a top performing franchisee on page 52.
Who’s behind you?
The other key factor in your success, you might be surprised to learn, will be
the extent to which your family and friends support you. As one franchisor
put it, “Franchisees who have the active support and understanding of their
family in establishing their business will out-perform others. Where the
franchisee’s family is unsupportive or opposed to the business, it will almost
always turn to custard.”
It’s something which was confirmed in a major study carried out by the highly-
regarded Franchise Relationships Institute – in fact, the study found that Family
& Social Support was three times more powerful in predicting franchisee
performance than any of the other characteristics measured, including
practical intelligence, service orientation, sales potential and drive for success.
And, of course, when you do create the lifestyle and income you desire, it will
be your family who reap the benefits. They’ll get to see you more, have you
available for school sports or other events, and enjoy a bit more personal and
financial freedom. Just don’t expect all this from the very start.
Responsibility, freedom and choice
Moving from employment to self-employment isn’t exactly a walk in the
park – there are too many things to think about. Owning a business means
responsibility as well as freedom. If you choose the right business (see inset
panel), buying a franchise can help you learn to enjoy both.
It’s important to balance the risks and rewards so that you feel comfortable
and have the opportunity to make the changes you want.
That’s how you can use a franchise to help you live your best life and be your
own boss.
Quick Tips – Choosing a franchise to suit you
To work out which franchise is right for you, you’ll need to do plenty of
research.
Here are five popular reads from the pages of this magazine and our
website, to help you learn more:
Your Buyer’s Guide – Part-time, full-time, indoors, outdoors, retail or
restaurant: whatever type of business you’re interested in, there’s a
franchise to suit. www.franchise.co.nz/articles/2324
Find the Right Franchise – A handy step-by-step guide to choosing the
franchise that best suits your own needs.
www.franchise.co.nz/articles/639
250 Questions to Ask Your Franchisor – Our famous comprehensive
list of questions to help potential buyers evaluate both the franchise
opportunity and the franchisor company. (see page 40).
www.franchise.co.nz/articles/77
The Beginners Guide to Understanding the Numbers – Explaining
what financial reports can tell you about the business you’re buying.
www.franchise.co.nz/articles/36
The Power of the Master Franchise - Behind many international
franchise brands in New Zealand sits a local operator with the rights to
build the market. For the right investor, a master franchise or licence can
offer scale, leverage and long-term value (see page 12).
www.franchise.co.nz/articles/4059
50 Questions to Ask Franchisees - One of the best sources of
information about any opportunity you may be considering is the existing
franchisees in the same system. After all, they have already made that
choice and are living the life. www.franchise.co.nz/articles/935
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franchise.co.nz – PUTTING PEOPLE IN BUSINESS
Soul Origin
www.soulorigin.co.nz
Contact
Trent Graham
Franchise Development
Executive
0061 421 908 161
trentg@soulorigin.com.au
Advertiser Info
strengthen relationships with
local suppliers, sourcing more
ingredients within New Zealand
wherever possible.
This shift has brought two major
advantages – lower costs for
incoming franchise partners
and more consistent freshness
and availability across
the menu.
By tightening logistics and
reducing reliance on imported
product, Andrew believes
that Soul Origin has improved
quality while setting the
foundation for faster
national expansion.
Support for Soul Origin franchisees is likened to a four-legged stool, with the
legs representing partners, suppliers, landlords and the franchise.
A ‘discovery day’ allows potential franchisees to spend time in store. This is
followed by a six-week training programme. Once franchisees are set-up in
their own Soul Origin store, they receive ongoing, comprehensive in-store
training and marketing support to ensure they remain up to speed.
The right time for a powerful opportunity
With four strong stores now active and the brand profile rising quickly,
Andrew says there has been a noticeable uptick in franchise enquiries.
“We’ve got potential partners currently reviewing spaces in high traffic
Auckland shopping centres and key CBD locations. There is clearly a growing
appetite among investors to align with a brand that has proven capability,
strong support systems and a highly scalable model.
“We are interested in talking to other potential franchise partners like CJ,
with an eye for multi-unit development, but also to those with more modest
ambitions, and in other major cities and key regional towns. The investment
level depends on the size and location of stores of interest – whether that’s
a kiosk-style outlet in a shopping centre, or a standalone store on a town’s
main street.
“Soul Origin’s New Zealand rollout is still in its early chapters – but the
progress so far points to a powerful opportunity ahead. With supply lines
strengthened, operational learnings
embedded, and customer demand
rising, new franchisees can join the
brand at a moment where momentum is
clearly on their side.
“Those seeking a fresh, food focused
business with strong brand recognition
and a supportive franchise system will find
Soul Origin well positioned for significant
expansion across New Zealand. Call me
today to find out more.”
18 months ago, we spoke to Chirayu (CJ) Patel, Soul Origin’s first franchisee
in New Zealand. CJ had just opened the first two stores for the healthy food
retail brand he already knew very well. Since then, Soul Origin has continued
to prove its popularity, and CJ has now opened his third and fourth stores in
Auckland, including one at Westfield Newmarket.
With its signature mix of vibrant fresh food and expertly crafted coffee, the
Australian brand has struck a chord with Kiwi customers – and the pace of
expansion is accelerating.
Andrew Benefield, who looks after franchise development for Soul Origin, says,
“Each new opening has delivered impressive results, with sales tracking above
expectations and customer enthusiasm building with every passing month.”
Doing due diligence
CJ says he put a huge amount of time into researching the potential for
Soul Origin in New Zealand. An engineer by profession, he had owned and
operated a number of franchises in partnership with Soul Origin in Western
Australia and was looking for the opportunity to open up a new market.
“I first came over in 2022 to do some market research and to talk to other
business owners and New Zealand-based franchise advisors.
“I knew that we’d be facing different demographics and challenges, especially
since we are used to Soul Origin being such a well-known brand in Australia,
but I had the determination to learn and a brand of real value behind me. It
was an educated and calculated risk.
“The team at Soul Origin are great, they are sharp operators. There are over
170 stores in Australia now so by necessity it functions like a corporate but
still has a strong family element. They recommended specific sites and we
opened in both the domestic and international terminals of Auckland Airport,
as well as at the prestigious new Mānawa Bay development.”
Two months ago, CJ also opened a fourth Soul Origin in Westfield
Newmarket, to prove the concept works in regular shopping centres in New
Zealand too. “Whenever I go to a shopping centre with my wife, she looks at
the sales and I look at opportunities.
“I do believe in doing thorough due diligence. I spent about four or five days
in the Newmarket centre, observing and monitoring, talking to shoppers,
store managers, even cleaners and security personnel to get a real insider’s
perspective before signing the lease.”
Meeting changing tastes
As the brand expands, explains Andrew, Soul Origin has gained deeper
insights into New Zealand’s preferences around flavour, freshness, value and
convenience. Those learnings have been used to refine menus, tailor product
mixes, and optimise store operations to suit local habits.
“There is nothing like Soul Origin here,” says CJ, “and the demand has been
huge. We get a lot of compliments and people saying, ‘Why don’t you open
more near us.’ Kiwis now want fresh food prepared daily, premium coffee, and
fast service – exactly what Soul Origin delivers.”
Smarter supply, better economics
Andrew says that one of the biggest steps forward in recent months has been
the evolution of the New Zealand supply chain. The team has worked hard to
RAPID
SUCCESS
Opportunity: Food & Beverage
Soul Origin’s New Zealand
rollout gathers serious
momentum and creates
powerful opportunities for
franchise partners
Soul Origin franchisee CJ Patel
(sixth from left) celebrating with
his team at Westfield Newmarket
‘Kiwis want fresh food prepared daily,
premium coffee and fast service’
Lifestyle business
Unlimited potential
Marketing services
100% NZ owned
Ongoing support
Growth opportunities
Premium Gardening and Lawn Mowing Franchise
Opportunities Now Available
WE ARE
LOOKING FOR YOU!
0800 158 158
paramountgardening.co.nz
Do you want to choose your own hours and run your own business?
Come and join the Paramount Gardening family.
GET IN TOUCH!
paramountgardening.co.nz/franchise-opportunities/
franchise.co.nz – PUTTING PEOPLE IN BUSINESS
11
“If there’s one thing that makes us stand out, it’s our unique 12-week build
programme,” says CEO of Summit Homes, Tony Clark. “From ground works
to completion, Summit Homes guarantees a top-quality new home in ten to
twelve weeks … that’s everything from the clothes line to the letter box to the
landscaping. We’ll be on site with a cup of tea and a Code of Compliance
for you when you arrive. Just before Christmas we did two homes, both in 35
days flat – a record even by our standards.”
Tony and Melissa Clark have been building houses for forty years and
invited Franchise New Zealand to visit their Pukekohe-based headquarters
to see what makes Summit Homes so special. There was only one word for
the expansive materials warehouse – immaculate. But the Summit Homes
team takes pride in more than the appearance, because the end result is an
unparalleled efficiency.
“We have all we need here on site to complete dozens of homes,” Tony
emphasises. “Plasterboard, flooring, bathrooms, cement, everything to
complete a home from top to bottom. It’s taken us many years to work it all
out, but we are now so good at what we do we know we can duplicate the
whole system and revolutionise home construction in New Zealand. And
for the last seven years we’ve been working towards franchising this
system for the benefit of future Kiwi home owners and a few savvy new
business owners.”
Speed was a natural evolution
There is no one simple key to the success of Summit Homes, established
in 2001 and now operating across the South Auckland and North Waikato
regions. It is a tried and tested build programme that has concentrated on
quality and efficiency – from which speed has naturally evolved.
“We do everything ourselves,” Tony states. “All our sub-contractors have
worked for us for years and are on and off site like clockwork. We have
our own trucks, machinery, materials and anything required to put up a
client’s house inside 12 weeks, from breaking ground to landscaping. Most
importantly, we are saving our clients between $17-30,000 in interest charges.
Why? Because while a house is being constructed, it is on a floating rate until
it is finished. Under most New Zealand building schedules, new home owners
suffer a much higher rate of interest over weeks and weeks of delays
and inefficiencies.”
Solutions not problems
Tony and Melissa have worked out that to achieve the best possible savings
for Summit Homes franchisees and their clients, as much as possible has to
be done ‘in-house’. As well as offering house and land packages, standardised
plans and Summit Homes’ unique pricing calculator software, this includes
safeguarding a proprietary supply chain of building materials.
“In the past few years, continuity of supply has been a real problem for the
construction sector in New Zealand,” continues Tony. “When something as
basic as plasterboard became impossible to buy, we said enough is enough
and Melissa and I set off overseas to find our own supplier.
“We spent a week overseas working directly with a factory to develop and
test plasterboard to our specifications. After refining the formula, we now
stock in our warehouse plasterboard that has been independently tested to
meet recognised Australasian standards. Much of our material is sourced
through carefully selected international manufacturers, and we work
closely with every supplier to ensure each product is made to our own high
specifications – from tapware to garage doors, vanities to baths.”
No corners cut
Summit Homes have developed
a working formula for high-
speed home construction
that cuts no corners, and after
many years of proving systems,
the same care and attention
to detail has been put into
franchising the business. Tony
and Melissa have worked with
Stewart Germann Law and The
Franchise Coach to prepare
top-notch support systems and
documentation, and Summit
Homes is an accredited member
of the Franchise Association of
New Zealand.
“We’re looking for people capable of managing sales and marketing for
their own business, managing teams and overseeing construction projects,
maintaining high brand and customer service standards, and running a
financially tight ship,” explains Tony. “Whether you are a builder by trade or
from the corporate world with adaptable organisational skills, ideally, you’ll
have a supportive partner to work alongside you. Melissa and I know just how
hard you have to work together to reap the benefits and grow a successful
business, but having the support of a franchise system makes things much
easier and we’ve done a lot of the heavy lifting for you.”
“Summit Homes has built over 2,000 homes to date, and thanks to our
commitment to best practice in every aspect of the business, we have a very
strong customer satisfaction score,”
says Tony. “There are franchise areas
available across the North and South
Islands. If you think you could be a part
of this system, you will be buying into a
highly profitable franchise that has four
decades of experience coupled to the
best materials you can obtain. Download
our information pack, give me a call,
then come and see us in action to get
the proof.”
A highly systemised operation has
massively reduced the time and costs of
construction at Summit Homes
VIEW FROM
Opportunity: Home & Building
Summit Homes
www.summithomes.co.nz/
franchises
Contact
Tony Clark
09 238 8900
tony@summithomes.co.nz
Advertiser Info
THE TOP
Tony Clark: ‘Summit Homes
is revolutionising home
construction in New Zealand’
Summit Homes guarantees a top-quality
new home in ten to twelve weeks
Franchise New Zealand | Autumn 2026 | Year 35 Issue 01
12
Buying a Franchise
Behind many international franchise
brands in New Zealand sits a local
operator with the rights to build the
market. 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
THE POWER
OF THE
MASTER
FRANCHISE
Many international franchise brands operating in New Zealand are not run
directly by their offshore parent company. Instead, they trade under a master
franchise or licence agreement, with a local business or investor holding the
rights to develop the brand in this market.
The master franchise model is one of the most effective tools for cross-
border growth. For overseas franchisors, it can provide a practical route into
a new country without the cost and complexity of establishing a full local
presence from day one. For New Zealand investors, it can offer access to an
established brand, a proven operating system and the opportunity to build a
network rather than simply acquiring a single site.
According to the 2024 Franchising New Zealand survey, 18.6% of the
respondent franchisor brands identified themselves as a master franchise
or licensee of an international brand. That points to the model being an
established part of the New Zealand franchise landscape. It is also not
limited to imported concepts. Some New Zealand-grown systems use master
franchise structures to support regional development and oversight.
For the right operator, a master franchise can be a compelling proposition.
But it is not simply a larger version of franchise ownership. It has its own
commercial logic, strategic appeal and practical risks.
What is a master franchise?
A master franchise or master licence is an arrangement under which
one party is granted the right to develop a defined territory using an
established brand and franchise system. The master franchisee may operate
outlets themselves, appoint sub-franchisees, or use a combination of both
approaches, depending on the terms of the agreement.
That is what separates a master from a unit franchise. A unit franchisee
usually acquires the right to run one outlet, or perhaps several, within a
limited area. A master franchisee takes on a broader development role. They
may be responsible for recruiting franchisees, providing training and support,
coordinating local marketing, helping establish supply arrangements and
building the infrastructure needed for expansion.
In practice, the master franchisee occupies a hybrid position: still operating
within the framework of the parent system but also carrying responsibility for
building the network in the local market. They do not own the brand, but they
do become the local driver of growth.
Master franchise or licence rights may be granted on a national or regional
basis. In New Zealand, that might mean rights for the whole country or for a
defined region, depending on the concept and the ambitions of the parties
involved. In some cases, the master’s role is heavily weighted toward network
development. In others, it also includes operating company-owned or
flagship units.
See some examples of national and regional master opportunities at https://
franchise.co.nz/master_licences.
The structure is particularly relevant when brands are moving into a new
country. Rather than attempting to manage the process from offshore, the
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franchise.co.nz – PUTTING PEOPLE IN BUSINESS
13
brand owner appoints a local partner who understands the market, the
consumer and the commercial realities on the ground.
Why would overseas franchises seek a master?
For many overseas brands, a master franchise agreement may be a more
practical option than direct entry into New Zealand.
The reason is simple: local knowledge has real commercial value. New
Zealand is a mature franchise market, but it is also a distinct one. Consumer
behaviour, labour conditions, geography, market scale and supply chain
realities all shape whether a concept will work here. A brand that performs
strongly in another country does not automatically carry the same economics
or customer appeal in New Zealand.
Pricing may need to change. Store size or service format may need
modification. Franchisee investment expectations may need recalibration.
Logistics that work in a larger market may not translate efficiently here.
Sometimes the issue is not the quality of the concept, but the fact that local
conditions demand a different commercial model.
A capable local master franchisee is often better placed than an offshore
head office to work through those issues. They understand the local
customer, the business environment and the practical realities of operating
here. They are also more likely to identify early whether a concept needs
adaptation, whether demand is sufficient and whether the economics are
workable for franchisees (see page 48).
Support is another important consideration. New Zealand’s distance from
many parent franchisors, together with time zone differences, can make direct
management slow and less responsive. A local master franchisee can provide
immediate, market-based support across recruitment, training, operations
and brand development. That proximity can materially improve execution and
give franchisees confidence that support is close at hand.
There is also a balance-sheet benefit for the brand owner. By partnering with
a local master franchisee, the franchisor can expand into the market without
committing all the capital and management resources required for a direct
structure. In a market with a relatively small, spread-out population like New
Zealand’s, that can be a commercially sensible approach. It allows the brand
to establish a presence while sharing risk with an operator who has local
understanding and a vested interest in long-term success.
For that reason, the master model is often not simply a cheaper alternative to
direct entry. In many cases, it is the more realistic one.
What are the benefits for an investor?
For investors and operators, the appeal of a master franchise is that it can
provide many of the advantages associated with controlling a franchise
network, but without the time and expense involved in building one from
scratch.
Access to an established brand. Many master franchise opportunities
involve international systems that already have a proven concept, developed
operating procedures and a recognisable market identity. That gives the local
operator a strong foundation. Instead of investing years in creating a concept,
refining processes and building credibility, they begin with a structure that
has already been developed and tested.
A recognised brand can make it easier to attract customer interest, recruit
franchisees and gain market confidence. It does not remove the need for
good execution, but it can shorten the path to traction.
Speed. Building a franchise system independently requires substantial work
across documentation, training, compliance, support systems, branding
and commercial design. With the core elements already in place, a master
licence operator can move more quickly into rollout, adaptation and market
development.
Ongoing development advantage. In many master franchise arrangements,
the original franchisor continues to invest in product refinement, technology,
operating systems and brand development. The master franchisee benefits
from that continuing evolution rather than carrying the full cost of innovation
alone. That can allow more local resources to be directed into recruitment,
support, marketing and execution.
Earning potential. Depending on the structure, a master franchisee may
derive revenue from company-owned outlets, initial franchise fees, ongoing
royalties from sub-franchisees and, in some cases, supply or distribution
margins. For experienced operators, that can make the model attractive as
a platform for building value across an entire market rather than one site
at a time.
Scale. In short, a master franchise offers leverage. It allows the right investor
to build scale through a network, not just through the performance of a
single outlet.
What are the drawbacks?
As attractive as the model can be, a master franchise is not without
limitations. The following factors should be taken into account when
considering investment in a master licence or franchise.
Intellectual property. In most cases, the master franchisee does not own
the brand, systems or underlying intellectual property. They are granted
the right to use and develop them within a territory, but ownership remains
with the franchisor. The value built by the master franchisee is linked to
contractual rights, not outright ownership of the brand itself.
Fee structure. Master franchise agreements usually involve royalties,
marketing contributions and other continuing financial obligations. Those
costs need to be assessed carefully. The economics must work not only for
the franchisor, but also for the master franchisee and, where relevant, the
sub-franchisees expected to operate within the network. If margins are too
tight, the structure can become difficult to sustain.
Market suitability. A successful international concept is not automatically a
successful New Zealand concept. Investors need to examine whether there
is real demand for the product or service, whether the supply chain can
support the model efficiently, whether franchisees can be recruited at the
required investment level and whether the market is large enough to justify
the planned rollout.
The agreement term. A master franchisee may invest years in building
infrastructure, developing a network and establishing market share. If the term
is too short, or renewal rights are uncertain, there is a risk that substantial
value is created locally without long-term security for the party that built it.
None of this means the model should be avoided. It simply means the
opportunity has to be assessed on its merits, with close attention to legal
structure, commercial assumptions and market fit. A master franchise can
be highly effective, but only when the numbers work and the agreement
properly reflects the effort involved in building the market.
Who would a master franchise suit?
A master franchise is generally best suited to operators who can think
beyond a single outlet and are comfortable building systems as well as
running businesses.
In New Zealand, one common type of acquirer is an existing franchisor or
experienced brand operator. These businesses already understand network
growth, brand discipline and franchise support. For them, a master franchise
can be a logical way to diversify, enter a new category or expand their portfolio.
Experienced multi-unit franchisees may also be strong candidates. These
operators have already shown that they can work successfully within a
franchise system while managing scale, people and performance. For some,
moving into a master franchise role is a natural progression. It offers broader
responsibility, a more strategic position and the potential to build revenue
through network development rather than unit performance alone.
Some of the people best equipped to become successful master franchisees
are those who have already spent years operating within established systems.
They understand compliance, operations, recruitment, support and brand
standards from the inside. With sufficient capital and the appetite for broader
responsibility, they can be well suited to the transition.
Private equity groups may also become more active in this area as the local
franchise sector continues to mature. Master franchise rights can suit investors
with access to capital, experienced leadership and a clear growth strategy.
Ultimately, a master licence or franchise suits investors and operators
who combine commercial capability with patience, capital and execution
discipline. It is not a passive investment, and it is not merely a bigger
franchise. At its best, it is a platform for building a network, shaping a brand
in-market and creating long-term value.
Nathan Bonney is a co-founder of Iridium Partners and works with some
of New Zealand’s leading franchise brands to help people wanting to take
their first step into business ownership.
About the author
franchise.co.nz – PUTTING PEOPLE IN BUSINESS
15
Founded in 2002 in Rotorua, Katsubi, meaning ‘Winning Day’, has grown into
a nationally recognised quick-service restaurant brand with 23 locations
across Aotearoa and at least four more opening this year.
As founder Max Kim explains, “Katsubi is our inspiration to franchisees to
find something in every day to make it a winning day, even when facing
significant challenges like Covid or economic downturns. And, of course,
our customers can rely on Katsubi bringing a delicious and healthy taste of
winning days to everyone.”
At the heart of Katsubi is its signature ‘Red Bowl’, a unique fusion inspired
by Korean Bibimbap and Japanese Donburi, enhanced by Katsubi’s own
proprietary sauce. This distinctive Kiwi-Asian concept delivers three core
promises: great taste, generous portions, and affordable pricing.
Winning days
Bucking the trend in New Zealand’s hospitality sector, Katsubi is continuing
its own streak of winning days, confidently moving forward with new
openings in Ponsonby, Botany, Newmarket and Commercial Bay. Max
explains, “Entering these highly competitive and iconic retail destinations
reflects strong trust in Katsubi’s brand value and long-term vision. This is not
simply about increasing the number of stores – it represents a strategic move
into the heart of New Zealand’s premium commercial landscape, reinforcing
our presence in key central precincts and positioning Katsubi among leading
brands in the market.”
Built on operational simplicity and consistent product quality, Katsubi has
developed a franchise model designed for stability and scalability. Max
is proud of the streamlined menu, efficient kitchen systems, and clear
operational guidelines that he says allow franchisees to run their stores with
confidence and control.
Rather than reacting to short-term market pressure, Max says that Katsubi
focuses on strengthening its fundamentals – protecting margins, maintaining
food quality, and delivering a reliable customer experience. Katsubi operates
its own warehouse and manufacturing facilities, ensuring quality control,
supply stability, and operational efficiency across all locations. From
ingredient sourcing to cool room optimisation, every stage of the process
is carefully managed to support franchise success. “Our in-depth training
program provides new franchisees with all necessary practical skills: not
just culinary, but also technical in point-of-sale, delivery software, outlet
management, and licensing.”
As good as their food
Bipendra and Rhadika Ram have been franchisees of Katsubi Silverdale, just
north of Auckland, since February 2023. Over the past three years, Rhadika
says that the Katsubi franchise system and operational support, along with
the well-selected location, have all proven to be amazing.
“People love our food,” says Rhadika, “especially Katsubi’s Donburi-style Red
Bowls, full of each customer’s choice of exquisitely cooked meats or plant-
based options, and healthy seasonal vegetables, salads and rice.
“And the Katsubi franchise team are as good as their food. From the start,
everything was clear and simple, from finding the site through fit-out to
opening. I had a month’s solid management training, and we then had two
weeks on-the-spot support in our own outlet as we learned the routines. We
have found it is very simple to operate, and the franchise is totally supportive
if we ever need them.”
Join the winning team
With more than 20 years of operational experience, Katsubi has developed a
structured and scalable franchise system with plenty of room for
further growth.
Max explains, “Our long-term vision for the Katsubi brand is to continue
expanding strategically across New Zealand, partnering with committed
franchisees while maintaining brand consistency, operational excellence, and
customer trust. Demonstrating a passion for Katsubi is a must, but equally,
potential franchisees must commit to
our proven processes and procedures.
“Once up and running, franchisees
benefit from ongoing Katsubi head office
support in marketing, supply chain,
and operational guidance to ensure
sustainable performance. To experience
the winning taste of success, call into
your nearest Katsubi outlet. Then let’s
talk business.”
The Katsubi franchise continues to rise in
challenging times
GROWING
Opportunity: Food & Beverage
Katsubi
www.katsubi.co.nz
Contact
Sean Kim
021 880 278
franchise@katsubi.co.nz
Advertiser Info
STRONGER
10 0 % N Z FO U N D E D & O W N E D
Katsubi
Botany
16
Franchise New Zealand | Autumn 2026 | Year 35 Issue 01
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.
The 2026 survey found higher confidence levels in general business
conditions and system growth prospects, but a shortage of suitable
franchisees is once again the top challenge faced by the majority of
franchise systems
The survey, conducted earlier in the year by Franchize Consultants (before
the Iranian conflict escalation), found that franchisors appear cautiously
confident that 2026 can convert improving sentiment into sustainable,
measured growth.
Mega trends such as economic pressures, digital transformation, marketing
evolution, and workforce challenges will continue to shape the future of
franchising, requiring commercial discipline, adaptability, and stronger
system alignment.
AI and technology adoption are increasingly viewed by franchisors not as
disruption, but as practical tools to enhance efficiency, marketing capability,
and decision-making across networks.
The survey and its associated Franchising Confidence Index, continues
to track closely against other national business surveys, showing that the
concerns of franchising are aligned to those of many other businesses across
New Zealand.
Stewart Germann was named an Officer in
the New Zealand Order of Merit in the New
Year 2026 Honours list, for his services to
franchise law
This is the first time that a member of New
Zealand’s franchise community has been
specifically recognised for their services to the
sector. The New Zealand Order of Merit was
established in 1995 to acknowledge people who
have given “service to the community or nation,
[with] merit and achievement, in whatever field, going beyond the normal
requirements of duty or office”.
The prestigious recognition for Stewart Lloyd Germann (ONZM) comes a
decade after Simon Lord, then publisher of Franchise New Zealand, first wrote
an article lamenting New Zealand’s lack of recognition for the pioneers of
what was already one of our largest business sectors.
Simon was delighted to learn of Stewart’s New Zealand Order of Merit
award, saying that, “Stewart has a passion for franchising both as a way
of developing small business skills among franchisees and enabling good
business concepts to grow bigger through using the franchise model. Stewart
has given freely of his time at seminars and conferences throughout the
country to help people better understand how to build successful businesses.
He has also represented New Zealand on the world stage at franchise events
in the USA, Europe and Asia, and has stood up fearlessly when he believes
that an injustice has occurred.”
FRANCHISING
OUTLOOK
SURVEY
ONZM
EMBROIDME NOW
FULLY PROMOTED
B2B franchise brand EmbroidMe officially rebranded as Fully Promoted in
March 2026, marking the next stage in the evolution of the network’s
business model.
Since commencing in New Zealand in 2006, the franchise has steadily
expanded beyond its traditional base of branded apparel to deliver a broader
suite of corporate branding services. Twenty years later, and now under
the Fully Promoted brand, this wider capability is being brought together to
include branded apparel, promotional products, print and display solutions.
This comprehensive range of services is supported by a consultative, end-
to-end service approach and customised online ordering sites that simplify
brand-compliant purchasing for multi-site and franchised businesses.
Fully Promoted is sister brand to Speedy Signs, New Zealand’s largest sign
franchise, with both networks operating under the umbrella of long-standing
FANZ member, Business Franchise Group. Together, they support local,
national and multi-site customers across a wide range of industries, and
including some of New Zealand’s best known franchise systems, such as The
Coffee Club and Columbus Coffee.
Fully Promoted Hamilton opened in late 2025 under
the new branding, other stores follow this year
FOR ONE OF THE
FOUNDING FATHERS
OF FRANCHISING IN
NEW ZEALAND
franchise.co.nz – PUTTING PEOPLE IN BUSINESS
17
Call the Coach
Stewart Germann
+64 21 276 9898
www.franchisecoach.co.nz
The Franchise Coach,
Stewart Germann will
walk you through the
process of becoming
a franchisor from initial
enquiry through to
opening the doors,
including for overseas
brands setting up shop
in New Zealand.
stewart@thefranchisecoach.co.nz
Khushbu
Sundarji
Partner
khushbu@
germann.co.nz
Stewart
Germann
Partner and
Notary Pubic
stewart@
germann.co.nz
Are you ready
to turn your
business into
a franchise?
Recognised in
Celebrating
30 Years
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
Remember to support Dean Madsen’s swim for Parkinson’s New
Zealand, at the Givealittle page https://givealittle.co.nz/fundraiser/
swimming-for-parkinsons-my-journey-my-mission. Dean’s swim
was postponed to mid-April, so if you haven’t offered your support yet,
there’s still time.
A show of unity has emerged
among U.S. franchisees of
McDonald’s, with a long-
running annual survey revealing
unanimous opposition to newly
introduced franchising standards
The annual survey, conducted by
investment advisory firm Kalinowski
Equity, canvasses a small number
of McDonald’s franchisees in the
U.S. franchise system. According to
a CNBC report, every respondent
disagreed with recently introduced
changes to the brand’s national
franchising standards, the first time
in more than 20 years that a single
question in the survey has produced
a 100% consensus.
While positioned as a move to
strengthen competitiveness and drive traffic, some franchisees fear the new
measures could restrict their freedom to set prices. Concerns have also been
raised that failure to align with corporate pricing expectations could influence
franchise renewal decisions at the end of long-term agreements.
The situation highlights a broader issue familiar across mature franchise
systems: the balance between brand control and franchisee autonomy,
echoing themes explored many years ago in a Franchise New Zealand
interview with the late McDonald’s NZ CEO Al Dunn, which examined how
the global giant historically managed innovation and franchisee engagement.
The current pushback suggests that the issue may not be change itself,
but how it is implemented. Franchisees generally accept that evolution is
necessary. But when decisions, particularly around pricing, are perceived to
limit local discretion, tensions can quickly surface.
For New Zealand franchisors and franchisees, the developments serve as a
timely reminder: even the world’s most established franchise systems must
continually nurture trust, communication and partnership to sustain long-
term success.
IN BRIEF
You can also follow Franchise New Zealand media
on LinkedIn, Facebook or Instagram.
FRANCHISEES
PUSH BACK ON
NEW STANDARDS
Sushi Sushi, the Australian franchise recently brought to New Zealand by
Stan Greene, has been purchased by Japan’s Tokyo Stock Exchange-listed
Genki Global Dining Concepts (GGDC) in what is believed to be a more
than A$160 million transaction, with global growth expected to ramp up
following the deal.
In February, leading Australian franchise operations platform Operandio
announced it had acquired FranchiseLab. As part of the acquisition,
FranchiseLab co-founder Greg Nathan joins the Operandio Advisory
Board, ensuring the world-renowned Nathan Profiler methodology
continues to shape best-practice recruitment at scale. FranchiseLab is
represented in New Zealand by Nathan Bonney and Meredith Taylor’s
company, Iridium Partners.
What does the role involve?
You’ll be out in your community, meeting Kiwis at home, work, or
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Independence and flexibility are built in, and the more effort you put
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You’ll be backed up by Generate’s support
You won’t do this alone. Our award-winning team provides:
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•
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Plus, you’ll be part of a supportive network of advisers who share
insights and best practices.
A reputation for excellence
Generate is an award-winning KiwiSaver provider with funds that
consistently rank highly for long-term performance. We’re New
Zealand-owned, recognised for outstanding service, and proud
winners of the Consumer NZ People’s Choice and Trusted Brand
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Be part of a growing industry
KiwiSaver has topped $100 billion in assets and is still just getting
started. With Australia’s superannuation market showing the growth
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Thriving as a Generate KiwiSaver adviser
We’re looking for self-driven, entrepreneurial people with strong
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At Generate, we believe every Kiwi deserves access to great KiwiSaver
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Share your resume and cover letter with
Michelle to find out more.
Michelle Miller
+64 09 951 6531
careers@generatekiwisaver.co.nz
generatewealth.co.nz
Lisa Carrington and Finn Butcher, Generate ambassadors & NZ Gold Medallists
Invest in your
next career
move.
Help Kiwis plan a better
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becoming a Generate
KiwiSaver Adviser.
To see a copy of our Product Disclosure Statements, our Financial Advice Provider Disclosure Statement or to view our advertising disclosures, see generatekiwisaver.co.nz/disclosures. Past performance is not a reliable indicator of future
performance. The issuer is Generate Investment Management Limited.
Become a trusted
KiwiSaver adviser and
make a real impact
Do you want to help Kiwis make smarter financial choices and be recognised as
a trusted adviser in your community? As a Generate KiwiSaver Adviser, you’ll work
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Your mission: educate and empower Kiwis to get the most from their KiwiSaver
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future. It’s a role that’s rewarding personally, professionally, and financially.
franchise.co.nz – PUTTING PEOPLE IN BUSINESS
19
“Blinds On Location is a solidly Kiwi-owned and operated company, which
has become successful by building a winning formula,” says Operations Chief,
Warren Rehu.
“People flocked to our founders’ big showroom in the Bay of Plenty, but what
they really wanted was to see fabrics and designs in their own homes. That was
where the idea of a dedicated mobile showroom was born. Ten years young,
Blinds On Location has developed a dedicated group of owner-operators all
owning their own areas and operating their own mobile showroom businesses.
Expansion has driven further demand and now means we need even more
people out there operating their own profitable businesses.”
Blinds On Location offers premium quality, made-to-measure blinds, curtains
and shutters, coupled with what Warren describes as the best installation
and backup service in New Zealand. “We pride ourselves on our customer
service and after-sales service,” Warren emphasises. “We are entirely
service-orientated and are a well-recognised and trusted brand. Everything is
custom-made and 99% of our manufacturers are based in New Zealand.
“From our customers’ perspective we offer the ultimate in convenience: a
mobile showroom meaning you can preview our blinds and fabrics in the
comfort of your own home. Clients have access to a wide range of designs,
styles and colours to perfectly complement their chosen room decor.
“Consulting, measuring and quoting on site gives Blinds On Location’s
clients a tailored, in-home experience and this keeps overheads lean, and
profitability strong for our owner-operators.”
Driven sales professionals
Warren is keen to emphasise that this opportunity with Blinds On Location is
not for employees. “We are looking for driven sales professionals ready to back
themselves and step into business ownership,” he says. “You will be running
your own business, so you need the skills to build rapport quickly, identify
your clients’ needs, present solutions to them with confidence, close the sale
and follow up thereafter. The rewards are considerable, as we offer the highest
paid profit share in the industry. In short, you get paid what you are worth.”
Warren also points out that Blinds On Location is not a start-up brand. “We
already have successful owner-operators across the North and South islands,
and they are from a variety of sales backgrounds. This is an established
successful system which is ready for further growth – we are looking
for professional salespeople to take advantage of this unique business
opportunity nationwide.”
The fee for joining Blinds On Location’s business opportunity is under $40,000
+gst, and this is all-inclusive. “Unlike most franchise opportunities, there are no
on-going charges or renewal fees,” explains Warren, “with a large percentage
of the upfront fee invested back into what each owner-operator needs to get
up and running. Included is a two-week training course, Blinds On Location
regional website page, vehicle signage, marketing collateral, complete sample
range, full set of tools and all uniforms. All you need to provide is a van fit for
purpose (able to carry large blinds), a computer and mobile device, a home
office and small storage space for your customers’ orders.
“Our business culture is performance-driven but supportive. Our business model
is built on convenience, professionalism, and trust. We believe that, for the right
people, this is an opportunity that will benefit both income and lifestyle.”
Best possible profit share
Warren has spent 37 years in various sales and customer service roles in the
building industry. “I’m really enjoying supporting our team out in the field’,” he
says, “and helping them to build the kind of business they could pass onto
their children.
“We’ve very carefully portioned the country into regions that reflect large
earning potential for each of our owner-operators. The areas are structured
to provide the best possible advantages for a very good income. We expect
people to be with us long term to reap the rewards of their own success.
“We know exactly who makes a great Blinds On Location owner-operator,”
says Warren. “Your background should be in sales of some kind – any
commission-based role which has involved dealing with people face-to-face.
You must have a strong sales etiquette and seek to understand people’s
needs. The product is easy – we can teach that.”
Blinds On Location are looking to appoint new owner-operators in Northland,
Taranaki, Upper and Lower Wellington,
Canterbury and Central Otago, and
two more in the Auckland region.
A sales professional with a proven
track record, and a burning desire to
own your own business – does this
sound like you? “Just give me a call,”
smiles Warren, “because we have an
incredible opportunity to offer the
right people.”
Opportunity: Home & Building
Blinds On Location
www.blindsonlocation.co.nz
Contact
Warren Rehu
027 269 6896
warren@blindsonlocation.co.nz
Advertiser Info
Blinds On Location needs driven
sales professionals to meet rapid
growth in demand
WINNING
FORMULA
Warren Rehu: Looking for driven sales
professionals ready to back themselves
and step into business ownership
Franchise New Zealand | Autumn 2026 | Year 35 Issue 01
20
Buying a franchise is an exciting step toward owning your own business.
You benefit from the confidence of an established brand, a proven model,
and the backing of a wider network, which often includes national level
brand marketing.
Still, there’s one reality every new franchisee quickly discovers: customers
don’t just appear because you’ve opened your doors.
Whether you’re a café, cleaning service, or fitness studio, local area marketing
plays a critical role in converting brand awareness into paying customers.
In today’s world people have vast choice and are highly distractable. Well-
planned and executed marketing keeps you top of mind in your local area
and motivates potential customers to take action.
It’s easy to view marketing as a side task or a nice-to-have. But done well it
converts customers ready to purchase now, whilst building future demand
among those not yet in the market. A good franchise system will provide you
with the tools to begin marketing your business to your local community, and
if you really want your own business to excel you will go further than that.
Marketing takes time to build momentum, and that’s why it needs attention
and intention from day one.
Who does what?
If you’re thinking of buying a franchise, ask clear questions to ensure you start
with the right expectations:
• What national marketing is provided by the franchise?
• What fees are you expected to contribute for national level marketing?
• What’s expected of you in terms of local area marketing?
• What tools will you be provided with for local marketing?
• And how can you build on the system to make it your own?
Most franchise systems do have national or regional campaigns that build
awareness. But customers in your local area still need motivating reminders,
reassurance, and reasons to choose you, especially in competitive sectors.
What does local marketing mean?
A strong franchise system gives you a head start. Typically, the franchisor
will supply:
• A recognisable brand, with logos, templates, and a consistent look
• A website and sometimes a store locator or booking platform
• National or regional advertising, usually funded through pooled
franchisees fees
• Shared collateral, social media presence or content you can adapt
This support builds collective visibility, which benefits every franchisee. But
local marketing is still your responsibility. That means:
• Building relationships with local businesses, schools, and community
groups
• Running targeted local social media ads
• Maintaining a strong social presence in platforms where your customers
are active
• Regional radio advertising promotions
• Community promotions and PR that get you talked about
• Responding to online reviews and messages
• Becoming known personally in your suburb or region
Think of the franchisor’s marketing as the rising tide that lifts all boats. Your
local marketing efforts are the oars that move your business forward.
Marketing is an investment
After signing your franchise agreement and getting through the busy start-up
period, marketing can feel like one expense too many.
You’ve just paid fees, hired staff and invested in equipment. Franchisees often
regard marketing as something to spend money on if there’s anything left over.
Accountants and owners typically treat marketing as a cost. This automatically
makes it something to minimise. And something that feels risky to your P&L.
But that does a disservice to its contribution. Marketing is a forward-looking
investment that sustains future demand and keeps bringing people to
your business.
Case study
Imagine two new franchisees start cafés in neighbouring towns. Let’s assume
that the food and service in both is of a high standard so their core offering
is strong.
Both begin well, but one keeps marketing locally. The owner runs small
Google search ads, encourages reviews, updates social media content and
runs engaging paid campaigns in Facebook, Instagram and TikTok. The café
becomes known by more people as a place to check out.
After launch, the other owner decides to pause marketing to save costs. It’s
been a great start, foot traffic seems steady, so she doesn’t see the point in
wasting spend and activity past the first few months.
Six months later, the first café is top of mind among more people, still
attracting new regulars who then add it to their repertoire of local eateries.
The second café sees sales dip. The owner ends up spending more on catch-
up campaigns, sacrificing profit margins with menu discounts or trying to get
its smaller customer base to spend more each time they visit.
Marketing results compound over time, just like regular exercise builds fitness.
When you stop, you lose the impact you’ve created and it’s harder to rebuild
the success.
Plan marketing to smooth demand
Consistent marketing can help smooth demand, making it more predictable
for you to handle and manage. It also builds goodwill for those moments
when there’s an issue or something goes wrong.
A simple rule: budget marketing as a percentage of gross revenue (many
small franchises aim for 3–5%) and spend it consistently through the year,
not reactively.
If your franchise business is seasonal, such as lawnmowing, then you may
want to invest in activity just ahead of when demand returns to the market in
spring, whilst maintaining a more cost-efficient baseline through winter.
But whatever you do, don’t ‘turn off’ marketing.
Play the long and the short game
Data analysis shows effective marketing balances two different time horizons
– the long and the short. Let’s look at typical marketing activities in each of
these, and which customers they reach.
Short-term (the now): promotions, Google search ads, letter drops or paid
social media ads that drive immediate leads or appointments. This activity
connects with those ready to buy now.
Long-term (the future): building your local awareness and reputation,
growing organic search visibility, and being recognised as the trusted local
option. This activity primes a wider group, making your brand more easily
recalled when the need arises.
MARKETING
FOR DEMAND
Buying and Running a Franchise
franchise.co.nz – PUTTING PEOPLE IN BUSINESS
21
Murray Streets explains how to turn your
franchise business’s brand visibility into
customer growth
Think of this as hunting versus farming.
In the short term, you ‘hunt’ by running targeted campaigns to bring in
today’s customers – hero products, price promotions and reasons to buy or
shop now.
In the long term, you ‘farm’ by growing your brand’s awareness and
reputation, introducing you and your services to as many people in the
market as possible.
The same data analysis and research (see below) shows that long-term
activity and short-term activity work best at driving demand and sales when
they are co-ordinated.
When planning, set goals for both. A monthly plan focused on promotions
and calls to action, and an annual plan for community involvement, engaging
and interesting social content, and even brand-building campaigns.
Again, don’t veer from one to the other but shift your balance of spend
between the two depending on the results you see.
Common marketing missteps
Even experienced business owners can take a wrong step when they’re busy.
Some of the most common traps include:
• Knee-jerking to cut marketing spend during quiet times (when you most
need visibility)
• Spending blindly without tracking what’s working and not analysing ROI
• Relying on ‘free’ social media but posting irregularly or off brand
• Ignoring local search optimisation – e.g. updating your Google Business
Profile
• Letting marketing slide once you’re ‘busy enough’, only to scramble later
• Using poorly branded and designed creative
• Using headlines, copy and imagery that aren’t relevant and are easy to ignore
There’s no need to master marketing jargon. You just need to set aside a
couple of hours each month to think about what is motivating your customers
and what makes your business different.
Be creative, consistent, curious about competitors, and willing to test what
works for your local area and community.
Getting the most from digital marketing
Digital channels can be your most powerful and cost-effective tools, provided
you understand the time and effort they require.
Here are four essentials for almost any local franchise:
Google Business Profile: Keep it updated with hours, photos, services, and
posts. Many customers find you here before your website.
Online reviews: Ask happy customers to leave feedback and respond to all
reviews professionally. Reviews are today’s word of mouth.
Paid ads: Small, targeted Google or Meta ads can drive steady business when
monitored regularly. Short-form video or animated gifs (silent loops) catch the
attention of those scrolling.
Content and social media: Post something genuine and useful each week –
tips, behind-the-scenes shots, or community stories. Consistency helps you stay
visible without needing huge budgets.
Don’t ignore the role of well-executed traditional media. Digital billboards and
local radio are powerful ways to establish your brand and motivate people to
take action.
Today there are ways to buy digital billboards directly via online portals without
having to use media agencies. And sports clubs and school newsletters always
present low-cost ways to advertise.
Drive your marketing – drive your growth
Every franchisor wants their brand to thrive locally, but they can’t run your
marketing for you. They can give you the car and the engine, but you’re the driver.
How far and how fast you go depends on how you fuel it.
If you’re not personally confident with marketing, find someone who is. This could
be a friend or family member, or a marketing freelancer familiar with franchising.
They can work closely and cost-effectively with you while you focus on operations.
Marketing isn’t about expensive flashy ads or clever slogans. It’s about creating
consistent, visible proof that you’re an active part of your community, ready
to serve.
The more people see, trust, and remember you and your business, the easier it will
be to convert them into customers.
There is rarely a one-size-fits-all solution. However, there are guiding
principles that will help your marketing to be more effective and drive a return
on that investment.
The most successful franchisees don’t just follow the brand – they use their
marketing to drive growth.
Why Aren’t We Doing This? A report for the Commercial Communications
Council Aotearoa, by Peter Field
Image: www.stock.adobe.com/KOTO
Murray Streets is the Principal and Founder of filament, a fractional
marketing advisory that focuses on providing flexible expert marketing
solutions at an affordable cost for businesses of all shapes and sizes
looking to grow.
About the author