Worldwide Online Printing recognised at PricewaterhouseCoopers excellence awards
"This award is a big boost to the team who are really excited about the recognition and, I suppose, it can't be achieved without business success and the team have shared in this. That has meant the most. You don't do it for the recognition but it really is a boost to feel you're doing something right and it's great to know you are getting recognition from your peers."
With an eight year background in hospitality in a family business running a motel, restaurant and then coach tour company, Robertson took a year off to travel, spending time in South America on a study exchange. Back in Brisbane he began business coaching and came across Worldwide Online Printing through a couple of franchise clients.
What he learned about the company impressed him. He obviously impressed them too because they asked him to join as manager of the company owned Spring Hill outlet with an option to buy - an option he exercised eight months later.
"We approached Andrew because he exhibits all of the criteria we are looking for in an ideal franchisee. He had great ability in customer service and sales, and he's an entrepreneur who has a desire to be successful. It would be great if we could have 10 more of him!" admits Mark Manderson, Worldwide's CEO.
Was it what Robertson expected? "Well, from running a small business, yes, because I had that experience already. The actual industry doesn't matter, you face the same challenges: dealing with suppliers, finding great people and motivating them, keeping customers.
"As far as franchising was concerned, this was far superior to my expectations. I had a misconception about the nature of franchising. I thought it was about paying over money and losing control, which I saw as negative but is really a positive. I don't have to worry about branding or marketing.
"The nature of the business means I can look outwards, I don't worry about printers, ink or paper, I can focus on the team I want to work with and the customers I am encouraging them to attract and develop. It's about 100 per cent customer focus."
And this he believes is what has helped bring in great financial results - a four-fold increase in turnover in as many years. The second reason comes down to staff.
"I have outstanding people who have stayed. Most from the beginning and that has helped build customer relationships and develop them."
So what accounts for his win this year? CEO Mark Manderson is clear. "Andrew has applied all of the business principles he's learned and followed the Worldwide system while also adapting the materials we provide to his own business. He also uses his own philosophies and principles which are very similar to those held by Worldwide in general, which are in turn closely designed to fit FCA best practices." Initially setting targets and then working to achieve them Richardson says what they didn't know, didn't hurt them. "In looking back I can reflect on the roller coaster ride. According to industry standards our goals were too big but we didn't know that. What we achieved was within our expectations."
Offering a profit share system has not only been a long term goal for Richardson, but its implementation has proved particularly successful. "It was a bit of an experiment, we had profit share from the beginning, not that there was much profit at the beginning! It's a share of net profit, and that has focused the team on sales, expenses and costs. It wouldn't be as effective, I don't think, if we didn't have an open book policy. Then the profit share just becomes a magical amount that staff can't relate to the performance of the business."
It is one element that has contributed to zero staff turnover. Motivating the staff is also about regular recognition, he says, paying attention to what people are doing and when they go the extra mile. There are plenty of peripheral team events, socializing and celebrating wins as a group and with partners. Another incentive is a superannuation top-up in addition to the minimum required.
So what does it take to be a good franchisee? Robertson cites a constructive relationship with the franchisor. "I don't agree with everything they try to do but we come from a position of respect. I recognize they are trying to do the right thing. You also need to be very fussy in choosing your people, then invest in them as much as you can."
With a six month old daughter, born eight weeks before the purchase of his second, existing franchise, Robertson has his hands full but once again found the team has made the difference.
"I had great people and I switched them around so we could spread the culture, and it's all going according to plan. My wife's been a huge amount of support - particularly as she has a background in customer service and sales. It's been ok balancing the work and home life; I work 8.30 to 5.30 then I'm at home. That's because I have good people sharing the work, the challenges and the success."
The Franchisee of the Year 2007 was determined through an interview process and analysis of results using the Greg Nathan Franchisee Performance Enhancer program.
This article appears courtesy of Franchising Magazine. 14.01.2008
FCA Member
Contact Worldwide Online Printing
183 Great Eastern Highway
BELMONT
WA 6104
Tel: 08 6266 9200
Fax: 08 6266 9277
