Encouraging Indigenous Self-Employment in Franchising | Maurice Roussety

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Encouraging Indigenous Self-Employment in Franchising


Though initially touted as a means to promote self-employment among minorities. However, the concept of franchising hasn’t been able to meet the initial expectations. Although minority ownership of the franchising industry across the USA has seen significant growth in the past two years, this has not been the situation with regard to Indigenous Australians. Indigenous franchisees’ ownership of businesses is low, despite the majority of franchisees being open to recruiting Indigenous franchisees and employees. This chapter is designed to start a discussion regarding the merits and disadvantages of using a transitional self-employment option that is available to Indigenous Australians through franchising.

We suggest that an approach that is hybridized could help to overcome disadvantages in the system that a lot of Indigenous Australians face when considering starting a small business. The data came from an interview series with Indigenous entrepreneurs as well as Franchise (third-party) consultants, Indigenous representatives of government organizations as well as franchisors, and franchising education educators. Our findings highlight the urgent need to improve the situation in those areas of disadvantage identified in previous Indigenous Entrepreneurship and small-business research. Our GROWTH-pathway approach and suggested actions provide a response to calls to increase participation of the private sector in Indigenous employment, in order to repair social and economic harm that has been caused due to the introduction of the Western entrepreneurial culture.


A risk ecology to analyze the franchisee’s risk, reducing it and pricing risk that is contracted


Maurice Rousetty is a collection of risks resulting from the delegation of duties. As both franchisors and franchisees take advantage of their own comparative advantages. The exploitation from this benefit is managed by the agreement on franchises and improved by the effectiveness and efficiency of the governance system. This paper examines the concept of risk and its implications for the evaluation of franchisee-owned businesses. The authors examine how risks develop in the context of congregation and summarize the particular issues of franchising that relate to risk-adjusted cash flows and risks analysis and risk reduction and pricing for risk. The authors suggest that the franchise risks are multi-layered and interconnected. This is why this connection is portrayed in the Franchise Risk Ecology (FRE) which includes risks that are inherent to the marketplace and the franchisor’s system as well as the industry as well as within the franchisee’s business.




Over the last decade, a variety of businesses. From big companies with a prominent image to local businesses have been pushed into the dust. Some of these administrations, liquidations, and closures seem to come out of thin air, they are however they are the indicators that suggest that the company existed prior to the final nail being driven through.

Here are seven indicators that your company may be in financial difficulty.

1. Your Cash Flow Is Imbalanced

According to an old saying, in the world of business, “cash is king.” A continuous flow of cash that ensures sufficient funds are flowing into to cover costs is essential to ensure that your business is running. However, the flow of cash may be fragile, especially for smaller firms. Customers or suppliers that are not paying on time can impact the flow of cash like excessive expansion and spend excessively at situations with an opportunity to succeed.

Cash flow that is negative can be common in the short term. When the company is still finding its way or still navigating the results of an expansion. If there isn’t any positive cash flow over the long term, businesses cannot cover the costs, and as a result, is not able to maintain themselves. If your finance department has been slow in paying its bills or employees are not paying their expenses, it could be a sign of an imbalanced cash flow. the company that finances roussety

2. Creditor Pressure Is Growing

The most effective way to ensure you’re creditors satisfied. And lessen the burden on the shoulders of your company is to ensure your creditors are paid on time. If your costs are greater than your income, it can be tempting to put off making payments on invoices. However, this could harm your relationship with creditors who may start requesting payments.

This could cause the downward spiral to further problems. Since they’ll continue to pursue you until you pay off your debts. The creditors could use legal recourse to collect their money. There is a chance of becoming a victim of bailiff actions.

3. You’re Always Refinancing

Refinancing does not indicate financial difficulties. It’s an acceptable way to release cash kept in corporate assets. Through borrowing money that is secured against the value of an asset. In addition, it could be used to lower the rates of interest. Refinancing isn’t a common practice, but the company must be able to pay the repayments. If it happens frequently, it could be a sign of deeper financial difficulties and lenders might be suspicious of businesses that have a tendency to refinance. This could lead to additional financial difficulties in the future.

4. Staffing Issues

Other than sole traders, employees are among the most vital elements of your company. The morale of your employees is frequently linked to general health and wellbeing in the company. Some of the most evident indicators of financial problems with regards to staffing are the presence of cuts in the number of employees and reductions in benefits, such as bonuses or the cessation of pay.

The company can also change the agreements it has with employees who cut hours. Establish zero-hour contracts , or demand employees to perform better to earn the same amount of pay. This could lead to discord with employees that could lead to the next problem.

5. Bad Office Atmosphere

The reduction in benefits and the increased expectations for employees could result in an environment. That is hostile and reduces satisfaction with the work. The workplace might not be an area to work but instead a place for putting out fires, and to solving problems instead of working. Staff members could be attracted to the deterioration and changes in the workplace and start departing more often, and this brings us back to our earlier discussion regarding hiring.

6. Relying on Individual Contracts or Projects to ‘Sort It Out

If a company is operating well it will have a large number of clients or customers on the books. With a steady income. Companies in difficult circumstances may put more importance on agreements they’ve signed. In the event that one has the ability to switch suppliers or cease being a constant source of revenue, it will have more negative consequences.

It could be that the business is spending less money on customers or is focusing. All of its efforts on getting new customers in the absence of existing customers. This could lead to a conflict with existing customers. It is a sign that the company’s owners are in dire for cash.

7. Your Customers Have Noticed

Customers are skilled at spotting price changes. If they think they’re paying less for the same value and will not keep a distance. If your employees aren’t satisfied with the sudden increase in prices or benefits like loyalty programs are eliminated, it’s possible that rumors will begin to circulate, and customers may inquire if you’re planning to close down. In the worst-case scenario, it might be covered in the local or national media.


Any company, whether it’s small or large is impervious to financial problems. These indicators by themselves don’t necessarily indicate trouble, but if they’re all present it could mean that the situation isn’t good and you need to think about what options might let you trade and get back to normal.


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