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Franchisee Advice

How to Attract Franchise Investors

How to get your franchise funded by hard-to-reach outside investors.

Jim Casparie

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There’s no doubt about it, franchises are popular. For someone looking to escape the confines of their boring cubicle, there’s something definitely appealing about buying a ‘business in a box’ that takes the mystery (and at least some of the risk) out of starting your own business.

You’ll get no arguments from me about the benefits of a franchise business. Just understand that if you’re going to need help financing the acquisition of that franchise, you’ll probably find few takers in the professional investment community. Now let me emphasise that I do not consider banks to be part of the ‘professional investment community.’

Typically, banks will help finance the purchase of a franchise but if your credit’s bad and you need an outside individual (angel investor) or venture capital firm to help you get the cash, there could be a problem.

Here’s why:

1. Franchises can be expensive.

Generally, the more expensive the franchise, the more earning potential there is for you (simply put, ‘hot’ franchises cost more because they earn more). To get started, you have to pay to obtain the right to use the franchisor’s name and gain its assistance in helping you succeed. This fee may include all the following:

  • Franchise fee. This fee, which may be non-refundable, can cost several thousand to several hundred thousand rand. In addition, there may also be costs to rent, build and equip an outlet and to purchase initial inventory. Other costs may include operating licenses and insurance. There may also be a ‘grand opening’ fee for the franchisor to promote your new outlet.
  • Royalty payments. The franchisor may charge royalties based on a percentage of your weekly or monthly gross income. This may be true even if your outlet hasn’t earned significant income. Royalties are usually paid for the right to use the franchisor’s name so even if the franchisor fails to provide promised support services, you still may have to pay royalties for the duration of your franchise agreement.
  • Advertising fees. On top of everything else, you may have to pay into an advertising fund. Some portion of the advertising fees may go towards national advertising or attracting new franchise owners, and some may even target your particular outlet.

So how much money will you need? It depends on whether your goal is to own a single franchise or to purchase a master franchise that generally covers a specific geographic territory. For most, the single franchise purchase will be daunting enough.

Granted, some franchisors may be willing to take a down payment as low as 20% to 25% of the total, but you’d better have excellent credit and a net worth in excess of R1 million.

2. The franchisor is king.

Here’s the real problem. If you’re looking to get an outside investor to help fund your entry into this type of business, never forget that this is not your business! It’s the franchisor who has built this business, made it successful and will always maintain control over anything that would threaten that.

Thus, any outside investor is totally dependent on two uncontrollable variables: you and the whims of the franchisor. That’s why most franchises are financed by second trust deeds on homes, loans from relatives, and/or borrowed money or pension funds (be sure to check with your tax advisor if you’re considering this last option.)

3. The real money is in multiple franchises.

Owning a single franchise will generally allow the franchisee to make a modest income for themselves but not offer a great return to any investor. Thus, if you want to pursue this strategy with vigour, you need to think multiple franchises. Such a strategy can be pursued on a one-at-a-time basis or by acquiring what’s called a ‘master franchise.’ However, the former strategy can be slow and costly, and the latter may not be possible for the older, more developed franchises.

As a private investor, the only investment strategy that might interest me would be to invest in a master franchise. The challenge, however, is in determining if my partner (the one who’s going to do all the work) can actually be successful at building a franchise. Here, the decision is simple. As a private investor, I would only invest in a partner who has a clear and proven track record for building successful franchises in the past.

I simply can’t afford to invest in someone who’s never done this before.

So what’s the bottom line on getting an outside investor to invest in a franchise with you? Unless you’ve done this before and are now looking to take over a large, multi-franchise territory, you’re going to have your work cut out for you. Outside investors are rarely your ticket out of your cubicle. For that, you’re going to have to bite the bullet and dig deep into your
own pocket.

Local experts

Anita du Toit, Franchising Plus:

“There is no formal network of angel investors in South Africa. Some financial institutions may consider taking some form of equity in a promising franchise. The other option is to approach friends or relatives for help”

Petro Bothma, Business Partners:

“Business Partners does look at the financing of franchises. We look at the application in exactly the same way as general applications – ensuring (as far as possible) the long-term viability and sustainability of the business, as well as the capabilities, skills and expertise of the entrepreneur. We also do a due diligence on the franshisor.”

The requirements:

Applications for finance are assessed on the viability of a business, which comprises two important elements:

  • the business
  • the entrepreneur

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1 Comment

1 Comment

  1. Nomvuyiseko Mbenene

    Nov 29, 2011 at 02:21

    I am looking for an investor to invest in a franchise that I intend to buy, the King Pie Franchise…..
    If you are a serious investor, Please contact me on +27721499599 or mcuyi.mbenene@gmail.com

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Franchisee Advice

5 Tips For Franchise Agreements

Below are 5 tips to ensure that your franchise agreement complies with the CPA.

Justine Krige

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South Africa has some great homegrown franchises – Mugg and Bean, Steers, Debonairs and Nandos, to name a few.  South Africa is also no stranger to international franchise groups, such as McDonalds, KFC, Wimpy and SPAR, although there has been an increase in the number of international franchises investing in South Africa in recent years.

The Consumer Protection Act, No 68 of 2008 (“CPA“) is the first piece of legislation in South Africa that specifically regulates franchise agreements. The CPA prescribes certain minimum requirements for franchise agreements, as well as certain information that must be disclosed prior to a franchise agreement being signed.  It is important that all franchise agreements comply with the CPA as provisions in franchise agreements may be declared to be void for non-compliance.

Below are 5 tips to ensure that your franchise agreement complies with the CPA:

1. Make sure you meet the minimum requirements

The CPA prescribes “minimum requirements” for franchise agreements.  These requirements, which are set out in the Regulations to the CPA, set out mandatory terms (i.e. terms which must be included) and prohibited terms (i.e. terms which must not be included).  They also prescribe that franchise agreements must be drafted in simple and plain language so as to be easily understood.  Legal jargon must be avoided unless absolutely necessary.

Related: The Perils Of The Franchise Agreement

2. Include prescribed minimum information

The CPA prescribes minimum information that must be included in a franchise agreement.  Most of this minimum prescribed information is fairly general in nature and would be contained in the franchise agreement in the ordinary course (for example, name and description of the types of goods or services that the franchise relates to, the obligations of the franchisor and franchisee, and any territorial rights).

There are, however, certain more unusual requirements in relation to prescribed information, which information would not necessarily be contained in a franchise agreement in the ordinary course (for example, the qualifications of the franchisor’s directors, and details of the members/shareholders of the franchisor).  These more unusual requirements must be kept in mind when preparing a franchise agreement.

3. Prepare a disclosure document

The CPA requires the franchisor to provide certain minimum prescribed information to the franchisee in a disclosure document delivered to the franchisee prior to the signature of the franchise agreement (including a list of current franchisees, if any, and of outlets owned by the franchisor; the direct contact details of the existing franchisees; an organogram depicting the support system in place for franchisees; and an auditors certificate confirming that that the franchisor’s audited annual financial statements are in order).

This information is intended to provide the franchisee with enough information about the franchise, its financial viability and potential business success so as to enable the franchisee to make an informed decision as to whether or not he/she wishes to “acquire” the particular franchise.

4. Prepare a non-disclosure agreement

It is important to ensure the protection of confidential information which may be disclosed to the prospective franchisee during the preliminary stages of negotiating and concluding a franchise agreement.

This may include, for example, the growth of the franchisor’s turnover, and written projections in respect of levels of potential sales, income and profit. Although not a requirement under the CPA, it is advisable for a franchisor to ensure that a prospective franchisee executes an appropriate confidentiality agreement prior to being sent the disclosure document.

Related: What Constitutes a Fair and Balanced Franchise Agreement?

5. Beware the “cooling-off” period

It is important to bear in mind that a franchisee has an entitlement under the CPA to cancel a franchise agreement without cost or penalty within 10 business days after signing such agreement, by giving written notice to the franchisor.

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Franchisee Advice

6 Top Tips For Reading Management Accounts

There is a golden key that reveals the secret of whether your business will survive and thrive. It is keeping tabs on the figures that summarise the strength of your business – your monthly management accounts.

Richard Mukheibir

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There is a golden key that reveals the secret of whether your business will survive and thrive. It is not the brilliance of your business concept. It is not your talent for talking clients to sign on the dotted line. It is keeping tabs on the figures that summarise the strength of your business – your monthly management accounts.

Related: 6 Things You Need To Know About Profit And Cashflow

Many entrepreneurs are usually more interested in operations and find product development or sales much more enjoyable than catching up on accounts. I sympathise – I’m one of them! So if you feel the same way, my top tip is always to make sure that you partner with or employ someone who can oversee the finances for you.

But that does not mean you can let the figure boffins and the finances take care of themselves. To function properly in your business, you need to know the outcome of your sales and development strategies – and the story of that is told in your management accounts.

 If you never look at your management accounts, it is like blinding yourself in one eye. It means you risk being literally blindsided by a big surprise, whether it is heading for a significant loss or being confronted by an unexpected provisional tax payment.

Here is how Engela van Loggerenberg, our Group Financial Manager, puts management accounts in perspective for our new franchisees. She urges them to focus on six key areas:

  1. Priorities: Management accounts can help you pinpoint areas that you need to prioritise, whether to capitalise on growth or because they are not performing as well as you hoped.
  2. Strength: All businesses aim to grow their assets over time and the balance sheet in your management accounts will reflect whether and how you are achieving that.
  3. Control: A strong balance sheet is one that shows you have your business liabilities well controlled. The key marker here is your current liquidity ratio, which results from dividing your current assets by your current liabilities. To keep your business healthy, always aim to keep this ratio at least 2:1.
  4. Revenue: Ideally, you want to see your revenue grow month by month. Check your income statement both for the trend in actual revenue and also for actual against budgeted revenue to check how well your strategies are delivering results.
  5. Profitability: Of course, revenue is not the same as profitability. You need to know your gross profit – the basic figure of your sales less the cost of those goods – and net profit, which also deducts a range of other expenses including taxes. Track the percentage of these two profit figures as well as the actual cash amount they represent to keep a check on whether your costs are creeping up too high.
  6. Finance: Most businesses at some point want to finance their growth by borrowing from a bank. A set of well-regulated management accounts is a prerequisite to obtaining finance.

Your management accounts do not have to be particularly complicated to give you these vital pointers – and if you are figure-shy, the more straightforward the better.

The important thing, though, is that you do not allow yourself to be too scared to ask if there is something which is not clear to you. That is the way to keep control of this key to your business fortunes and to keep building your business from strength to strength.

Related: 7 Things Every Entrepreneur Should Know About Managing Cash In The Business

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Company Posts

A Three-Pronged Approach To Franchise Success

Danie Nel, head of business development for Cash Crusaders franchising, says the brand’s success over the past 22 years 
is attributed to the sentiment that “a profitable franchisee 
is a happy franchisee.”

Nedbank Franchising

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What is your current footprint?

220 Stores. We’re looking to increase that number by another 20 stores for the 2018 financial year, which will then bring us to a total of 240 stores. Depending on the economy, we’re looking to grow our footprint even more to around 300 to 350 stores nationwide in the near future.

What are some of your brand’s biggest achievements that other franchises can learn from?

Our ability to read the retail market and innovate to stay ahead of times. We have recently launched an online platform where customers can sell their goods or borrow money — all online. This was a first for online retailing. One other achievement that I would wish to highlight is the launch of our mobile phone range, Doogee, exclusive to Cash Crusaders. Personally, having the honour of opening our 200th store was a tremendous achievement.

Franchisor involvement has also played a big role in the success of the organisation. Our CEO Sean Stegmann and other senior managers are as much involved in the business as any other operations manager or operator.

There is simply no ‘ivory tower’ management in our business and it makes a huge difference.

Related: How Sorbet Franchisee Kate Holahan Is Nailing Success By Following Her Dream

What are some of the challenges you’ve encountered and how have you overcome these?

Some of our daily challenges include securing a premises at a favourable rental and securing a franchisee with sufficient unencumbered capital, who is credit- worthy. Once the store is open, cash flow management and stock procurement is key.

In addition to this, it’s a challenge to achieve profitability immediately and to meet franchisee expectations. It’s also vital to ensure superb customer service and to retain those customers in the current retail and economic climate. I would say that our single biggest challenge is to retain and to build our customer base.

What attracts franchisees to Cash Crusaders?

Our unique retail model that allows for multiple streams of income through one business. These three profit centres include: New goods (variety of imported quality goods), second-hand goods (which we buy directly from the public, either through customers coming directly to our stores, or via our house-buy system offered by some of our stores) and secured lending (a financial service where customers can borrow money against valuables, determined at store level, and the loan is repaid within 30 days — or the contract is renewed for another 30 days with interest and service fees charged).

Why is it important for successful franchises such as yours to have a strong banking partner and how does it benefit both the franchisor and the franchisee?

Gone are the days where you just got a deposit book or cheque book and a little business loan from your bank. Banking has become more sophisticated and the technology that the bank offers is as important as its service, making life for both the franchisee and the franchisor easier on a day-to-day basis.

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