Buying an established Ferguson Plarre bakery kickstarted a new flexible lifestyle for Michael Crough, and he hasn’t looked back.

He and his partner Suzanne (who works outside the business) were looking for financial stability with an authentic brand that could provide a worklife balance – and Ferguson Plarre delivered.

They liked the bakery’s simple business model, top quality products, brand reputation and family ownership.

“That family aspect appealed to us, rather than a corporate-owned business,” Michael says. 

Although keen to exploit his hospitality experience in golf clubs and sporting facilities, Michael knew only too well the challenges of a cafe operation.

“You have to rely on good quality chefs and deal with multiple suppliers,” he points out.

A bakery that doesn’t require in-store baking, with fresh product delivered daily by the franchisor, is a great alternative, he believes.

Ferguson Plarre is a model built for simplicity

“I’m not a baker and the Ferguson Plarre is a simple model to run. Stock turns up in the morning and there is very little product liability. That makes it easy to build a strong customer base,” he says.

The couple bought the Sunbury Ferguson Plarre store, which has seating for about 50 people, in early July 2019.

Sited in one of the Victorian town’s main shopping strips, it’s one of the bakery chain’s larger stores.

While Michael was an experienced hospitality operator, transitioning the skills into a new business remains a challenge, he says.

“It takes a while to learn the processes. It’s a straightforward system but adjusting the processes to how you want them to run, with a team used to working one way, is always a challenge.

“Luckily we inherited really good staff, and we’ve been able to recruit good staff too.”

Four staff members are still with the business, seven years after Michael took over. Three of these are adults with special needs who work in the back-of-house.

Finding flexibility and the perfect lifestyle

The store is open seven days a week, and Michael rosters himself on to suit the family. Suzanne has a full-time role with a retail chain, and their son Thomas, who has an intellectual disability, attends the Macedon Ranges Specialist School.

“Home is four minutes from the store, so I can leave just before 3pm and be home for the school bus. We need this flexibility so we can get Thomas to his therapy appointments and activities,” Michael says.

He drops back into the store with Thomas on the way to an evening appointment, and gets a helping hand from the 17-year-old.

“Thomas can help make Danish and croissants, and knows how to restock the dishwasher, and clean,” he says.

“Buying this business is a long term plan. We want something we can set up for Thomas that will provide financial stability for his future years,” Michael says.

Building the business with a focus on customers

“The biggest thing for me is to grow the business, and the customer base. That comes down to a good experience, quality products, good coffee, a well-presented store and well-presented and friendly staff. 

“The Ferguson Plarre model allows us to focus on the customer service-side – we aren’t having to worry about the product,” Michael says.

And the franchisor provides really good support for franchisees, he adds.

“The team is just so responsive, across the organisation. If there is ever a problem with a product, which is rare, they are on the front foot. They are customer-focused, and want to fix it. They understand it’s not all about the figures, they understand the business behind the spreadsheet.

“And they treat everyone the same. Our business support managers are brilliant,” he adds.

Franchisees don’t pay monthly royalties and marketing fees; the Ferguson Plarre revenue model is built around product purchases. 

“You pay a franchise fee to start, but there is no percentage of the tills, no marketing fee; it’s all built into the product cost,” Michael explains.

“If you had to make the product yourself, pay staff, buy equipment, I can’t see how you can do it any cheaper at that quality and with such a range,” he says.

Franchisees get comprehensive support

While franchisees benefit from the franchisor’s economies of scale, they need to be vigilant about stock ordering to maintain profit margins.

Early guidance from the franchisor makes this straightforward.

“The team is hands-on when you start, they are across your ordering, and train you in store over the first week of opening,” Michael reveals.

Support includes regular catch-ups with a business support manager and help with wastage. There’s even an initial allowance for food wastage while franchisees get to grips with this important element of business.

“Ferguson Plarre has grown a lot in seven years, and adapted with the times. There’s much more tech for franchisees, and customers can order online, it’s been brilliant, and all the processes are streamlined,” he says. “We can see what the marketing team does, they’ve been phenomenal.’

Michael says the franchisor has invested in equipment and training, and adapted systems to ensure minimal stock disruption.

“Ferguson Plarre has invested in the business and they care. It’s a hands-on family business.”