Sleepy’s success is evident in their growth rate. Since 2012 they have continued to grow an average of 7% per annum and today, franchisees average GST inclusive annual turnover is $1.3 million, up from $1.1 million four years ago. “These growth rates prove the model works and we’ll keep working hard to achieve the best for our franchisee partners and corporate stores.” says Sleepy’s National Franchise Manager, Guy Elliott.

With a number of corporate stores Sleepy’s commitment to the success of their network is paramount when considering product and range changes, marketing and operational policies. An ever growing trend is the awareness of how beneficial a good night’s sleep really is to good health. A significant advantage in the Sleepy’s sales process is customers are properly fitted to the right bed for them and not just sold a bed, shares Guy.

Sleepy’s is expanding and is very interested in talking to people who are looking for a business opportunity for themselves – one which includes a high level of support and commitment from the franchisor. “It’s not a transactional business, it’s a sales business, so a franchisee needs to be interested and passionate about selling and solving a customer’s needs”, explains Guy.

Each new franchisee is given two-weeks training to begin with: a mixture of classroom sales skills and floor skills in the shop and a full understanding of the point of sale and reporting system. “We spend a lot of time getting the franchisee comfortable with the process and having as much product knowledge and marketing appreciation as they can as early as possible”, shares Guy.

Franchisees also work closely with their Business Development Manager who is allocated to them for their support and mentoring. They attend company-wide meetings as well as learning and development training four times a year giving them a great opportunity to talk to other franchisees and corporate store managers.

The Sleepy’s business model is simple from an operational perspective because it doesn’t have the complexities some franchises have. “Your stock arrives, it’s displayed on the floor, and then you focus on driving as much traffic in to your store and executing as many sales as you possibly can”, says Guy. Unlike other franchises equipment maintenance is low, the floor and beds are easy to keep clean so that more effort and attention on the things that really count is available to you and this means more face to face interaction with customers.

The number of staff required is also minimal, with one franchisee plus two staff able to run a 300-350 square metre showroom holding around 40-50 beds. Guy further explains why the model appeals to many who look closer at it because, “the entry cost is low, with the average new store costing between $180,000 to $220,000 including stock and the franchise fee.”

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