Leading franchise expert says too many networks are built for head office convenience, not franchisee success. Here’s what needs to change.
Australia and New Zealand — As more founders explore franchising and established networks look to modernise, one mistake continues to weaken franchise performance: building the model around internal convenience, rather than franchise partner success.
According to Tereza Murray, Principal of franchise consultancy TMPlus, this misalignment is one of the most common and costly structural mistakes she sees among both emerging and established franchisors.
“A franchise structure should be designed to make it easier for your franchisees to succeed, not easier for head office to manage,” Murray said.
“Control might feel efficient in the short term, but it often creates long-term resistance, tension and missed growth opportunities.”
With more than 27 years of experience in franchising and business ownership, Murray and her team at TMPlus have launched more than 50 franchises in the past 12 months alone, with clients collectively selling over 100 franchises across both markets.
Increasingly, she is being called in to help franchisors modernise outdated systems and re-engage frustrated franchise partners.
Franchise models that don’t evolve get stuck
Murray says many new franchisors make the mistake of building their model around how the business operates today, rather than how franchisees will realistically operate day to day.
“Most franchise partners are great at what they do. They’re strong operators and brilliant with customers. They know how to deliver the product or service,” she said.
“But most of them aren’t natural administrators.”
Despite this, many franchise systems still place responsibility for marketing, billing, reporting and compliance onto franchisees. The result is inconsistency across the network, a feeling of being overwhelmed and growing dissatisfaction.
“If you want franchisees focused on what they’re good at, serving customers and building the brand, you have to lift the weight of what they’re not good at,” Murray said.
This may mean centralising billing, automating reporting systems or having the head office run structured marketing campaigns with local opt-in variations. The goal, she said, is always the same: reduce friction so performance can rise.
More structure doesn’t mean more control
TMPlus works with many established franchisors undertaking what Murray describes as a “franchise refresh”, which is a strategic review of their foundational structure to improve alignment and future-proof the brand.
“Some franchisors come to us because they’re experiencing tension across the network. Franchisees are disengaged. Compliance is slipping and getting harder to enforce. The culture feels strained,” she said.
“They assume they need more control. In reality, what they need is better structure and stronger systems.”
Often, the solution is not a complete overhaul, but a realignment of responsibilities. Franchisees focus on revenue-generating activities and customer experience, while the head office takes ownership of systems to ensure brand consistency and compliance.
Franchisors who make these changes report improved retention, stronger unit economics, better culture and significantly less day-to-day operational friction across the network.
Franchise success depends on one question
Whether building a franchise model for the first time or reassessing an existing network, Murray says the most important question is not legal, financial or operational; it’s human.
“What do your franchisees need to succeed?” she said.
“Start there. Build the model around that. When franchisees thrive, the whole system thrives.”
According to TMPlus, the most successful franchise networks are the ones who remove operational bottlenecks, centralise complexity and design systems around the real capabilities of the people delivering the brand day to day.
“When you do this, everything improves; performance, royalties, culture, retention and long-term brand value,” Murray said.
“It’s not just about control. It’s about enabling success at the front line.”
Resetting your model isn’t failure — it’s leadership
Murray believes many franchisors delay structural change because they fear it signals weakness.
In reality, she says, it signals maturity.
“Markets shift. Franchisee profiles shift. Technology changes. If your franchise model hasn’t evolved in five years, it’s probably overdue for review,” she said.
“Refreshing your structure doesn’t mean starting over. It means future-proofing your brand and doing right by the people who are growing it with you.”
About Tereza Murray
Tereza Murray is one of Australasia’s most experienced franchise development consultants, with more than 27 years in franchising and business ownership.
Tereza is the Principal of TMPlus, a specialist consultancy helping small and medium-sized businesses across Australia and New Zealand franchise with confidence.
TMPlus has launched more than 50 franchises in the past 12 months, with clients collectively selling over 100 franchises across both markets.
The firm works with both emerging and established franchisors to design tailored franchise systems, improve performance and build scalable models, prioritising brand value, compliance and partner success.
Media Contact
Nicole Newman
Marketing Manager, TMPlus
+61 0478 221 369
[email protected]
www.tmplus.com.au
