THE MONEY?
WHO MAKES
The advantage of buying power | Demystifying disclosure | A buyer’s guide to franchises
Spring 2025 | Year 34 issue 03 | $8.95
BUY YOUR OWN BUSINESS | FRANCHISE.CO.NZ
Westpac Directory of Franchising
Over 275 different franchises
Endorsed by
Move to the Regions with CrestClean
Call now to change your lifestyle
0800 273 780 or visit crest.co.nz/regions
Find us at
@crestfranchises
Check out our high demand regions
and request an info pack
We have high
demand for new
franchisees in
these regions
Whakatāne
Taranaki
Blenheim
Kāpiti Coast
Central Otago
Nelson
Mangawhai
Wairarapa
Winton
Julie Ashton is thriving with CrestClean. Having owned
her franchise in Nelson for over ten years, she’s grown a
successful business that delivers financial rewards and
a lifestyle she enjoys.
A better pace of life and plenty of local recreation are
available to CrestClean franchisees operating successful
businesses in the regions. With lower living costs and more
affordable housing, now is a great time to make the move.
Buy a CrestClean franchise in any of the regions highlighted
on the map, and you can get up to $3,500 towards
relocation costs.
We have finance options available to help you get started,
plus great operational and administrative support from
NZ’s leading small business franchise.
Waipukurau
Hibiscus Coast
Whanganui
Enjoy a
successful
business
with a great
lifestyle in
the Regions
Goodwin Turner are
franchise specialists with
a team of industry leading
legal experts. You can
be assured of receiving
practical commercial advice
and individually tailored
solutions that will add value
to your business.
09 973 7350 info@goodwinturner.co.nz goodwinturner.co.nz
A new season can be a time when people are
looking for new franchise opportunities that
put them in greater control of their own
financial destiny.
It’s also a good time to consider a fresh
approach to your legal requirements.
Goodwin Turner are a modern and forward
thinking law firm, we understand what it
takes to turn a thriving business into a viable
franchise by laying the legal foundations to
help you reach your goals.
We have worked with many fantastic franchise
systems and have a deep understanding of the
steps you must take to fully realise the potential
of your franchise opportunity including
franchise agreements, leases, disputes and
contractual obligations.
For sound legal advice you can
rely on – call us today.
SPRING INTO
ACTION.
Who’s Who Legal
• Recognised Leader in Franchise Law -
every year since 2017
Franchising | Intellectual Property | Commercial & Contract
Franchise New Zealand | Spring 2025 | Year 34 Issue 03
Endorsed by
If you are a regular reader of Franchise New Zealand you will notice that
this issue of the magazine looks rather different – we have a fresh new look
and feel thanks to our design partners at Smokeylemon! But it’s not just the
magazine layout that is different – we’ve also updated our brand image.
Francise New Zealand media’s new insignia and colours tie us closer to
the other brands in the Eden group: Eden Exchange for deal distribution;
edenX for capital raising; and international franchise consultants
Franchise Ready. Together we are powering the future of business
growth and exit in franchises across the globe.
In our cover story this issue one of New Zealand’s most experienced
business writers investigates how and where the money flows in
franchised businesses, busting the myth that ‘the only person who makes
money out of a franchise is the franchisor’.
If you are thinking about buying a business but having difficulty knowing
where to start, we provide a guide to ten different categories of franchises
covering hundreds of different opportunities in New Zealand (page 22). We
also demystify disclosure documents, finding out how to make the most
of this rich source of information about a business opportunity (page 32);
and on page 40 we take a look at one of franchising’s secret advantages
over independent business opportunities – buying power – and talk to the
experts about how it directly benefits franchisees.
We hope you enjoy reading the spring issue of Franchise New Zealand –
in our next issue we will be featuring all the winners at the annual Westpac
New Zealand Franchise Awards. Some previous buyers of the franchise
opportunities you find amongst these pages will be taking top places at
these prestigious awards – maybe next year it could be you celebrating
success in your own new business…
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
Published by:
Eden Exchange NZ Holdings Limited
PO Box 58, Matakana 0948
New Zealand
P 0800 FRANCHISE (0800 372 624)
info@franchise.co.nz
www.franchise.co.nz
ISSN 1172-059X (Print)
ISSN 2324-5204 (Digital)
Designed and produced by
Smokeylemon
Senior Designer: Stu Sutherland
www.smokeylemon.com
Putting People In Business
Making Nationwide
Franchise Signage Easier
Try, Buy and Brand
Workwear and Apparel
From design to installation, we offer a complete
signage solution to ensure your franchisees are brand
compliant, right throughout the country.
Trade Show Displays | Neon & 3D Letters | Illuminated Signs | Banners
Vehicle Graphics | Building Signage | Digital Signs | Retail Signs | Safety Signs
We make it easy for franchisors, with both physical
showrooms and online ordering for your franchisees.
Caps & Hats | Corporate Wear | Promotional Products | Jackets & Vests
Healthcare | T-Shirts | Polo Shirts | Safety Wear | Sportswear | Hospitality
DEAL WITH ONE PERSON AND ENSURE BRAND
CONSISTENCY ACROSS YOUR NETWORK
For all your branding needs, call our
National Accounts Manager, Peter Smythe 021 993 800
Uniforms & Promotional Products
Franchise New Zealand media with the wider Eden group in Melbourne
franchise.co.nz – PUTTING PEOPLE IN BUSINESS
General Manager
Sally Knight
Business Development
Anna-Marie Staples
Caitlin Chatterley
Writers
Glenn Baker
Crispin Caldicott
Ross Lindsay
Submissions
Editorial submissions and
advertising enquiries should be
directed to the publisher. All articles
published become copyright
©Eden Exchange NZ Holdings Limited
Conditions
The publisher in its sole discretion
reserves the right to refuse to
publish any advertisement received
if the publisher considers that the
publication of such advertisement
would be undesirable in any way.
Contact
For information about
subscriptions, advertising
or other matters, please ring
us on 0800 372 624 or email
info@franchise.co.nz
Copyright
All Franchise New Zealand
media are copyright
©Eden Exchange NZ Holdings
Limited and no part may be
reproduced without the specific
written permission of the publisher.
Disclaimer
All franchise and business opportunity features
included within this publication are paid advertorial
approved by the client concerned.
Inclusion of any franchise system, business opportunity
or professional advisor within this magazine does
not imply endorsement by the publisher or the FANZ.
Persons entering into franchise agreements are
strongly advised to seek their own professional advice.
Neither the publisher nor the FANZ accept any
responsibility or liability for views or claims expressed
in Franchise New Zealand. Opinions expressed
by contributors are their own and not necessarily
endorsed by the publisher or the FANZ.
Westpac Directory of Franchising
Over 275 different franchises
Franchise and Business Opportunities
Specialist Advisors
64
Other Services
66
11 Stage a success
Brand new franchise
Foxx & Filly is leading the way in
home staging in New Zealand
13 Raise your glass
Liquorland’s CEO shares a
few secrets to success for
potential franchisees
15 Making a difference
Jamaica Blue and Muffin Break
franchisees help connect
communities with
moments that matter
16 Franchise News
Latest news from the
world of franchising…
19 Vehicle for ambition
Young V.I.P. franchisee
achieves phenomenal
growth mowing lawns
21 Making business thrive
Business Consulting
New Zealand is seeking
new franchisees to coach
businesses into the future
27 More than remotely
interesting
Future-proofed technology
and remote operation makes
Speed Queen an investor’s dream
28 A question of funding
Westpac’s Daniel Cloete
suggests the right questions
to ask about funding a
franchise business
31 Growing loyalty
Tranxactor delivers cost-
effective, combined customer
relationship and gift card
management systems
35 Game changing
partnership
A recent announcement by
Green Acres and Hire A Hubby
opens new financial doors
for prospective franchisees
36 Fuelling franchising
forward
The National Franchise
Conference fuelled
discussion, change and
growth for franchisors
and franchisees
38 Brand benefits
Wynn Williams on the
advantages of franchisees
using a franchisor’s brand
39 Paramount to success
Paramount franchisee builds
business with new Lawn Mowing
and Garden Care licence
43 Culture of success
Award-winning Coffee Culture
franchisees strive to offer the best
46 Singing in the rain
How forecasting franchise
system growth is like predicting
changes in the weather
49 Investment Boost
Franchise Accountants review
the tax incentive that could
save franchisees thousands
50 Restraint of trade
A review of recent franchising
cases involving alleged breach
of restraint of trade clauses
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.
Spring 2025
Upcoming issues
19 June 2026
Winter
18 September 2026
Spring
5 December 2025
Summer
27 March 2026
Autumn
Who makes the money?
Ever heard someone say, ‘The only
person who makes money out
of a franchise is the franchisor’?
How true is it? Glenn Baker asked
some people who should know
Buyers guide
If you’ve ever dreamed of owning
your own business, there are
100s of different opportunities in
NZ. Here’s a guide to 10 types of
franchises that could work for you
Demystifying disclosure
A good disclosure document is a great
help when buying a franchise. What
should it tell you about the business
opportunity you are considering?
Buying power
We investigate one of the biggest
advantages franchising has to
offer and talk to the experts about
how it benefits franchisees
54
22
32
40
Cover image: www.stock.adobe.com/crizzystudio
Powering the future of business growth and exit
Deal Distribution
International Consulting
Media
Capital Raise
Welcome to New Zealand's BUY YOUR OWN BUSINESS magazine
Franchise New Zealand | Spring 2025 | Year 34 Issue 03
Buying a Franchise
The basic principle behind franchising is that someone develops a business
format and an operating system with some advantages over other existing
businesses in the market. By franchising, this person (called the franchisor) then
replicates or clones his or her business in other geographic areas by granting
the right to another (the franchisee) to operate the same business system under
the same name, usually for a fixed and potentially renewable term.
The franchisor gains income from an initial fee paid by the franchisee to gain
access to the franchise brand, training and systems, and from ongoing fees
or royalties paid by the franchisee. In return, the franchisor must provide a
variety of services to encourage the continuing profitability and growth of the
franchisee’s business. The franchisee receives their income from marketing a
desirable product or service under a desirable brand name.
This basic approach, called business format franchising, has proved to be the
most dynamic form of marketing and distribution in the world over the past
70-plus years.
But one of the most common questions raised by anyone contemplating buying
a franchise is: Who really makes the money – the franchisee or the franchisor?
Understandably, in the tougher economic times currently being experienced
in this country, there’s even more reason to raise this question.
Some people might suggest that it’s the franchisor who’s getting the main
financial benefit. Anecdotally that is often the perception, and misconception,
whenever the subject of a conversation turns to franchise businesses.
The simple truth is, while a franchise business won’t necessarily make you
totally immune from economic downturns, it does mean that you have a fully
supportive system behind you, managed by the franchisor, whose priority is
to do their best to keep you making money and enjoying success, no matter
what state the economy is in.
The franchise relationship
Philip Morrison of Franchise Accountants, who has worked with over 1,000
potential buyers evaluating over 250 different franchise systems, describes a
franchise business as an interdependent symbiotic relationship – one in which
the franchisor is ‘senior partner’ and each franchisee is a ‘junior partner’.
He says the reason why people may think it’s the franchisor making all the
money, is often a lack of understanding around how the franchise model works,
and a belief that there isn’t parity in the relationship.
“If a franchisee believes his business is not living up to expectations regarding
income, then the first thing to do is have a serious chat with the franchisor,”
suggests Philip.
Being transparent
Caro Wedding is in a good place to judge who makes the money: she sits
in the middle of the franchisor-franchisee relationship as a regional master
franchisee for CrestClean West Auckland and North Shore. Caro, who is also
winner of the 2024 Westpac New Zealand Franchise Awards Regional Master
Franchisee of the Year, agrees that it’s important to talk to the franchisor
team about any aspect of income. “Be as transparent as possible if you have
concerns about your business’ income.”
As a regional master franchisee, Caro manages many of the tasks of the
franchisor in her area, increasing efficiency and reducing costs for the
franchise system. With master franchising, franchisees typically pay their
initial fee and ongoing royalties to the master franchisee, who in turn pays
a proportion of these fees to the franchisor. Unlike multi-level marketing
schemes, the ‘chain’ stops there - the role of the franchisee is to deliver
the product or service successfully and profitably, not to recruit
additional franchisees.
Caro explains that when talking to potential new franchisees she always
provides transparency around financial gain, costs and fees. “Because many
of our franchisees start off with a part-time business as a secondary income
for their families, we do recommend they work towards becoming a full-time
franchise, as this will be where they can step into specialised work which is
more profitable.
“Often, financial success comes down to mindset,” she adds. “Putting
the customer first and recognising that it’s the little things and personal
relationships that make the difference.”
Buying a franchise purely for financial gain is not advisable either, as running
a business provides challenges and benefits beyond the associated income.
“Obviously financial freedom will be a natural outcome of all the other good
habits and professionalism conducted within your franchise business,” says
Caro, “and we encourage franchisees to develop business plans with which
they can grow and flourish over time.”
Goal setting is vital too, she believes. “For example, around 70% of our
franchisees have the goal of home ownership, and many progress beyond
that to purchasing rental properties.”
Franchisors make more: fact or fiction?
So, with strong goals and a business plan, and a good system behind them,
the franchisee should make money – but since they are collecting all those
fees from franchisees, won’t the franchisor just make more?
Dr Callum Floyd of system development specialists Franchize Consultants
Ever heard someone say, ‘The only person
who makes money out of a franchise is the
franchisor’? How true is it? Glenn Baker
asked some people who should know
THE MONEY?
WHO MAKES
Image: www.stock.adobe.com/crizzystudio
franchise.co.nz – PUTTING PEOPLE IN BUSINESS
says a well-structured franchisor with near full-market penetration and a
substantial network of franchisees will almost certainly be making more
money than franchisees running an individual franchise unit.
“You should be concerned if that wasn’t the case,” says Callum, “as
franchisees will want to know that their franchisor is also successful
financially and therefore has the capacity to provide great support, as well as
innovate and invest in the future.
“If a mature franchisor (operating for 10 years or more) is not making much,
but franchisees are, then I’d be concerned that the model hasn’t been
developed properly.
“However, it needs to be said that in many franchise networks some
individual franchisees make a substantial return in terms of profit and return
on investment (ROI) and there are circumstances where this may indeed
exceed how much profit the franchisor makes.”
He says this may be the case where some franchisees own, develop and
successfully run multiple outlets – “For example, in the case of McDonald’s
restaurants where franchisees may own three, four or even more than ten
outlets producing highly profitable revenues.”
When shopping for a franchise, advises Callum, look at the unit level
economics and consider whether a similar investment and ROI interests you.
As part of your due diligence before buying a franchised business, ask lots of
financial questions about the business you are buying, the other franchises
operating in the business and the financial performance of the franchise
system itself. (See 250 Questions to Ask a Franchisor at
www.franchise.co.nz/articles/77).
A system can’t be successful long term unless both franchisor and
franchisees are making money. “I’d want, as a franchisee, my franchisor
making more than me so they can invest in innovation and a future beyond
what an individual successful outlet would do,” explains Callum. “Otherwise,
it’s hard to see what the network benefits would be.”
He believes it’s similar to the power of a group marketing fund, which allows
a franchise company to promote the brand better and more efficiently than
what an individual can do. James Cash, the young Manawatū-based V.I.P.
Lawns and Garden Care franchisee featured on page 19, found V.I.P.’s brand
power and marketing programmes invaluable in helping him rapidly grow his
new franchise business.
And Callum Floyd says, “A healthy level of franchisor profit should
provide similar network benefits – although you’d want to know what
franchisors are spending their profit on; what innovations they’ve
invested in historically; and, if they’re able to disclose it, what’s
planned ahead.
“Certainly, a franchisor who reinvests in the business model would be the
better franchise network to join, compared to one who uses the funds to
invest in a holiday bach, for example.”
The importance of due diligence
New Zealand’s business landscape has been somewhat rocky in recent
months, with economic headwinds providing a challenge for many Kiwi
businesses. Franchised businesses are affected by the ebbs and flows of the
overall economy, just as non-franchised businesses are.
Fortunately, franchised businesses enjoy a number of benefits such as
stronger brands, more buying power (see page 40), high-profile marketing
and streamlined systems – all of which can deliver a more competitive offer
and business model – even after taking royalties into account.
But Philip Morrison warns that potential franchisees must do their due
diligence before buying – “Don’t rely on the fact that the business is a
franchise,” says Philip. “Preferably this means familiarising yourself with and
comparing different business models, investment levels and potential returns
including cashflow and working capital requirements.
“A potential buyer must also have sufficient capital for each particular
opportunity they are considering, as it’s very important to break even (that is
the point when the business makes enough revenue to cover its total costs)
as soon as possible,” says Philip.
Another research tip for people interested in buying a franchise is
to first complete the Franchise Association of New Zealand (FANZ) pre-entry
programme for potential franchisees at www.franchiseassocation.org.nz. It costs
nothing and has modules explaining franchising, information to determine if
franchising is a good fit, the benefits of buying from a FANZ member, and the
importance of obtaining sound legal and accounting advice.
The programme also highlights how important it is to talk to existing
franchisees and ask the correct questions (see 50 Questions To Ask
Franchisees – www.franchise.co.nz/articles/935).
NZ Enquiries:
franchise@packsend.co.nz
P: 09 887 9444
www.packsend.co.nz
ACCELERATE
YOUR GROWTH
with a future proof
franchise business at
DELIVER THE DIFFERENCE WITH PACK & SEND
Find out how the PACK & SEND franchise system can
bring your business dreams to life. Contact us now!
Join PACK & SEND, a globally recognised
franchise with a dynamic business model
equipped to provide 5-star solutions to
the parcel, freight and logistics markets.
Extensive national network
(and growing)
Multiple revenue streams
Asset light business model – No fleet
of vans or large warehouse required
Part of the $3 billion+ parcel industry
SCAN TO
ENQUIRE
Franchise New Zealand | Spring 2025 | Year 34 Issue 03
One question to ask yourself is: would you be capable of handling everything
needed to run the business you have in mind? Think about having to drive
local marketing, build the brand’s reputation and local referrals, execute a
sales process, deliver a great product or service, and run the books.
Just because it’s a franchise doesn’t mean everything’s done for you. There
are a lot of moving parts to monitor, and today more than ever before,
it’s important to not underestimate the skill and energy required to run a
franchise business.
Are you a good match? Find out more at www.franchise.co.nz/articles/639
The true meaning of support
Taking everything you’ve read so far into account, you may already be
convinced that a franchise business is the way forward for you. There is, of
course, much more to weigh up before taking that first step. On top of factors
like fees, agreements, manuals and training, and the franchise model itself,
there must be first-class business and franchisee-focused individualised
support, which can be a heavy investment for a franchisor.
So, what should first-class initial training and launch support look like?
Callum Floyd highlights the importance of more dedicated franchise support
during, for example, the first three to six months. There should be regular
check-ins to, among other things, build out best practice, update plans, and
instil additional confidence.
“From there, I’d be looking for a franchisor who has a formalised and
educated support plan that they can explain to you,” he says, “so you know
that the ongoing interest and support is there.”
Franchisees like Leon Chen of Paramount Lawn and Garden Care (see page
39), can take full advantage of the opportunities that are available when a
franchise system is dedicated to providing a path to self-improvement and
business growth for their franchisees.
It is advisable for franchisors to request an initial and ongoing business
plan from franchisees and to orientate their support around that, suggests
Callum. He believes franchisors should also be keen for real-time access to a
franchisee’s financial accounts, and there should be a business management
system that lets them see how each franchise is performing.
Ideally, key metrics are shared too, to allow benchmarking and learning –
one of the benefits of joining a franchise system is that good measurement
and sharing across non-competing businesses helps under-performing
franchisees learn from the star performers.
“Some franchisees worry about their franchisor knowing how much they
make,” says Callum, “but I always say, as a franchisee I’d be more worried
about a franchisor who doesn’t ask that question.”
Looking back to the future
Returning to the question raised at the beginning of this story, the matter of
‘who makes the money’ in a typical franchise business, the simple answer is
that it’s both the franchisee and franchisor.
Simon Lord, founder and former editor of Franchise New Zealand magazine,
says that it should be both franchisor and franchisee who receive fair returns
from a franchise business.
“When somebody says to me the only one who makes money out of a
franchise is the franchisor, I reply that I’ve met many highly successful
franchisees over the years, and I’m pretty convinced that there are actually
franchisees out there making more money than their franchisor.”
Often, the highest performing franchisees in any system are the ones actively
looking to improve their businesses further, with the backing of the franchisor,
Simon explains. “They’re the people who work within the franchise system
with the attitude of making something more of it.
“They’re making the most of the system they’ve joined and asking, ‘How does
our measurement of how we’re doing on all of these indicators compare with
the average within the system, and how can we do better on each of
those measurements?’”
Successful franchisees are actively tracking their figures and constantly
looking for ways to improve on them.
All franchisees are also encouraged to work ‘on’ their business, not just ‘in’
their business, says Simon. “That’s not about looking outside the system but
rather looking for incremental improvements that all add up to a lot of large
improvements and then sharing that information back with the franchisor and
the whole system.”
He knows of one franchisee who implements profit-sharing with staff twice
a year, whenever targets have been exceeded. This results in a high level of
SCAN TO CHECK OUT OUR CURRENT FRANCHISE OPPORTUNITIES
Soul Origin is coming to Aotearoa, and
we’re looking for passionate people to
bring our fresh, delicious and seriously
great coffee to local communities.
This isn’t just any franchise, it’s a chance
to own a business with a proven model,
expert training, marketing support, and a
menu that Kiwis will love.
SO, why wait? Be one of the first to
bring Soul Origin to New Zealand and
serve up the goodness every day.
Soul Origin, Goodness Made Great.
for Something Fresh?
, NZ–Are You Ready
franchise.co.nz – PUTTING PEOPLE IN BUSINESS
staff retention, which is essentially valuable to any business, big or small.
The key to the ongoing financial success of any franchise simply comes
down to how it’s structured. And for it to be properly structured there must be
benefits for both parties – franchisee and franchisor.
A marriage of mutual benefit
Nobody would question the fact that taking on a franchise business requires
a variety of people skills. People liken it to a marriage – but, suggests Simon,
“It’s more like a polygamous marriage.
“The franchisor must keep all their franchisees happy, and you’ve got to
remember that all those franchisee ‘partners’ are at different stages of the
relationship at any one time. In the case of a brand-new franchisee, initially
the focus is on teaching them the basics and helping them to navigate any
initial challenges.
“On the other hand, a franchisee who has been successfully managing their
franchise for, say, ten years, and is making a healthy income, may be sitting
in a comfort zone wasting opportunities – and dare we say it, be bored with
their situation.
“That’s when the magic of franchising shines through. An intuitive franchisor
will encourage that person to use their experience to get more involved in
helping others. Motivation comes not just through income, but also through
recognition, and the satisfaction of helping others.”
On page 43 of this magazine, you can read about Simone and Jeremy Palmer,
co-owners of Coffee Culture cafés in Christchurch’s Merivale and Beckenham.
They are franchisees who are embodying this ethos – 15 years into their
franchising journey they are finding new inspiration by helping young
people into the business and training them up to become the next generation
of franchisees.
Making a return on investment
As Callum Floyd says, “The franchisor might make more money than the
franchisee, but they certainly won’t be the only ones making money. A good
operator in a good franchise system will mostly achieve a fair - sometimes
excellent - return on their investment and hard work. If they couldn’t,
franchising wouldn’t be the huge success that it is.”
The independently conducted 2024 Franchising New Zealand survey found
there are over 29,000 franchisees in New Zealand. According to Philip
Morrison, that number is almost certainly growing. “Although New Zealand’s
economy is currently running slow, the franchise market is running hot.
People are seeking income and job security in a tightening job market, as
well as increased household income,” reports Philip, “and there are many
active buyers seeking franchise opportunities.”
Simon Lord believes that in terms of return on investment, the scorecard is
probably fairly even between franchisors and franchisees.
“A new franchisor usually takes a much bigger risk initially than a franchisee,”
says Simon, “because the franchisor would have already spent a minimum of
six figures in setting up the franchise before the first franchisee is
even appointed.
“Then after appointing each new franchisee, there are still considerable costs
associated with training and setting up that person. The ongoing royalty fees
are set to keep pace with the ongoing support provided to each franchisee
and will generally be earmarked to pay for brand and system developments,
and time spent working with the franchisees on improving their businesses.
“It may be quite a few years before the franchisor actually starts to see a
positive net return on their initial investment.”
A franchisee has the advantage of buying into a business that is generally
set up to make money right away, with the support of the franchisor to
ensure that happens as quickly as possible. As Caro Wedding pointed out,
a franchisee should have a business plan that clearly sets out their financial
goals and milestones, provides a liveable income along the way, and has an
exit plan in place to maximise their return on investment.
If the business provides sufficient income to achieve each of those goals, then
the franchisee can be satisfied that they are indeed, making the money!
Glenn Baker is the former editor of New Zealand Business magazine and
has been writing for Franchise New Zealand for the last six years.
About the author
Get the right advice. Talk first with New Zealand’s
longest established, largest and most award
winning team. Work with a company engaged on
major projects with many of the biggest and best
emerging names in the franchise sector.
Call Dr Callum Floyd (CFE) 09 523 3858 or email
callum@franchize.co.nz www.franchize.co.nz
Brilliant Commercial Cleaners
Six times winner
‘Service Provider of the Year’
Westpac New Zealand
Franchise Awards
Thinking of
franchising
or licensing
a business?
Improving an existing
network?
Get award
winning help
at every step
Franchising & Licensing Strategy
Franchising Feasibility & Model
Franchise Manuals
Franchise Marketing
Franchise Management Training (CFE)
Franchise Reviews
Franchisee Satisfaction Surveys
Franchise Advisory Councils
International Franchising
A complete
franchising
service:
YOU BRING
THE HUSTLE
WE’LL ADD
SOME MUSCLE
It’s our business to help yours grow.
Visit westpac.co.nz/businessbase
These tools are intended as a guide only and are not intended to constitute financial advice. T&Cs apply.
Westpac New Zealand Limited.
franchise.co.nz – PUTTING PEOPLE IN BUSINESS
11
Whether the property market
is running hot or cold, home
staging with smart, stylish
and unmarked furniture
and furnishings can have a
significant impact on the sale
price or time it takes to get
the SOLD sign up.
Some eight years ago,
Kāpiti Coast-based Jaki
Bickerton, an experienced
home renovator, and her
daughter Natalie Paroli,
an interior designer, saw a
large opportunity gap. They decided that real estate agents and their clients
in the lower North Island needed access to a trustworthy and professionally
structured home staging business offering innovation and originality. Both
agreed they were the mother and daughter team to fix that need.
Foxx & Filly has subsequently grown to become one of the lower North
Island’s largest home staging companies and has won international
recognition through awards in the annual Real Estate Staging Association
(RESA) competition run out of the USA. Closer to home, Foxx & Filly also won
the the Small Business of the Year award in the 2021 Kāpiti & Horowhenua-
based Electra Business Awards.
Brand new franchise
Greg Bickerton, Jaki’s husband and Natalie’s dad joined the mother/daughter
Foxx & Filly team post Covid when his IT position was made redundant,
joking that he was only brought on board for his furniture-lifting muscle.
Greg has since played a key role working with industry-leading Franchize
Consultants for over three years – restructuring Foxx & Filly into a top-notch,
well prepared franchise business model. Greg says he started by asking
Franchize Consultants’ managing director Callum Floyd whether Foxx & Filly
had the legs to be a franchise system.
“Callum was enthusiastic,” smiles Greg, “and so we got down to producing
all necessary manuals for processes and systems as well as developing a
multi-level training programme that covers business management, marketing,
interior design and more. Establishing a franchisee support structure was
also a priority.
“As an example, although we have established relationships with principals in
the multi-national real estate agencies, we can accompany new franchisees
to present Foxx & Filly to targeted real estate agencies in their area. Our very
successful Agent Partner Programme incentivises over 80 real estate agents
around New Zealand to use Foxx & Filly Home Staging, and incorporates
financial benefits that can be passed on to vendor clients. The Agent Partner
Programme is definitely unique to us here in New Zealand. Australia doesn’t
have anything like it and, as far as we know, nor does any other country.
What is home staging?
Greg says popular television lifestyle series like ‘Selling Houses Australia’
highlight the difference between home staging in Australia and New Zealand.
As he explains, “In Australia, many home staging companies hire furniture,
whereas in New Zealand furniture and furnishings are usually purchased by
the home stager. For a Foxx & Filly franchisee this brings the tax benefit of
being able to claim depreciation against assets. We also have established
excellent preferred buying relationships with a number of leading furniture
wholesalers and suppliers.
“A Foxx & Filly franchisee needs to have storage space. We started out by
hiring space at our local self-storage facility, so if you don’t have access to
a large enough storage facility of your own, this is a good option.
‘You’ll need to invest in a high-roof medium wheelbase van that will carry
Foxx & Filly signwriting. This has the benefit of turning it into a very effective
mobile advertising display that through lead generating will pay for itself
in no time. As your business develops – and depending on the location –
you’ll probably want a second smaller van for easier access to awkwardly
positioned homes.
“Our training also covers how to safely lift, pack and carry furniture.
Something a Foxx & Filly franchisee won’t need is a gym membership,
although they should come to us with a decent degree of fitness.”
Buy your own business
Greg is particularly interested in hearing from anyone in the lower north
island who would like to start a Foxx & Filly Home Staging business of
their own.
“Our ideal Foxx & Filly franchisee would be a husband-and-wife team with
a shared interest in home renovation and decorating, or a mother-and-
daughter team like Jaki and Natalie, says Greg. “As a kick-start opportunity for
a potential buyer, part of the current and proven profitable Wellington territory
will be split off for purchase. Our businesses in the Hutt Valley and Manawatū
regions (encompassing Palmerston North, Wanganui and Levin) are available
as ‘going concern’ franchise opportunities.”
For reasons of commercial sensitivity Greg is reluctant to reveal too much in
this article about the franchise package without the protection of the Foxx &
Filly non-disclosure document (NDA) that can be provided on registration of
interest, but he does recommend that a potential franchise buyer has access
to capital in the region of $200,000, whether through funding or outright.
“Our primary interest is to see a
franchisee grow their business and
do well out of it, hence they only
ever pay a single figure royalty,”
says Greg, “Head to our website to
make an enquiry and then let’s talk
more about how you could bring
Foxx & Filly Home Staging to your
home town.”
Brand new franchise Foxx & Filly is leading
the way in home staging in New Zealand
STAGE A
SUCCESS
Opportunity: Home Services
A winning team: Natalie Paroli and Jaki Bickerton
Foxx & Filly Home Staging
www.foxxandfilly.co.nz
Contact
Greg Bickerton
021 625 604
greg@foxxandfilly.co.nz
Advertiser Info
OWN A LITTLE MAGIC
BOOK A FRANCHISE MEETING
Meet with our directors and learn how you can create your own Christmas wonderland.
CALL Daniel Thurston on 021 229 0749 EMAIL franchise@christmasheirloom.com
www.christmasheirloom.com/franchises
For over 40 years, The Christmas Heirloom Company™ has been part of New Zealand’s festive
traditions. Now, you can own your own store and bring the magic of Christmas to your community.
Why JOIN US?
• Well-Known Brand – New Zealand’s leading Christmas retailer
since 1986.
• Seasonal Lifestyle Business – Operate 3–4 months a year, enjoy
the rest with family or other ventures.
• Exclusive Products – Beautiful, high-quality decorations designed
for our stores only.
• Proven Support Systems – Training, marketing, store design, and
group buying power.
• No Royalties – Keep more of what you earn!
Visit us
THIS CHRISTMAS
Come and see the magic for
yourself! Our stores will be open
this season in:
• Auckland
• Hamilton
• Wellington
• Christchurch
franchise.co.nz – PUTTING PEOPLE IN BUSINESS
13
Liquorland was launched over 40 years ago as a franchise of 18 independently
owned liquor stores. By 2005 the network had grown to include 80 stores.
This growth was not only attracting customers and new franchisees but also
gaining serious interest from industry and potential investors.
In 2009, Liquorland was purchased from Dominion Breweries by Foodstuffs
New Zealand, introducing an unrivalled depth of retailing, liquor and
franchise experience. Through global recessions and pandemics, growth
has continued and now there are over 170 franchised Liquorland stores
nationwide. As members of the country’s largest liquor retailing business,
Liquorland franchisees benefit from unmatchable discounts, marketing
campaigns, IT infrastructure, online and social media capabilities.
In recent years Liquorland has also introduced an innovative profit-sharing
rebate scheme, increasing profitability for franchisees, using a performance-
based formula for calculating the size of dividend for each franchisee.
At the top of their game
Liquorland was awarded New Zealand’s Best Liquor Retailer for the tenth
year running at the 2025 Reader’s Digest Quality Service awards, conducted
through a rigorous Catalyst group survey; thereby becoming one of only a
few retailers to have achieved a gold award 10 years in a row. Liquorland
was also rated as the most preferred retailer to deal with by their supplier
community; and the brand received more than twice the highest brand equity
scores of their nearest competitor, as measured by Nielsen data.
Liquorland’s CEO Brendon Lawry describes liquor retailing as a competitive,
mature market, but says, “There are so many examples of our franchisees
creating great income and building value in their businesses. They achieve
this by leveraging all the advantages of the Liquorland brand and combining
these with their own flair, effort and care of their stores and customers. And
it works whether these are franchisees with over 20+ years’ experience with
Liquorland, or operating brand-new sites like Mangawhai in Northland, or
Prebbleton in Christchurch.”
While most currently available Liquorland franchise opportunities are existing
operations for sale, there is capacity for more ‘greenfield outlets’ depending
on the potential of the surrounding area. Brendon explains, “New builds
and renovations present a unique opportunity to create an exciting retail
experience. The recently opened Liquorland franchise in the Shirley suburb of
Christchurch is fast becoming our benchmark of what is possible.
“Success as a franchisee requires drawing on all Liquorland’s commercial
experience, product offerings, comprehensive marketing programmes and
promotions. Above all, our most successful franchisees embrace the high
standards of Liquorland retailing and customer service and put a lot of
energy into fostering community connections.”
What doesn’t work is attempting to run a Liquorland store as a ‘hands-off’
investor. “Our store owners are not investor-retailers who simply focus
on low margin cash flow generation to buy the next instalment of stock,”
cautions Brendon. “But, if you love dealing with people and the high energy
of retail, Liquorland presents a fantastic opportunity. For instance, Liquorland
Prebbleton franchisee Jeremy Baars brought 20-plus years of experience
in the supply side of the liquor industry and went into partnership with his
family. Jeremy is the hands-on member of that partnership. He’s doing very
well – he has two sons working with him now and is talking about opening a
second Liquorland store.”
A strong first impression
“Franchisees must be hands-on, proud of their store, and wrap their arms
around Liquorland’s brand values,” stresses Brendon. “We know that the care
a franchisee puts into presenting their store sends a strong first impression
message to customers… ‘If they care this much for their store, I know they’ll
care for me.’
“Ours is a people game. It’s key that our franchisees and their staff understand
serving people is the nuts and bolts of what we do.”
“While a strong retail background helps, we have examples of franchisees
who have succeeded after coming to Liquorland from being chartered
accountants, ex-sales reps, ex-military, builders, police and lawyers. One of
our own operations managers loved the idea so much he and his wife now
own a store. Our franchisees are a very diverse bunch, but their common
thread is caring for people and the experiences they create for them.
“If we can see that you will deliver great service and create a welcoming
and friendly environment that resonates with customers, our proven training
and ongoing support will get you over the line. That support includes a full
promotional programme, strong supplier terms, excellent marketing support
and regular regional meetings, IT infrastructure, and all the tools required to
run a retail business.”
So, if you’re ready to raise a glass to your new Liquorland franchise,
call Dave Yurak, Liquorland’s Head of
Merchandise and Operations.
The last word goes to Prebbleton
franchisee Jeremy Baars, “Joining
Liquorland was the best move I could
have made,” Jeremy says. “To own
my own store and work with family
in a community like ours is just
so rewarding.”
Liquorland’s CEO shares a
few secrets to success for
potential franchisees
RAISE
YOUR
GLASS
Opportunity: Retail
Sophie Laird, Liquorland Shirley (centre),
with CEO Brendon Lawry and
Office Manager Sarah Rodgers
Liquorland
www.liquorland.co.nz
Contact
Dave Yurak
027 457 2210
enquiries@liquorland.co.nz
Advertiser Info
ith five offices now operating across greater Christchurch,
including the newest addition, Quinovic Cashmere, led by
franchise principal Vanessa Sumpter, Quinovic Property Management
is continuing to grow. This expansion, with two new offices already
opened and three more scheduled before the end of 2025, tells
a broader story: more New Zealanders are choosing to invest in a
business model that’s proven, supported and built for long-term value.
Founded in 1988, Quinovic is a trusted name in New Zealand
residential property management. The franchise model is designed
around recurring revenue, low overheads, and no stockholding,
making it an appealing option for those wanting to own a resilient,
service-based business.
Smarter business tools
Franchise owners are drawn to Quinovic for the strength of its support
and systems. At the centre is QPMS, Quinovic’s proprietary property
management software, developed specifically for the New Zealand
market. This is backed by best-in-class tools including Renti, Inspection
Express, HubSpot, Canva and Property Guru. Everything is designed to
help franchise owners run efficiently and grow confidently.
This support extends beyond technology. Franchise owners are guided
by a highly experienced Group Office team, offering comprehensive
onboarding, training, legal and operational support. The wider
Quinovic network also plays a valuable role, sharing experience and
expertise among over 30 offices across the country.
A franchise perspective
Tom Finlay, a long-standing Quinovic franchise owner, says he and his wife
chose Quinovic more than a decade ago because it met their criteria for a
sustainable and rewarding business: “We wanted a company with strong
cashflow, documented operational excellence, industry leadership and
revenue that kept pace with costs. Quinovic ticked every box.”
Today, Tom and his wife Kate enjoy the flexibility to live where they choose,
having spent a few years in Wanaka while their teams managed their
Wellington-based franchise offices. “We worked hard for the first 10 years,
and now we’ve achieved the work/life balance we always wanted. Our
fantastic business partners and managers run the day-to-day operations,
and we’re living the life we set out to build.”
From robust systems and real support to national brand recognition,
Quinovic offers a clear pathway to owning a successful business in a sector
with steady demand and long-term resilience.
ADVERTISEMENT
Why New Zealanders are
choosing Quinovic for long-term
business success.
Parrish Wong
Quinovic CEO
With a dedicated focus on
residential property management,
our franchise owners have a proven
track record of success.
Bernard Parker | Quinovic Kapiti-Mana
Take the first step to business ownership today,
email franchise@quinovic.co.nz
A BUSINESS
THAT WORKS
FOR YOU
“We’re proud of the momentum
we’re seeing,” says Parrish Wong,
CEO of Quinovic. “More people are
looking for opportunities to take
control of their future and they’re
choosing Quinovic because of the
tools, support and trust that come
with the brand. With another
South Island office set to open
shortly and continued expansion
in the North Island, the interest is
stronger than ever.
Make our brand
With over 20 years at Quinovic, we’ve seen
first-hand the strength of this business
model - steady cashflow in a secure
industry, backed by excellent systems.
your Business
quinovic.co.nz
franchise.co.nz – PUTTING PEOPLE IN BUSINESS
15
Pete Hartley has a positive message for potential franchisees – as well
as building successful businesses of their own, they can make a valuable
contribution to their local communities and the wider economy.
After nearly four decades in supermarket retailing, Pete certainly knows
business. Before his 2024 appointment as General Manager of Foodco NZ,
where he looks after the franchise brands Muffin Break and Jamaica Blue,
Pete had a rich career across many supermarket brands in New Zealand and
Australia, most recently providing brand, strategic and operational leadership
to the New World supermarket brand across the North Island of New Zealand.
“In the spring of 2025,” Pete continues, “New Zealand is bouncing back from
the worst non-Covid recessionary period since 1991. Small businesses such
as Muffin Break and Jamaica Blue provide locals with employment, support
local growers through buying seasonal produce, and contribute to their
community’s social development by creating environments where people can
meet and interact. It might sound like a cliché, but we call these ‘moments
that matter’, and when times are tough each of those moments for people to
connect are important contributions to building a resilient community.”
Moments that matter
Pete elaborates upon his theme, “For home office workers, local cafés are
ideal for hosting meetings and for getting social contact in their daily lives.
For tradies they are a convenient coffee and snack drop-in hub, providing
a chance to stop, recharge the batteries and connect with others. And, also
importantly, Muffin Break and Jamaica Blue menus and cabinet food are
carefully tailored to the different tastes of their local communities, meaning
they reflect the communities they serve.
“We are definitely not a cookie cutter franchise, although there are proven
operational and business procedures to be followed. After all, Foodco’s aim
for Muffin Break and Jamaica Blue is to have a continuity of the customer
experience through service and branding, whatever you are eating and
drinking and wherever your community is based.”
Building brands that people love
A privately owned company established in 1989, Foodco is one of
Australasia’s leading food and coffee franchise business retailers with over
500 outlets in seven countries. Since its first New Zealand franchise opened
in 1994, Muffin Break has become one of the country’s most-loved bakery
cafés. Jamaica Blue is also making significant inroads as the café brand of
choice for Auckland’s major hospitals with high volume sites at Auckland City
and Greenlane Hospitals; and plans to open its newest store at North Shore
Hospital later this year.
With Muffin Break and Jamaica Blue stores located all across New Zealand
from Silverdale down as far as Invercargill, there are franchise opportunities
currently available for both brands in a number of communities including
Auckland, Rotorua, Nelson, Wellington and Hamilton. Foodco’s typical
expansion strategy is to find sites that connect their brands to communities
and then find the right franchisee to fit the business.
Any potential franchisee is encouraged by Pete not to feel limited by where
they live or by lacking hospitality or business ownership experience. “We’re
experiencing a big jump in New Zealand investor interest, but regardless, you
should contact us. There just might be plans to build a Jamaica Blue or Muffin
Break in your community.”
There to help in any way possible
Pete went on to say, “Another benefit of joining the Foodco family as a Muffin
Break or Jamaica Blue franchisee is all of the support provided by our support
office team. Every franchisee has their own operational specialist whose
job it is to support our business owners to deliver the very best customer
experiences possible. This person holds the primary relationship with the
franchisee and is there to help in any way possible.
“There’s also a dedicated marketing manager who manages the national
marketing campaigns along with site-specific ‘Local Area Marketing’
activations. We also have our own New Zealand finance manager and
accountant to support with anything finance related. Finally, the whole team
and franchise network is supported by our franchise and leasing coordinator.
Centre of Excellence
The franchise investment of $300,000 + gst for Muffin Break and $400,000
+ gst for Jamaica Blue includes comprehensive training for every new
franchisee, which is particularly beneficial for those with no hospitality or
business ownership experience.
Training is very much part of the Foodco ethos, with new franchisees
spending two weeks at the Sydney-based Foodco Centre of Excellence.
The purpose-built facility has a commercial kitchen and is staffed by highly
qualified trainers. Coffee-making to
a qualified barista level, financial
management, recruitment and hiring,
and coaching and leadership are all part
of the programme.
The initial training is backed up with
on-going online and on-premises
support from the experienced team in
New Zealand and Australia. “Call me,”
urges Pete, “this could be your moment
to create a business that makes a
difference in your community.”
Jamaica Blue and Muffin Break franchisees
help connect communities with moments
that matter
MAKING A
DIFFERENCE
Opportunity: Food & Beverage
Jamaica Blue
Muffin Break
www.jamaicablue.co.nz
www.muffinbreak.co.nz
Contact
Pete Hartley
027 772 2257
phartley@foodco.co.nz
Advertiser Info
Franchise New Zealand | Spring 2025 | Year 34 Issue 03
16
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 August Westpac Economic
Overview attempted to answer
New Zealand’s big question
“Are we there yet?”
Westpac economists say that
economic growth in New Zealand
has taken a step backwards
since earlier in the year, and both
household demand and business
sector conditions are softer than
hoped for, especially in urban centres.
Kelly Eckhold, the bank’s Chief
Economist, noted in the August
Overview: “Growth in 2025 is now
projected at 2.4%. Lower interest
rates and strong export returns are
continuing to support demand. But
uncertainty associated with the trade
war, ongoing cost-of-living pressures
and the still slow passage of past OCR
cuts into household budgets have
been weighing on activity. Inflation
will remain elevated through the next
six months, [and] there’s a reasonable
expectation that inflation will ease in
2026.”
With the economy stalling and
inflation still higher than looked for,
the Reserve Bank of New Zealand
cut the Official Cash Rate to 3% in
August. The cut was expected, but
the Reserve Bank surprised many
economic forecasters, signalling
that the rate could be cut by up to a
further 50bp by March 2026.
How grim is the outlook?
It’s all still sounding ‘pretty grim’, as
Auckland Business Chamber chief
executive and former National Party
leader Simon Bridges recently said
about the high rate of unemployment
in Auckland. However, following the
Reserve Bank cuts, banks followed
suit, dropping interest rates, with
Westpac’s managing director of
product, sustainability and marketing
Sarah Hearn pointing out that, “While
we know families and businesses are
still feeling the effects of high living
costs and economic uncertainty, we
expect cost pressures to ease over
the rest of the year.”
However, the August Economic
Overview does contain some
optimism that the end of the long
road to economic recovery is in sight.
Growth is set to trend higher later
this year as the full effects of interest
rate reductions ripple through
the economy. Around half of all
mortgages will come up for repricing
over the next six months and
borrowers could see large reductions
in their borrowing costs.
It is estimated that almost half of
the expected impact of the past
year’s OCR cuts is yet to pass through
to households. Stronger export
returns mean that rural regions,
especially those with large dairying
sectors, are seeing strong growth in
incomes and spending.
The labour market remains soft, with
the unemployment rate reaching
5.2% in the June quarter. That’s good
news for franchisors who are seeing
increasing numbers of enquiries from
people looking to buy a business
instead of queuing up with hundreds
or thousands of other job applicants.
Net migration remains modestly
positive, expected to rise to a net
inflow of 37,000 in 2026 thanks
to initiatives like the Parent Boost
Visa. This should be good news
for franchisors as immigrants often
take a strong interest in business
investment opportunities. However,
the proposed new Business Investor
Visa being introduced in November
specifically excludes franchised
businesses – unlike its predecessor
the Entrepreneur Visa. The Franchise
Association of New Zealand is
currently investigating this with
Immigration New Zealand.
The Government’s new Investment
Boost scheme, allowing accelerated
depreciation on all new business
assets, is expected to not just improve
the immediate and forward finances
of many large and SME businesses,
but also lift the level of GDP by
around 0.5% after five years.
Retailers, hospitality providers and service providers across the breadth of
the franchise sector will be faced with a hard choice when the proposed
transaction surcharge ban is implemented in May 2026. Will the ban affect
the ability for franchisees to recoup costs when making across the counter
sales, or drive more shoppers online if prices have to rise in-store? Do
the changes address the root cause of the problems inherent in credit
surcharges?
The NZ Herald reported in late July, “The Government is planning to ban
merchants from adding surcharges to most in-store card payments. The
change will save shoppers, but cost merchants, who will need to absorb
the cost of offering contactless payments or pass it onto customers by
hiking prices. It will apply to payments made in-store using Eftpos, Visa
and Mastercard but won’t apply to purchases made online or with foreign-
issued cards, prepaid gift or travel cards, and cards issued by networks like
American Express or UnionPay.”
In August, Auckland Council granted consent for a stand-alone new drive-
thru McDonald’s restaurant on a corner site off Broadway.
McDonald’s said last year that there were no foreseeable opportunities for the
purchase of new or existing restaurants in the four main centres of Auckland,
Wellington, Christchurch or Dunedin. Recently, however, McDonald’s head
of impact and communications, Simon Kenny, shared that they had been
looking for a suitable site for a new restaurant in Newmarket for a number of
years.
The new site is on land running beneath the southern motorway and is
owned by the Dilworth Trust Board and leased to McDonald’s. Auckland
Council granted non-notified approval on June 19 for the development of the
site. Simon Kenny told the NZ Herald, “We’re hopeful that we could open a
new restaurant in Newmarket in the next 12 months.”
BUMPS IN THE ROAD TO
ECONOMIC RECOVERY
HOW WILL A SURCHARGE
BAN AFFECT FRANCHISE
BUSINESSES?
MCDONALDS RETURNS
TO NEWMARKET
Image: www.stock.adobe.com/ zinkevych
Image: www.stock.adobe.com/ fizkes
Image: www.stock.adobe.com/ Stefan
franchise.co.nz – PUTTING PEOPLE IN BUSINESS
17
Life-work balance is a major motivator for employees all over the world.
Workplace flexibility outranked salary in importance in a recent survey of
thousands of international workers. Remote’s 2025 Global Life-Work Balance
Index reveals the best and worst countries for life-work balance around the
world. New Zealand tops the list of the best for the third consecutive year.
The report ranks the top 60 GDP nations based on several workplace factors
like statutory annual leave, paid maternity leave, sick leave, healthcare, public
safety, public happiness, LGBTQ+ inclusivity, and average work hours per
employee.
The research team chooses the term “life-work balance” over the more
traditional “work-life balance”, emphasising that life comes first, and work
should exist in service of enriching, not overshadowing it.
New Zealand scored consistently well across the study, particularly in areas
like statutory annual leave, public happiness, safety, and minimum wage,
second only to Australia on this last factor.
The report was released before changes were announced to New Zealand’s
FamilyBoost scheme in July, immediately increasing to 40% the proportion
of early childhood care and education fees people can claim back, plus a
$49,000 increase in the amount families can earn per year to be eligible for
the FamilyBoost refunds.
The Global Life-Work Balance Index points out that New Zealand’s businesses
are unmatched in looking after the lives of their employees and putting life
before work. That may be on the back of compliance issues and relatively
high labour costs for businesses, but the longer-term benefits of having
happier and more fulfilled employees can also mean more stability, better
recruitment options (especially from international prospects) and fewer costs
related to staff turnover.
NEW ZEALAND RANKED
FIRST IN THE WORLD
FOR LIFE-WORK
BALANCE
You can also follow Franchise New Zealand media
on LinkedIn, Facebook or Instagram.
Image: www.stock.adobe.com/ Tom
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
New Zealand’s leading franchise law firm
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
Invest in your
next career
move
Help Kiwis plan a better financial future by
becoming a Generate KiwiSaver Adviser.
Become a trusted KiwiSaver adviser
and make a real impact
Do you want to empower Kiwis to make confident, smart financial choices and
be recognised as a trusted adviser in your community? As a Generate KiwiSaver
Adviser, it’s a bit like you’re building a business within a business - you work
independently, build strong relationships, and make a genuine difference in the
lives of your clients.
Your key mission is to educate and empower Kiwis, helping them make informed
decisions about their KiwiSaver account.
With every connection you make, you’ll be helping others maximise their
KiwiSaver potential.
It’s a role that many people already find highly rewarding – personally,
professionally and financially.
Long-standing Generate adviser Bevan Kinraid says, “Kiwis tend to have a
‘she’ll be right’ approach to finances. It’s extremely satisfying when you can sit
down with someone and watch them have that lightbulb moment and see the
possibilities of taking more control of their KiwiSaver investment.”
What does the role involve?
As a Generate KiwiSaver Adviser, you’ll be out in your local community,
connecting with Kiwis and helping them understand how KiwiSaver works.
You’ll empower your clients to make the most of their investment and ensure
they have the knowledge and confidence to align their plan with their life goals,
whether that be saving for a first home or retirement.
You’ll have independence and flexibility, meeting with prospective clients in
person at their home, their workplace or online over online virtual calls.
Every day will be different, but the more time and effort you put in, the more
you can be financially rewarded.
You’ll be backed up by Generate’s support
You won’t be doing this alone. You’ll have access to our experienced, award-
winning team. This means you can focus on building relationships, making an
impact and gaining momentum in your business.
At Generate, we work with you. We want to see you grow your reputation and
your client base:
• Marketing – our brand recognition is growing newspaper and radio advertising,
podcast sponsorship and other presence around the country.
• Customer service – we can help with customer queries and the administrative
tasks around withdrawals.
• Technology – we provide training and advice tools so your presentation is
slick and seamless. We’re constantly updating our tools and automating our
processes.
• Compliance - our experienced team gives you training, guidance and assurance
to help ensure your processes comply with the relevant KiwiSaver rules and
regulations.
“It’s a bit like having business within a business - you will be part of a wider
team of KiwiSaver advisers who regularly share insights, experiences, and best
practices that lead to greater client outcomes,” says Bevan.
A reputation for excellence
One of the great things about being a Generate KiwiSaver adviser is that
you’re offering a market-leading, award-winning provider that’s a no-brainer
to recommend.
Our funds consistently rank highly for long-term performance*, and often beat
the average investment return of KiwiSaver funds in their respective categories
in regular independent reports.
We’re New Zealand-owned and operated and proud of our service. We’ve won
awards including the Consumer NZ People’s Choice Award for KiwiSaver, the
Reader’s Digest Quality Service Award for Superannuation and a Trusted Brand
Award for KiwiSaver.
Be part of a growing industry
The KiwiSaver industry is growing at a rapid rate. The value of Kiwis’ accounts
(assets under management) is now over $100 billion.
While KiwiSaver first launched in 2007, it’s still in its early stages. We can see
from the more mature Australian superannuation market how this trajectory
can increase - there are now more than AUD 3.5 trillion of superannuation assets
under management.
This role provides an exciting opportunity to be part of this momentum in New
Zealand and follow a similar path for growth.
Thriving as a Generate KiwiSaver adviser
We’re looking for self-driven professionals with an entrepreneurial mindset, who
are passionate about helping Kiwis, building strong relationships and managing
daily operations independently.
To be a Generate KiwiSaver adviser, you need excellent communication skills
and great people skills, as you build authentic relationships and network within
the community. You’ll be client-centric, passionate about providing KiwiSaver
advice and making the complex world of investing simple to understand.
You’ll also need to be ethical and professional, as a trusted expert whose advice
is relied upon.
A finance background is not necessarily required – our advisers come from
many different fields. At Generate we can help you attain your New Zealand
Certificate in Financial Services, Level 5, which you can complete while working
at Generate.
“We are passionate about advice; our business is built on it. And we believe
every Kiwi deserves access to high-quality KiwiSaver advice,” says Ciaran Scott,
Generate’s National Advice Manager.
Get in touch with Ciaran to find out more.
To see a copy of our Product Disclosure Statements, our Financial Advice
Provider Disclosure Statement or to view our advertising disclosures, see our
Disclosures webpage.
Past performance is not a reliable indicator of future performance.
The issuer is Generate Investment Management Limited.
Level 9, Jarden House, 21 Queen Street, Auckland, 1010
*Source: Morningstar KiwiSaver Survey September Quarter End 2024. The Generate Focused Growth Fund returns ranked 3rd out of 8 NZ Multi Sector Aggressive Category Funds, the Generate Growth
Fund ranked 2nd out of 13 NZ Multi Sector Growth Category Funds and the Generate Moderate Fund ranked 1st out of 13 NZ Multi Sector Moderate Category Funds, for a period of 10 years as of
30/09/2024. © 2024 Morningstar, Inc. All rights reserved. Neither Morningstar, its affiliates, nor the content providers guarantee the data or content contained herein to be accurate, complete or timely nor
will they have any liability for its use or distribution in New Zealand. Past performance does not guarantee future returns. Investment involves risk and returns can be negative as well as positive.
www.generatewealth.co.nz | Ciaran Scott +64 22 156 5588 | careers@generatekiwisaver.co.nz
franchise.co.nz – PUTTING PEOPLE IN BUSINESS
19
James Cash grew up on a farm and is no stranger to hard work. “I went
straight into agricultural contracting after I left school, and spent eight years
on a tractor,” he explains. “Considering the hours I spent, the pay was really
poor. After some time on a big wind farm, I still felt exploited, and convinced
myself there had to be a better way. I had a medical incident which altered
my outlook on life, and I decided I was done working for someone else. I
spent time looking for businesses and began to narrow down the choices.”
“The biggest challenge was whether to start my own business or go with a
franchise.” James explains. “The longer I considered it the more I could see
the advantages of a good franchise. It’s an established business with far fewer
risks whilst you are building things up. There is greater initial security which
was a great draw card, particularly as my wife, Ashleigh, and I now have three
little ones under four. We really couldn’t afford to have any down time!”
The standout franchise
“The standout franchise was V.I.P.,” states James. “Not only are they eye-
catching on the road, but from talking to franchisees and their clients, they
clearly have an excellent reputation. In terms of what I wanted and needed
out of a business, V.I.P. was the right franchise model. In the past 18 months
I’ve had no cause to regret that choice.”
“I kind of knew what I was getting into,” James continues. “I spent a lot of
time talking to the franchisee who was selling off a portion of his customer
base, and I didn’t want to waste hard-earned capital on too many lawyer’s
or accountant’s fees by looking at lots of different options. I guess you can
call it ‘gut-instinct’, but I’m motivated and knew I could make it work. I had
confidence in myself, friends and family backed me, and part of me always
knew I should be out on my own.”
In November 2023 James (just 28 years old at the time) bought part of a
V.I.P. outdoor-based lawns and garden care franchise, with an initial income
of around $1,300 per week from mainly Ōtaki-based customers. “We live
in Shannon, which meant a bit of travelling,” he explains, “It was always my
intention to build the round, sell off the work and build a business closer to
home. This is standard V.I.P. practice. Growth was fast, and in 18 months I
have doubled the original customer base. I took on a couple of part-timers to
keep on top of it, and one of them is now in the process of buying the Ōtaki
portion of my business.
“Another thing that impressed me about the V.I.P. system was the amount of
marketing,” says James. “You expect to do a lot of advertising when you start
a new business. Well, I wasn’t putting much into marketing myself, but the
quotes just kept coming through and that’s a real comfort, especially when
you’re new in a business.
“I’ve noticed that really successful businesspeople often spend too long in
the office and miss out on their family time. I was quite determined that was
not going to happen to me, and I’ve found the right balance, with an excellent
franchise system behind me to help ensure that. The best part is, there are no
limits – I can expand this business, and I will.”
The can-do attitude
Estelle Logan, who with her husband John is the national franchisor for V.I.P.
Home Services in New Zealand says, “We are delighted with James’ rapid
expansion. He is a superb example of the can-do attitude we welcome in the
franchise. He has big goals; he’s not going to limit himself – neither are we!
He has chosen absolutely the right franchise to further his career and enjoy
bringing up his family. As he pointed out, there is never any shortage of work,
and we need more franchisees to cover the demand.”
“James bought a good-sized lawnmowing business, with the intention of
expanding further north and then consolidating, which is just what the
franchisee he purchased his customer base from has also done. Many more
of our longest-serving franchisees have also expanded, and/or sold on part of
their customer bases to help save on travel time and improve efficiency. We
have opportunities for all. James bought big but we have many franchisees
who bought much smaller businesses because they were short of capital or
only wanted to work part-time. If you have the desire to succeed, V.I.P. can
offer you an opportunity at almost any level.”
So, what about the future? “I can see myself with a kind of mini empire in five
years’ time,” says James. “Once our baby boy is ready for pre-school, Ashleigh
will join me in the business then we can juggle collecting the children after
school. As Estelle said, the sky’s the
limit with this franchise, and
she is right.”
“Call me to find out more,”
suggests Estelle, “We are so proud
of what James has accomplished by
making the most of the opportunity
V.I.P. offers franchisees to achieve
their dreams.”
Young V.I.P. franchisee achieves
phenomenal growth mowing lawns
VEHICLE FOR AMBITION
Opportunity: Home Services
V.I.P. Home Services
www.viphomeservices.co.nz
Contact Nationwide
Enquiries
0800 84 74 96
estelle@viphomeservices..nz
Advertiser Info
CONSULTING IN
NZ IS A
$10 BILLION
INDUSTRY
david@businessconsultingnz.co.nz | 027 509 3385
www.businessconsultingnz.co.nz
Get your slice by becoming a Business Consultant
FRANCHISE OPPORTUNITIES
AVAILABLE NATIONWIDE
WANT A SLICE
OF THE PIE?
Contact David Thexton for a detailed prospectus
BC
NZ
Business
Consulting
New Zealand
Building Business Success