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Encouraging Indigenous Self-Employment in Franchising | Maurice Roussety

Encouraging Indigenous Self-Employment in Franchising


Maurice Roussety Though initially touted as a means to encourage minorities to work for themselves The reality of franchising is that it has not performed as expected in the beginning. Although minority ownership of franchises across the USA has seen significant growth in the past two years, this has not been the situation in the case of Indigenous Australians. Indigenous franchisees’ ownership of businesses is still low, despite the fact that most franchisors are open to recruiting Indigenous franchisees and employees. This chapter is designed to start an exchange of ideas regarding the merits and disadvantages of employing a self-employment transitional option to Indigenous Australians through franchising.

We suggest that an approach that is hybridized could help to overcome. The disadvantages of the system. That many Indigenous Maurice Roussety Australians face when considering starting a small business. The data was gathered through an array of interviews with Indigenous entrepreneurs and franchisors. (third-party) Consultants, Indigenous representatives of government organizations franchisees, franchisors, and franchising educators. Our findings highlight the urgent need to address those areas of disadvantage discussed in previous Indigenous Entrepreneurship and small-business research. Our GROWTH-pathway approach and recommended actions provide a response to calls to increase the private sector to participation in Indigenous work, in order to repair the social and economic harm that has been caused through the beginning of the Western business-oriented culture.


A risk ecology to analyze how to mitigate and price franchisee risk that is contracted


Maurice Rousetty presents a variety of risks resulting from the delegated functions that let both franchisee and franchisor take advantage of their own comparative advantages. The development of that advantage is managed by the agreement on franchises and improved by the effectiveness and efficiency of the governance system. This paper examines the notion of risk and the implications of it in the evaluation of franchisee-owned businesses. The authors examine how risks develop in the context of congregation and synthesize particular issues of franchising that relate to cash flows that are risk-adjusted, the analysis of risk, mitigation, and pricing for risk. The authors argue that risk in franchising is multi-layered and interconnected. Therefore, this relation is portrayed in the form of a Franchise Risk Ecology (FRE) that includes the risks inherent to the marketplace as well as the franchisor’s system as well as within the industry and the franchisee-owned business.




In the past 10 years, many businesses, from big companies. With a prominent image to local companies have fallen to the sidelines. Although some of these shut-downs, liquidations, administrations and closings are not obvious, 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 Imbalance

According to the old saying in the world of business, “cash is king.” A continuous flow of cash where sufficient funds are flowing into to cover expenses is vital for ensuring that your business runs. However, the flow of cash may be fragile, especially for smaller firms. Suppliers or customers who are not paying on time can impact your cash flow, similar to an over-expansion, as well as spending more during situations with an opportunity to succeed.

A negative cash flow can be common for the short term. Especially if the company is still trying to find its footing or still navigating the effects of an expansion. If there isn’t a positive cash flow in the longer term, companies are not able to pay the costs, and as a result, are not able to maintain themselves. If your finance department is slow in paying its bills, or employees are not paying their expenses, it could be an indicator of an unbalanced cash flow. the roussety finance business

2. Creditor Pressure Is Growing

The best way to make sure the creditor is satisfied and easy. The burden off the shoulders of your company is to ensure your creditors are paid on time. If your expenses are higher than your revenue, it’s tempting to defer making payments on invoices. But, this could damage 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 recourses to obtain their money. You could be at risk of becoming a victim of bailiff actions.

3. You’re Always Refinancing

Refinancing isn’t a sign of financial trouble. It’s a valid way to release funds stored in corporate assets by borrowing money. That is secured against the value of an asset. In addition, it could be used to cut down on the rates of interest. While refinancing is not uncommon, the company must be able to pay the repayments. If it is a frequent event, it could be a sign of deeper financial difficulties and lenders might become suspicious of companies who are constantly refinancing. This could cause additional financial difficulties in the future.

4. Staffing Issues

Apart from sole traders, the employees are one of the most vital elements of your company. The morale of your employees is usually correlated to the overall well-being of the company. One of the more evident indicators of financial problems related to staffing is the possibility of a reduction in the number of employees and reductions in benefits, such as bonuses or a halt to pay.

The company can also change the agreements that it has with employees to cut hours. Implement zero-hour agreements, or even require employees to work more efficiently to earn the same salary. This could lead to a discord between employees, which could lead to the next problem.

5. Bad Office Atmosphere

A reduction in benefits and higher expectations of employees can create negative working conditions and decrease satisfaction at the work. The workplace may not be an environment to work in, but instead a place to deal with fires and tackle issues instead of working. Staff members could be attracted to the deterioration and changes in the workplace and start to leave more frequently, which leads us to the question we asked earlier regarding the staffing.

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 in its books with a steady income. Companies in a more challenging situation might place greater emphasis on agreements they’ve signed. In the event that one has the ability to move suppliers, or ceases to provide a continuous source of revenue, it will have more negative impacts.

It could be that the business is spending less money on customers. Or is focusing all of its efforts on finding new customers in the absence of existing customers. This could lead to a conflict with existing customers. It suggests that the company’s owners are in need of cash.

7. Your Customers Have Noticed

Customers are adept at detecting price changes. If they believe that they’re paying less for the same value and aren’t likely to keep a distance. If your employees aren’t satisfied when prices increase suddenly or benefits such as loyalty programs are eliminated, it’s possible that rumors will begin to circulate, and customers may inquire if you’re planning to shut down, and in the worst-case scenario, it might be covered in the local or national media.


Every business, whether it’s small or large is immune to financial troubles. These indicators by themselves aren’t necessarily a sign of trouble however if they are correlated it could mean that problems are brewing and you need to think about options that could enable you to trade and get back to normal.

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