Pictured above: Melt (left) and Jako Bekker at Dominator Hamilton branch.
Carrying a beloved brand’s torch without getting burned – Jako Bekker, Managing Director of Dominator South and East Auckland, shares the keys to becoming a successful dealership and franchisee.
Stepping into the business world is a leap of faith, faith in yourself and your business plan. By nature, this venture carries plenty of risks, but buying into an established dealership can offer you the perfect safety net in case you fall. Rather than striking out on your own, a dealership model provides the security of a known brand, comforting even the bravest entrepreneurial spirits.
The dealership model allows a business to sell a franchisor’s products or services under its established brand, combining the stability of a recognised name with the freedom of entrepreneurship. This win-win setup has become immensely popular throughout New Zealand, with 590 franchising brands and an estimated 32,000 franchisees, according to the latest Franchising New Zealand Survey. Making us one of the most franchised countries in the world.
Unlike independent businesses, dealerships work within guidelines set by their franchisor. This push-and-pull relationship can be tricky to master, but Jako Bekker, the owner of Dominator South and East Auckland (SEA), has got it down to a science.
As a dealership for Dominator garage doors, Dominator SEA proudly carries a legacy of innovation and excellence that stretches back to 1988. Such a lengthy history and recognisable brand brings lofty expectations that Jako has met and exceeded since taking over the business in February of last year.
From dinner table talk to dealership reality
Dominator has become the Bekker family’s bread and butter over the past few years, with Jako’s father, Melt Bekker, owning the Dominator Waikato dealership since 2020. The opportunity to acquire the Dominator SEA dealership arose through Melt’s connections within B&D, Dominator’s parent company. This inside track meant “when Melt heard through the B&D grapevine that the South & East dealership was coming up for sale, we started looking into what it could look like adding the territory to his existing Waikato dealership,” Jako recalls. The geographical expansion towards Auckland made perfect sense from a business perspective.
Jako’s involvement in these plans began somewhat serendipitously at a family dinner table. “Melt mentioned the opportunity, and I joked that if you buy it, I’ll go run it so you can keep focusing on Waikato. But these jokes quickly turned into serious consideration,” Jako shares.
With a background in sports data analysis, Jako had no intentions of running a business anytime soon, but the opportunity was there, and they ran with it. “Although not seriously considering business yet, I always saw business as the next step to grow while applying data-type skills. When the SEA opportunity came up, it accelerated the plan by a few years, and here we are,” says Jako.
Despite their established history with the brand, purchasing the SEA dealership was far from a walk in the park. Jako and Melt had to prove their mettle with a solid business plan and demonstrate their commitment to the brand’s growth. “B&D does quite a lot of background work to make sure they bring the right people into the brand,” Jako explains.
Blending ambition with brand guidelines
After acquiring Dominator SEA, Jako soon discovered that marrying independent ambition with established brand guidelines isn’t exactly straightforward but is made a whole lot easier when you have a strong relationship with your franchisor. “B&D’s guidelines are really fair and open, encouraging us to build our business how we want,” Jako explains. This collaborative approach he says fosters innovation while maintaining brand standards.
Operational challenges, such as maintaining brand identity while adding a personal touch, are managed by Jako through a structured process. “We start with the brand guidelines and build out from there,” he explains. By templating processes, they ensure consistency with the brand while allowing room for creativity. When innovation is needed, Jako emphasises understanding the core business and target audience. “Usually, falling back to the old question of ‘what is our core business and who is our target’ means we end up back within the guidelines,” he notes.
Jako’s approach to running the dealership is rooted in understanding the framework and pushing its boundaries to maximise opportunities. “Make sure you understand the rules of the game in as much depth as possible, ask questions when you’re unsure, and then go for it,” he advises. This philosophy has enabled Dominator SEA to thrive, blending a commitment to franchise standards with entrepreneurial initiative.
Bekker’s blueprint for dealership dominance
“It’s been a rollercoaster year and a half,” Jako recalls, bringing with it plenty of firsthand knowledge on exactly what it takes to run a dealership the right way. For those considering buying into a dealership, Jako stresses the importance of PREP: preparation, reflection, education, and persistence.
Thorough preparation and research into the franchise model is critical in Jako’s eyes, “Knowing what you’re walking into, and knowing from the start whether your fresh and exciting new business ideas will be viable, makes a massive difference,” he notes. Doing your homework not only saves you from the traps of a mismatched model but also sets the stage for your innovative ideas to thrive within the franchise framework. Jako emphasises, “Due diligence can be the difference between hitting roadblocks and driving straight to success.”
Before plunging into the world of franchising, it’s essential to reflect on your true motivations. Jako advises, “Consider why you want a dealership in the first place – why not go on your own? There are really fair and honest answers both ways, but be clear about what you want and how you want to achieve it.” Deciding whether you crave the support and structure of a franchise or the freedom of going solo is crucial to aligning your goals with the right model.
Educating yourself on the brand and its products is non-negotiable for Jako, “You will have to become the new brand ambassador and really believe in everything that the brand does, so make sure it’s for you,” he says. This deep understanding fosters commitment and authenticity in representing the brand.
Finally, Jako highlights the importance of persistence and patience when running a dealership. “Business ownership isn’t always sitting on a boat with your phone on mute like some people make it out to be. There are a lot of long nights, early mornings, and no scapegoats to pass the buck to,” Jako warns. It requires resilience, hard work, and a willingness to get your hands dirty.
If you’re looking to get your slice of the 36.8 billion dollar pie that is the NZ franchise sector, Jako’s recipe for success is a great place to start.
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