Home' The Franchise Review : December 2015 Contents THE FRANCHISE REVIEW
TFR: How do you select a new international market, and what
research is involved in doing so?
AN: Enquiry for the brand internationally has always been high,
and our market entries in the first five years were driven by
like minded groups that were pursuing the opportunity with
us. As a result of this, the initial market entries were driven
by expressions of interest, as well as groups with the network,
leasing and supply chain experience to make our model
successful in alternative regions. As the network has grown,
we have moved to actively fill out regions and directly target
countries in close proximity to our existing markets. This allows
us to maximise visitation cycles, and to create supply chain/
group buying opportunities.
The assessment of region is twofold. In the first instance, we
have our candidates undertake due diligence that reviews
basic regional costs such as dairy, fruit, juice, equipment,
and electricity. Additionally, our candidates prepare business
planning around their due diligence findings and our model
key performance indicators. We use this information to create
a workable model specific to that territory, which means that
each agreement is unique in relation to the territory's costs.
Once both parties are satisfied that the commercials are
viable, we retain an external party to assess political stability,
market stability, social and financial demographics, and
corruption indexes, to try to identify any potential risks to our
TFR: How do you ensure that brand standards, systems and
processes are maintained in your overseas operations?
AN: Our processes and systems are directly transferable --
under the agreement, we require that the Boost system be
duplicated across all regions. Boost is renowned both nationally
and internationally as a highly transparent company, and our
partners share in striving for this. We maintain high levels of
communication and input with our partners' businesses, and
we are clear about our level of involvement and transparency
prior to entering the agreement.
All international store sales and profitability data is automated
to the Australian system, so we can review and monitor
financial performance. We also have transparency over the
quality assurance programs and franchise services support
cycles. Prior to opening any site, we review each site and sub
franchisee, and relay any concerns around candidate viability,
expected sales, profitability criteria, site reviews, leasing, and
store designs. Our partners need to address any of these
concerns before receiving approval to progress the site.
Boost International has four full time team members who
visit each region to review profitability and brand protection
criteria. All team members complete a checklisted itinerary
and visitation cycle to review the international business with
regard to store builds, team onboarding, and instore operations.
We then undertake a full regional review with our master
franchisees to set the next three months' strategy, as well as
the agreed activity to drive store growth, marketing, franchise
services and operational gaps. This review becomes the basis
for all follow up and discussions between our regional visits.
TFR: What does it mean to be the Australian Established
Franchisor of the Year, and to win the award for Excellence in
AN: We take winning the awards seriously, and it is a sign
of reassurance that the franchise community endorses our
world class systems and business model. We feel privileged
to be recognised in this manner, and it has made us more
determined to continuously improve and maintain our position
as one of Australia's most loved brands and franchise systems.
TFR: What were the benefits of participating in the awards process?
AN: At Boost, we are extremely passionate about franchising,
and participating in the award process allowed us to
understand 'what good looks like'. We believe that our systems,
processes, and, more importantly, our franchise partners, are
world class, and by putting ourselves forward, we were able to
measure ourselves against the industry's best. We spent time
reflecting and examining ourselves throughout the process,
which can be difficult to do in such a fast paced environment --
but it is important. There are a number of areas of opportunity
in our business that we will be giving greater attention to in the
coming 12 months.
Boost is renowned both nationally and
internationally as a highly transparent
company, and our partners share in
striving for this
At Boost, we are extremely
passionate about franchising,
and participating in the award
process allowed us to understand
'what good looks like'
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