Jim Penman, founder of Jim’s Group, recently shared valuable insights about building one of Australia’s most trusted franchise networks and why ethics and customer focus remain at the heart of its success.
With more than 5,500 franchisees, Jim’s Group has grown far beyond lawn mowing into dozens of service divisions, but the principles Jim built it on have never changed.
From Lawn Mowing to Franchising Giant
Jim’s story began in the most unassuming way, mowing lawns as a student job while completing his PhD in history.
“I didn’t have any useful skills, except that I knew how to mow lawns pretty well,” he explained.
After finishing his doctorate and finding no career path in academia, he decided to turn his side business into something more.
In 1989, Jim launched his first franchise.
At the time, he imagined he might have 100 franchisees if things went well.
“I said, if it works well, maybe one day I could have 100,” Jim recalled.
Today, that number stands at more than 5,500, making Jim’s Group Australia’s largest franchise network.
Selling by Not Selling
One of Jim’s biggest lessons came from an unlikely place: a meeting with an advertising agent.
“For half an hour, he told me about how to advertise. He didn’t say anything about his business, but he completely sold me on his services,” Jim said.
That conversation reshaped how Jim approached franchising.
Instead of pushing sales, he focused on helping potential franchisees make the right decision.
“Sometimes that even meant telling them to buy another business instead of mine,” he admitted.
But that honesty paid off.
“They all came back to buy from me. As soon as I started taking that approach, I had no more problems with sales.”
Ethics Over Easy Sales
From the beginning, Jim made it clear that not everyone would be a fit for his franchise.
“Young parents buying the business, absolute no-no,” he said.
“The more research somebody’s done, the better the questions they ask, the better sign it is. Any sort of arrogance, being late for an appointment, and not apologising, those are red flags.”
That strict screening process has helped maintain the reputation of the Jim’s brand.
“When you put somebody on who’s not suitable, what you have is somebody who’s failing. And they’re not going to blame themselves, they’re going to blame the system,” Jim explained.
“Even the fact that you’re running a selection process is good, because instead of you trying to convince somebody to buy, they’ve got to convince you they’re good enough to be in your business.”
Training That Works
Jim also credits the group’s intensive training program for lowering franchise attrition rates.
The two-day course covers customer service, upselling, bookkeeping, software, and marketing.
Jim himself leads the first and final sessions, focusing on what he calls “the Jim’s ethos.”
“It’s service to customers, service to franchisees,” he said.
“We explain the systems, the strengths of the contract, and all the rights franchisees have.”
The results speak for themselves: attrition rates dropped by a third after the training was introduced.
“It just showed the value of what we did,” Jim said.
“And we’re always trying to improve that course.”
Lessons for Franchise Owners
Jim’s advice for franchise owners is clear:
- Always put the interests of customers and franchisees first.
- Screen carefully, saying no can protect both the brand and the people involved.
- Focus on building trust rather than making quick sales.
- Keep improving training and systems to support long-term success.
As Jim summed up, “Look to the interest of the person you’re dealing with. What are you doing with the customer? What’s in their best interest? That is the greatest power.”
For current and future franchisees, these principles show why Jim’s Group has grown into Australia’s largest franchise network while maintaining its reputation for quality and care.
To learn more about how you can build your own business with Jim’s, visit jims.net.