Who Owns The Brand? The Question Every Prospective Franchisee Should Ask

When people begin researching franchise opportunities, they often start with practical questions about cost, territory, fees and profitability.

Those are important questions. However, there is another one I believe should be asked much earlier:

Who owns the brand?

Buying a franchise means buying into far more than a logo, business name or operating manual. You are joining a system, entering a relationship and trusting the people behind the brand to support you through your franchise journey.

In a time of cost of living pressures and economic uncertainty, due diligence matters more than ever. I believe you need to understand not only what the business does, but who is responsible for its direction, culture, systems and future. I want you to get to know the person behind the brand.

You are buying into people as much as a system

A franchise agreement is with the franchisor or the relevant legal entity behind the brand. It is not simply an agreement with a logo.

The people who own and lead the franchise system shape the vision, decide where to invest, determine how support is delivered and set the tone for the relationship with franchisees.

That is why meeting the people behind the brand matters.

I want you to know exactly who owns the business, how long they have been involved, what they are building and how they support the network. You should feel comfortable asking questions and receiving straightforward answers.

At Ready Steady Go Kids, I am the CEO and Franchisor. I was the first ever Ready Steady Go Kids franchisee and, from 2011 to 2015, built up six franchised regions before buying the Franchisor business in 2015 with neighbouring franchisee Sherrie Boulter. Sherrie retired in 2025, and I now lead the business as CEO and Franchisor. I have lived the day-to-day realities of running classes, talking to families, managing a territory and building a local business.

The owner sets the direction

The owner of a franchise brand has a significant influence over its long-term direction.

I decide what the brand stands for, which opportunities to pursue and how much to invest in training, marketing, technology and franchisee support. Ownership also influences how quickly a network grows and whether growth is prioritised over stability, quality and relationships.

I believe you should want to know what the owner is building next. Is the focus on sustainable growth? Is there a plan for improving systems? Is the brand investing in stronger training and communication? Are franchisees included in important conversations?

These questions can reveal whether a brand is being built with a long-term mindset or for short-term gain.

Ownership can change over time, and that can affect a franchise system through new fees, processes, technology, marketing strategies or operating standards. The Australian Competition and Consumer Commission encourages prospective franchisees to understand who owns the business, whether ownership has changed and what may happen if the owner changes or the franchisor becomes insolvent. The ACCC’s franchising guidance is a useful starting point, alongside independent legal and financial advice.

Is the owner accessible?

I do not believe a franchisee should expect the owner to solve every problem personally. A healthy franchise system needs clear roles, capable support teams and franchisees who take responsibility for their own businesses.

However, there is a big difference between a structured support model and a distant or disengaged owner.

I want you to ask how communication works, whether franchisees can speak with the leadership team and what happens when help is needed.

At Ready Steady Go Kids, my network is around 45 franchisees strong across Australia. Support includes WhatsApp groups, a Franchisee Facebook Group, regular Teams catch ups with me and the Annual Franchisee Conference.

We also have a Franchise Advisory Council chaired by a franchisee and made up of franchisee representatives from across Australia, and I also sit in on those meetings. These channels help franchisees stay connected, share ideas and receive guidance, while the council gives franchisees a structured way to bring suggestions and improvements to the table.

That structure matters to me. Franchisee feedback should not depend on who speaks the loudest. There should be a genuine process for listening, considering ideas and communicating decisions.

Does the owner understand the industry?

I do not believe experience alone guarantees success, but it does provide perspective.

I want you to ask me about my background and track record. Ask how long I have been involved in the industry, whether I understand the customers, operating environment and challenges franchisees face, and what I have built myself.

For a children’s activity brand, this matters. The business is built around children, families, early learning centres, schools and local communities, where quality, safety, communication and consistency all count.

I was the first franchisee and built six regions myself before becoming the Franchisor, so I have lived the growth journey from a single territory to multi-region ownership. That shapes how I support franchisees. My perspective stays practical, with a focus not only on business theory, but on what it takes to deliver great classes, build trust with parents and create a strong local presence.

Prior business experience is not required to become a Ready Steady Go Kids franchisee. What matters is a willingness to learn, an understanding of key performance indicators, revenue and profitability, and a commitment to following the proven system rather than reinventing the wheel.

That is an important distinction. A franchise gives you a framework, but you still need to bring effort, accountability and a willingness to grow.

Is the relationship a partnership or a transaction?

Every franchise agreement has legal obligations, and both I as franchisor and you as franchisee have responsibilities.

I provide the brand, systems, training, resources and ongoing support. You operate the local business, follow the system, manage performance and represent the brand in your community.

The relationship works best when we both understand this division of roles, when you take accountability for your business and when you know what you can expect from me in return.

I also want you to ask existing franchisees whether they feel supported, how I respond when a territory is facing challenges, and whether communication is open and respectful. The answers will tell you more than a sales presentation.

It is also important not to compare your potential journey with another franchisee’s results. Every territory is unique, and franchise journeys should not be compared. Local demographics, population, availability, effort, timing and personal circumstances can all influence outcomes.

Questions worth asking before you commit

Do not be afraid to ask direct questions about ownership and leadership.

I want you to ask me who legally owns the franchise system, whether there are related entities involved, how long I have been involved and whether there have been previous ownership changes.

I want you to ask me what major decisions have been made in recent years, how those decisions affected franchisees, and what happens when you need help.

I also want you to speak to as many of my franchisees as you can, all 45 if you can, and to talk to me directly on the phone and over email throughout the process. You should leave with a clear understanding of my values, expectations and approach to business.

Look beyond the logo

A recognisable brand can attract attention, but the people behind it will shape your experience as a franchisee.

I believe you should look for an owner with a clear vision, industry understanding, meaningful support structures and a culture where quality, communication and personal growth are taken seriously.

At Ready Steady Go Kids, the franchise opportunity is built around joining an established system while developing a local business of your own. It requires hard work, learning and commitment, but it also offers the chance to make a difference in the lives of young children and their families.

Before you sign anything, take time to do the work properly. Speak with existing franchisees, ask your questions through phone calls and email conversations with me throughout the process, read the documents carefully and seek independent legal and financial advice. If you do that well, you will be in a much stronger position to decide whether the brand, the support and the relationship are right for you.

Danie O’Connor, Franchisor and CEO of Ready Steady Go Kids