Beyond the Budget: Why Kids Sports Franchises are a Smart Business Choice

Danie O'Connor - Franchisor/CEO

I know what people are thinking right now.

The economic uncertainty is real. The fuel crisis is frustrating. The rising cost of living is affecting families everywhere. The May 2026 budget has only added to the conversation, with many people asking what comes next for households, small business, and future plans.

So when someone asks me whether now is still a smart time to step into franchise ownership, I understand the question completely.

My answer is still yes.

In fact, I believe this is exactly the time to look carefully at what actually survives when the economy gets noisy. Every franchise buyer in 2026 wants to know which categories can hold their ground when confidence drops and spending tightens.

The data points somewhere very clear.

While retail and hospitality took a hit, kids sports was a standout. The Australian franchise sector grew 3.7 percent, and that matters. But what matters even more to me is the behaviour behind the numbers.

Right now, 1.7 million Australian kids play organised sport. Parents spend 4.7 billion dollars a year on it.

And 93 percent of parents say they will cut other expenses before they cut sports for their kids.

That tells me everything I need to know.

Parents might drop subscriptions. They might eat out less. They might hold off on extras for themselves.

But the Saturday morning class stays.

That is the exact behaviour Ready Steady Go Kids is built around.

I have always believed that what we offer families has real staying power. We are not selling a passing trend. We are delivering movement, confidence, coordination, social development, structure, and joy. We are giving children a chance to learn through active play and giving parents something they genuinely value.

That is why I feel so confident about this business model.

Even when the headlines feel heavy, the need does not disappear.

Children still need to move. They still need to learn. They still need connection.

And parents still want programs that help them grow.

That is why Ready Steady Go Kids continues to make sense in this market.

I also think the local nature of our model is one of our biggest strengths, especially during a fuel crisis.

Families are thinking more carefully about where they drive and how far they travel. That is completely understandable. The beauty of Ready Steady Go Kids is that it is a local community business. Our franchisees run programs close to where families live, learn, and connect. We are not asking parents to drive long distances to large venues. We bring high quality, high energy classes into local communities where they are easy to access.

That local footprint matters. It makes life easier for families. It keeps the service practical.

And it gives franchisees a business model that is grounded in convenience and community.

We have also adapted strongly to the cost of living pressures families are facing.

One of the smartest shifts across the network has been bringing programs directly into Early Learning Centres, where the kids already are. That has been a powerful response to changing family routines. Many parents are working longer hours, and many young children are spending more time in care settings during the day. By delivering Ready Steady Go Kids programs inside Early Learning Centres, we meet children where they are and make life easier for everyone involved.

That is not just convenient. It is smart business.

It means children still get the developmental benefits of the program. It means Early Learning Centres can offer something valuable and engaging.

And it means our franchisees can build stable weekday revenue in a way that suits modern family life.

Then the weekend comes, and families still show up. A trusted local presence.

That is the kind of flexibility that helps a business stay strong.

There is another reason I believe people should take a serious look at business ownership right now, and that comes from my own background.

Before franchising, I worked at the Australian Taxation Office. That experience gave me a very clear understanding of how differently the system can work for employees compared with business owners. Many Australians only ever see tax through the lens of wages and salaries. They work hard, earn more, and can pay tax at rates up to 45 percent.

Business ownership can offer a very different structure.

If a business is operated through a company, profits can be taxed at a flat 25 percent company tax rate.

That is a major difference.

It changes the way many people think about growth, income, and long term strategy.

Of course, I always say that good accounting advice is essential because every person’s circumstances are different. But the broader point is important. As a business owner, you can operate within a structure that gives you more control and more opportunity than standard employment often allows.

That matters even more in times like these.

And there is another big advantage that I do not think gets talked about enough.

When you build a franchise business, you are not simply earning income.

You are building an asset.

That is a very different mindset from working for someone else. You are creating something with value. You are growing a business that can generate income now and potentially deliver a future benefit when it is sold. That is where small business Capital Gains Tax concessions can become so important. They can provide meaningful advantages for eligible business owners and reinforce the long term value of building something of your own.

For me, that is one of the most exciting parts of franchise ownership.

It is not only about what you earn this month.

It is about what you build over time.

That is powerful.

At Ready Steady Go Kids, I also love that our model does not rely on huge infrastructure, oversized overheads, or complex setups. My franchisees build in a practical, scalable way. They use local venues. They connect with families in their communities. They develop relationships with Early Learning Centres and create strong local reputations. That keeps the business focused, agile, and relevant.

In a changing economy, that matters. Lean models matter. Community based models matter. Trusted brands matter.

And services that families truly value matter most of all.

That is why I remain upbeat about where this category is heading.

I am not pretending the broader environment is simple.

It is not.

People are watching costs closely. Families are being more selective. Buyers are asking harder questions.

But that is exactly why I believe strong franchise opportunities stand out even more clearly. When people look for resilience, relevance, and real demand, I believe Ready Steady Go Kids gives them a compelling answer.

So yes, I understand the concern. I understand why people are cautious.

I understand why the May 2026 budget, the fuel crisis, and the cost of living pressures are part of every conversation.

But I also understand what families continue to prioritise.

I understand what business ownership can unlock.

And I understand the strength of a model that is local, flexible, trusted, and built around something parents do not want to cut.

That is why I am confident. That is why I am excited.

And that is why I believe Ready Steady Go Kids continues to be a genuinely strong opportunity for the right franchise buyer.