QSR 319 September 2024 by WTWH Media LLC

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The fast-casual pizza chain lost momentum, but big change is coming thanks to new leadership and a series

WOMEN IN LEADERSHIP

Olive & Finch Turns Up the Heat

After a career in finance, Mary Nguyen is ready to significantly expand her hospitality collective. BY SATYNE DONER

FRANCHISE FORWARD Energizing Chicken Fandom

Bojangles is taking a different approach to reaching guests. BY DANNY KLEIN

INSIGHT

FRESH IDEAS Sweet Success

The doughnut segment is filling with fierce competitors. BY SAM DANLEY

ONES TO WATCH Le Macaron

A female-founded pastry shop is feeling major growth. BY SATYNE DONER

63 OPERATIONS Automating Pizza Assembly

A company is accelerating the rollout of its robotic pizza-making technology. BY SAM DANLEY

104

START TO FINISH Tony Gemignani

The founder of Slice House foresees much growth in the fast-casual pizza space.

ON THE COVER

Blaze Pizza CEO Beto Guajardo is proud of how far the company has come, but there’s still much left to do.

PHOTOGRAPHY: BLAZE PIZZA NEWS

BRAND STORIES FROM QSR

QSR’s RESTAURANT FRANCHISING / SEPTEMBER 2024

These brands are looking for franchisees with which to grow their footprint in 2024 and beyond.

80 Pizza Franchise Seeks to Expand in $41.3 Billion Industry Provide community with the best pizza value anywhere.

The Multiple Sides of Franchising

There are good and bad parts of the industry that must be addressed.

Franchising is a significant part of the restaurant industry, but not everyone handles business the same way.

On one side, some franchisors are tirelessly supportive of operators, providing numerous resources to ensure success. Many of these franchisors are recognized in our annual Best Franchise Deals, which we have highlighted since 2011. Some have appeared on the list so often that we created a Best Franchise Deals Hall of Fame to honor them eternally.

This year’s list features a good mix of large and small brands. The bigger players include Jamba, Firehouse Subs, and Smoothie King, while smaller brands making noise include Beans & Brews, Hawaiian Bros Island Grill, and Ellianos Coffee. Several factors are considered when evaluating a solid franchise, one of which is staffing.

This has been a challenge for years, but Tim Parmeter, founder and CEO of FranCoach, sees it as an opportunity. “The savvy owner is going to build a culture where employees enjoy coming to work,” he says. “Sometimes a person’s first job is in the food industry. An owner who can embrace this can build a great pipeline and future leaders.”

Then there are chains once seen as formidable franchisors but have hit stagnation, such as Blaze Pizza. The brand rode the wave of fast-casual pizza through most of the 2010s before hitting a trough when COVID-19 arrived. The good news is the brand has started a fullblown transformation plan featuring a new menu, base of operations, and leadership. Blaze Pizza remains one of the biggest players in the category, and with an improved direction, there’s room for

growth and market share expansion. Unfortunately, the franchising segment also has bad actors who take advantage of their supervisory position over operators. The landscape of franchising is undergoing a notable shift as federal officials step in to protect franchisees from illegal fees and franchisor retribution. This move is a pivotal step toward ensuring a fairer, more transparent franchising system that balances the scales of power between franchisors and franchisees.

The crackdown marks a critical juncture in the franchising industry. The Federal Trade Commission has observed that operators often face excessive fees, arbitrary penalties, and punitive actions if they voice concerns or challenge unfair practices. This imbalance of power has led to instances where franchisees, despite investing a lot resources and effort into their businesses, struggled to achieve financial stability and growth. Some of the biggest concerns raised by franchisees include fees and royalties, FDD issues, private equity takeovers, and unilateral changes to franchise operating models.

Suffice it to say, franchising isn’t perfect. Nothing is. Despite mishandling in some areas, it remains a form of operations that has opened the door for many entrepreneurs, including women and minorities. Franchising will continue to do so in the future, and we will be sure to cover all aspects—the good, the bad, and the ugly.

Ben Coley, Editor

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Scan the QR code below to register for QSR’s Franchisee of the Year award ceremony in

Introducing A New Franchise Event

QSR magazine is holding a ceremony to honor a Franchisee of the Year for the first time.

QSR MAGAZINE PROUDLY ANNOUNCES GPS Hospitality as the winner of its first Franchisee of the Year award. This inaugural, prestigious accolade will be presented on November 12, 2024, at The STRAT Hotel, Casino and Tower in Las Vegas during the Restaurant Finance & Development Conference (rfdc)

Join us for an exclusive event designed to celebrate GPS Hospitality and for franchise owners and operators seeking to elevate their businesses to the next level. This is your opportunity to hear directly from the leadership of GPS Hospitality, one of the nation’s premier franchisees with a proven track record of success across multiple brands. You’ll gain valuable insights into what it takes to become a best-in-class franchisee. GPS Hospitality is a premier franchisee and operator of over 450 restaurants. Its portfolio features top brands Burger King, Pizza Hut, and Popeyes Louisiana Kitchen. Scan the QR code above to register now!

Las Vegas.

In June, Toast released its Q1 2024 Restaurant Trends report, which examined coffee and tea trends across the U.S., breakfast purchases in 20 U.S. cities, and restaurant employee wage data.

Coffee & Tea

• Toast found that on average, guests paid $3.08 for a cup of regular coffee, $5.14 for cold brew, $5.46 for lattes, and $3.74 for tea in the first quarter.

• Hawaii had the most expensive coffee with an average price of $4.89. That’s 59 percent higher than the national average. California was second at $3.88 26 percent higher than the national average.

• Nebraska had the cheapest coffee in Q1 at $2.12, or 31 percent lower than the national average.

• Hawaii also had the most expensive latte at $6.69; Alaska trailed at $6.09. Toast attributed the high prices to the cost of milk and the remoteness of the two states. The company noted that prices for milk in these states are among the highest in the country and shipping goods to these markets bump expenses even higher.

• Toast analyzed the popularity of 10 different types of coffee and tea—regular coffee, iced coffee, cold brew, mocha, latte, cappuccino, espresso, Americano, tea, and milk tea—at quick-service restaurants and cafes. The goal was to identify the five most popular beverages in each state. The Northeast favored regular coffee for the most part; the Midwest and Western states were split, with some favoring tea, while the majority of the South and Southwest preferred tea

Restaurant Wages

• Some markets, like Chicago and Washington, D.C., are phasing out the tipped minimum wage. In Chicago, servers and bartenders earned a $9.48 median wage excluding tips in Q1, up from $9 in Q1 2022. In Washington, D.C. the median wage increased from $5.05 in Q1 2022 to $8 in Q1 2024—a 58 percent increase over two years.

Breakfast Trends

• Among the U.S. cities studied, Minneapolis had the biggest jump in breakfast transactions, growing 8 percent in the first quarter year-over-year. It was followed by New York City (+6), Chicago (+5), San Francisco (+3), and Los Angeles (+3).

• On the other hand, Atlanta had the largest slump with a 7 percent drop compared to a year ago. Charlotte had a 6 percent decrease and Denver and Philadelphia lowered 4 percent.

• West Coast cities such as Los Angeles, San Francisco, and Seattle had more early-morning transactions than the rest of the U.S., according to Toast. However, most cities were busiest from 9 a m to 11 a m , particularly casual-dining concepts. In Richmond, Virginia, for example, 55 percent of full-service breakfast transactions happened between 10 a .m. and 11 a .m.

• Quick-service restaurants were busiest on Wednesday through Saturday, with transactions peaking on Friday. Full-service brands were busiest for breakfast Friday through Sunday, with peak happening on Saturday.

• Compared to last year, transactions dropped 4 percent on Monday, 2 percent on Tuesday, and 1 percent on Friday, but grew 6 percent on Saturday. Wednesday lifted 1 percent while Sunday and Thursday were flat.

• Tips per hour for servers and bartenders in these markets have increased in recent quarters, which Toast attributed to the number of employees, inflated menu prices, service fees, an increase in transactions, and great service.

• Toast explained that guests have been frustrated with the process because they’re unsure whether it’s appropriate to continue tipping servers and bartenders.

fresh ideas

|CATEGORY INNOVATION|

Sweet Success

Doughnut chains are expanding and innovating as the sweet treat market heats up with new competitors.

BY SAM DANLEY

Sales of sweet baked goods surged during the pandemic as people sought comfort in food, and doughnut chains have been riding that wave ever since. They’ve also seen the competitive landscape heat up as more categories vie for a share of America’s insatiable sweet tooth.

Cookies are the latest dessert craze, joining the ranks of past favorites like artisan ice cream and gourmet cupcakes. Fast-food brands and coffee chains are sweetening up their menus with more sugary snacks, too.

“It seems like everyone is jumping into it—not necessarily doughnuts, but sweet treats in general,” says Chris Schultz, CEO of Portland-based Voodoo Doughnut. “For the longest time, I

think we only compared ourselves to doughnuts, but now that competitive base has gotten much larger.”

Launched nearly two decades ago amid the rise of gourmet and artisan doughnuts, Voodoo has carved a niche for itself over the years with playful branding that matches its eye-catching toppings and creative, often unexpected flavors.

“More so today than ever in the past, our focus is on innovation, ensuring we’re in front of things, and communicating what we’re doing,” Schultz says. “That was important pre-COVID and is even more important now.”

The striking confections and offbeat personality have translated into a large and highly engaged social media following. That

Voodoo Doughnut

CEO Chris Schultz says the brand’s competition goes beyond just doughnuts.

outsized brand awareness has helped it evolve from a single shop in downtown Portland to a growth-minded chain with a footprint in nine states. Currently, Voodoo has around two dozen stores across Oregon, Colorado, Texas, Washington, Illinois, Tennessee, and Arizona, plus two outlets at Universal Studios in California and Florida. This year, it plans to open its first brick-and-mortar location in Florida, expand into Seattle and Los Angeles, and open a second site in Chicago. Looking ahead, it aims to open five to seven new stores annually for the next few years.

Some of those shops will be in nontraditional locations, like the two airports where the chain already has units. With their lower startup costs and access to customers who haven’t encountered Voodoo before, the company sees those spaces providing the oxygen that will fuel its long-term growth, including more brickand-mortar stores.

Schultz says the biggest challenge going forward will be preserving the brand’s ethos and delivering a differentiated experience as it scales. He recalls a line that was often repeated during his time at Starbucks in the early 2000s: “How do you get big but stay small?”

Voodoo is answering that question by being highly selective about where it goes and avoiding market oversaturation.

“We’re not going to be on every street corner,” Schultz says. “It’s not who we are. Nor is it who we want to be. We’re very selective about where

we go and the types of stores we build, and we’re very focused on being a local destination for each community.”

Shipley Do-Nuts is looking to increase its brand presence and market penetration on the heels of a years-long hot streak. The Houston-born doughnut chain’s top 50 percent AUVs stand at $1.2 million, and senior VP of franchise development Keith Sizemore says stores in new markets outside of its home state of Texas are consistently outperforming expectations.

There are a few internal factors driving that momentum. The company recently revamped its playbook for entering new markets, reducing total investment costs for franchisees by shifting its focus to smaller inline and endcap locations. It made some changes on the marketing front, upping the required spend for new store openings. It also upgraded its tech stack with a new POS system and tools to help operators with everything from food costs and inventory to scheduling. More improvements are planned for the coming years.

“The baker is a critical position, and we want to make it easier to execute that in-store, but we don’t want to go fully automated and end up with a million-dollar equipment package,” Sizemore says. “What’s going to fuel our growth is keeping those costs down and keeping the margins high.”

On the menu front, Shipley is leaning deeper into the breakfast space. It added egg as a protein to its kolache platform this summer, featuring savory pastries filled with meat, cheese, jalapeños, and other savory options.

“We also recognize the success of sweet

VOODOO

treats around us,” Sizemore says. “We think there are some things we can do in the future to compete in that space a little more.”

Shipley has over 350 locations in 12 states and is on pace to add at least 150 units to the pipeline this year, including in new parts of the country like North Carolina and Virginia. Sizemore says the brand awareness it has built up over nearly 90 years will help drive success as it continues entering previously uncharted territory.

In a category with strong visual appeal and social media engagement, brands like Pinkbox Doughnuts can create widespread demand quickly, even without long histories. Founded a little over a decade ago in Las Vegas, Pinkbox now operates about a dozen locations in the metro area and a few in other Nevada markets. It’s known for its flashy branding and store design, featuring giant doughnut sculptures and cases of creatively named donuts with unique flavors.

The flashy branding and decadent offerings have translated into a growing cult following among tourists and locals alike.

“The business is really bifurcated,” says CMO Holly Wagstaff. “It is a destination where people come to Vegas and experience us that way, but we’re also in the suburbs serving families and neighborhoods, so we’re very much a community organization. I think that picks up and transfers beautifully to leaving this market because people have heard of us and experienced us as a destination. When we do go into new markets, it’s already seeded.”

It made its first out-of-state move two years ago to St. George, Utah. Now, it is gearing up to open three locations in Salt Lake City and exploring further expansion in the state.

“The real pivot for the business has been building our corporate foundation to grow fast, and then tackling it market by market, with Salt Lake City being our next focus,” Wagstaff says.

Long term, the brand wants to grow its footprint throughout the U.S. and eventually expand internationally. Much like Voodoo, that means maintaining the uniqueness and attention to detail that helped put it on the map in the first place.

“You’re not going to see a doughnut that is lopsided or that has toppings that don’t look right,” Wagstaff says. “We are truly maniacal about making sure that the product is perfect, more so than any brand I’ve ever experienced. And if you look at brands that we all think of as being industry leaders, they all have one thing in common: They don’t deviate from the core and the heart of who they are.”

Sam Danley is the associate editor of QSR. He can be reached at sdanley@ wthwmedia.com

SHIPLEY DO-NUTS AND PINKBOX DOUGHNUTS ARE BOTH LOOKING TO GROW

Irish Food and Drink Products Ready for U.S. Market Success

Comprehensive support equips Irish suppliers for growth.

Bord Bia, the Irish Food Board, is driving a major initiative to increase the presence of Irish food and drink products in the U.S. market. With a commitment to quality, reliability, and market preparedness, Bord Bia’s U.S. Foodservice Market Entry Programme equips Irish suppliers with the tools and strategies needed to succeed in the competitive American landscape.

Bord Bia’s U.S. Foodservice Market Entry Programme is a comprehensive market entry initiative, ensuring Irish suppliers are fully prepared before entering the U.S. market. This involves extensive support in understanding market dynamics, regulatory compliance, and developing robust business strategies. By the time an Irish company is ready to export, every potential issue has been anticipated and addressed, ensuring smooth and reliable product delivery to U.S. customers.

“We ensure that our clients possess all the knowledge, expertise, and business strategies necessary to successfully export to the U.S.,” says Adam Hannon, vice president of Bord Bia North America. “This way, when customers order from an Irish supplier, they can trust that they will receive their products reliably.”

The U.S. Foodservice Programme offers services tailored to the needs of Irish suppliers, including detailed market research and insights speciﬁ c to different sectors such as beef, lamb, dairy, seafood, and prepared consumer foods. Bord Bia partners with consultants and research ﬁ rms to provide actionable insights, enabling Irish companies to make informed decisions. For instance, 21 percent of U.S. beef buyers are willing to pay a premium for grass-fed beef, more than any other sustainability attribute.

Navigating the complex U.S. regulatory environment can be daunting, but Bord Bia ensures that its clients are well-versed in FDA, USDA, and other relevant requirements. This thorough preparation mitigates risks and enhances the reliability of Irish products in the U.S. market.

Networking and establishing strong connections are vital for market success. Bord Bia leverages its extensive network to introduce Irish suppliers to key U.S. distributors and operators. Participation in trade shows, trade missions, and promotional events provides Irish companies

with valuable opportunities to showcase their products and build relationships with potential buyers. Additionally, inward buyer visits to Ireland are a key highlight, designed to showcase the best of Irish produce, facilitate networking, and help establish or strengthen business relationships.

Irish products are renowned for quality and sustainability, attributes that resonate strongly in the U.S. market. Bord Bia’s Quality Assurance Schemes and Origin Green program, the world’s only national food and drink sustainability program, underscores Ireland’s commitment to quality sustainable practices. These programs add signiﬁ cant value to Irish products, appealing to U.S. consumers who are increasingly focused on health, nutrition, and sustainability.

“I believe incorporating Irish products into their menus can be highly beneficial, as they represent a great story, distinguished by rich Irish

heritage and authenticity,” Hannon explains. “Our products are also distinguished by our producers’ commitment to high levels of animal welfare, being free from antibiotics, and improving sustainability. These values truly set our offerings apart and add a unique story to the menu.”

It is just the beginning for the U.S. Foodservice Market Entry Programme. Bord Bia plans to extend its support into market development, helping clients not just enter but also expand within the U.S. market. This ongoing support ensures that Irish suppliers remain competitive and continue to meet the evolving needs of U.S. consumers.

“Our goal is to continuously support our clients, whether they are new or existing, by providing the information and strategies they need to succeed,” Hannon says. “When you order from an Irish company, you can be conﬁ dent that you will receive your product as promised.”

-By Drew Filipski

To learn more about Bord Bia and their clients, visit www.irishfoodanddrink.com today.

Le Macaron

The concept finds its groove with a rapidly expanding franchise development pipeline, opening more pastry shops than ever.

BY SATYNE DONER

FOUNDERS: Rosalie Guillem and Audrey Guillem-Saba

HEADQUARTERS: Sarasota, Florida

YEAR STARTED: 2009

TOTAL UNITS: 67

FRANCHISED UNITS: 64

cookies consist of two meringue-based almond flour cookies sandwiched with a sweet filling, which can be jam, ganache, or buttercream. When she came to the U.S., she was surprised by the lack of authentic macarons.

educate the customers, and we did that by giving them samples. Not only did they start buying the products, but they also started bringing in their friends and family from all over Florida.”

While the brand found initial success with its unique offerings, it faced numerous challenges, including opening during the Great Recession and navigating business throughout the COVID-19 pandemic. None of these hurdles shook Guillem’s confidence in Le Macaron.

“We started during the Great Recession, and it wasn’t easy at first, but we had a fantastic product. Everyone was closing, and we decided to pioneer a new concept and start franchising,” Guillem adds. “We also persevered through COVID, and while it was difficult, having a solid idea, a robust business model, and exceptional products propelled us forward.”

Le Macaron established itself as the original macaron franchise in the U.S., adapting traditional recipes to appeal to a broader audience. While classical macarons are pastel in color, Le Macaron’s grew in size and became more eye-catching with brighter hues. However, Guillem emphasizes that the quality of the macaron remains unchanged.

WALKING INTO A LE MACARON PASTRY SHOP feels like being transported to the streets of France, where patisseries dot every corner. The walls are painted in pink pastels, with glittering chandeliers and rows of colorful pastries.

Growing up in France, founder Rosalie Guillem often enjoyed the crown jewel of Parisian baking: macarons. These tiny

In 2009, Guillem and her daughter Audrey Saba decided to introduce the American palate to this French delicacy. After months of collaborating with a French-trained pastry chef and conducting market research, they opened the first Le Macaron shop in Sarasota, Florida.

“When we opened our first location, we had this big, beautiful sign saying ‘Le Macaron French Patisserie.’ Although Americans didn’t know what a macaron was, they were familiar with patisseries and would come in curiously,” Guillem says. “I knew I had to

Today, Le Macaron’s menu has expanded beyond macarons to include coffee, gelato, chocolates, candies, other French pastries, and cakes. The brand has also ventured into catering, offering macaron towers, corporate gifts, gift boxes, and party favors.

The expanded menu features macaron flavors such as Madagascar Black Vanilla, Lemon Cream, Salted Caramel, Ginger Chocolate, Red Velvet, and more. Additionally, eclairs, French waffles, pain au chocolat, and other gourmet treats are offered. Guillem’s preferred pairing is a raspberry macaron with pistachio gelato—and she encourages guests to

EXPAND YOUR PORTFOLIO WITH SCOOTER’S COFFEE® A GROWING OPPORTUNITY AWAITS

MULTI-UNIT FRANCHISE OWNERS

Are you a seasoned franchise owner looking for your next big opportunity? Discover how Scooter’s Coffee® can complement and enhance your portfolio. Our industry-leading brand offers a strong opportunity for multi-unit franchise owners. Here’s why Scooter’s Coffee stands out:

Nationwide presence: Our coffee franchise is on the cusp of incredible expansion with over 800 locations across the country and plenty of territory still available.

Comprehensive support:

Our franchise partners bene t from extensive training, marketing, and operational support.

Multi-unit friendly:

Whether you’re already in the QSR industry or looking to join, our brand is ideal for owners ready to diversify their investments with multiple brands and locations.

Core values: Integrity, love, humility, and courage are the pillars guiding Scooter’s Coffee. These core values have shaped our brand’s journey, ensuring we stay true to our mission as we grow.

Award-winning brand: We’ve been recognized for excellence through various accolades, including Entrepreneur magazine’s Franchise 500, Franchise Times’ Fast & Serious, and USA Today’s Best Coffee Chain.

Community focused:

We do more than just serve specialty coffee; we serve smiles. Our brand values high-quality products, community connection, and customer loyalty.

Flexible models:

We have options for both traditional kiosks and new endcap locations to t any market. Our locations thrive in rural, suburban, and metro areas.

Strong reputation:

Our franchise network is home to many successful multi-unit owners.

DESSERT FRANCHISE RAPIDLY EXPANDING WITH NEARLY 100 LOCATIONS IN 2.5 YEARS

Discover how leaderships plans for expansion in 20 states succeeded.

The Peach Cobbler Factory (pcf) has swiftly become a beacon of success in the dessert franchise industry. From its humble beginnings in 2013 to its current status as the fastest-growing dessert chains in America, PCF has managed to capture the hearts and taste buds of dessert lovers nationwide. Under the dynamic leadership of CEO Greg George and Chairman Larry Johnston, PCF is not just another dessert chain—it’s a movement.

In a mere 2.5 years since franchising began, PCF has expanded to close to 100 locations across 20 states, with more on the horizon. By October 2024, the company anticipates having 100-plus locations operational. The rapid growth is a testament to the company’s unique o erings, e cient operations, and aggressive expansion strategy.

“We are moving into Colorado, New Jersey, Wisconsin, and Oklahoma,” says Greg George. CEO and co-owner of Peach Cobbler Factory. “People eat desserts everywhere, and these states are in our sphere of where we want to go.”

This strategic expansion is designed to ensure PCF’s delectable o erings are accessible to more dessert enthusiasts. The company’s simple business model and unique product o erings have made PCF an attractive franchise opportunity, and George is conﬁdent this trend will continue.

PCF’s streamlined franchise model is a signiﬁcant factor in its success. With a low startup cost between $150,000–200,000 and a quick turnaround time of 3–9 months from lease signing to opening a store, PCF makes it easy

for new franchisees to get started. The simplicity of its operations, which can be managed by a minimal sta of two–three, further reduces overhead costs. This model is designed to ensure franchisees can focus on delivering the best customer experience without the burden of high operational costs.

“Our food and labor costs are some of the lowest in the foodservice industry,” George says. “We have multiple revenue streams, and our e cient operations ensure our franchisees can thrive.” This low-cost, high-efficiency model is particularly appealing in the current economic climate, where many businesses are struggling to manage rising costs.

2024 marks a signiﬁcant year of technological advancements for PCF. The company has invested in a new national-to-local marketing platform called HyperCology, which allows for

targeted marketing e orts that can be tracked and measured for effectiveness. “It’s like an ad agency for every franchisee,” George says. “Our platform enables us to provide national marketing locally to our franchise partners, ensuring consistency and e ectiveness.”

PCF uses multiple digital tools to streamline operations, including FranConnect for franchisee and vendor communication and a robust delivery platform that integrates with various delivery services. These technological investments not only improve efficiency but also enhance the overall franchisee experience.

“Technology and logistics are at the heart of our business,” says George. “We use seven di erent platforms to manage corporate marketing and delivery operations, ensuring everything runs smoothly.”

PCF’s marketing e orts are as innovative as

its dessert o erings. The introduction of Mr. Peachy, the brand’s new mascot, exempliﬁes this creativity. Mr. Peachy debuted in Detroit, MI in July, Mr. Peachy is expected to become a beloved ﬁgure akin to the Kool-Aid Man. “Mr. Peachy has swagger,” says George. “He’s going to do some crazy stuff and be everywhere— from VIP events and riding mechanical bulls, to appearing at national airports and professional sports stadiums.”

The company’s commitment to social media is also noteworthy. With over 700,000 Instagram followers and millions of website visitors monthly, PCF leverages its online presence to drive engagement and brand awareness. “We’ve invested a massive amount of money to create content for social media,” says George. “We have more content than some of the top national dessert brands combined.” This investment

in social media has paid o , with the company seeing signiﬁcant engagement and growth in its online following.

Supporting franchisees is a cornerstone of PCF’s success. The company has established an extensive training program, including online modules and in-store training, to ensure every franchisee is well-prepared to operate a store. The new corporate training center in South Florida is a testament to this commitment.

“We guarantee that new franchisees are in good hands,” says George. “Our marketing assets are massive, and our leadership team is extraordinary. We have an experienced team in place to support every aspect of our business.”

PCF’s support system goes beyond training. The company provides ongoing assistance to franchisees, helping them navigate challenges and maximize their success. “Our goal is to make sure our franchisees are never alone,” George explains. “We are with them every step of the way, from the initial training to ongoing support.”

PCF is not resting on its laurels. The company is continuously innovating, and recently introduce a new line of cobbler milkshakes and are currently working on a new line of savory options. These new o erings will allow PCF to extend its appeal across di erent dayparts, from lunch to late-night snacks.

In addition to new menu items, PCF is

expanding its presence in high-traffic locations. The company has recently opened ﬁve locations in the Jacksonville Jaguars NFL Stadium and the company is slated to open two units in Dallas Fort Worth Airport. These strategic moves will further solidify PCF’s position as a leading dessert franchise. “These high-visibility locations will bring our brand to a whole new audience,” George says.

At the heart of PCF’s success is its culture of fun, love, and prosperity. This ethos permeates every aspect of the business, from its interactions with franchisees to its engagement with customers. “We are overcomers, and our journey is a testament to what can be achieved with determination and the right support,” George says.

This positive culture is reflected in the company’s operations and its relationships with franchisees. “We want our franchisees to feel like they are part of a family,” George explains. “We are all in this together, and we are committed to helping each other succeed.”

The leadership team at PCF is a driving force behind its success. Larry Johnston, former Chairman and CEO of Albertsons, brings a wealth of experience and a strategic vision to the company. “Larry is not just an investor; he is involved in the business every day,” George says. “His guidance and expertise are invaluable to our growth and success.”

Johnston’s background in leading large corporations has been instrumental in shaping PCF’s strategic direction. “Larry’s experience with GE and Albertsons has provided us with a strong foundation for growth,” George notes. “His leadership is helping us navigate the challenges of rapid expansion and maintain our focus on quality and customer satisfaction.”

With its streamlined franchise model, technological advancements, innovative marketing strategies, and unwavering commitment to franchisee success, PCF is poised for even greater heights, and the energy around it is palpable.

“We have an 11-year track record of success,” George says. “Our name is iconic, and there has never been nor ever will be anything like us. We’re going to continue to grow, innovate, and dominate the dessert industry.”

As George puts it, “We’re just getting started. The best is yet to come.”

By Drew Filipski

Olive & Finch Turns Up the Heat

A pioneering Denver, Colorado-based chef is ready to let her concepts take flight.

BY SATYNE DONER

There was always something about hospitality pulling Mary Nguyen in. Even during her time as an investment banker, she loved to entertain and serve. Similar to her parents, she enjoyed hosting family and friends and making them feel good through food and beverages.

Shelving her job in finance, Nguyen plunged into a career in hospitality. She started her day with a 3 a.m. morning shift at Starbucks because she heard they had a great training program, and then she’d head over to Hapa Sushi Grill in the afternoon. She also had a brief stint at Beehive, another local Denver restaurant, where she found a sous chef ad in the paper and showed up with a threepiece suit and a dream. She didn’t get hired as a sous chef, but she took an opportunity to work in the pantry, where she learned the dynamics and hierarchy of kitchen management.

At Hapa Sushi Grill, she was given the rare chance to work as an apprentice, eventually becoming an executive sushi chef—a position typically reserved for men, especially in the early 2000s. There were many challenges she had to overcome, not just from being self-taught but also as a woman in a male-dominated space.

Nguyen recalls a particularly scary incident of harassment where co-workers keyed her car because they didn’t approve of her senior status.

“I left finance and started from the ground up. I just wanted to cook and learn, and I was in an environment where someone allowed me to prove myself and learn how to do a job as good as anybody else, male or female,” Nguyen says. “There was a lot of respect I had to earn, and it wasn’t until I started winning awards at my first restaurant that I felt like I had respect from others. Did it feel as if people were excited about including me? They saw me as this investment banker who opened a restaurant, but they never really understood what I sacrificed in my journey.”

Nguyen’s first foray into opening a restaurant was in 2005 when she introduced Parallel Seventeen as a French and Vietnamese counter-service eatery offering chef-made food in a casual setting. She notes just how different the Denver restaurant scene was back then, with little to no understanding of a casual yet elevated dining experience.

“I was looking for great meals that were accessible, and back then, if you wanted something from scratch, you had to go to a fine-dining restaurant and there’s a certain expectation put on you as a guest,” Nguyen says.

“I was a busy professional, and it just doesn’t make sense. Nobody had the time to eat at a full-service restaurant, but I wanted to open a place where you could still get chef-driven cuisine at a fair price.”

In 2011, she opened another concept called Street Kitchen Asian Bistro, serving street food with touches of Malaysian, Thai, Japanese, Chinese, and Vietnamese influence.

These initial restaurants prepared her for what would eventually become the Olive & Finch Collective, which combines fine-casual eateries, cafés, and a wholesale line of ready-to-eat meals and fresh bottled juices.

The first Olive & Finch location opened in 2013 with the idea of giving busy customers chef-driven, scratch-made food without the time or monetary commitment of a traditional sit-down restaurant. In the first six months of opening, it was named one of the best restaurants in Denver by local trade publications.

“Everything we do in back-of-house is fine dining, and everything in the front is casual, no more than $20.

Mary Nguyen opened her first restaurant in 2005.

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Blaze Catches Fire

The fast-casual pizza chain lost momentum, but big change is coming thanks to new leadership and a series of operational initiatives.

/ BY BEN COLEY

CMO CHRISTIAN KUHN (LEFT) AND CEO

BETO GUAJARDO ARE PUSHING BLAZE TO ANOTHER LEVEL.

Before Beto Guajardo accepted the position of Blaze Pizza CEO in January 2023, he went on his own national tour visiting restaurants incognito.

He was met with a high degree of inconsistency in execution and employee pride, and consequently, customer experience. His first impression was that he had a golden opportunity to improve the quality that Blaze had previously promised customers in each of its locations.

“When I first showed up to Pasadena, I inherited a team that was hungry for success and they really wanted to get back onto

that track of growth that they had experienced pre-COVID, pre-2018,” Guajardo says. “However, they were lacking what I would call big-picture opportunities, big ideas.”

Innovation was slow. The company wanted to win, but over the years, they lost purpose and the direction of what they wanted to be, what they wanted to stand for, and how they were going to translate that into a brand experience for customers.

This wasn’t Guajardo’s first rodeo. He’s been in the industry for several years, including big stops at Starbucks as senior vice president of global strategy and Focus Brands ( now GoTo Foods) as president of international. One leadership lesson he was given long ago was that the most important element when stepping into an organization is listening and asking questions.

Also, be careful of the opinions and judgments you may have because oftentimes there’s a good rationale for how companies have arrived at a particular place.

He thought the listening period would be 90 days. In reality, it was 30. At that point, it became clear to Guajardo that the 330-unit Blaze needed a roadmap and something it could set sights on. The brand developed strategies covering operations, product, promotion, innovation, technology, and back-of-house efficiencies. The plan seemed overwhelming, but Guajardo began filling key leadership roles to manage the transformation. In June 2023, Blaze announced the addition of Kevin Moran as chief development officer and Johnny Tellez as COO, both former employees of Focus Brands. In January, he brought on CMO Christian Kuhn, another veteran of Focus Brands.

Guajardo wasn’t looking for people to agree with him. He knows he can’t learn anything when everyone’s telling him “yes.” The executive figured out that solutions come from people challenging, asking for clarity, or saying “no” altogether. It takes that dynamic, but Guajardo understands that individuals can’t reach that point of comfort unless trust has been established. And to him, nothing builds trust faster than going through a difficult time and coming out the other side successfully.

“When we’re together as a leadership team, discussing our strategies, our next moves, our financial decisions, if we’re all agreeing, there’s probably something wrong,” Guajardo says. “I mean, it can’t be that obvious right there. It’s something we’re not looking at. But in that room, once we’ve discussed and made a decision, we walk out of that room and we are all in agreement. The chemistry within the four walls of the leadership team has to be open and collaborative and challenging. But outside of those four walls, it has to be communicative and supportive of the decisions that have been made.”

On the franchisee side of things—in those early months of Guajardo’s leadership—the team looked at various domestic and international markets and leveraged research to identify what trade areas had the most potential for growth in the future. Once that was completed, it was about re-establishing new relationships with potential investors.

“It really began with resurrecting a lot of the things that made Blaze special back in its early days—ways to engage with employees, to recognize them, to give them the tools to deliver great hospitality—things that had been part of the brand’s DNA that had just gotten tired or lost over the years,” Guajardo says. “Much of what we did was resurrect what had already been there.”

Rethinking the Menu

So far, the biggest publicized evolution has been the menu. In June, Blaze invited franchisees, media, and other key stakeholders to its Reimagined & Refire’d event in Orlando where it unveiled 14 new innovations—something the

BETO GUAJARDO

“ There are many customers who come to Blaze who know what they love and they build themselves a great pizza, but there’s probably an equal number of customers who come to Blaze who don’t know how to build a great-tasting pizza.”

chain hadn’t done in 10 years. This rollout, scheduled to arrive throughout 2024, features five new signature pizzas, salads, a dessert, and more.

Kuhn, who played a big role in the menu launch, says he walked into a company that gave him full license to be creative.

“We need you to go make this brand relevant, get people to

talk about us and please help our business,” says Kuhn, recalling what Blaze required of him. “And so imagine that somebody just says, ‘Go!’ They’re not asking you. They’re not telling you what to do. They’re not putting any limits on you. It’s a pretty special job. I have a brand that hasn’t innovated in 10 years. Same signature pizzas for the last 12 years. I’m not the smartest guy in the room. I just need to put some new pizzas out just to get people to talk.”

Guajardo says some research had been conducted around menu structure challenges before his arrival. When he came in, the company distributed a survey asking thousands of customers what was most important to them and did Blaze deliver against it. The brand also asked the same question about its competition, which it considers to be quick service and casual—any place where consumers could choose to eat lunch and dinner. Survey results showed that value was important to guests and that Blaze was not meeting the mark. Guajardo says the chain didn’t position itself as the highest-priced fast casual, but it wasn’t the lowest either. It was in the middle, and the company felt that was appropriate for the quality of the product. However, Blaze discovered that over the years, quantity became an important element of the value proposition. Customers are concerned with how much food they’re getting for say, $12 or $13.

“If you go out and read how much a burrito weighs, it’s a pound,” Guajardo says. “You go out and weigh a bowl from a fast casual, Mediterranean build-your-own bowl, and that thing is heavy. You look at a pizza and it may look to have quantity. But if you actually weighed that pizza, it didn’t weigh as much. It’s not all about weight and I don’t want to leave the impression that our formula is shifting from quality to quantity. Not at all. But when I looked at the builds on our pizzas, truth be told, we had a lot of opportunity to make them more scrumptious.”

Customers would select the build-your-own option and pile on toppings at a much thicker rate than the signature pizzas. So Blaze began running tests in June 2023 involving new signature pizzas at a value price. For example, it unveiled a double pepperoni pizza with 32 slices instead of 16. It also showcased a hearty margherita pizza. The conclusion was that build-your-own is mostly for the fans and that Blaze needed to provide better, heftier signature pizzas to attract new, uninitiated guests. The chain didn’t want the build-your-own option to be the only way someone could have a valuable experience at the restaurant.

“There are many customers who come to Blaze who know what they love and they build themselves a great pizza, but there’s probably an equal number of customers who come to Blaze who don’t know how to build a great-tasting pizza,” Guajardo says. “And we needed to up our game, improve our menu, and give them choices so that they didn’t have to think as much about how to actually create it themselves and they could pick it right off the menu list.”

Kuhn emphasizes that Blaze makes its dough fresh every day, but the chain hasn’t done the best job of marketing it. Part of the menu relaunch was finding ways to take that fresh dough and use it in other places, like new pizzas, a Cinnamon Bread dessert, salads laid on top of a crust, and a foldable creation, called the Spicy Pepperoni Fast Fire’d Fold. Kuhn recognizes

that everyone has a meat lover’s pizza; Blaze decided to do the same, but labeled it as “the Carnivore” with a mix of pepperoni slices, julienned ham, and crumbled meatballs. There’s also the Blazed BBQ Pizza made with barbecue sauce, mozzarella cheese, grilled chicken, red onion, and pickled jalapeño peppers.

The CMO believes now is the best time for Blaze to take over the fast-casual pizza marketplace.

“That’s what we got to do. So this is a brand that people know about, probably forgot about,” Kuhn says. “Maybe you come once a year. We got to make this brand exciting again. It’s a sense of urgency. We’ve had negative comp growth for 14 months. Well, everybody else, the industry, I can’t wait around. I don’t have years. I got to think in days and months, that’s why we fired up everybody.”

Firing Up Growth

Joe Stein, a franchisee who’s been with the organization for 10 years, has seen a lot of evolution but adds that it hasn’t been enough. He views Guajardo’s tenure as a tipping point because, for the first time, he’s seen “a real sea change in what we’re doing, which I think has been a bit overdue.” The rollout of new signature pizzas, and more innovation coming behind it, is taking Blaze out of its stale state and into an acceleration phase, he says.

Stein was part of fast-casual pizza’s rise, but he’s been in the business long enough to understand that momentum is cyclical. He remembers when poke concepts began popping up everywhere in Southern California. He also points to the current hot chicken craze taking over the U.S. Once upon a time, fastcasual pizza was hot because it was new and people gravitated toward it. Inevitably, the concept became less sexy and the chain didn’t pivot correctly. Blaze also had to deal with COVID, a time when social distancing and health concerns didn’t entice people to walk into stores and craft their own pizzas.

Now in the post-pandemic era, Stein feels Blaze is making thoughtful changes for a brighter future.

“What I love about Beto, a couple of things, is his strategic mindset,” Stein says. “I mean, he’s an old McKinsey guy. So you would expect to have some of that and bring in the right people to figure out the vision and the brand essence, which is really important for a brand. You have to understand what drives the brand and what ignites their passion in the brand and he’s been working on that.”

One significant decision was moving the company headquarters from Southern California to Atlanta. Guajardo says the move won’t affect operations on the West Coast and that Blaze continues to see growth potential in the state. However, a move to Atlanta offers several strategic advantages. The Pasa-

dena office was downsized during COVID, and to reignite an office culture, the chain needed to find a new place anyway. Atlanta provides 40 percent less costs than Pasadena for comparable quality and size. Also, the company is in the process of filling several roles, and Atlanta’s lower cost of living and talent pool make it an attractive location for recruitment. The city is a thriving hub for the restaurant industry, with numerous private equity firms and corporate headquarters based in the market.

The move also aligns with Blaze’s development plans, especially in underpenetrated regions such as the Midwest, Northeast, and Southeast.

Guajardo says future restaurants will be built according to what customers desire. Drawing from his Starbucks experience, he recounts how the coffee brand intuitively thrived on creating a theatrical experience where customers could watch their drinks being made and interact with baristas. The introduction of drive-thrus and mobile ordering revealed that guests also appreciated convenience and minimal interaction. Applying these insights to Blaze, Guajardo says that while the core build-your-own pizza concept remains central to the brand, it’s crucial to let customers choose their preferred way of engaging. Whether through traditional in-store interactions, online ordering, or other convenient options, Blaze aims to cater to diverse customer preferences.

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He made sure to note that dine-in will always be a fundamental part of the company’s brand identity.

“As a matter of fact, I would contend that I want customers to start with that experience,” Guajardo says. “We have to continue to invite new guests in to have that down-the-line experience with us so that they can actually understand what is special about a Blaze pizza and how it is produced and how it’s made. To see the ingredients and the quality, you know that we have to build an emotional connection with what it means to build a great artisanal pizza fast-fire’d in under 180 seconds.”

With off-premises exploding in the past few years, Guajardo understands that Blaze must also offer a viable pickup solution that keeps pizza quality in check. He suggests the future launch of smaller satellite locations without seating to fulfill the needs of customers who live outside of a traditional restaurant’s trade area. But none of this is possible if guests never come to stores to begin with. That’s why Blaze has worked on fixing the time it takes for customers to receive their meals.

He mentions the importance of creating separate production lines to serve different types of customers efficiently. For those who come in and interact directly with staff, the traditional line remains the focus, ensuring they receive personalized attention. Meanwhile, online orders are handled on a secondary line, out of sight but with the same high-quality products and fast-fire’d cooking process. By separating these lines, Blaze can better manage predictability and streamline operations within the store.

“As one of our franchise operators told me, ‘Beto, if there are five people in line and you’re the fifth person, I want you to know that it’s only going to take you five minutes to get your pizza handed down at the expo. It can’t be five people in line, it takes me 25 minutes,” Guajardo says.

In terms of store development, Blaze has ambitious international expansion plans, including a recently signed development agreement in Dubai. There are ongoing discussions for additional agreements in the Middle East, Western Europe, Southeast Asia, and newly initiated talks in Latin America.

“I know that’s a little vague and it’s a lot, but what do you expect you would get when you bring on board a chief development officer who has the strength and experience of a Kevin Moran, who has done international development for so long?” Guajardo says. “I mean, this is his bread and butter and he’s got a great domestic team supporting him in the U.S.”

Blaze finished 2023 with 296 stores in the U.S., 96 percent of which were franchised. Between 2021 and 2023, the chain’s U.S. footprint decreased by 13 units.

A New Pizza Era

Guajardo acknowledges that franchisees were likely skeptical when he entered the brand. As he explains, CEOs don’t join companies with stagnating sales just to hold onto what’s always been done. So operators assumed that a new direction was coming. They were worried that Guajardo would have opinions on what could be done without understanding the business and history or having the necessary proof to push forward certain strategies.

That’s why the listening tour was so crucial.

“So fast forward, three months, six months, I’d like to believe that it was my level of consistency in what I was saying and what I was doing, walking the talk, that began to build the confidence within our franchisees, our partners, our employees, that things were going to be different at Blaze Pizza,” Guajardo says. “That when we said we were going to do something, we actually got it done right. Fast forward moving into this year, bringing on new board leadership, suddenly, now we’ve got the team on the field that’s actually going to run the place and we’re moving faster than we ever had before.”

It was time for Blaze to grow outside of itself and connect more with communities to have a lasting and effective impact. Something that would last beyond novelty, which carried the fast-casual pizza segment for years, but has clearly worn thin with customers. According to Guajardo, “Novelty is a wonderful momentum builder. When you’ve got novelty, you can hide a lot of mistakes for several years.”

Stein says the new executive team has done a better job of engaging with franchisees. He’s one of six members of the franchise advisory committee—a body that serves as a conduit for any issues in the system. Most companies have this. The difference with Blaze is that conversations between franchisees and the franchisor are incredibly collaborative. He recalls a meeting that was supposed to be four hours, but lasted five and a half because of a much-needed back-and-forth discussion.

“That’s what you want to see in those meetings because I have 35 years of restaurant experience and Wayne Albritton has 30-plus years,” Stein says. “So between the six members of the franchise advisory committee, we have 100-plus years of experience. Why wouldn’t you want to tap into that? And Beto and his group do a great job of collaborating with us because ideas can come to me. So that’s not like some franchisors that talk the talk but don’t really want to collaborate. They do, which is great.”

Despite flat sales post-COVID, Blaze has a strong balance sheet and income statement thanks to the stability of private equity partner Brentwood Associates. Guajardo thinks this consistency will bode well for the chain’s resilience in a competitive market that might see consolidation.

The company is focusing on reimagining and refining its offerings rather than starting over. New menu items and innovative products are being introduced to enhance the dining experience and drive profitability for franchisees. Guajardo praises the supply chain team and distribution partners for their help in bringing new ideas and ingredients to the table.

Additionally, Blaze is updating its store designs and color palette to refresh its image. This includes introducing new voices in the marketplace to represent what the brand stands for and believes in.

“It’s an exciting time to be a part of Blaze Pizza,” Guajardo says. “As a matter of fact, I would argue it’s the most exciting time to be a part of Blaze Pizza because we are on our next horizon of growth.”

Ben Coley is the editor of QSR. He can be reached at bcoley@wtwhmedia.com

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16 BEST FRANCHISE DEALS

There are always hurdles in the quick-service restaurant franchising industry.

Inflation is impacting customers, restaurants cost more to build, and the permitting process keeps getting delayed. But what separates successful franchisors is an ability to adapt and find solutions in the toughest of environments.

/ BY BEN COLEY

Inflationary and consumer challenges are rampant, but these franchises are forging ahead with special opportunities and the proper infrastructure for operators.

THE 2024 BEST FRANCHISE DEALS

COUNCIL:

GRAHAM CHAPMAN CEO ZORFORUM, LLC

JONATHAN HILL COFOUNDER MORROW HILL

MARCIA MEAD PRESIDENT M SQUARED FRANCHISE CONSULTING

MATT MARTIN CEO ROCKETBARN

MICHELLE ROWAN PRESIDENT AND COO FRANCHISE BUSINESS REVIEW

STAN FRIEDMAN COFOUNDER, CDO ZORFORUM, LLC

TIM PARMETER FOUNDER AND CEO FRANCOACH

ASHLY LOZA

COFOUNDER AND INTEGRATOR

BLUE MAVEN FRANCHISE SOLUTIONS

FranCoach founder and CEO Tim Parmeter asserts that while the restaurant franchise industry is constantly evolving, the fundamental need for food remains unchanged. This perpetual demand provides potential franchise owners with a variety of options to find their best fit. However, staffing remains a perennial challenge. Despite technological advancements, the need for a reliable workforce is irreplaceable. Savvy owners can turn this challenge into an opportunity by fostering a positive workplace culture, which can attract and retain employees while developing future leaders.

“The most important thing in finding the best fit actually has nothing to do with a specific brand. As a potential franchise owner, you must focus on YOU. What do you want to do every day as an owner and who are you around in your business,” Parmeter says. “As a franchisee in the food industry, even as a semi-absentee owner, you have a business that does not operate solely in a 9-5 vacuum. Are you up for that challenge? Do you want a business that will have a team that will constantly be changing or one that has inventory to manage or a retail location to maintain?”

In addition to staffing, technology has become a crucial factor in enhancing both operational efficiency and customer experience. Parmeter emphasizes the importance of leveraging AI and other technological tools to streamline operations and attract new customers. This sentiment is echoed across the industry. Many successful brands adopt innovative solutions to stay ahead.

Michelle Rowan, president and COO of Franchise Business Review, says franchisors who offer robust support in employee recruitment, retention, and development have a significant advantage. She advises potential franchisees prioritize brands with high existing franchisee satisfaction and solid unit profitability. Simplicity in business operations, efficient training programs,

and a supportive corporate culture are also critical factors for success.

ZorForum CEO Graham Chapman also underscores the importance of integrating AI and technology to manage inflation and maintain a talented workforce. He suggests that successful franchisors have authentic cultures and are early adopters of technology. They focus on sustainable growth and continuously innovate to stay relevant. For potential franchisees, understanding the financial commitment, ensuring multi-unit ownership viability, and assessing the franchisor’s technology adoption are critical steps.

“Those who are winning are eager to solve the questions/conundrums facing the industry,” Chapman says. “They have built authentic cultures, core values, and operating principles. They were early adopters, and now champions, of AI and robotics. They have always prioritized responsible and sustainable system growth. They are laser-focused on boosting systemwide sales and enhancing unit-level economics. They proactively test and introduce trendy LTOs, modern design upgrades, technology enhancements, etc. that keep the brand moving forward.”

Overall, the quick-service franchising industry offers significant growth potential through strategic innovation, strong leadership, and technological integration. For over 10 years, QSR has showcased fast-food and fast-casual concepts that provide the best opportunities for entrepreneurs to succeed in the restaurant industry. The latest edition highlights 16 companies that exemplify this ideal.

For a second year, we recognized rising franchisors that are on the outside looking in and created a Hall-of-Fame for concepts that have graced the Best Franchise Deals list several times.

This is the 14th Best Franchise Deals in QSR’s history. Once again, we tapped our Franchise Council of experts to share their choices. These brands are in no particular order. ➜

METHODOLOGY:

QSR magazine’s Best Franchise Deals for 2024 were selected from a nomination process that ran from midMay to mid-June. Finalists were reviewed by the Franchise Council, which selected their top choices from shared information and FDD data. Their top choices comprise the final list. Brands cannot appear for backto-back years, but can return after a year off.

POTBELLY

NUMBER OF U.S. FRANCHISE UNITS: 84 NUMBER OF U.S. TOTAL UNITS: 429 TOTAL SYSTEMWIDE SALES: $559,688,000

FRANCHISE AVERAGE UNIT VOLUME: $837,668

FRANCHISE FEE:

$40,000

ROYALTY: 6 percent

TOTAL START-UP COSTS : $643,500–$1,159,000

FRANCHISE AVERAGE UNIT VOLUME: TRADITIONAL: $2,286,274 (74 shops); NONTRADITIONAL: $3,947,078 (four shops)

RENEWAL FEE: 10-Year Term, 25 percent of then-current IFF ($10,000); 5-Year Term, 12.5 percent of then-current IFF ($5,000)

MARKETING FEE: Currently 3 percent. With 90 days’ notice, Potbelly may increase up to an additional 1 percent for a total of 4 percent. Total required marketing expenditures, including minimum local marketing spend of 1 percent will not exceed 5 percent of the shop’s gross sales.

THE SKINNY: Potbelly has over 425 locations nationwide with AUVs of $1.2M as of the 2023 fiscal year. The company attributes its success to its diverse menu, efficient restaurant designs, and strong franchisee support. The brand’s Franchise Growth Acceleration Initiative, launched in 2022, has spurred significant expansion, attracting

franchisees to add multiple units. The leadership team, led by CEO Bob Wright, brings over 150 years of combined experience from top brands like Burger King and Wendy’s, offering franchisees invaluable industry knowledge. To stand out, the fast casual has developed flexible shop designs suitable for various markets, including drive-thru and digital-centric prototypes. These designs, along with a robust tech stack and the Potbelly Perks loyalty program, enhance customer experience and drive sales. The digital-centric prototype is 500 square feet smaller than traditional locations, which helps with leasing and construction costs. The new design comes fully equipped with the Potbelly Digital Kitchen—a digitized backline for enhanced online ordering capabilities. The app-exclusive “Underground Menu” offers hidden items, further engaging customers. The menu features sandwiches and innovative limited-time offerings like the Chicken Cordon Bleu Sandwich and Cinnamon Churro Milkshake, ensuring strong performance across lunch and dinner. These offerings generate excitement and repeat business and help franchisees boost sales and refine their strategies.

SIZING UP FROM THE SIDELINES:

“Potbelly Sandwich Shop aims to be the go-to “neighborhood sandwich shop” in every community it serves. Its menu features toasty warm sandwiches, salads, soups, fresh-baked cookies, and handdipped milkshakes and smoothies, all made with simple ingredients. The company began in the mid-1970s when Peter Hastings converted

n POTBELLY

a former antique shop in Chicago into the first Potbelly location. The original décor incorporated many items from the antique store, including a potbelly stove that inspired the shop’s name. In 1997, Bryant Keil purchased the restaurant and began expanding it into a chain. Potbelly primarily operates during lunch hours, with many locations featuring live music from local musicians. Founded in 1977 and franchising since 2009, Potbelly currently boasts a total of 443 locations, with plenty of upside growth potential.”

BEANS & BREWS

THE SKINNY: Established in 1993 and franchising since 2004, Beans & Brews has expanded from its original Salt Lake City location, famous for its High-Altitude Roasting, to a network of 80 locations across four states. This growth is a testament to the achievements of its multi-unit owners and a strong expansion strategy aiming to open over 100 new locations within the next seven years.

Its unique high-altitude roasting process, carried out in the Salt Lake Mountain valley, ensures the coffee is roasted at the lowest possible temperature for the shortest amount of time, resulting in a smoother, more intense flavor with higher caffeine content. This dedication to quality extends beyond coffee to a diverse menu that includes teas, sodas, frozen drinks, and healthy food options such as avocado toast, paninis, Brekky Tacos, and burritos. Beans & Brews measures success

not only by financial performance but also by creating a welcoming and enjoyable atmosphere for customers and providing a rewarding business opportunity for franchise owners. Through the Brew Good program, the company gives back to the communities it serves by donating to various local organizations, underscoring its commitment to making a positive impact. Choosing to franchise with Beans & Brews means investing in more than just a business; it means joining a family dedicated to delivering differentiated coffee and fostering a supportive, community-focused environment.

SIZING UP FROM THE SIDELINES:

“If you are looking for a brand with a loyal consumer following, look no further than Beans & Brews. From the high-quality specialty coffees to energy drinks and food options, Beans & Brews has something on the menu for every member of a busy family. Beyond a fun-loving brand, take a look under the hood of Beans & Brews to find a well-seasoned leadership team. The team’s franchise experience combined with hands-on experience is impressive and a key component in franchise owners’ success.”

“Beans & Brews stands out with its commitment to high-quality, sustainably sourced coffee and its welcoming, community-focused atmosphere. This unique blend appeals to a wide range of customers and fosters strong local loyalty. Their strategic real estate choices—targeting high-traffic areas and flexible store formats like drive-thrus—position them for continued growth. As coffee culture thrives, Beans & Brews is poised to expand further, leveraging their robust franchise support to ensure every new location upholds their brand’s excellence and community spirit.”

n BEANS & BREWS

HUNGRY HOWIE’S

NUMBER OF U.S. FRANCHISE UNITS: 491

FRANCHISE AVERAGE UNIT VOLUME: $883,300

RENEWAL FEE: $1,000

FRANCHISEE INCENTIVES:

NUMBER OF U.S. TOTAL UNITS: 524

FRANCHISE FEE: $25,000

TOTAL START-UP COSTS:

$292,129–$567,248

TOTAL SYSTEMWIDE SALES: $468,271,000

ROYALTY: 5.5 percent of gross sales but not less than $360 per reporting period.

MARKETING FEE: 7 percent of gross sales but not less than $721 per reporting period.

• Hungry Howie’s offers a strong business model with significantly less investment per square foot than comparable brands and strong sales to investment ratios. Delivery is a core competency, so the brand is well positioned to take advantage of the seismic shift in demand for delivered food.

• All Hungry Howie’s franchisees are provided comprehensive training and support. The brand’s team of experienced operations consultants provide constant support for franchisee growth. Hungry Howie’s also offers thorough new franchisee in store and online training programs, as well as online training modules to help franchisees train their employees.

• There are also plenty of opportunities for both multi-unit and single unit operators. Multi-unit opportunities are available in many major markets and can allow franchisees to supplement their existing business by adding a proven concept to their portfolio. Hungry Howie’s can also provide support in selecting an optimal location for the franchise. Franchisees are granted an exclusive territory with a defined radius around their restaurant location, protecting them from direct competition with other Hungry Howie’s units. Franchisees also have the option to relocate their restaurant, subject to the franchisor’s approval. This allows franchisees to explore better business opportunities within their exclusive territory if needed.

• Prospective franchisees have the chance to be a part of a $46 billion industry. There is high ROI potential as a Hungry Howie’s franchisee, with many of our franchisees achieving millions in annual gross sales.

• Additionally, Hungry Howie’s has an incredible marketing team that provides strategic planning and execution. The team provides local store marketing initiatives to bond with residents in the area.

THE SKINNY: Hungry Howie’s, a veteran in the pizza industry with over 50 years of experience, stands out for its proven track record and adaptability. Known for originating Flavored Crust pizza, the chain

offers unique pizza variations at no extra cost, including premium ingredients like 100 percent mozzarella cheese and freshly made dough. Its diverse menu features various crust options and a range of items like oven-baked subs, salads, and wings. As a family-owned business, Hungry Howie’s prioritizes a supportive and collaborative environment for its franchisees and fosters a sense of extended family. The leadership team maintains open communication with franchisees and ensures robust support and connection to the brand. Hungry Howie’s has thrived by adapting to economic changes, innovating products, and leveraging technology. In 2023 especially, the brand saw success with new menu items, marketing strategies, and tech advancements. Notably, the Secret Menu campaign for its 50th anniversary in August

Best Franchise Deals Hall of Fame

n HUNGRY HOWIE’S

2023 generated over $515,000 in sales. It continued into 2024 due to its popularity. The brand’s tech initiatives include a Pizza Party Planner website, a user-friendly mobile app, and the Howie Rewards program, which boasts over one million loyalty members. The app’s HowieTrack feature allows real-time order tracking. Additionally, the proprietary Howie’s Online Management Exchange (HOME) system offers franchisees performance tracking, store communication, and business reports.

FIREHOUSE SUBS

FRANCHISEE INCENTIVES:

Ranges from $25,000 to $100,000 cash per location for qualified franchisees.

THE SKINNY: Firehouse Subs is celebrating its 30th anniversary with significant expansion plans, including over 150 new restaurants in development and a strategy to double its footprint in the coming years. The brand is currently offering up to $100,000 in cash incentives to qualified new and existing franchisees. Over the past year, Firehouse Subs has tripled the size of its real estate and construction teams and made substantial progress in enhancing franchisee profitability. The Firehouse Public Safety Foundation’s fundraising efforts have earned the brand the top spot in supporting local communities for over a decade. The fast casual is also recognized for its quality food, offering hearty portions of flavorful meats and cheeses with heartfelt service. The brand is investing in innovative kitchen layouts, advanced equipment, digital-first ordering systems, and state-of-the-art technology for inventory management and training. Under the leadership of new CMO Dena vonWerssowetz, the brand has partnered with franchisees

to select a new creative agency team, launching the most successful marketing initiatives in the company’s history. The support from parent company Restaurant Brands International has resulted in a franchisee profitability increase of over 30 percent year-over-year and an average unit volume of $1,342,585 for the top 25 percent of traditional units.

SIZING UP FROM THE SIDELINES:

“Firehouse Subs has achieved significant progress in its culture, growth, and performance. The company has fostered a strong, positive culture that emphasizes teamwork, innovation, and employee satisfaction. This cultural foundation has played a crucial role in driving their impressive growth and overall performance. In terms of growth, Firehouse has expanded its market reach by opening 25 new locations in the past year, resulting in a 30 percent increase in revenue. The company has also diversified its product offerings, introducing new services that cater to a broader customer base. Additionally, strategic partnerships and acquisitions have further fueled their expansion, allowing Firehouse to enter new markets and strengthen its competitive position. By prioritizing a collaborative environment and continuously seeking ways to improve, Firehouse has positioned itself as a dynamic and successful organization.”

These brands are officially retired from Best Franchise Deals, but will be highlighted in future editions. As chains reach four appearances, they will be added to the list.

Freddy’s

Scooter’s Coffee

n FIREHOUSE SUBS

Jersey Mike’s

CHICKEN SALAD CHICK

FRANCHISEE INCENTIVES:

Chicken Salad Chick partners with third-party sources to offer financing options to those who qualify to cove r expenses such as the franchise fee, startup costs, equipment, inventory, accounts receivable, and payroll. Chicken Salad Chick also provides a turnkey grand opening program with marketing and media planning for each restaurant, utilizing the $10,000 fee to support those efforts. Additionally, Chicken Salad Chick franchise owners enjoy work/life balance as all locations are closed on Sundays.

THE SKINNY: Uniquely positioned in the fast-casual sector as the only concept specializing in house-made chicken salad, Chicken Salad Chick offers three revenue streams: dine-in, takeout, and off-premises sales. The brand’s simple setup, which requires no vents or fryers, combined with assistance in site selection, construction, training, marketing, and ongoing consulting, makes it appealing to potential investors. Additionally, the brand provides franchisees with comprehensive support, including local and brand-wide marketing team assistance and community marketing training. This support enables franchise owners to participate in off-premises catering and on-site marketing events. Franchisees benefit from a proven business model and a healthy work/life balance, thanks to Sunday closures. The engaged franchise community at Chicken Salad Chick meets multiple times a year, offering invaluable support and guidance from peers also growing their businesses. The brand’s industry leadership has been recognized with numerous accolades. Additionally, the chain received best-in-class scores from Service Management Group for guest satisfaction in areas such as friendliness, taste of food, speed of service, accuracy, and overall satisfaction.

SIZING UP FROM THE SIDELINES:

“Chicken Salad Chick offers a unique franchise opportunity as a fastcasual restaurant, as none of its food is grilled or fried. Instead, they specialize in a variety of chicken salads, along with soups, sandwiches, and side dishes. Founded in 2008 by Stacy Brown in Auburn, Alabama, the brand has since moved to Atlanta, and grown rapidly due to its distinctive menu and inviting atmosphere.Franchisees benefit from a proven business model, comprehensive training programs, and ongoing support from an experienced management team. The franchise emphasizes community engagement and a welcoming environment, which has contributed to its strong customer loyalty.With over 200 locations across the United States, Chicken Salad Chick continues to expand, with franchise partners that are passionate about great food and excellent service. The initial investment ranges from $515,000 to $683,000, which includes the franchise fee, construction, equipment, and initial inventory. Franchisees can expect strong brand recognition, a dedicated customer base, and the potential for significant financial rewards.”

“Chicken Salad Chick has been enjoying strong growth for a good reason; they’ve created a simple proven business model that offers customers a quick yet healthy and enjoyable experience. They have

that hits a spot the

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efficient cost management strategies to help maintain profitability and they have a unique and positive work environment that attracts and retains employees in a challenging hiring market. If you like chicken, care about health, and love to create great experiences for others, this brand might just be a great investment for you... and now is a good time to hop on this train!”

“If metrics such as 1.7 million loyalty members and $1.49 million AUV don’t seize your attention, then consider the culture of Chicken Salad Chick. From humble beginnings to 275 locations, the leadership focuses on culture including a need for potential franchisees to jump in the kitchen and make chicken salad as part of their Discovery Day interview. The operations model is simple; however, leadership takes their time to ensure franchise owners understand the investment they are making with this franchise.”

SMOOTHIE KING

FRANCHISE AVERAGE UNIT VOLUME: $661,316

FEE: $30,000 Unit 1 / $25,000 Units 2+

RENEWAL FEE: Half off the current IFF ($12,500 currently)

TOTAL START-UP COSTS :

ENDCAP/INLINE: $320,600–$648,465; FREESTANDING: $649,400–$1,266,650

6 percent

MARKETING FEE: 5 percent

FRANCHISEE INCENTIVES: Veterans and first responders receive a 20 percent discount on IFF per unit developed.

THE SKINNY: Smoothie King offers a compelling investment opportunity with its lower cost model and straightforward operations, ideal for passionate entrepreneurs entering the restaurant industry as franchisees. Operated by over 500 franchisees nationwide, Smoothie King follows a business model refined and perfected over 50 years. This proven approach has earned the brand consistent recognition as a top franchise opportunity in various publications and industry rankings. The chain celebrated a record-breaking 2023. Highlights of the year included an 11.5 percent increase in same-store sales and positive traffic growth.This year, the brand anticipates further expansion, including 100 new store openings. The company attributes its growth to development and market expansion, menu innovation, and a dis-

ruptive marketing approach. In 2023, Smoothie King added 189 new store commitments to its development pipeline, making Q4 its largest signing quarter since 2017, with 39 franchise agreements and 20 area development commitments. The new store commitments included agreements in 47 designated market areas (DMAs) across 29 states, introducing the brand to four new markets: Utah, Minnesota, Massachusetts, and New Hampshire. Expansion remained robust in the brand’s home market of Dallas-Fort Worth, resulting in 15 new units in 2023. Additionally, new agreements were signed in two terminals of the Dallas Fort Worth International Airport, marking the brand’s largest market for new deals that year.

SIZING UP FROM THE SIDELINES:

“We have worked with the Smoothie King team for eight years and they have received several awards based on feedback from the franchisees. In addition to the Overall Top Franchisee Satisfaction Award, they are a Top Food Franchise & a Top Franchise for Women. Franchisees rate the Innovation of the brand 23 percent higher than the quick-service benchmark, and the products & Services rated 13 percent above.”

“As an established brand with a robust operational framework, Smoothie King provides resilience in the face of market challenges like rising costs through efficient supply chain management and the ability to overcome industry labor shortages by attracting workers to a brand that they can connect with and feel good about. It benefits from continued rising consumer demand for health-conscious food options while also offering a quick and easy choice for busy and active lifestyles that many people live today. They have enhanced customer convenience and strengthened repeat business through effective technology rollouts for ordering, delivery and loyalty programs. Smoothie King has a heavy focus on efficiency and profitability while also putting a strong focus on marketing investment and corporate responsibility, giving it a strong one-two punch for ROI and growth potential.”

n SMOOTHIE KING

SHIPLEY DO-NUTS

NUMBER OF U.S. FRANCHISE UNITS: 355 NUMBER OF U.S. TOTAL UNITS: 367 TOTAL SYSTEMWIDE SALES: $307,000,000

FRANCHISE AVERAGE UNIT VOLUME: $902,517 FRANCHISE FEE: $40,000 ROYALTY: 5 percent

RENEWAL FEE:

25 percent of our then-current initial franchise fee.

TOTAL START-UP COSTS :

$496,400–$1,029,000 MARKETING FEE: 3 percent (1 percent Regional Co-Op; 2 percent local spend)

THE SKINNY: Shipley Do-Nuts, one of the nation’s largest doughnut brands, has a loyal following and a strong, proven business model, achieving 18–20 percent EBITDA profitability and $1.2 million average AUVs in the top 50 percent of shops. The brand has seen quick-service industry-leading same-store sales growth of over 26 percent in the past 24 months. With some of the industry’s lowest start-up investment costs—reduced by 23 percent over the past year to between $496,400 and $1,029,000—the brand offers an attractive opportunity for franchisees. The chain has an experienced development team that assists franchisees in progressing from site selection to operational status in under 12 months. The brand provides several store formats, including standalone shops with drive-thrus and inline options, to offer flexibility in a competitive real estate market. With opportunities for growth across a wide geographic territory, Shipley’s diverse and craveable product line—including its famous signature hot glazed donuts, a variety of filled, iced, and cake doughnuts, pastries, kolaches, hot coffee, and cold brew—continues to attract generations of loyal customers.

SIZING UP FROM THE SIDELINES:

“Shipley Do-Nuts has built a strong brand legacy with its freshly made doughnuts and pastries that have delighted customers for over 85 years. Known for their wide variety of flavors and classic recipes, Shipley creates a nostalgic yet vibrant experience that keeps customers coming back. Their dedication to quality and tradition, along with strong franchisee support, ensures Shipley Do-Nuts will continue to grow and capture new markets.”

n SHIPLEY DO-NUTS

CHEBA HUT

NUMBER

FRANCHISE AVERAGE UNIT VOLUME:

$2,307,476

RENEWAL FEE:

FRANCHISE FEE:

$50,000 for single; $130,000 for three

50 percent of then current initial franchise fee

TOTAL START-UP COSTS:

$631,150–$2,171,900

$122,683,049.76

5 percent

MARKETING FEE: 2 percent

FRANCHISEE INCENTIVES: 10 percent discount for veterans

THE SKINNY: Cheba Hut is a company driven by core values, prioritizing decisions that benefit both owners and crew members. With an average store size of 2,450 square feet and a full bar program, the brand’s business model is economically sound. The average ticket price is $20, and there is a balanced mix between digital and in-shop sales. The absence of flat tops and deep fryers, coupled with the requirement of only a type 2 hood, keeps investment costs reasonable and real estate options flexible. The fast casual has consistently seen positive same-store interaction counts, including in Q1 2024. The brand performs well in various markets, including urban, suburban, and college areas, with many of the highest-grossing stores located in conservative regions. The headquarters staff in Fort Collins, Colorado, is highly regarded, positioning Cheba Hut for growth and strong support.

ELLIANOS COFFEE

$30,000 for first store; $15,000 each consecutive store

ROYALTY: 6 percent MARKETING FEE: 1.25 percent TOTAL START-UP COSTS : $634,500–$946,500

FRANCHISEE INCENTIVES:

We work with Vet Fran and offer a 20 percent discount on the first store’s franchise fee for those who are previous military.

THE SKINNY: Experiencing significant growth since 2017, the franchise expanded from 20 stores in early 2022 to 30 by 2023, reaching 50 stores at the start of 2024. It’s projected to hit 100 by the end of 2025. Currently, over 170 stores are either open or in development. Ellianos focuses on growing its presence in the Southeast to build strong brand loyalty. The brand is known for pioneering the double-sided drive-thru layout, enhancing customer convenience and service efficiency. Innovations like walk-up windows and a modular build design further highlight its commitment to efficiency. The chain blends Southern and traditional coffee cultures, offering high-quality ingredients and hospitality. The menu features signature Breakfast Bowls and celebrates Southern culinary traditions. Customer satisfaction is a priority, with 75 percent of stores boasting at least a 4.6-star rating. The franchise emphasizes community involvement, with all stores locally owned and operated. Technological advancements include a new mobile app launched in 2024 for ordering ahead. Ellianos provides comprehensive franchisee support and training, ensuring operational excellence. Financially, the franchise model is designed for profitability. Food accounts for over 20 percent of sales and non-coffee beverages over 15 percent.

n ELLIANOS COFFEE

n CHEBA HUT

WE MAKE THE ROAST BEEF. YOU MAKE THE CHEDDAR.

Our restaurant franchise opportunities are winning over new guests every day by serving quality food at affordable prices, with the speed and convenience consumers demand.

Franchising with Arby’s comes with some tasty perks!

An efficient business model for faster growth and a better bottom line

A globally recognized brand name

Irresistible development incentives

A beloved menu made with high-quality ingredients

Ready to carve out your place in the industry?

PANCHEROS

NUMBER OF U.S. FRANCHISE UNITS: 47

FRANCHISE AVERAGE UNIT VOLUME:

$1,527,107.34

RENEWAL FEE:

FRANCHISEE INCENTIVES:

NUMBER OF U.S. TOTAL UNITS: 73 TOTAL SYSTEMWIDE SALES:

FRANCHISE FEE: $30,000

MARKETING FEE: Up to 3 percent of gross revenue, currently 2 percent

$111,478,836.17

ROYALTY: 5 percent

TOTAL START-UP COSTS: $680,500–$1,387,500

No renewal fee; step-by-step support from day one; dedicated franchise business consultant; support through Burritos With Benefits app; national marketing support; grand opening support.

THE SKINNY: Pancheros attributes its success to a simple approach: using simple ingredients, a straightforward menu, easy cooking techniques, and a streamlined business model. This simplicity results in fresh, delicious food, highlighted by its unique burritos, mixed evenly with Bob The Tool and wrapped in fresh-pressed tortillas. Part of the growing Mexican fast-casual industry, Pancheros has a proven business model developed over 30 years, expanding from the Midwest to over 70 locations nationwide with plans for further growth. The brand offers comprehensive training and ongoing support, including a dedicated franchise business consultant who provides continuous mentorship and assistance. New franchisees benefit from the Burritos with Benefits loyalty program and a user-friendly mobile app, which enables guests to order ahead, get delivery, earn points, and access

exclusive promotions. Pancheros also provides national marketing support to help connect with customers and drive business. Pancheros seeks franchise partners who share its values and passion for food in a welcoming environment and prioritize customer service.

BOJANGLES

NUMBER OF U.S.

FRANCHISE UNITS: 528

NUMBER OF U.S. TOTAL UNITS: 813

FRANCHISE AVERAGE UNIT VOLUME:

TOTAL SYSTEMWIDE SALES: $1,781,138,964

$2,350,216 for 2023 (franchised-bone-in chicken menu)

$3,237,714 for 2023 (Three company-operated locations with the boneless only chicken menu)

FRANCHISE FEE:

$35,000 ROYALTY: 4 percent of total monthly gross sales

MARKETING FEE:

RENEWAL FEE: 50 percent of the franchise fee in effect at the time of renewal

• Local marketing expenditure: 3 percent of total monthly gross sales less amounts spent on cooperative advertising

• Local marketing—Advertising Technology Vendors: currently, $125 per restaurant

• Cooperative advertising: typically 2 percent of gross sales

TOTAL START-UP COSTS:

$2,600,320–$3,779,700 for traditional, freestanding restaurants (does not include real estate acquisition or leasehold costs.); $720,220-$1,817,200 for express restaurants

FRANCHISEE INCENTIVES:

• Veteran, Women and Minority Franchise Incentive Programs include 50 percent savings on Bojangles franchise fee for the first two qualifying restaurants and reduced royalty fee for the first three years as a Bojangles franchisee.

• Equipment Reimbursement Incentive: Sign a development agreement for (three) units, receive $300,000 rebate upon opening of units No. 1 and No. 2 = $600,000 total! Sign a development agreement for (five) or more units, receive a $300,000 rebate upon opening of units No. 1, No. 2 and No. 5 = $900K total!

THE SKINNY: Bojangles is recognized thanks to its proven history since 1977 and strong commitment to franchisee success. The chain has an AUV of $2.35 million, with breakfast sales making up nearly 37

n PANCHEROS

n BOJANGLES

percent of revenue, indicating strong performance and growth potential. The optimized all-boneless menu platform further enhances performance, achieving an impressive AUV of $3.23 million. The concept offers six flexible prototype options to meet diverse market needs. Additionally, with nearly 35 percent of its 813 restaurants company-owned, Bojangles underscores its dedication to the success of both the brand and its franchisees. In 2023, Bojangles achieved significant development success by adding 270 units to its growth pipeline and opening 40 new restaurants, including 10 in new markets. The brand’s expansion strategy includes an updated restaurant design, a new staffing model, and a streamlined boneless chicken menu across three dayparts. CEO Jose Armario emphasized the importance of franchisees in this growth and noted strong reinvestment and new, experienced franchisees joining the brand. The expansion includes the Genesis building prototype with digital menu boards, dual drivethru lanes, and an ergonomic design aimed at simplifying operations and enhancing the guest experience.

HAWAIIAN BROS

$3,094,855

RENEWAL FEE:

FRANCHISE FEE: $50,000 and $25,000 for each additional restaurant

50 percent of the then current franchise fee (or $25,000)

TOTAL START-UP COSTS :

ROYALTY: 6 percent

$1,539,160–$4,818,991 MARKETING FEE: 4 percent (3 percent ad fund; 1 percent local)

FRANCHISEE INCENTIVES:

5 percent royalty fees for first five years for early adopters (the first 50 restaurants systemwide that are developed and opened under our standard form development agreement).

THE SKINNY: Hawaiian Bros, an island-inspired plate lunch concept, offers a variety of chicken glazed with sweet, savory, or spicy sauces, slowroasted pork, macaroni salad, steamed white rice or vegetables, and tropical Dole Soft Serve. From 2020 to 2023, the company has experienced significant growth due to its unique market positioning and attractive franchise opportunities. With a simple menu of only 84 SKUs, the brand keeps supply chain efficiency and a 30-second drive-thru service standard. This operational simplicity attracts multi-unit franchisees seeking higher sales and efficient operations compared to legacy quick-service brands. The expansion strategy targets medium to large-sized multi-unit franchisees with over 10 years of experience in local market operations, aligned with the brand’s ‘ohana culture and Aloha Spirit. Since March 2023, Hawaiian Bros has signed eight development agreements with multi-unit franchisees to open over 150 restaurants across more than 20 markets in nine states. The brand’s unique positioning between quick-service and fast-casual restaurants caters to various customer preferences through personal guides and self-service kiosks, ensuring fast and accurate service. With an average unit volume of $3 million for established restaurants, Hawaiian Bros offers a compelling franchise opportunity. Currently owning and franchising 55 restaurants in nine states, the brand is expanding into select midwestern, central, mountain, and southeast markets in 2024. Hawaiian Bros’ commitment to its values and the success of its franchisees has fueled its rapid nationwide expansion and positions the brand for continued growth.

n HAWAIIAN BROS

NUMBER OF U.S.

558

FRANCHISE AVERAGE UNIT VOLUME:

$1.6 million

RENEWAL FEE:

$346,480,000

FRANCHISE FEE: $30,0000 ROYALTY: 5 percent of gross sales

Greater of 15 percent of the then-current franchise fee or $5,000

MARKETING FEE:

Currently two and one-quarter percent (2.25 percent) of gross sales for franchisees and one and three- quarters percent (1.75 percent) of gross sales for licensees.

TOTAL START-UP COSTS:

$489,200–$1,307,000

FRANCHISEE INCENTIVE: $100,000 cash incentive

THE SKINNY: QDOBA stands out as a premier franchise opportunity for several reasons. The brand has strong recognition, consistently ranking in top franchise lists like Entrepreneur Franchise 500 and USA Today’s Best Fast-Casual Restaurants, attracting seasoned franchisees and ensuring steady business growth. The menu, known for its freshly prepped and grilled-in-house ingredients, appeals to a wide customer base with fresh, customizable options. This focus on quality, combined with a diverse menu, helps maintain customer interest and satisfaction. Financially, the chain is attractive with an impressive top quartile AUV of over $2.3 million. This high revenue potential is supported

by multiple revenue streams and strong performance across various dayparts, enhancing overall profitability for franchisees. The brand offers flexible buildout options and accommodates spaces from 500 to 2,500 square feet, allowing franchisees to tailor their investment to different market conditions and locations. This adaptability can lower initial costs, speed up the building process, and make it easier to start generating revenue. QDOBA also provides robust franchisee support and leverages over 25 years of industry experience.

POKEWORKS

FRANCHISEE INCENTIVE: Fees are reduced with a multi-unit commitment.

THE SKINNY: Pokeworks is the leading and fastest-growing fastcasual poke brand globally and has some of the highest store counts and AUVs in the category. As the brand continues its franchise expansion, it seeks franchisees who align with its commitment to guests and core values: Spreading Aloha, Positivity, Innovation, Attention to Detail, Sustainability, and Integrity. With stores achieving $2.2 million in sales systemwide, Pokeworks presents a unique and attractive opportunity for franchisees aiming to introduce poke to new communities. Over the years, the fast casual has streamlined internal systems and operations to ensure a seamless experience for franchisees. This includes multiple revenue streams through catering options, a modern technology stack featuring a user-friendly app and online ordering, loyalty programs, advanced digital customer marketing, acquisition strategies, targeted local marketing capabilities, and proven success in social media and digital platforms. The total investment for a Pokeworks location, including the franchise fee, starts at a low $308,000, making it an accessible opportunity for potential franchisees.

CINNABON

NUMBER OF U.S.

959

NUMBER OF U.S. TOTAL UNITS: 981

FRANCHISE FEE:

$30,500 for a full bakery; $8,000 for an express bakery; $5,500 for a concession bakery; $66,000 for an Auntie Anne’s co-branded bakery ($30,500 of which will be paid to Cinnabon); $8,000 for express bakery; and $61,000 for a Carvel co-branded ($30,500 of which will be paid to Cinnabon).

ROYALTY:

6 percent of net sales for all bakeries, except: then-current product price per case for express bakeries in a Schlotzsky’s. Royalties on net sales attributable to the co-branded franchisor may vary. Renewal fee: 20 percent of the then-current initial franchise fee for the type of bakery you will operate.

MARKETING FEE:

Currently, 2.5 percent of net sales for bakeries in other locations. Currently 3 percent of net sales for bakeries in streetside locations and for Swirl bakeries in any location. Advertising contributions on net sales attributable to the co-branded franchisor may vary.

TOTAL START-UP COSTS:

$254,750–$674,400 (full bakery in a traditional location)

THE SKINNY: In the quick-service industry, Cinnabon distinguishes itself from competitors with its signature cinnamon rolls. The franchise offers a robust business model backed by strong consumer brand awareness (over 90 percent) and comprehensive corporate support. Established in 1985, Cinnabon has expanded to 981 locations in the U.S. and 952 internationally, growing its presence in malls, airports, travel centers, and streetside locations. Many of these are co-branded with GoTo Foods sister brands, and all 300-plus Schlotzsky’s locations feature a Cinnabon Express Bakery, further increasing its domestic footprint. Cinnabon prioritizes innovation and consumer insights, regularly enhancing its menu with new snacks and beverages to attract and retain customers. Popular additions include Cookie BonBites, Chillattas, and Center of the Roll. The brand has also expanded through GoTo Foods’ licensing business, offering over 100 Cinnabon SKUs in mass-market retailers like Walmart, Kroger, and Target. This focus on innovation enables franchisees to cater to a diverse consumer base. Cinnabon stands out as a winning franchise for entrepreneurs seeking to expand their portfolio, thanks to its irresistible products, desirable partnerships, strong unit-level economics, effective marketing, creative menu offerings, and efficient operations.

FAZOLI’S

NUMBER

$1,436,474 FRANCHISE FEE: $50,000

RENEWAL FEE:

50 percent of then-current initial franchise fee

TOTAL START-UP COSTS:

$472,500–$2,399,500

5 percent

MARKETING FEE: 4 percent

THE SKINNY: Fazoli’s continued its growth over the past year, expanding into several markets, including two new units in Tampa, as well as openings in Mesa, Arizona; Little Rock, Arkansas; and Orlando, Florida. The chain also secured deals to enter new territories, such as the chain’s first international agreement in Canada with a veteran franchisee of its sister brand, Fatburger. This deal promises 25 units over the next decade, marking the beginning of global expansion for the brand. As the country’s largest fast-casual Italian brand, Fazoli’s has remained a leader in providing value amid inflationary challenges. Recently, the brand has focused on value-driven indulgent limitedtime offers (LTOs), such as giant Stuffed Shells with premium toppings like shrimp. Despite these economic pressures, Fazoli’s remains dedicated to cooked-to-order experiences and upscale service approaches, serving food on real plateware with real flatware, grating Parmesan tableside, and delivering fresh unlimited breadsticks directly to guests’ tables.

Franchisors to Watch

Ben Coley is the editor of QSR. He can be reached at bcoley@wtwhmedia.com

Naf Naf Grill

FRANCHISEES ON THE FRONTLINES

/ BY SAM DANLEY

HOW ARE OPERATORS ADAPTING TO COST PRESSURES AND ECONOMIC HEADWINDS IN 2024?

RESTAURANTS ARE BRAVING ROUGH WATERS in 2024. Inflation has eased from its pandemic-era peak. Commodity and labor markets are showing some signs of stabilizing after a volatile few years. But franchisees are still contending with higher input, occupancy, and development costs. Plus, they’re grappling with a consumer base that’s feeling the pinch of price increases and pulling back on discretionary spending in a murky macroeconomic climate. All of that is pushing franchisees to rethink their strategies, prioritize cost efficiency, and explore fresh solutions to maintain growth and profitability.

The labor situation remains a big headwind, especially in California, where restaurants are still reeling from this spring’s mandated $20 fast-food minimum wage hike.

“It really comes down to the franchisee, because they’re the one who has to pay for it,” says Sonu Chandi, owner and CEO of Chandi Hospitality, a Northern California-based real estate company and franchise group that operates around 20 Mountain Mike’s Pizza locations. “For us, it was all about studying the numbers and understanding what the impact would be on our individual business. How many hours are we running at this site? What’s the percentage increase going to be there?”

The new wage requirement marks a 25 percent increase from the state’s previous minimum rate of $16 per hour. In some areas where Chandi operates, local jurisdictions already required restaurants to pay more than that, so the actual increase was around half as much. Still, a roughly 12 percent increase is substantial, and it comes on top of elevated food costs that have been ticking upward for a while.

Occupancy costs are higher, too. Chandi says one of his stores that was set to renew its lease earlier this year faced a nearly 30 percent rent increase.

“We knew that with inflation cutting into our profits, we couldn’t afford that,” he says. “Because we’re also a real estate company, we were able to find a nearby location that ended up being cheaper. Initially, we were a little worried about moving to a site that’s not in a big shopping center, but after looking at the data, we think we’re going to do pretty well there. That’s the kind of stuff we’re doing as a development agent and as a franchisee—being more proactive and shifting as needed.”

Franchisees are exploring various solutions to manage growing input costs. Some are cutting hours and turning to technology to supplement labor, employing self-order kiosks, automated kitchen equipment, and AI in the drive-thru. They’re also looking to funnel more orders through digital channels, which typically come with higher checks and require less labor by offloading the ordering process.

Businesses that tried to get ahead of the increased labor costs before the wage hike took effect may find the sailing to be a bit smoother, Chandi says. He made a significant investment to help navigate the challenges last year, establishing a new back-office team in India led by his brother. The move helped bolster the company’s internal accounting and HR capabilities.

“Now, we’re better situated to be able to utilize that team to review all of the data and help with all of this,” he says. “They’re doing that every day so we can tell our in-store teams, ‘We don’t want to cut your hours. We want to make sure you have a good, sustainable job. We want you to continue growing with us.’ But we have to be realistic and make sure we’re not paying more than we’re earning.”

The new back-office team has also helped build up operational oversight capabilities. That includes a sharper focus on employee training and refining systems and processes to ensure stores are operating at peak efficiency. Equipping general managers with the tools they need to run their restaurants and develop strong in-store teams has been a priority, too.

“We’ve gotten a lot of buy-in from our managers,” Chandi says. “They’ve been working really proactively to help make it all work.”

• HAMRA ENTERPRISES, BASED IN SPRINFIELD, MISSOURI, FRANCHISES PANERA RESTAURANTS, AS WELL AS WENDY’S AND NOODLES & COMPANY.

Many franchisees have found that raising menu prices is the most straightforward solution for offsetting higher input costs. That comes with its own set of challenges in an environment marked by growing consumer cautiousness. Widespread traffic losses indicate that many customers have reached their limit on acceptable restaurant pricing, making it clear that further hikes could drive even more patrons away.

“You have to figure out how much of these costs you can move to the consumer because you can’t move them all,” Chandi says. “We gave anywhere from a 4-5 percent increase, but only on some items, because you can’t do it on all of your items, either. That’s a big challenge in today’s landscape—just managing this and looking at it weekly, bi-weekly, and monthly to make adjustments.”

Data underscores the delicate balance franchisees are trying to strike. Foot traffic analytics company Placer.ai found that as a result of the wage hike, most quick-serves in California raised prices by mid-single digits to mid-teens. Revenue Management Solutions, meanwhile, found that the state’s quick-service traffic decreased 4.7 percent in the first month after the change took effect, compared to a 1.6 percent decline nationally. Net sales were flat while the quantity per transaction decreased 1.5 percent, a sign that guests were starting to manage their checks more carefully.

Placer.ai’s year-over-year visit trends for chains across the U.S. and California showed a link between price increases and transactions. Before the wage law took effect, California’s quick-service visit trends were slightly ahead of the national average. That changed after the wage hike, with national visit trends surpassing California’s for seven of the eight weeks in April and May.

That doesn’t mean the challenges are isolated to the Golden State. Nationally, the rise in food-away-from home prices has outpaced that of food-at-home. According to a June forecast from the USDA, food-away-from-home prices are expected to increase by 4.2 percent in 2024, while food-at-home prices are predicted to rise by just 1 percent.

With menu inflation outpacing grocery inflation, nearly one in eight Americans now consider fast food to be a luxury, according to a survey of more than 2,000 consumers conducted by LendingTree this spring. An intense battle for value has erupted as restaurants refocus on affordability to win those guests back.

Hamra Enterprises, a Springfield, Missouri-based franchise group operating around 200 Wendy’s, Panera, and Noodles & Company locations, is seeing a growing demand for value across all of its brands, particularly in the fast-casual segment, says CEO Mike Hamra. Pricing is a baseline for delivering on that proposition, but it’s just one piece of a much larger puzzle.

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Ultimately, Hamra says, value is about providing the right experience for guests “from the interaction to the follow through, to making sure that the orders are executed with the speed and accuracy that the customer expects.” That cuts right back to a restaurant’s biggest asset: its people.

“If you’re not supporting your team members, they’re not going to support your guests,” Hamra says. “And if you’re not supporting your guests and providing those exceptional experiences, people stop coming in. It’s simple math. Transactions start to drop. People come back less frequently or stop coming back at all. That’s where I’ve seen a lot of people get in trouble. They think it’s a P&L problem. They try to cut costs instead of investing back in people. Pulling back on that is the worst thing you could do. The best thing you could do is lean in and invest in people, because that translates back into a great guest experience and supports a business that’s going to succeed long term.”

Beyond training and development, Hamra says franchisees need to provide comprehensive support and benefits to remain employers of choice in a tight labor market. His company offers tuition reimbursement for those who wish to continue their education and provides an on-site homework program for student workers. Employees are paid to work on their homework for an hour before or after their shift. They’re also rewarded for good grades with bonuses.

Additionally, Hamra Enterprises runs a program funded

by employee contributions and company matching to provide financial assistance for extended medical leave, funeral expenses, and transitional housing. It also aids in financing home ownership and covering daycare costs.

“Competition for the brightest and best employees is pretty fierce out there right now, so it makes a big difference for people when their employer is supporting them not just with a paycheck, but in other areas of their lives that are important to them,” Hamra says, “We typically find that when our support structures are in play, and people are utilizing them and engaging with them, those employees are happier and stay with us longer. They also spread the word about us as an employer to their friends and family, and that makes a big difference in attracting and retaining people.”

The recent uptick in bankruptcies in the restaurant world underscores just how challenging the landscape is. This past year has seen filings from large franchisees for a growing number of major brands, including Burger King, Hardee’s, Wendy’s, Popeyes, McDonald’s, Subway, and Arby’s to name a few.

Hamra says it isn’t all doom and gloom out there, with successful franchisees looking inward and focusing on the factors they can control to stay on course, he says.

“We’ve seen these kinds of dynamics happen in the past before, maybe in different ways, and certainly in different combinations,” he says. “It’s part of our industry. We’re used

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to dealing with headwinds like this and getting on the other side of them.”

Some brands and franchisees are targeting a turnaround by closing underperforming units. Others are putting a pause on development to focus on maintaining successful locations. Those that are growing are finding the price tag for new stores is still higher than it used to be.

“Building costs have certainly gone up, too, which makes it harder to pencil out how to make it work,” Hamra says. “Everything costs a bit more to get a brick-and-mortar building up. That’s definitely created some challenges.”

In response, quick-service brands are value-engineering new prototypes to lower investment costs for franchisees looking to build new stores. Franchisors are shrinking footprints and enhancing the efficiency of restaurant designs, enabling operators to achieve the same volume with less square footage.

Nontraditional locations also offer a cost-effective path to unit growth. Along with opening new streamlined and digital-focused Wendy’s and Panera stores, Hamra Enterprises has opened new units inside of travel centers and hospitals.

Despite the wave of bankruptcies and mounting pressures, success stories and pockets of growth are still emerging. Franchisees seeking to diversify their portfolios and drive expansion are focusing on fast-growing, traffic-boosting concepts in high-growth catego -

ries like beverages and chicken.

Hamra Enterprises branched out and brought a new brand into the fold for the first time in a decade last year. It inked a deal to open two dozen Caribou Coffee locations throughout Missouri.

“We’re looking for things that are growth vehicles,” Hamra says. “Consumers are seeking out craveable products and looking for innovation. They’re sharing where they’re getting new things and trying new products. All of that elevates the competitive nature of the business that we’re in. We were blown away by the different offerings Caribou has and the innovation that they’re doing around beverages. For us, it was about getting into that category, because it’s different from anything else that we have in our portfolio right now.”

Similarly, Chandi Hospitality recently signed a 10-unit development deal with Guy Fieri’s Chicken Guy! concept.

“Everybody was like, ‘Why would you sign on to develop a new concept right now? The financing costs are high. This and that are high,’” Chandi says. “I think it’s a double-edged sword. It’s an opportune time, too, because not as many people are opening and more people are closing. It’s all about being proactive and strategic, because you can still find really good opportunities in this environment.”

Sam Danley is the associate editor of QSR. He can be reached at sdanley@wthwmedia.com

Automating Pizza Assembly

Picnic Works is accelerating the rollout of its robotic makeline technology.

BY SAM DANLEY

From bussing tables and delivering orders to flipping burgers and frying chips, robots are steadily infiltrating the restaurant world in response to ongoing labor challenges and ever-tighter margins.

Pizza’s widespread popularity and relative uniformity compared to other products make it a hotbed for automation adoption. That’s where Picnic Works is aiming to make an impact with its Pizza Station, an autonomous back-of-house makeline that whips out pies faster and cheaper than humans.

“You’ve got three billion pizzas that are sold in North America annually,” says Michael Bridges, CEO of the Seattle-based food automation company. “It’s a big market to actually go out and tackle.”

Designed to handle mundane, repetitive assembly tasks, the Pizza Station has been in operation in a variety of kitchens since late 2020. Employees simply select a recipe from a touch-screen interface and load the dough into the machine, which accommodates pies ranging from 7 inches to 17.5 inches. It dispenses and distributes precise amounts of sauce, cheese, and pepperoni as the product moves along the conveyor. When the pizza comes out on the other side, it can either be placed in the oven right away or stored in a refrigerator for later. The system is equipped with vision technology, so it adjusts on the fly if the pizza is slightly off-center. It also is connected to the internet, so it can send data back to Picnic and learn from its mistakes. There are two versions available for operators: one for cheese and pepperoni, and another capable of dispensing additional granular toppings like sausage and onion.

of that can be reused, so food waste goes down to near zero.”

Like most robots, the ability to do more volume with less staff on the clock is a key selling point. And while there’s still some handwringing about automation replacing employees, Bridges says that’s not the message Picnic is putting into the market.

Factories have been automating this process for the CPG industry for a long time, but that doesn’t translate easily into a restaurant. Picnic’s tool differs from those machines in a few respects. It has a modular design and can fit in almost any kitchen footprint. Plus, it allows for recipe customization and uses fresh ingredients.

Consistency is one challenge the machine solves. Bridges says it helps operators deliver a quality experience every time they send a pizza out. It also helps with food costs, since toppings like cheese can be expensive and often overtopped by time-crunched employees.

“The other beautiful part about it is that if something like cheese or pepperoni falls below, it gets caught in the system,” he says. “All

“One, there’s just not enough labor to go around,” he says. “We haven’t talked to someone that is overstaffed in a long time. Two, it’s about making labor more productive. A more consistent product, less food waste, a better overall customer experience, and a better overall employee experience—that’s really what we’re trying to go after. No one wants to sit down and count out 72 pieces of pepperoni and lay them on a pizza when it can be automated, right?”

Depending on the size, the Pizza Station can assemble more than 130 pies per hour with just one employee, which makes it a good fit for high-volume, low-customization markets.

“You have to find out who’s going to adopt it and where it works today, and then figure out how you’re going to morph and grow with that,” Bridges says. “We focus heavily on universities, stadiums, arenas, live sporting events, convention

[CONTINUED ON PAGE 64]

Picnic Works’ Pizza Station has been around since late 2020.

centers, big box retail, and convenience stores. We’re also working with pizzerias, but sometimes they may not have enough volume on a Tuesday or Wednesday night for it to make a lot of sense, so a lot of them are starting with their nontraditional locations.”

With more pilot tests accelerating in 2024, he expects expansion will kick into high gear next year. To that end, Picnic this spring teamed up with Roboworx to facilitate the national rollout of its pizza-making machine.

The Robots-as-a-Service company specializes in hands-on support for automation technologies across a range of industries. Installing the robot is a quick process that can be completed in a few hours, says Dale Walsh, VP of strategy and innovation at Roboworx. It requires only a 208v outlet, with no plumbing or extensive buildout necessary. Roboworx handles the unboxing, assembly, calibration, and any adjustments that need to be made to get the machine up and running. It also provides ongoing training, repair, and preventative maintenance services.

“Our focus isn’t just making sure the robots work correctly, but also making sure that the end user—in this case, the pizza restaurant—is truly realizing the value that they expected out of their investment in automation,” Walsh says.

All too often, he adds, robotics companies assume their machine will be successful in its intended environment as long as it works correctly. But there are other reasons why automation projects go south beyond electro-mechanical issues. Employees often don’t

feel empowered to contact a robot company when something goes wrong. Restaurants are also dynamic environments, so each setting comes with its own special considerations that may change and evolve with time. That means success hinges on active management of both the machine and the staff that are using it.

“It’s all about acceptance, adoption, and utilization,” Walsh says. “In restaurants in particular, these robots are going into environments where they’re dependent on adoption by entry-level employees, so we observe the operations, talk to the end user, and ask them questions. And since they’re in high-turnover environments, we’re constantly retraining staff to make sure the robots get utilized.”

Walsh says the restaurant industry as a whole is still in the early stages of the adoption curve, but the next few years will see significant growth. He expects more automation in the back of the house, where robots can take over tasks that are “dirty, dangerous, and dull,” such as measuring ingredients or prepping pizzas.

“Those are the things that robots are really good at, so I think we’re going to see more of those types of tasks become automated,” he says. “The cost comes down as you begin to mass produce, so as labor shortages continue and minimum wage keeps going up, it’s just going to make more and more sense for operators from an ROI standpoint.”

Sam Danley is the associate editor of QSR. He can be reached at sdanley@wthwmedia.com.

Energizing Chicken Fandom

Bojangles CMO Todd Boland taps into his diverse marketing background to boost favorite products and drive expansion.

BY DANNY KLEIN

Tom Boland’s marketing career has spanned roles from Barstool Sports to WarnerMedia to Turner Broadcasting, Warner Bros., and World Wrestling Entertainment. As diverse as that resume is, there’s always been a formula: No. 1, is there a great product? And secondly, do the fans like it, or do they love it?

When Boland began exploring Bojangles, he came to the chicken chain’s home base of North Carolina and did something relatively novel in today’s digital-frenzied world—he asked people about it. He did so in airports and hotels. Have you been to Bojangles? What do you like about it? Do you have a go-to?

The first week he accepted the job—Boland was tapped as chief marketing officer in March 2023—he drove down from Connecticut. He parked in a Bojangles one Sunday and got in line with a grandma, dad, and daughter who were grabbing food after church. They saw the out-of-state plates and asked if he’d ever been. “And they proceeded to tell me what their favorite menu item was as we’re waiting in line,” Boland says. “… And I’m thinking, ‘when in my life has any one ever done that?’ Burger King? It doesn’t happen. It speaks to the cult-like following.”

Needless to say, while Bojangles was Boland’s first fast-food gig, it fit his playbook. So he began looking at ways to unlock those visceral reactions, just as he had in prior stops ( Boland was VP of marketing at Barstool, where he led efforts for 65 shows and modernized the brand’s collateral).

One lever that emerged was Bojangles’ Bo-Berry Biscuit. The buttermilk product, adorned with icing, and baked with Bo-Berries, was introduced in 1987—the same year Seasoned Fries hit the menu and a decade after the debut store opened in Charlotte.

Boland figured the iconic item’s biggest whitespace was simply its exposure. The brand launched a Bo-Berry Cookie last year, which ended up boasting five times the anticipated demand executives expected, Boland says. “It’s been wild,” he notes. “And what’s been powering that growth is the fans are promoting it for us. They’re doing a lot of reading and reviews and telling their friends about it, which is feeding the growth.”

Chatter around the cookie and the original product flooded social media. And as the former erupted in popularity, Boland says,

Bojangles started looking at data and plotting an encore. Here, too, it decided to listen instead of tossing ideas into the world and hoping something stuck.North Carolina residents are well aware of a menu hack that’s been happening at Bojangles for years. The brand knows as well, but it never tried to track it.

Customers ask for a Bo-Berry Biscuit and sausage patty and put them together to create a Sausage Bo-Berry Biscuit. But now equipped with dialed-in tools, Boland realized there was a cluster of activity happening around colleges. There’d be a spike on Thursdays and Fridays at select stores. So they went to those locations and began asking team members what was happening.

“Oh, it’s the Sausage Bo-Berry. Consumers come in and ask for it all the time,” Boland says. “We decided to look at how they made it.”

Customers cut the Bo-Berry Biscuit in half and wedge the sausage inside. Naturally, this isn’t the most efficient process for a drive-thru-centric setup, regardless of what end it’s happening on. Either somebody needs to pull over or an employee is slicing a product and hacking a menu in ways it wasn’t operationally designed to.

Bojangles’ culinary team rethought it. They

[CONTINUED ON PAGE 66]

Bojangles CMO Todd Boland started his position in March 2023 and hit the ground running.

explore new flavor combinations often.

“Today’s consumers are more knowledgeable about global products and cultures, which has greatly benefited our brand,” explains Kera Vo, Le Macaron’s franchising consultant and developer. “Macarons are perfect for weddings, gender reveal parties, Christmas gifts, and as tokens of appreciation for doctors and teachers. Our product fits into many events and appeals to those seeking unique gifts.”

This year has proven to be Le Macaron’s busiest one yet. Since 2012, the brand has provided a simple, compact café model for franchisees and expanded to 67 locations nationwide with 10 more in development. The first quarter of 2024 was particularly active, with six grand openings and three signed deals that will add five more shops— marking the fastest growth in the brand’s 15-year history.

Le Macaron’s team of trained master chefs oversees macaron production inhouse, which ensures consistency across ingredients amidst rapid restaurant growth. Guillem has no qualms about maintaining a high standard of quality when it comes to her products, no matter how many franchisees she brings into the fold.

She also notes that franchisees benefit from Le Macaron’s family-run business, which provides accessible support and direct communication with the founders and bypasses layers of management and directors.

“We are here and available for our franchisees,” Guillem emphasizes. “Sometimes, they just need a little assistance or have specific needs. We strive to accommodate them, maintaining accessibility and a support system.”

Through a thriving franchisee program, Le Macaron plans to expand into markets such as Tarpon Springs, Florida; Raleigh, North Carolina; Bethlehem, Pennsylvania; Long Beach, California; and Columbus, Ohio. Guillem favors historic quarters, lifestyle centers, and main street locations similar to the original Le Macaron in historic downtown Sarasota.

With a presence in 26 states and counting, Guillem is determined to establish Le Macaron in all 50 states while preserving its family-friendly charm.

I call it fine casual, and we’re giving the people what they want. We’ve become this welcoming third place where the guests get to dictate their experience, and I think this is one of the reasons why we’re so successful,” Nguyen shares.

Little Finch opened in 2023 as a way to cater to those in a rush, on a first date, or to guests working remotely. The all-day café, a little sister concept to Olive & Finch, features coffee, cocktails, pastries, flatbreads, soups, salads, and sandwiches.

The miniature café features items made by On the Fly, the newest brand under Olive & Finch’s wing. On the Fly is a wholesale line of grab-and-go meals and cold-pressed juices that supply Nguyen’s restaurant, café, and eventually larger institutions like airports and hospitals.

“It was important to me to create a sustainable company with the ability to pivot easily. [On the Fly] plays into accessibility and affordability, and allows us to provide our products in environments that typically don’t have either of those things,” Nguyen says. “We have multiple arms of the business, and it provides us with an opportunity to scale up and allow our team to grow.”

Nguyen is ready to let her concepts take flight. The company hopes to double its store footprint in the next five years while expanding On the Fly to different wholesaling opportunities nationwide.

Markets similar to Denver can expect to see interest from the Olive & Finch Collective as the brand increases growth.

Nguyen says she’s looking forward to expanding her brick-and-mortar restaurants in more Colorado cities before heading out of state. Amid these lofty ambitions, she is careful to not dilute her product or her mission.

“Sustainable growth depends on the business, but it also depends on the people. You can have an amazing concept, but if you don’t have the right people leading the charge, then it doesn’t mean anything, right?” Nguyen says. “I think my biggest takeaway in all this is that, when I look at my own experience, [Olive & Finch Collective] gives me more drive to make this industry and opportunity work for everyone equitably, whether you’re female or male, inexperienced or experienced.”

Satyne Doner is a staff writer for QSR. She can be reached at sdoner@ wthwmedia.com

put the icing on the inside and “this has been such a runaway hit since we launched it,” Boland says. “We added a fun color. We added the purple to help it stand out and we put it in the drive-thru. And, once again, just like the Bo-Berry Cookie, the fans are really helping to promote this.”

Beyond the exposure and ensuing trial, Boland says the product enabled Bojangles to expand its dayparts. There’s Bo-Berry Biscuits in the morning, noon, whenever somebody wants it in whatever form (there are even milkshakes in some new-market developments)

This kind of consumer groundswell is always vital for a retail brand, but there are different stakes at Bojangles these days. The brand added 270 units to its pipeline in 2023 and opened 40 new locations, including 10 in new markets. A revamped expansion strategy was launched in 2021 alongside a new boneless chicken menu that features “the best of Bojangles,” including the hand-breaded Bo’s Chicken Biscuit for breakfast and Bo’s Chicken Sandwich and Bo’s Chicken Tenders for lunch and dinner, with no bone-in chicken. The brand also introduced a “Genesis” building prototype that spotlights digital menu boards, dual drive-thru lanes, and a new staffing model, all aimed at simplifying operations, reducing complexities in the kitchen, and enhancing guest experience. In April, Bojangles inked a 30-unit deal to enter Los Angeles for the first time, which it hopes to do by early 2025.

To note, Bojangles’ bone-in menu will remain central in legacy markets.

Bojangles expanded by net 25 stores in 2023 as average-unit volumes reached $2.269 million.

The brand has a history in trying to leave North Carolina and struggling to solidify roots. It was public from 2015 to 2019 before Durational Capital Management LP and The Jordan Company, L.P. acquired the brand. Former McDonald’s executive Jose Armario was named CEO and, after navigating COVID-19, set the plan in motion. Ahead of its sale, Bojangles launched a “restaurant portfolio optimization program” designed around closing underperforming stores and refranchising.

Danny Klein is the editorial director of QSR and FSR. He can be reached at dklein@wtwhmedia.com

Satyne Doner is a staff writer for QSR. She can be reached at sdoner@ wthwmedia.com

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The last few years have been a roller coaster for the franchising industry as a whole, but restaurants have bounced back from supply chain issues and labor shortages. Now, franchise brands of all types are demonstrating massive successes and are looking for enterprising new owners and operators to help them expand their national footprints. Learn more about a few of these growing brands here.

SAMBAZON Açaí Bowls: The Most Scalable Franchise in Quality Quick-Serve

Invest in your future with a consumer-focused healthy, quick-service opportunity.

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AND nutritional benefits, has seen a significant surge in popularity over the past decade. According to Datassential, açaí bowls have increased by 54 percent on menus over the past four years. Rich in antioxidants and packed with healthy omegas, açaí supports heart health and brain function. Beyond its health benefits, açaí bowls are delicious, customizable, and Instagrammable, making them particularly appealing to younger, wellness-minded consumers. Leading the charge in this rapidly growing industry is SAMBAZON Açaí Bowls.

This rise is part of a broader trend towards a healthconscious lifestyle emphasizing organic foods and whole, unprocessed ingredients. Leading the charge in this rapidly growing industry is SAMBAZON Açaí Bowls.

Committed to quality, sustainability, and transparency, SAMBAZON Açaí Bowls is shaping the future of quality quickserve with the launch of their state-of-the-art, scalable franchise program. Their simple and focused menu, featuring a variety of handcrafted Açaí bowls and superfood smoothies, offers a unique franchise opportunity.

AUV: $1.09M NET WORTH REQUIREMENT: $700,000

LIQUID CAPITAL REQUIREMENT: $350,000

START-UP COSTS: $380,000$630,000 YEARS OF BRAND RECOGNITION: 24

“We are an emerging franchise brand in a rapidly expanding market, specifically targeting Gen Z and younger Millennials,” says Ryan Black, CEO and co-founder of SAMBAZON. “Our franchise partners have the opportunity to not only be pioneers in select geographical areas but also diversify their portfolios with a next-generation brand.” This provides franchise partners with ideal conditions for developing and scaling their businesses, ensuring a strong and sustainable growth trajectory.

SAMBAZON stands out from other franchises with fresh menu offerings creating a visually stunning and appetizing experience for consumers. “Our Perfect Bowl Counter, featuring an array of vibrant fresh fruit and superfood toppings, provides our customers with an engaging culinary experience as their bowls are crafted before their eyes,” Black says. “This food-focused approach emphasizes quality and freshness.”

With a compact design that allows for placement virtually anywhere, SAMBAZON franchises are easily scalable for multi-unit owners or operators. SAMBAZON’s effortless proprietary Açaí dispensing machine also simplifies the workload, enabling a storefront to be run by just two employees. “Most chains use blenders, which are slower and more labor intensive,” Black says. “Our Perfect Bowl Machine ensures easy operations,

consistent quality, and 90 second speed of service.” This leads to happy customers and happy franchise partners. What began as a small venture among friends in Brazil has blossomed into a multinational supply chain, earning SAMBAZON the title of the world’s leading Açaí brand. True to their palm-to-palm commitment, SAMBAZON built its own Açaí supply chain to ensure transparency at every step and to support the people, plants, and animals of the Amazon Rainforest. “The Açaí goes directly from the Açaí palm tree to the hands of our customers,” adds Black. “This approach ensures supply cost control and sends a positive message to today’s customers, who demand greater transparency about the sourcing of their food and its impact on society and the environment.”

SAMBAZON pioneered Organic and Fair Trade certifications for Açaí, creating a positive economic impact and protecting the Amazon Rainforest’s biodiversity. “We directly support tens of thousands of family farmers in the Amazon, and we partner with our Açaí grower communities to build schools, healthcare centers, and community centers,” Black says. SAMBAZON provided nearly $2 million in support for Açaí grower communities.

SAMBAZON aims to grow nationwide with regional franchise partners, aspiring to open 300 locations by 2030. “We are in an enviable position as we capture three key trends in the restaurant industry: lifestyle brand, culturally relevant menu, and fast service,” Black says.

-By Abby Winterburn

Another Broken Egg Cafe is Elevating Southern-Inspired Breakfast, Brunch and Lunch Nationwide

Award-winning ‘NextGen-Casual’ brand surpasses 100 open cafes with recent openings.

ANOTHER BROKEN EGG CAFE, THE AWARDWINNING, UPSCALE DAYTIMEONLY BREAKFAST, brunch, and lunch restaurant with more than 100 locations open and nearly 100 units in the development pipeline, is looking to continue its nationwide expansion with qualified restaurant operators. Surpassing its 100-unit milestone in early 2024, Another Broken Egg Cafe is primed to bring its Southern-inspired favorites to even more markets across the country.

So far this year, Another Broken Egg Cafe’s franchise and corporate cafe growth efforts includes five cafe openings and multiple signed development agreements with new franchisees that will see the brand’s expansion into existing markets in North Carolina, Virginia, Texas, and its first location in the state of Colorado. The brand will also continue to add to its cafe footprint with new locations in core markets like Florida, South Carolina, Ohio, Texas, Georgia, Indiana, and Tennessee.

“Another Broken Egg Cafe offers a warm, inviting atmosphere where friends and family come together to enjoy spirited connections, hand-crafted cocktails and

mocktails, and innovative twists on Southern-inspired breakfast, brunch and lunch dishes,” says Paul Macaluso, CEO and president of Another Broken Egg Cafe. “Reflecting on the incredible achievement of opening our 100th unit earlier this year, we’re excited to continue growing across the country with qualified franchise investors who are just as passionate as we are about bringing an elevated dining experience to their communities.”

Known for its Southerninspired menu offerings with innovative twists and signature cocktails, Another Broken Egg Cafe features an enticing and modernized environment where indulgent food and beverages—including a full bar with signature cocktails, mocktails, mimosas, and bloody marys—come together to create a highly memorable dining experience for guests. This distinct brand experience paired with a scalable franchise model is just one of the many reasons multiple franchisees are slated to expand their businesses and open additional cafes through 2024 and beyond.

Prospective franchisees include restaurant operators with backgrounds in full-service, fast-casual and quick-service brands who are looking to diversify their portfolio into the brunch daypart.

SPONSORED BY AROMA JOE’S

Aroma Joe’s: The Right Fit for a Food Franchisee Looking to Diversify

Seeking entrepreneurs with a passion for positivity.

IN 2000, FOUR COUSINSTWO SETS OF BROTH ERSEMBARKED ON A MISSION to bring exceptional coffee and a positive customer experience to New England. Even then, they had a passion for positivity—and the Aroma Joe’s brand was born.

Aroma Joe’s is one of the nation’s leading handcrafted beverage franchises offering coffee and espresso drinks, signature flavor infusions, all-day food options, and signature AJ’s RUSH® Energy Drinks that have resonated with a new generation seeking their daily energy in new and unique libations.

Aroma Joe’s goal remains to serve each customer a great product with care and enthusiasm and positively impact each community. With 115 stores now open, the brand is expanding throughout existing and new markets with multiunit franchise opportunities. Advantages include a low initial franchise fee compared to other coffee business opportunities, varying build-out options, proven community engagement tactics, and an ethos based on positively impacting people. Aroma Joe’s provides a cost-effective franchise opportunity with an estimated initial investment that starts at under $600,000, including the $25,000 franchise fee.

“Our current focus is existing market growth—given the strong demand—with additional expansion efforts in new markets,” says Dave Tucci, president and chief operating officer. “Aroma Joe’s success is due largely to our franchisees’ passion for positively impacting their customers and their communities. All we bring is a simple, proven, scalable model, a powerhouse support team, and the playbook for operational excellence, product innovation, strategic marketing expertise, purchasing power, ongoing training, and a few other benefits as well. Our small footprint and uncomplicated operational model also make Aroma Joe’s a great option for current restaurant owners or franchisees in the food

and beverage space looking to diversify or expand their existing portfolio.”

Why coffee? The U.S. coffee shop market is projected for steady growth, exceeding 41,300 outlets by year’s end. This trend is expected to continue, reaching an estimated 45,200 coffee shops by September 2028. Aroma Joe’s focuses on the U.S. consumer’s desire for specialty coffee. With a projected market size exceeding $52.4 billion in the next 12 months according to World Coffee Portal and Toast POS, Aroma Joe’s positions franchisees to capitalize on this trend. And cold brew continues its reign, with a reported 8 percent increase in daily consumption by U.S. coffee shop patrons. Aroma Joe’s offers a variety of delicious cold brew and energy drink options that have gained a cult-like reputation.

Due to the ongoing and heightened brand interest, franchise development leader Erica Tarnowski was hired in 2023 to help take Aroma Joe’s into its next phase of strategic growth. “Joining a brand with such strong momentum built by a passionate, caring team of people driven by an unwavering commitment to excellence has been incredible. I’m excited about the opportunity to capitalize on this momentum while continuing to promote sustainable growth with the right franchisees, in the right markets, at the right time.” RF

Korean Culture Takes the Restaurant Industry by Storm

What Gen Zs’ love of Korean food means for operators.

FAST FOOD HAS OFTEN THOUGHT TO BE synonymous with American or Americanized cuisine. Whether it is classic hamburger chains or beloved te x-mex. However, younger generations are putting greater importance on authenticity, bold flavors, and convenience.

Gen Zs’ interest in the restaurant industry does not stop as consumers; 82 percent of Gen Z’s first job was in the restaurant industry and the majority of those workers were satisfied with their experience, while onethird of them are interested in becoming owners, operators, or managers, according to a study by the NRA. This all points to restaurant chains needing to find ways to support Gen Z as they aim to be future owner-operators.

bb.q Chicken, the leader in Korean fried chicken is a good example of a company leaning into Gen Z values, and it can be seen clearly in its success. With 400 percent growth over the last three years and 10 consecutive years of growth, bb.q Chicken aims to capitalize on Gen Z as consumers and operators. “We consider Gen Z to be one of our primary consumer bases and to appeal to Gen Z audiences we’re continuing to grow our digital presence and rewards offerings,” says Joseph Kim, CEO of bb.q Chicken USA. “We’ve seen a 296 percent YOY increase on TikTok and 108 percent YOY increase on Instagram!”

Gen Z’s is more focused on authenticity and they are more interested in ethnic foods than older generations. These values align clearly with bb.q Chicken. “While many international brands have ‘Americanized’ their foods, we’ve continued to prioritize authenticity as a pillar of our brand,” Kim says. “Now, we’re known for having the most authentic Korean fried chicken around. Our marinades even come directly from South Korea, ensuring the flavors served in the United States taste exactly the same

as if you were to eat at a bb.q in South Korea or anywhere around the world.”

Furthermore, bb.q Chicken offers support and a community younger generations thrive in. “Because bb.q Chicken is 99 percent franchise-owned, we truly see these franchise owners as our ‘bb.q family,’” Kim says. “We provide new and current franchisees with a strong support system – ensuring they have the tools and knowledge to succeed.” Part of this support system comes from the New Store Opening training program, which is a 4-week program. New franchisees also gain support and insight from bb.q chicken’s marketing team, which guides new franchisees through soft and grand openings to help ensure their success.

In an industry rapidly evolving to meet the demands of younger generations, bb.q Chicken stands out by embracing authenticity, bold flavors, and robust support for its franchisees. As Gen Z continues to shape the future of the restaurant industry, companies that align with their values and provide comprehensive support systems will undoubtedly thrive, just as bb.q Chicken has demonstrated its impressive growth and commitment to authenticity. -Ya’el McLoud RF

Bojangles Expands West, Fueled by Robust Growth Strategy and Optimized Menu

Category-leading concept leverages strong breakfast sales and development incentives for franchise growth.

IN THE COMPETITIVE QUICKSERVICE LANDSCAPE, BOJANGLES

STANDS out as a premier investment opportunity for entrepreneurs and multi-unit franchise owners seeking to expand their portfolios. With a strong legacy of delivering Southern hospitality and craveable menu offerings, Bojangles offers a unique blend of tradition and innovation that makes it a compelling choice for franchise investors.

One of the key factors that set Bojangles apart is its impressive AUV of $3.2 million*, which underscores the strong financial performance of its franchise locations. This is a testament to the brand’s growing brand affinity and the effectiveness of its business model. For franchisees, this translates to a lucrative return on investment and the potential for substantial revenue growth.

While Bojangles continues to be a household name in the Southeast, the brand is making strategic moves to expand its footprint across the U.S. An impressive 30-unit deal in Los Angeles recently marked Bojangles’ ambitious entry into the West Coast, a new market for the brand. This expansion is just the beginning, with additional expansion in the pipeline for other Western states, including Arizona and Texas.

Innovation is at the heart of Bojangles’ strategy to capture consumers in new markets. The brand has introduced an optimized menu that caters to a broad audience while maintaining the signature flavors that fans love. This menu includes hand-breaded chicken tenders, chicken sandwiches, and

indulgent shakes, all designed to attract a diverse demographic and increase customer frequency.

In addition to menu innovation, Bojangles has streamlined its operations to enhance the guest experience and simplify franchise management. The result is a smoother, more efficient operation that allows franchise owners to focus on delivering exceptional service and growing their business.

For entrepreneurs and multi-unit operators, investing in a Bojangles franchise provides several compelling benefits including a proven business model, multiple revenue streams, comprehensive support, and an opportunity for expansion in U.S. territories. As Bojangles continues to expand its footprint and its menu, now is the time for entrepreneurs and multi-unit operators to invest in this iconic brand. With a proven business model and significant growth opportunities paired with a drive for creativity and innovation, Bojangles is positioned for continued success in the quick-service industry.

withGROW GROW

Since our inception in 1977, we've expanded into multiple markets, introduced an innovative boneless menu and optimized our kitchen operations. We’re a growing chicken franchise seeking experienced business owners and restaurant operators to grow with. Let’s bring Bojangles to your community.

Pizza Franchise Seeks to Expand in $41.3 Billion Industry

Provide you community with the best pizza value anywhere.

PIZZA HAS ALWAYS BEEN A BELOVED STAPLE in American culture, and its popularity continues to grow. According to a recent survey by Mintelmore, more than 93 percent of consumers order pizza at least once a month. This popularity has increased consumer spending in the quick-service restaurant pizza category to $41.3 billion in 2023, according to Statista.

Responding to the dynamic growth of the pizza industry, Cicis Pizza is actively expanding its footprint nationwide. Since its first opening in 1985 in Plano, Texas, Cicis has been synonymous with all-you-can-eat pizza, pasta, salad, and dessert. With over 270 locations across 23 states, Cicis continues to provide memorable dining experiences for friends and families, cementing its status as an iconic brand in the pizza buffet category.

Cicis Pizza is a great franchise opportunity for potential owners with a strong ROI and multiple revenue streams. “With its all-you-can-eat model, game rooms, value-driven promotions, and the ability to order Cicis to-go and via third-party delivery services, Cicis equips franchisees with multiple strategies to attract and retain customers, ensuring consistent income and growth potential,” says Debbie McGee, Director of Franchise Sales and Development for Cicis Pizza.

Offering comprehensive support to its franchisees, Cicis provides initial training, marketing support, ongoing operational assistance, and access to a dedicated franchise support team. “This ensures that franchisees are well-equipped to run their business efficiently and effectively, maximizing their potential for success,” McGee says.

The brand differentiates itself from its competitors through innovative menu offerings and partnerships with household names like OREO and Mike’s Hot Honey. “Recent fan favorites include the massive Piezilla®, a 64-slice pizza, and the Nashville Hot ‘N’ Spicy Pizza and Wings,” McGee says. Cicis Pizza also taps into major events like the Olympics to engage a broader audience and generate excitement. Their latest initiative, an exclusive CocaCola Team USA Summer Olympics co-branded cup, offers guests a unique and enjoyable way to celebrate the games while dining at Cicis.

By continuously innovating its menu, Cicis Pizza has adapted to changing market trends and consumer preferences. It has enhanced its digital presence and created a modern, inviting atmosphere in its restaurants. “Cicis is enhancing customer experiences with the pilot launch of Cicis Listens, a feedback platform accessible via QR code on carryout boxes and dining tables, allowing guests to easily share their thoughts and help us provide the best guest experiences,” McGee says.

Cicis current franchise locations have experienced a lot of success. For example, Frank and Judy Rogers have owned Cicis franchise locations since 1990 and have just signed a 6-unit agreement for new locations in Texas. “Their journey exemplifies the family-oriented values that Cicis represents,” McGee says. “Additionally, involving their two children as area managers, the Rogers family is building a legacy that spans generations.”

As for future growth and expansion, Cicis is continuing its strategic reach into thriving markets such as Atlanta, Georgia, Dallas/Fort Worth, Texas, Richmond, Virginia, and other regions across the country. “Cicis invites new franchise owners to join its thriving ‘eatertainment’ buffet concept, which combines our beloved all-you-can-eat pizza buffet with game rooms, setting us apart in the industry. Our model continues to flourish by offering a vibrant and interactive dining experience that appeals to families and friends throughout communities,” McGee says.

By Abby Winterburn RF

Restaurant Franchising on the Rise: How Dine Brands is Positioning for Growth

Industry trends show value, loyalty top incentives for brand growth.

WHILE THE FRANCHISING SPACE HAS SEEN SLOWER growth in recent years due to inflation and increased interest rates that have slowed individual investment, recent trends show that confidence in the space may be picking back up.

According to International Franchise Association’s most recent Franchising Economic Report, a decline in inflation combined with a “pent-up demand for investment opportunities” may bring new investment into the foodservice franchising sector.

Recognized brands, like those in Dine Brands’ portfolio, are well-positioned to capitalize on this uptick due in large part to their place in America’s psyche.

One of the most significant advantages of owning a franchise is the established brand recognition that comes with it. In 2024, consumers are increasingly gravitating towards brands they know and trust.

For Dine Brands’ portfolio, brand recognition is a highlight for potential franchisees. According to Statista, 81 percent of IHOP and Applebee’s customers show loyalty to the brands. When combined with the growing footprint of Fuzzy’s Taco Shop, Dine Brands properties appear ripe for expansion.

For restaurant franchises, loyalty extends beyond name recognition. It needs to be carried into the customer experience, as well, to support sustained success.

RESTAURANTS: About 3,600

FRANCHISEE-OWNED: 99 percent

FRANCHISE

EMPLOYEES: 125,000

The IFA report notes that value is top-of-mind for consumers, stating: “[S]uccessful food franchises will differentiate themselves through a focus on … the value derived from the money spent.”

The report particularly notes that hospitality and personalized customer service, not just pricing, has a lasting impact on the customer’s perceived value. For franchisors, that starts with who they partner with for franchise opportunities.

“A proper fit between a franchisor and a franchisee resembles a well-orchestrated symphony that can significantly enrich the brand’s

narrative,” says Gary Occhiogrosso, founder of Franchise Growth Solutions. Franchisors like Dine Brands are increasing investments in continual staff support and training, marketing efforts, expanded culinary offerings, and the latest technology and innovations. These innovations aim to allow franchisees to be equipped with the tools needed to compete for customers.

“At Dine Brands, we empower our franchisees,” says Dine Brands CEO John Peyton. “We believe that by working together and embracing new ideas and approaches, we will remain one of the world’s most loved restaurant brands.”

Those types of initiatives are yielding results for franchisors like Dine Brands. For example, the company has begun expansion of Fuzzy’s Taco Shop franchises in Arizona, Texas, and Nevada thanks to the brand’s continually innovative menu and customer-focused experience inside its walls.

“We’re laser focused on the culinary and growing the topline and the overall growth of the brand,” Fuzzy’s Taco Shop President Paul Damico told Nation’s Restaurant News. “I think 2025 is going to be a year where we introduce the brand into new markets and have a bigger opportunity to share our environment and food with a whole new group that has never tried our brand before.”

The Best Brands Partner with the Best People

The backbone of Dine Brands is our network of global franchisees.

Together, we are innovators that embrace new ideas, authenticity, and collaboration to unite franchisees, brands, and team members to go further together.

Thanks to that commitment, Dine Brands is uniquely positioned to grow new and future franchisees’ portfolios of the world’s most beloved restaurant brands.

3,500+ $2 billion

GLOBAL RESTAURANTS IN SALES (Q1 2024) Explore nationwide franchise opportunities at dinebrands.com/brands

Ellianos Coffee Fuels Franchise Growth with Southern Inspired Menu

Drive-thru coffee brand redefines franchising with quality, community focus, and Southern hospitality.

ELLIANOS COFFEE, A SOUTHERNBASED DRIVETHRU SPECIALTY COFFEE brand, has seen significant growth since 2017, redefining coffee franchising through strategic expansion and a commitment to community and quality. Aiming to reach the 100-store milestone by the end of 2025, Ellianos Coffee is continuing its growth in the Southeast with qualified franchisees.

Unlike most drive-thru coffee brands based in the Midwest and Northwest, Ellianos Coffee has established a distinctive presence in the Southeast. It offers a unique twist on its menu offerings and overall drive-thru experience. Its signature drinks are flavorful, and its breakfast items provide the comforting taste beloved in the South. One of the brand’s well-known breakfast options is the breakfast bowl, which includes grits, a staple commonly enjoyed in the Southeast.

In addition to coffee, Ellianos offers a range of other items, such as smoothies, energy drinks, and a variety of pastries. One unique aspect of Ellianos is its selection of lunch sandwiches. Customers can choose from options such as Chicken Salad, Ham and Cheese, and Turkey Bacon

AUV: $1,024,602

STORES OPEN: 56

S TORES OPEN OR IN DEVELOPMENT: More than 175

Ranch. These sandwiches are available throughout the day and are a popular choice for customers using the drive thru.

Ellianos Coffee values its customers and engages with local communities. All stores are locally owned and operated. They prioritize giving back, with many stores contributing through sponsorships and donations. Their commitment to quality is deeply rooted in Southern heritage. Ellianos takes pride in ensuring that all ingredients and menu items meet high standards, providing customers with a consistently excellent experience. With a strong emphasis on hospitality, the brand strives to create a warm and welcoming atmosphere, treating every customer like family.

In early 2024, the Ellianos Coffee franchise opened its 50th store in Brunswick, Georgia, and has over 175 stores that are either open or in the works. This year, the brand has expanded its presence by opening stores in their core markets like Florida and Georgia, along with additional growth in the Montgomery, Alabama, area. Its first store in North Carolina will open in 2025, and the franchise is currently seeking franchisees in Alabama, Florida, Georgia, North Carolina, South Carolina, and Tennessee.

“Ellianos Coffee puts a distinctly Southern twist on the drive-thru coffee experience, with quality and speed being our top priorities,” says Scott Stewart, CEO and co-founder of Ellianos Coffee. “Reflecting on the remarkable growth we have achieved in the past few years, we’re excited to continue expanding across the Southeast with qualified franchise partners who share our passion for bringing a community-focused, family-oriented coffee experience to their area.”

This distinct brand experience, combined with Ellianos’ scalable franchise model, is one of the many reasons multiple franchisees are excited to expand their Ellianos locations through 2024 and beyond. RF

How Gong cha Became a Leader in the Tea Category

By Using Premium Ingredients, Cultivating Raving Fans and Picking the Right Franchise Partners

How Gong cha Became a Leader in the Tea Category

Success leaves clues, as the saying goes, and reading the tea leaves of Gong cha, success is evident. Gong cha was founded in 2006 and has steadily grown to become one of the largest, fastest growing bubble tea concepts in the world, with over 230 units operating in the US and nearly 2,200 worldwide.

By using premium ingredients, cultivating raving fans and picking the right franchise partners.

SUCCESS LEAVES CLUES, AS THE SAYING GOES,

The third ingredient in this recipe for success is taking the time to pick the right franchise partner. Imagine selling a particular market, one time, the right way, to the right partner with predictable development schedule integrity. To do that, you must have best-in-class technology, passionate people (think raving employees) and a tightly woven network of systems. The simpler the system is to

FOUNDED: 2006

GEOGRAPHIC RANGE: 25 countries DRINK

COMBINATIONS: More than 600

Using the freshest, premium ingredients, and the best loose-leaf tea, Gong cha has elevated bubble tea with hand-crafted, highly customizable drinks. Customers have a choice of four teas (green, black, oolong and earl grey), all brewed fresh from loose leaf tea throughout the day. No powdered teas here! Tea pearls are made fresh throughout the day as well. Nothing is held overnight, ensuring the beverages are hand-crafted for each guest. Starting with just the four base teas, more than 600 drink combinations are possible. To do this all consistently day in and day out, Gong cha has established direct relationships with the tea farmers in Asia and created a farm to franchisee supply chain.

and reading the tea leaves of Gong cha, success is evident. Gong cha was founded in 2006 and has steadily grown to become one of the largest, fastest growing bubble tea concepts in the world, with over 230 units operating in the U.S. and nearly 2,200 worldwide. Using the freshest, premium ingredients, and the best loose-leaf tea, Gong cha has elevated bubble tea with handcrafted, highly customizable drinks. Customers have a choice of four teas —green, black, oolong and earl grey—all brewed fresh from loose leaf tea throughout the day. No powdered teas here! Tea pearls are made fresh throughout the day as well. Nothing is held overnight, ensuring the beverages are hand-crafted for each guest. Starting with just the four base teas, more than 600 drink combinations are possible. To do this all consistently day in and day out, Gong cha has established direct relationships with the tea farmers in Asia and created a farm-to-franchisee supply chain.

In our current state of social media, the best of raving fans, and Gong cha is no exception. Gong cha’s recent collaboration with Final Fantasy XIV is a great example of this. Understanding your core demographic and utilizing creative marketing efforts to elevate the brand, all while remaining fanatical about the guest experience. This creates a core of loyal fans that every brand strives to reach.

lowers with a core of raving fans, and Gong cha is no exception. Gong cha’s recent collaboration with Final Fantasy XIV is a great example of this. Understanding a brand’s core demographic and utilizing creative marketing efforts to elevate the brand is critical, all while remaining fanatical about the guest experience. This creates a core of loyal fans that every

This is only one side of the equation. Digging

Scrutinizing a prospective franchisee’s background and business building experience is a must. Do they have F&B industry experience? Have they successfully scaled another business at hold themselves to?

What culture have they built for their employees? Take the best care of your employees and your employees will take the best care of your guests. It sounds silly but would you invite them over to a backyard gathering with your friends and family? In this fast-paced world we live in, we must slow down to speed up. Resisting the urge to “sell deals” and really focusing on who your partners are, is the third and possibly most important

technology, passionate people—think raving employees—and a tightly woven network of systems. The simpler the system is to duplicate, the faster and larger the brand can scale. This is only one side of the equation.

and business building experience is a must. Do they have food and beverage industry experience? Have they successfully scaled another business at least once before? What operational standards do they hold themselves to? What culture have they built for their employees? Leaders who take the best care of their employees will see their employees take the best care of the brand’s guests. It sounds silly, but would that person be invited to a backyard gathering with friends and family? In this fast-paced world we live in, brands must slow down to speed up. Resisting the urge to “sell deals” and really focusing on who partners are is the third and possibly most important ingredient for success.

To learn more, visit gongchausofficial.com/franchise.

To learn more, visit gongchausofficial.com/franchise/

The Aloha Advantage: Hawaiian Bros’ Unique Path to Nationwide Expansion

An ‘ohana focused on quality, culture, and growth.

HAWAIIAN BROS is more than just a restaurant; it’s a movement dedicated to spreading positivity through the Aloha Spirit. At the heart of its success lies a commitment to ‘ohana, or family, which permeates every aspect of the business. Founded on principles of honor, inclusion, and gratitude, Hawaiian Bros treats every team member and guest with dignity and respect, celebrating diversity while embracing common ground.

Hawaiian Bros’ menu is simple yet craveable, featuring generous portions of fresh, quality ingredients, all prepared without freezers, fryers, or microwaves— all served in 30 seconds or less. The island-inspired plate lunch concept offers a variety of juicy chicken glazed with sweet, savory, or spicy sauces or slow-roasted pork; macaroni salad, a bed of steamed white rice or vegetables; and for something sweet, the smooth and delicious tropical Dole Soft Serve®.

Since opening it’s first location in 2018, Hawaiian Bros has rapidly expanded to more than 55 company and franchised locations across nine states. This growth is a testament to the brand’s dedication to quality and community. Whenever a new restaurant opens, Hawaiian Bros

honors local first responders, medical personnel, academic staff, students, and business employees with a free plate lunch, reflecting its commitment to giving back.

Blending the speed of traditional quickservice restaurants with the quality of fast-casual dining, Hawaiian Bros leverages technology, including drive-thru handheld tablets and dining room kiosks to enhance the customer ordering experience with a heightened focus on speed and accuracy. An in-person tour guide welcomes guests at a kiosk for menu introductions and ordering. With a 4.7-star rating from more than 330,000 customer reviews, it’s clear Hawaiian Bros’ vibe and island-inspired plates are winning with guests.

Operational efficiencies deliver fast speed of service with an impressive AUV of $3 million for established restaurants. Value-engineered restaurant prototype innovations include a dedicated drive-thru window for third-party delivery drivers. Franchisees may also develop restaurants in diverse trade areas using multiple restaurant formats, including drivethru, in-line, endcap, and second-generation building conversions.

The brand’s success has not gone unnoticed. Hawaiian Bros has earned a variety of prestigious awards since its opening in 2018, including a number one spot on Ingram’s Corporate Report of the Top 100 fastest growing companies, the number seven spot on QSR Magazine’s 40/40 List of America’s Hottest Startup Fast Casuals, inclusion in Nation’s Restaurant News 100 Under 100 Emerging Restaurant Chains, a spot on Fast Casual Top 100 Movers & Shakers’ list, plus many more.

Hawaiian Bros’ strategic expansion focuses on selecting seasoned multi-unit franchisees who share its vision and values. Since March 2023, the brand has signed agreements with eight multi-unit franchisees to develop over 160 restaurants across 25 markets in 10 states. This robust expansion plan underscores Hawaiian Bros’ commitment to sustainable growth and community impact. RF

• Island-inspired plates with sweet, savory and spicy options.

• Simple menu with only 84 SKUs (6 Entrees, 5 Sides and 1 Dessert)

• No freezers, no fryers, no microwaves

• Rapidly growing, emerging concept with 55+ locations in 9 states, founded in 2018

• 30 seconds or less speed-of-service at the drive-thru windows

• Multiple ﬂexible building formats (drive thru, end cap, in-line, 2nd generation building conversions)

sales volume reported includes 32 company and franchised traditional Restaurants in operation during the 12-month period beginning December 26, 2022 and ending December 31, 2023. 5 traditional Hawaiian Bros Island Grill restaurants achieved average gross

Now’s the Time to Hit the Grounds Running with The Human Bean

Drive-thru coffee is trending up, transaction times are trending down.

THAN EVER, TODAY’S CONSUMER DEMANDS QUICK and convenient beverage and food transactions.

That can be surmised from the latest data trends in the coffee and drive-thru industries. According to a new study from Placer. ai, year-over-year visits to coffee chains increased in every state from mid-2023 to the first half of 2024—to the tune of roughly 5.1 percent overall traffic growth in the U.S. Why the growth? After the stay-at-home work during the pandemic, more employees are stepping back into coffee rituals that take place at drive thrus instead of the kitchen. Specialty flavor trends like cold brew and energy drinks are also on the rise, while customers look for affordable indulgences.

If you ask Dan Hawkins, co-founder and CEO of The Human Bean, it’s a blend of the above plus a personal touch that’s more qualitative.

“It starts with great coffee and convenience, but when you combine that with people and relationships, it’s a recipe for success,” Hawkins says. “Our support team has decades of drive-thru coffee experience. We have people who are committed to making sure customers leave happier than when they arrived, so the growth makes sense.”

As demand for coffee increases, drive thrus are getting faster, too. An annual study by Intouch Insight reports the average time spent in a drive-thru lane shrank by 29 seconds in 2023. Even though it translates to less contact time with customers, Hawkins says speed and a personal connection can go hand in hand.

“We’ve updated our menuboards and processes so that ordering moves faster, and our guests are left with more time to make a human connection,” Hawkins says. “While we continue to lower transaction times, which results in improved throughput, we remain passionate

about providing that special moment our guests have come to love. It all begins and ends with quality beverages and food items, but the engaging personal experience is a large component of compelling our customer’s return visits. It’s a balance we’ve perfected over 26 years.”

The chain, headquartered in Medford, OR, operates in 23 states, and that number continues to grow. With over 260 stores open or in development, available markets are closing. Counties in Oregon, Ohio, Texas, and Colorado are already making the list of now-unavailable territories, ensuring current owners and operators can capitalize on their investments.

“It seems that the world is turning in terms of convenience and treating yourself, and we’re going to be in the right spot for a long time,” says Scott Anderson, The Human Bean COO.

The coffee industry at large would appear to agree. With 67 percent of adults reporting having a coffee in the last day, taking a shot on the coffee-convenience model means investing in a product that’s not likely to go out of style anytime soon.

“When hundreds of stores turn into thousands,” Anderson says, “we’ll still be treating people like kind Human Beans.” RF

MAD Greens: Leading the Fresh Fast-Casual Revolution with a Healthy Twist

Celebrating 20 years of making healthy eating fun and delicious.

AS CONSUMERS INCREASINGLY SEEK QUALITY AND EMBRACE healthy lifestyles, MAD Greens is continuing to lead the way. Nearing its 20th anniversary, the brand has firmly established itself as a trailblazer in the fast-casual dining sector, offering a dining experience that seamlessly blends nutrition and flavor. Founded in the heart of Colorado and now expanding across select markets in the U.S., MAD Greens has become synonymous with fun, fresh, and customizable meals that fit the needs of any consumer, ready to share its craveable menu of salads, bowls, and wraps with new communities nationwide.

Each dish on the MAD Greens menu is chef-driven, emphasizing both quality and creativity. The brand is a favorite among busy families and young professionals, catering to an active lifestyle on the go. MAD Greens’ friendly approach to healthy eating satisfies all taste preferences and dietary restrictions, making it approachable for everyone. The unique branding and MAD mindset enhance the brand’s identity, add a touch of playfulness, and make each store inviting and memorable.

Operational efficiency is at the core of MAD Greens’ success. The brand’s new prototype maximizes profit, diversifies income streams, and enhances the customer experience. Features include front-ofhouse shelving with designated pickup areas for delivery drivers to

accommodate off-premise and catering demands and an enhanced outdoor space. MAD Greens also emphasizes franchisee flexibility with different buildout options for unique markets.

Customer retention is another area where MAD Greens excels, particularly through its MAD Rewards program, which drives over 20 percent of the brand’s sales (excluding thirdparty delivery sales). Their loyalty program demonstrates the brand’s deep understanding of its target customers and sets it apart in the competitive better-for-you market.

Backed by its parent company, Salad Collective, MAD Greens boasts a wealth of resources and expertise in the franchising industry, setting up franchise owners for enduring success. Darden Coors stepped in as CEO of Salad Collective after AC Restaurant Group, a Coors family company, acquired MAD Greens in 2013. With an eye for growth, MAD Greens tripled the number of locations under her leadership. The MAD Greens team brings extensive experience in all aspects of the restaurant business, being both operators and franchisors. From marketing to construction, IT to training, and purchasing to culinary creativity, the team’s expertise is dedicated to supporting new franchise owners’ success.

MAD Greens has most recently focused on its franchise development strategy, aiming to expand its footprint throughout states like Arizona, Texas, Kansas, Nevada, Missouri, and Utah. The brand is focusing on profitability and broad customer appeal, aiming to reach more health-conscious consumers while maintaining high-touch hospitality through local franchise owners.

For potential franchisees, MAD Greens offers a unique opportunity to join a beloved and proven brand with rich company culture and core values of individuality, promoting a balanced lifestyle, and having a fun work environment. Franchisees benefit from a robust support system, comprehensive training, marketing support, and strong ROI. As the brand continues to grow, franchisees can look forward to being part of a dynamic company that is reshaping the fast-casual landscape. RF

As we are approaching our 20th anniversary later this year, healthy eating has never been so delicious. We invite you to join the MADness, where we take food and guest satisfaction seriously — but don't take ourselves too seriously. We’re growing like MAD and are looking to further expand in Texas, Arizona, Colorado and beyond!

MAD MENU

MAD Greens is a fresh fast-casual restaurant brand serving chef-driven healthy, fast and fully customizable salads, wraps and bowls.

MAD SUPPORT

Our franchisees have ready access to our experienced, passionate and dedicated support team.

We’re looking for hands-on operators who share our MAD mindset to make healthy eating fun, care for people, and foster teamwork.

Papa Johns’ Franchise Model Offers Support and Growth Potential

See why Papa Johns is a top-rated pizza franchise.

WITH 40 YEARS IN THE INDUSTRY, PAPA JOHNS has grown into one of the top pizza franchises in the world, ranked the No. 1 Pizza Franchise by Entrepreneur in its recent “Best of the Best” list. The brand’s success is rooted in its commitment to Better Ingredients. Better Pizza.Ò This motto extends beyond the kitchen and into its franchising efforts.

Papa Johns is dedicated to creating a supportive working environment for both franchisees and their employees, implementing robust systems to help drive profitability across all locations, and continually advancing the brand with innovative store models, heightened technology, and new menu items.

Ongoing support is a cornerstone of the Papa Johns franchise model, and comprehensive training is crucial for the success of its franchisees. From the outset, Papa Johns franchisees receive extensive training in customer service, marketing strategies, and operations. This thorough preparation ensures that franchisees are well-equipped to launch and grow their business confidently.

In addition to support, Papa Johns offers robust development opportunities, allowing franchisees to capitalize on prime territories in exciting U.S. markets. Its team of experts works closely with franchisees to analyze market trends and demographics, identifying the best possible locations to open new stores. This strategic approach helps franchisees achieve high visibility and attract a steady stream of customers from day one. The development team is focusing growth efforts within U.S. markets, targeting areas where the demand for quality pizza is high, and the competition is ripe.

FRANCHISE FOR THE FUTURE

What truly sets Papa Johns apart in the franchising industry is the brand’s commitment to innovation and adaptability. The team continuously works to enhance operations and menu offerings to keep the brand fresh. The use of new technology, including streamlined digital

ordering systems and advanced kitchen equipment, ensures efficiency and consistency across all locations.

Moreover, the brand places an emphasis on building a sense of community within its franchise network. Papa Johns recognizes the importance of fostering a welcoming culture, both within stores and in the communities, and this commitment to community building helps attract and retain loyal customers.

Investing in Papa Johns means joining a brand that values quality, innovation, and franchisee support. Its proven franchise model, comprehensive support system, and strategic growth initiatives that drive multi-unit operators to franchise with a brand like Papa Johns. RF

The Secret Behind Pepper Lunch’s Explosive Franchise Growth Revealed

Inside look: How Pepper Lunch is transforming the fast-casual scene.

PEPPER LUNCH IS ON FIRE. Over the past 18 months, this fast-casual dining sensation has undergone a game-changing transformation, setting the stage for explosive growth. By overhauling its supply chain, unveiling a revamped menu, expanding its franchise network, and enhancing its tech stack, Pepper Lunch is creating an irresistible opportunity for multi-unit franchisees.

Ensuring the quality and consistency of ingredients has always been paramount at Pepper Lunch. Recently, the brand has revamped its national supply chain, forging relationships with reliable suppliers committed to excellence. This strategic move has improved inventory management and reduced costs while ensuring that every location receives the freshest, highest-quality ingredients. Franchisees benefit from this robust supply chain, which supports their operations and ensures customer satisfaction.

Pepper Lunch’s culinary team has rolled out a new menu catering to diverse dietary preferences while retaining the signature flavors customers love. From sizzling steak combinations to premium pastas, the revamped menu is designed to appeal to a broader audience. Each dish is crafted to perfection, meeting the high standards for which Pepper

Lunch is known. This menu innovation is a game-changer for franchisees, offering them an array of popular dishes that drive customer loyalty and satisfaction.

The past year and a half have been a period of significant growth for Pepper Lunch, with over 50 new franchises sold across the U.S. The brand recently signed deals to open 15 locations in Southern California, reflecting the strong interest in its unique dining concept. Comprehensive support for franchisees has been instrumental in this expansion, helping them navigate the complexities of opening and operating new restaurants. Each new franchise opening generates excitement and buzz, making Pepper Lunch a standout choice for potential franchisees eager to join a thriving brand. To support its growing network of franchises and enhance the customer experience, Pepper Lunch has made substantial investments in its tech stack. Implementing a state-of-the-art point-of-sale (POS) system has streamlined operations and provided valuable insights into customer preferences. Enhancements to the online ordering platform have made it easier than ever for customers to enjoy Pepper Lunch at home. These tech upgrades, including backend system improvements, ensure seamless operations across all locations. By the end of 2024, the introduction of an ordering kiosk system and the transformation of cashiers into Hospitality Hosts will further elevate the customer experience.

The past 18 months have been transformative for Pepper Lunch. The brand’s efforts in revamping the supply chain, launching a new menu, expanding the franchise network, enhancing the tech stack, and strengthening the leadership team have set the stage for continued success. Pepper Lunch remains committed to providing an exceptional dining experience to customers and creating valuable opportunities for franchisees. For entrepreneurs looking for a rewarding franchise opportunity, Pepper Lunch offers a sizzling chance to be part of a culinary revolution. Join the Pepper Lunch franchise family and experience the sizzle of success! RF

Streamlined, uncomplicated back-of-house with a gasless kitchen, no prep operation, and automated equipment.

Port of Subs: A Legacy of Growth and Opportunity

Growing brand seeks new franchise and development partners.

FEW NAMES

IN THE COMPETITIVE

QUICKSERVICE

SEGMENT

resonate as deeply as Port of Subs. Established over 50 years ago in Reno, Nevada, this iconic brand has evolved into a symbol of exceptional quality and community connection. Now, under the leadership of Area 15 Ventures, led by RE/MAX Co-Founder Dave Liniger, and Adam Contos, CEO and partner, Port of Subs is poised for unprecedented growth, with 220 new units already under contract and many more on the horizon.

“Port of Subs has captured the essence of community and quality since its inception,” Liniger says. “This is a brand that has truly identified what it means to be ingrained in each neighborhood it serves. We’re thrilled to see the brand’s enduring appeal translate into such significant growth opportunities across the country.”

Since its acquisition by Area 15 Ventures, Port of Subs has embraced a dynamic regional developer franchise model. Unlike traditional franchising, this model grants regional developers exclusive rights to develop and operate franchises within specific territories, with ongoing compensation by securing franchisees in the region and by providing ongoing support to ensure the success of their franchise network. This innovative approach has attracted entrepreneurs from coast to coast, drawn to the brand’s proven business model and commitment to operational excellence.

In conjunction with the regional developer model, Port of Subs launched the exclusive “20 Club” for pioneering regional developers. This elite group benefits from premium discounts on territory fees, royalties, and franchise fees, along with exclusive events and meetings. Spots in the 20 Club are still available but filling up quickly.

Brand President, Healey Mendicino reflects on the brand’s transformative 2024 year, “Our growth has been remarkable, thanks to both our

existing and new franchisees and regional developers who share our vision of community involvement and service. We’re not just opening stores. We’re changing lives one sub at a time.”

Port of Subs has embarked on nationwide expansion with new vibrant markets like Denver, Minneapolis, Austin, Orlando, and beyond. Currently with 220 committed units supported by dedicated regional developers, the brand is paving the way for significant growth and opportunities.

Looking ahead, Port of Subs regional developers will open flagship units in their regions to support new franchisees—laying the groundwork for robust expansion in 2025. Other promising committed markets such as Sacramento, Central Oregon, Greater Phoenix, and Boise present fresh opportunities for new franchise operators eager to join the Port of Subs system.

For those inspired by Port of Subs’ legacy and looking to become a successful part of a strong franchise brand that values quality, community, and entrepreneurial spirit, there’s never been a better time to get involved, as the brand is creating opportunities for entrepreneurs to thrive.

Rusty Taco Mixes Tacos, Queso, and Margs with Strategic Growth

Brand Sees 40 Percent Growth Surge with 14 New Locations

APPROACHABLE, STREETSTYLE TACO EXPERI ENCES, FRESH INGREDIENTS, AND mouthwatering queso are driving Rusty Taco’s biggest development streak in its history. With 14 new locations opening before the end of the year, this 40 percent increase in growth proves Rusty Taco’s ability to connect with diverse communities through a fromscratch menu that caters to every craving, market and moment. Rusty Taco is seeking passionate, experienced restaurant operators to capitalize on the emerging brand’s franchise opportunity in prime markets nationwide.

TOP THIRD FRANCHISED RESTAURANTS AUV: $1.5 million NET WORTH: more than $1,000,000 LIQUID CAPITAL: $500,000 START-UP COSTS: $523,400–$1,120,950

Founded by Rusty Fenton and his wife Denise in Dallas, TX, in 2010, Rusty Taco is more than just a place for street tacos. Rusty believed in serving the community and creating a welcoming space for all. Today, Rusty Taco’s menu features fresh ingredients and flavors, including fan favorites like the signature queso, margaritas, breakfast tacos, and street-style

tacos made by hand with recipes that channel the flavor, ambiance, and simplicity of a traditional taco stand into local communities.

Rusty Taco has achieved significant milestones in 2024. The Dubuque, IA, location reopened under new ownership in April, followed by the brand’s Georgia debut in Atlanta. The Peach State can expect another new location in Decatur by late summer. Pleasant View, UT, saw a new opening in June, and Rockford, IL, will end the year by once again introducing the street-style taco brand to a new state.

Non-traditional development is also key to Rusty Taco’s growth initiative. The brand partnered with Good 2 Go Eats, LLC, a convenience store chain with 75 locations, to grow its C-store presence in Colorado, Utah, and Idaho. The first Rusty Taco inside a Good 2 Go store opened in Ammon, ID, in 2023, with eight more units signed soon after. This April, a new location opened in Herriman, UT, with more planned for Denver and Colorado Springs, CO.

“There’s no better way to spend time with your loved ones than to relax and eat tacos,” says Denise Fenton, co-founder and brand director of Rusty Taco. “It is an exciting time at Rusty Taco, with so many restaurants coming to new communities, traditional and non-traditional expansion plans in place, and strong community appeal.”

Rusty Taco has also established a proof of concept in other non-traditional formats, including Dulles International Airport in Virginia and a concessions location at Salt River Fields, the spring training home of the Arizona Diamondbacks and Colorado Rockies.

Rusty Taco stands out because of its emphasis on affordability and freshness, with each location offering a local feel through its hands-on owners. Grab a seat, some tacos, and kick back with one of our famous Rusty Margaritas (always made with fresh lime juice) because as Rusty always said, “Tacos are the most important meal of the day!” RF

TACOS, QUESO, MARGS, AND...YOU?

$1.55M* TOP THIRD FRANCHISED RESTAURANTS AUV

Slim Chickens: How This Southern Chicken Chain is Becoming a Cultural Phenomenon

Sticking to its roots while evolving to meet the demands of a new era.

IN TODAY’S ECONOMIC LANDSCAPE, THE RESTAURANT INDUSTRY is navigating a shift driven by new consumer expectations, pushing brands to evolve. Amidst these changes, Slim Chickens remains nimble while steadfastly sticking to its “why.” While great food is at its core, the brand’s true resonance lies in its deep connection with guests and franchisees.

Slim Chickens is one of the fastest-growing chicken chains with over 280 opened locations across the U.S., Turkey, and the U.K. and has more than 1,200 locations in development. The brand extends its mouthwatering, cooked-to-order chicken tenders and Southern hospitality worldwide, from Istanbul’s bustling airport to new territories like Germany, the University of Nebraska, Virginia, New York, and Pennsylvania. Established multi-unit operators are increasingly drawn to Slim Chickens for its universal appeal, great AUVs, and market adaptability.

The brand’s growth is no accident. Slim’s strategic multi-unit franchise growth initiative is driving it towards its ambitious goal of 1,000 units nationwide and overseas. Key to this expansion are frictionless operations, a valuable guest experience, perfect food quality, and ensuring franchisee success.

salads, sandwiches, chicken wings, and unique side items, alongside 14 house-made dipping sauces, catering to a wide range of tastes and flavor profiles.

Efficiency and convenience are at the heart of Slim Chickens’ operations. The brand has implemented numerous innovations, including third-party express drive-thru lanes, confirmation boards, and kiosks. These advancements streamline service, enhance operational efficiency, and ensure a consistent experience for guests.

The brand also emphasizes its dedication to delivering a valuable guest experience. This goes beyond food and service—it’s about creating memorable moments for guests. Whether using the drive thru, catering, third-party delivery, or dining in, customers can expect the same exceptional service. From humble beginnings in Fayetteville, Arkansas, it has become a beloved brand with a loyal following of “Slimthusiasts” worldwide.

Slim Chickens’ emphasis on perfect food quality means that every meal is cooked to order. The broad menu features chicken tenders, fresh

Franchisee success is a cornerstone of Slim Chickens’ growth strategy. The brand is committed to ensuring franchisee profitability and satisfaction, offering a diverse range of real estate options and innovative operational improvements. With an impressive AUV of $3.8* million (AUV of group No. 1 2024 FDD), Slim Chickens provides a strong foundation for franchisee profitability.

Despite its impressive growth and innovations, Southern hospitality remains central to Slim Chickens’ success. The brand continues to prioritize a warm, welcoming atmosphere that makes customers feel valued and at home. The opportunity for multi-unit owner-operators to contribute to Slim Chickens’ success and expand its footprint is now. With territories rapidly being claimed, the brand seeks experienced operators to help achieve its vision. RF

START TO FINISH

Tony Gemignani

Founder SLICE HOUSE

What was your first job?

Other than working on my family’s farm, my first job was at McDonald’s. I remember barely getting trained and at the time, I believe I was 15 years old, and they were paying about $4.25 an hour, which was a big deal at that time.

What’s your favorite menu item at Slice House?

That’s like a dad picking his favorite son. Our Detroit style in any combination and grandma are absolutely amazing. If I had to choose a combination or two, the purple potato and or hot honey pizzas are delicious. A new one called the Burrata queen is also great.”

What’s your favorite cuisine aside from Slice House? I love lots of cuisines—Korean barbecue, Mexican, Thai, Cantonese, French, American, and Sushi.

Who inspires you as a leader? My grandfather always inspired me. Growing up, I farmed with him, and he was the hardest working man I ever knew.

What’s the best piece of advice that other restaurant executives should hear? Being able to adapt to change, understanding your concept and knowing that what people want may be different than what you want.

What are some of your interests outside of work?

I have a lot of hobbies. I have been collecting comics, cards, toys, trains, cigarette lighters, and autographs, since I was 10 years old, and I still collect today. I love photography, soccer, working out, and working on cars.

In the last 18 or so months, our brand announced the launch of a national franchise program and has since inked over 100 deals open or under development spanning from California to Nevada, to Texas, Colorado, and Utah. A staple in San Francisco’s historic Italian neighborhood of North Beach, the original Slice House is known for its award-winning New York, Sicilian, Grandma, Detroit, and California-style pizzas, and today, our franchise teams look forward to bringing the experience to new locations across the U.S.

One of the things I’m most proud of is we’ve built a team of hands-on veterans with over 30 years of experience in a multi-billion-dollar pizza industry, including masterminds George Karpaty, Trevor Hewitt, and Bill Ginsburg. A hundred units is a testament to the strength of the brand and the hard work of our veteran team

and dedicated operators. Our first year and a half was met by such incredible enthusiasm and demand from the market, we can’t wait to see what the rest of 2024 brings. We look forward to opening additional locations to offer our authentic, award-winning pizza to new communities across the country.

Since officially introducing franchise opportunities in July 2022, we’ve experienced rapid growth, signing multi-unit deals in the Bay Area, Southern California, Texas, Utah, and Colorado. More recently, we’ve built upon the nationwide program to offer franchisees even greater support and value, including a partnership with global leader in real estate services JLL, and welcoming Fractional Chief Marketing Officer Renae Scott and Fractional Chief Technology Officer David Denton.