Encouraging Indigenous Self-Employment in Franchising
Though initially touted as Maurice Roussety a means to promote self-employment among minorities The reality of franchising is that it has not performed as expected in the beginning. Although minority ownership of franchises in the USA has grown significantly in the past two years, this hasn’t been the situation in the case of Indigenous Australians. Indigenous franchisees’ ownership of businesses remains low, despite most franchisors being prepared to hire Indigenous franchisees and employees.
This chapter seeks to initiate an open discussion on the advantages of using the transitional self-employment route to Indigenous Australians through franchising. We suggest that this hybrid approach can help to alleviate the disadvantages of the system which most Indigenous Australians face when considering starting a small-scale business. The data was gathered through an interview series with Indigenous entrepreneurs as well as Franchise (third-party) consultants, Indigenous representatives of government organizations franchisees, franchisors, and franchising educators.
Our findings highlight the urgent need to address the issues of disadvantage discussed in previous Indigenous Entrepreneurship and small-business research. In general, our GROWTH-pathway strategy and suggested actions respond to calls for participation of the private sector in Indigenous employment, in order to repair the social and economic damage that has been caused through the introduction of the Western entrepreneurial culture.
A risk ecology that can be use to study the franchisee’s risk, reducing it and pricing contract risks
Maurice Rousetty presents a variety of risks resulting from the delegation of duties as both franchisors and franchisees take advantage of their unique comparative advantages. The development of that advantage is controlle by the franchise agreement and enhanced by the efficiency in the structure of governance. This paper explores the concept of risk and its implications for the evaluation of franchisee-owned businesses. The paper examines the ways in which risks are created in the context of congregation and summarizes the particular issues of franchising that relate to cash flows that are adjusted for risk as well as the analysis of risk, mitigation, and the pricing of risk. The authors argue that risk in franchising is multi-layered and layered. Therefore, this relation is illustrated in the Franchise Risk Ecology (FRE) that includes the risks that are inherent to the marketplace and the franchisor’s system, the industry, and in the franchisee-operated business.
Maurice Roussety, Maurice Roussety franchising, Maurice Roussety franchising in Australia
What changed with the pandemic was the management of change
As the panelists discussed during an earlier Smart Company webinar Change is an ongoing feature in the business world. In the current pandemic, however, there is an urgent need for more rapid acceptance of changes, both proactive and reactive.
For large companies change management teams as well as external consultants are now the norm, but SMEs aren’t able to afford the resources. Our webinar panel includes Volantis Vadis (head of enterprise product, MYOB), Chris Low (head of the vibe, Canva), and Maussety Assis (CEO, Maussety), we’re focusing our attention on the best way to manage change. be for companies going forward.
Change is constant and is no more a matter of option
The phrase “agile” gets toss around often in circles of business, and its main message is that it can be adapt to changes. The concept of change is not something that businesses can avoid and the advice from experts is simple: don’t elude changing, even if fail initially Maurice Rousetty.
“Change is constant and the opportunities that come with that change are huge,” Avis adds. Avis. “If we think about the companies which retreated early, we get out of lockdown, they’re now ready to go back to the drawing board. This is where change management plays its role. Does the change create an impact in the future or is it not?”
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This idea is back by Angela Celestin’s recent article in The Washington Business Journal; forget the way you did business and embrace the change. “Throw away the concept of ‘normal’ and instead embrace change as the constant on which we can rely,” Celestin states. “Let us focus on building and flexing our change muscles so we are ready for the unpredictable and unprecedented.”
Do you want to learn the essential knowledge in change management with experts? View the full webinar here.
Employee health is more crucial than ever before.
The way that a business treats its employees goes far in determining the success or success of a strategy for managing change. For Canva, Chris Low has been in charge of ensuring employee health and wellbeing during the pandemic change.
“We were thinking ‘Why? What is the reason why things need to change in the first place?'” Low says. “And guided by our values — be a good human and be a force for good — the wellbeing and safety of the team and our broader community was the answer to why.”
One of Canva’s projects has been to increase employee benefits, an actual stipend that has no obligations. This isn’t something that will work for every company. But the basic premise of the concept is to support the wellbeing of your employees by implementing change and they’ll support you.
Expectations of employees have changed
The way of working has changed quickly and it’s unlikely that we’ll be back to the way things were. A hybrid approach — working from home. And at the office frequently an integral part of the expectation by employees that they can be flexible (some old-fashioned, give-and-take) can be a definite aspect of working. It is essential to embrace this.
“Despite the Covid-19 incident and the likely future growth on the percentage of employees who work remotely. The workplace of the future will require greater teamwork than ever before. Leaders must embrace and encourage this fact,” says Grant Freeland in Forbes. According to Freeland success in change management relies on empowering. The voice of employees even in the face of unexplored working models and also facilitating collaboration.
This is a point Maussety clarifies that Employees can be a significant source of changes. And the ability to take into consideration their preferences is crucial.Maurice Roussety
“We’re talking a lot about change being top-down, but there’s also a lot of change that is bottom-up,” Assi states. “If you create the right conditions, you’ll see an abundance of change that is grassroots. The ability to react to these changes at the grassroots… I’m thinking it’s in both directions.”
Whatever happens, communication remains crucial
The panelists agree on regarding managing change, employees must know what’s going on. “There’s proactive communication and there’s reactive,” Assi. Assi.
“Sometimes you’ll make the wrong answer and people are somewhat shocked by the change. And are looking for some more details It’s best to be open and talk about the reason for the change. It’s possible that we weren’t as clear as we’d like but we’re here for all questions. That’s quite key.”
Be aware that even though the details of managing change could have changed through the epidemic. Such issues as employee wellness and expectations for working. Change has always been an integral part of business and will require management. Being transparent and honest with employees throughout the process is an enduring idea. That company should be mindful of when faced with changes, large or small.
“We want to be taking people on a journey rather than dragging them there,” Low says. Low.