Taking your Franchise to Indonesia

Indonesia is one of the countries that franchise owners often enquire about when thinking about brand expansion. The close proximity of Jakarta to Singapore and the number of Indonesians that come through Singapore gives Singapore brands a happy unfair advantage in Indonesia. Singapore brands are well received and offer a great balance of International appeal and local familiarity to the Indonesian market. Brands like Fish & Co, Imperial Treasure, Shilin, Seoul Yummy, Eton house, Seriously Addictive Maths, and most recently the much loved Joe & Dough have enjoyed success in Indonesia. We thought it might be useful to share some Indonesia centric information for business owners considering Indonesia as a possible destination for their brand growth.
To begin, entering Indonesia by appointing Master Franchises is a good way to enter this very promising new market. It allows the franchisor to focus on readying the brand for international market whilst leveraging local knowledge for real estate, human resource and navigating local legal requirements. This reduces the risk for both Franchisor and franchisee whilst each focus on what they do best. When implemented well, the brand can increase tremendous growth due to the large market potential of Indonesia. Given that the bottom line can be very attractive when a brand is well executed, Some franchisors owners also use the franchise model to enter into Joint Venture agreements to co build the brands in the country. This format increases the upfront risks, but when well executed, both parties can enjoy the rewards of a profitable partnership.

In this article we will cover the following:
1. Franchise Landscape of Indonesia
2. Considerations when entering the Indonesia Market
3. Legal Framework for Franchising
4. The Franchise Registration Certificate
5. Criteria that triggers Franchise Registration requirements
6. What is the Best Market Entry Strategy into Indonesia?

Franchise Landscape of Indonesia
Indonesia has a relatively young population of 288 million represents both a sizeable workforce and pool of consumers. This is complemented by the country’s steady economic growth of 5.1% in 2017, and 5.1-5.5% expected for 2019. 58% of the population is now living in Jakarta making it the most populated region.
The Franchise (Both local and international Brands) sector has been buoyed by the increased spending power of its growing middle class. In the more populous cities, major International and very creative local franchise brands have been growing exponentially. Brand owners should not disregard the creativity of local Indonesian brands like Jco, Upnormal Coffee Roasters, Kitchenette, Union Tanamera, Pizza&Birra, Social House, DJournal certainly offer lifestyle concepts that can rival international brands. In order to compete with the local brands, franchisors need to be aware that in Indonesia, although the market is still developing, and likely to be exponentially bigger than home country, they need to put in conscious effort to localise their brands, be conscious of the lifestyle factor and be well priced to reflect the value.
According to Ministry of Trade, there are 1,000 legal franchise in Indonesia; 540 of it are Indonesian companies and 460 foreign franchise companies. The franchise industry led by Food and Beverages companies for 62.4% and Education companies for 18.1%. The rest of it is contain of retail (14.9%) and service (4.6%). Allegedly there are 1,400 other non-franchise businesses that cover Indonesia franchise sector. In 2016, International Trade Administration projects that there will be 8% increase in local franchise, and 14% in foreign franchise each year F&B Industry in franchising is the biggest compares to the other sectors, in 2017 it has 624 franchise brands which 317 of it International brands and 307 domestic brands.
Not surprisingly, of the International franchise brands in Indonesia, almost 40% of the brands are from the US followed by a strong presence of Made in Singapore Brands. F&B remains the MOST sought after franchise category.
This finding is in line with Ministry of Industry report indicating the continued growth of F&B industry at an estimated 9% in 2019. As a whole, the F&B sector now contributes up to 34.33% of the countries non Oil& Gas GDP. The Indonesian government encourages the growth of this sector as most of the owners of F&B businesses are Micro and small Businesses, a driving force behind the increase of earning power equality.
International brands that have performed well in Indonesia are KFC, Mc Donalds, Wingstop, Bread Talk, Canele, Killiney, Lawson, Mothercare, Snap fitness, Charles & Keith, On the whole, rentals and manpower work very favorably for brands that come from countries with very high real estate prices and man power scarcity. As a result, franchises thrive in these markets because the net profit margins are very comfortable, even after paying the franchise royalties.

Considerations when entering the Indonesia Market
In order to capture the market, brands entering Indonesia need to recognize that a fair amount of localization is required in order for the franchisee to enjoy a successful market entry. If a brand insists on franchisees implementing the brand exactly as its home country, it exposes the brand to a high amount of uncertainty as to brand acceptability. Brands like Joe & Dough entered Indonesia successfully invested a fair amount of time and research to understand local consumer habits, lifestyle, competitor offerings to develop a final market specific strategy.
Legal Framework for Franchising
In order to protect the Indonesian franchisees from Unscrupulous and Fraudulent Franchisors, Indonesia has a franchise regulatory regime aimed at controlling the activities of franchises. Franchisors are required to register for a franchise Registration Certificate also known locally as the Surat Tanda Pendaftaran Waralaba-STPW.
The Franchise Registration Certificate
The franchisor and the franchisee each must file for, and obtain, an STPW. Each STPW is valid for five years and may be renewed each time for five years. In addition, an annual report must be filed with the Ministry of Trade.
The franchisor must apply for, and obtain, its STPW before the franchise agreement may be signed. The following are required for the STPW submission by the franchisor:
• The disclosure document in the Indonesian language (and a legalized disclosure document if prepared in another language) the minimum content of which is explained above
• A copy of the passport of the franchisor’s representative
• Legal documents of the franchised business, i.e., technical business permits or the license issued in the franchisor’s home country
• Statement Letter/Reference Letter issued by the Trade Attaché of Indonesian Consulate in the franchisor’s home country
• The franchisor’s Indonesian trademark registration certificates
• The local content statement
• A list of manpower to be employed for the operation of a typical outlet
A copy of the draft franchise agreement in the Indonesian language (translated by a sworn Indonesian translator)

For foreign franchisors, there are pre-contract disclosure requirements that need to be legalized. The documents are:
• The franchisor proof of identity and the legal documents of the franchise business
• Franchisor’s business history
• Franchisor’s organizational structure
• Audited balance sheets for the last two years (for medium and macro businesses)
• The number of franchise business
• A list of franchisees
• The rights and obligations of the franchisor and franchisee

The franchisee must apply for its STPW following execution of the franchise agreement and must also file an annual report. Its STPW submission must include:
• The franchisor’s Disclosure Document in the Indonesian language
• Copies of the signed agreements in the Indonesian language
• The local content statement
• A list of manpower to be employed at the typical outlet
• The franchisor’s Indonesian trademark registration certificates
• The franchisor’s STPW
• The franchisee’s Deed of Incorporation/Articles of Association with its approval from the competent government authority

Criteria that triggers Franchise Registration requirements
Business are required to be registered as a franchise if it triggers the following criteria:
• Having specific business characteristic or Unique selling proposition;
• Franchisor must have approximately three to five years’ experience in business.
• Have written SOP and a description of the proposed goods and service provided
• Minimum 10-year term for a master franchise
• A Replicable system (easily applied and taught)
• Giving continuous support
• Registered or Have Applied their Intellectual Property Rights (IPR) to Directorate General.
• Ongoing Support.
• Have a system that is easy to learn and apply

What is the Best Market Entry Strategy into Indonesia?

Depending on the area of business your franchise exists in, you need to make sure you enter the market with the right mindset. There is no magic formula for success but we have found that companies that followed a broad foundational market entry strategy usually find more success than others. Some of the areas these successful franchisors invested time in are:
1. Conduct Due Diligence on the market, including research on the existing competitive landscape, pricing of the competition’s product of service, Cost of products or service and identify targeted audience
2. Spend time to find a like-minded franchisee or JV partner who will willingly handle the local operations and allow you to build on the brand.
3. Get the brand positioning and brand communication right. Here franchisors should ensure the franchisee invests in both effective off-line and Digital marketing so that the Go-To Market Strategy is well executed.
4. Invest in technology to ensure that you as a franchisor gets access to real time information.
5. Ensure training and on-going audits are conducted to ensure sustainability.
About Astreem Consulting
Astreem Consulting was founded in 2005 for the purpose of building Franchises across Asia. Over the last 14 years, Astreem has been steadily building the Franchise brands across the region from Singapore, Malaysia, Indonesia, Thailand, Philippines and Australia.
Through in depth franchise development plans to well executed market entry strategies, and localised Market research, Astreem is confident in bringing effective and result oriented solutions for brand growth.

For more information on taking your business to Indonesia, contact [email protected] or +65 6732 0803.

Implementing Change Management to ensure successful Business Process Transformation

Change management is a systematic approach to dealing with the transition or transformation of an organization’s goals, processes or technologies, often through the process of Business Process Transformation. More recently, this Change management is not something that is reserved for the large enterprises but something that almost all companies large and small need to engage in to stay relevant and competitive as the world dashes into a future environment of AI driven technology transformation.

What is the purpose of Change Management?

The purpose of change management is to implement strategies for effecting change, controlling change and helping people to adapt to change. Often, this change management is implemented as a part of business process transformation, This is something that all businesses need to gravitate towards and adopt new tools that help them manage improve their business processes and remain competitive. There are many a times when most business will think that “Yes digitising and redesigning my workflow is something I will do soon… once I have reached a certain revenue, once I have launched this new product or when I have more time or when we hire a new CTO.” As they say, Time and Tide wait for no man. Everyday we put aside equipping our business for the future is another day we exposed ourselves to being vulnerable to a lack of transparency & just in time information, unnecessary repetitive tasks, human errors, and additional manpower costs. In a world where every one is blind, the one eyed man shows the way. However, when more and more people start to see the benefits of implementing technology, this new standard of leveraging technology for improved business operations becomes the new norm. Today, most companies adopt some kind of technology.with the goal to optimise their business performance.  The issue lies in the fact that most of this technology is implemented in piecemeal formats, usually without an organisational mandate on how each of these technology impacts the other. In order to implement the effective adoption of new technology and processes, businesses need to adopt an organization wide Change Management exercise in order to successfully navigate the journey towards industry 4.0.

The types of Change Management

In general, there are two major kinds of organizational change; change imposed by circumstances and change that is planned and adopted to encourage growth or improvement. This applies to both small and large-scale enterprise organizations. Change management systems are designed to help businesses plan for change instead of react to it.

In a world where so much technology is available, navigating the company can still be difficult. This is due to the incongruent, non aggregating and siloed models that most technology applications are built upon. So whilst many businesses imagine they are adopting change and embracing the digital age, they are actually adopting new tools that do not work in harmony one with another, which in itself, creates a new issue. This is the time where a holistic plan that comes in the form of Business Performance Management is activated and where implementing Change Management processes can help.

There are concrete reasons for accelerated growth in the business process transformation and change management industry. Products, technology, or ideas that used to take years to design, develop, test, and deploy are now being squeezed down to months or even weeks. The evolving consumer expectations for better, faster, and cheaper products also drive the need to reorganize the work culture to meet demand. Business owners are expected to respond faster and more effectively to market demands. Without a fundamental change in how data is collected, how it is analysed, decisions made and actions taken, business owners would consistently be forced to take actions that are late and mostly no longer impactful in the scope of things. In a world of almost immediate satisfaction, actions taken months after the fact only sound like excuses and bad management.

How do we implement change management?

There is an overabundance of frameworks and models available to guide and educate on change management practices, it can be difficult to find a perfect fit for your business. Regardless of the models available, business need to take charge of what business model transformation and change management approach suits them most.

6 Essential Steps for Implementing Effective Change Management Process

As your company constantly experiences change caused by new technology implementation, business process updates, compliance initiatives, reorganization, or customer service improvements, change is constant and necessary for growth and profitability. Inline with implementing business performance management actions, businesses should ensure that change management at the human resource level takes into consideration the following:

1. Identify the Goals

Since Change management usually happens simultaneously with overall organisational change, the goals of why the the company has embarked on a Business Transformation Process must be made clear. Change mostly occur to  improve a process, a product, or an outcome. Know what needs to change and why it needs to change helps the team understand why the actions taken are necessary and what their roles are in the process.

2. Present a Solid Business Case to Stakeholder

As with the case of Business Process transformation, Change management is the natural next step to ensure there is organisational buy in from all levels of the company. Every level of stakeholders different expectations and experiences and it is important to convey the urgency and importance of a successful business process transformation, changing the way things are done. The process of onboarding the different parts of the business varies but with a structured change Management plan, all departments can be onboarded one at a time.

3. Develop a Plan for the Change

This is the “roadmap” that identifies the beginning, the route to be taken, and the destination. This is where the resources needed, the objective of the business transformation and costs of implementation needs to be planned. As in all business performance management planning, areas of change, how processes will alter, what are the KPIs, measurable targets, incentives, aggregation of results and analysis.

4. Resources and tools needed

Here, it helps to have a technology platform that allows the businesses to align all its plans. If all the tools needed can be presented on one platform, that would add another layer of simplicity in the change management process. It will not only reduce the time needed to collate data from different sources, it will also allow easier cross platform data interpretation and also save on subscription and implementation costs. The clarity of clear reporting allows for better communication, allow managers to take proper actions and measuring successes and milestones.

5. Monitor and Manage Resistance, Dependencies, and Budgeting Risks

Resistance is a very normal part of change management, but it can threaten the success of a project. Most resistance occurs due to a fear of the unknown. Formal Training sessions  and communication channels to deliver the necessity of the Business Process transformation process  can help to reduce resistance to the project. Where there exists inherent resistance, in can create a fair amount of risk associated with change – the risk of impacting dependencies, return on investment risks, and risks associated with allocating budget to something new. As such, ensuring there is significant BUY-IN from all levels of the organisation is critical to the success of the implementation of Change management in Business Process Management Transformation.  Anticipating and preparing for resistance by arming leadership with tools to manage it will aid in a smooth change lifecycle.

6. Review, Revise and Continuously Improve

As much as change is difficult and even painful, it is also an ongoing process. Even change management strategies are commonly adjusted throughout a project. Like communication, this should be woven through all steps to identify and remove roadblocks. And, like the need for resources and data, this process is only as good as the commitment to measurement and analysis.

Why Using A Business Process Management Expert Can Help With Change Management

Astreem Consulting is a business growth consultancy and has been responsible for the growth of many SMEs regionally. Inherent in the delivery of their processes is the deep understanding of what the key success drivers of businesses are. They leverage their expertise in translating best practices into specific key Business Performance Management areas of SMEs. Manual and Analog process can be translated into automated processes that reduce human errors and repetitive actions. Process flows can be designed so only the high value activities are actioned by manpower, transparency and real time reporting becomes possible.

The expertise provided by experts that help businesses become more efficient and productive can cut done the time needed to execute such a project, offers a different perspective other than the internal view of how change can be implemented, provide additional resources and also provide the trainers needed for the actual Change management implementation.

Contact us at [email protected] for more information. We believe in democratising the availability of ERP and Performance Management Systems for ALL SMEs. Let us know how we can help. We would love to work with you on that!