Anthony Pigliacampo is like few of his predecessors in the quick-service game.
Pigliacampo is the founder of Modmarket, a Colorado-based concept that continues to earn rave reviews for its modern environment and high-quality food, and which had six stores open at the end of 2013. By the end of this year, Modmarket’s unit count will jump to 13 and then to at least 24 by the end of 2015.
What makes Pigliacampo different from his peers is that all of that growth will be through company-owned stores.
The brand’s growth strategy spotlights a rising industry shift. In years past, an ambitious concept like Modmarket would have likely embraced franchising as its growth mechanism, specifically as it traveled to new markets across the U.S. Not so for Modmarket, which, bolstered by strong unit economics and a favorable capital environment, is expanding through company-owned outlets rather than franchised stores.
“We’ve built a culture around scratch cooking and feel that might be difficult to hand over to a franchisee,” Pigliacampo says. “When we hire the people, we feel there’s stronger control of the training and execution.”
For Pigliacampo and many others in the quick-service industry, franchising is not the no-brainer decision it once seemed.
“Brands just aren’t turning to franchising as quickly as they did 10, 15, or 20 years ago,” says longtime industry observer Dennis Lombardi of Ohio-based WD Partners. “The appeal and popularity, the benefits and drawbacks of franchising have not changed, but the concepts have.”
Though franchising remains the quickest way to expand unit count and market presence with fewer financial resources—still an attractive prospect for many quick-service players—a number of emerging and even established concepts are favoring corporate-owned stores and battle-tested, multiunit franchisees to accomplish their development objectives. That reality is squeezing opportunity for single-unit entrepreneurs, long a prevalent force in the quick-service franchising universe, and changing the face of quick-service franchising.
Veteran industry analyst Jon Jameson says the market downturn was a “wake-up call” for the industry, particularly as it relates to franchising partners. As the nation’s economy surged in the early and mid-2000s, a number of growth-minded concepts were happy to hand a store to any franchisee with a check and a heartbeat—what has come to be known as the “warm body syndrome.” Though unit counts accelerated, shoddy operators peppered various quick-service systems.
When the economy began stumbling in the late 2000s, in tandem with heightened consumer expectations around product quality and the guest experience, sub-par franchisees became a noticeable drain on the entire system.
“Many of the concepts that grew for growth’s sake are wishing they hadn’t, because now they’re spending a lot of time and resources on the poor performers,” says Jameson, a founding partner with the Bellwether Food Group and a former Panera Bread executive.
Subsequently, brands have started thinking differently about development and selling franchises has taken a seat behind maintaining the brand’s marketplace integrity. The industry hasn’t necessarily soured on franchising, but it most certainly has soured on franchising rookies, the experts say.
Today, Jameson says, brands are seeking the right franchisees above all else, well aware that poor franchise partners can quickly hamper the brand’s reputation with consumers as well as its credibility with existing high-performing franchisees in the system.
“Brands are looking at growth with more strategic eyes,” Jameson says. “They realize they can’t be as good as they want to be until they get rid of the sores.”
A growing number of brands are now shunning single-store franchisees and placing their development hopes on the backs of experienced multiunit franchisees. Not only does the strategy allow brands to ditch an extensive, overwhelming franchisee network—one filled with people possessing an array of business literacy skill levels and commitment—for fewer, proven professionals, but the philosophy also allows concepts to pursue growth with franchise partners holding the track record, financial backbone, and operational wherewithal to build and develop units.
In quick-service franchising, slim is in.
“And with cost and sales pressures from the economy and increases in labor costs and the healthcare situation, this will only continue,” Jameson says.
Over the last three years, Corner Bakery Café has unleashed aggressive franchising plans. Set to reach about 200 units by the end of this year, Corner Bakery looks to add about 50 units in 2015 and 60 units in 2016. The vast majority of that growth will be driven by franchised locations run by experienced, multiunit franchisees, which Corner Bakery president Gary Price says is one way to mitigate franchising’s perils, namely unproven operators harming the system and the scattered voices of too many diverse stakeholders.
“Selecting our franchise partners is the most important decision I make,” says Price, who was hired by Roark Capital in 2011 to accelerate Corner Bakery’s franchising efforts. “We’re very selective, and have an exhaustive process about bringing franchisees on board, including vetting their current operations.”
Similarly, upstart fast-casual pizzeria Pie Five Pizza is jumpstarting its franchising operations after two years of building its corporate presence. The 19-unit concept, which now has six franchised units, has 11 franchise partners committed to building more than 150 stores in a range of markets. For Pie Five, a trendy concept entrenched in the growing fast-casual pizza category, franchising is almost a necessary competitive play, as it delivers the rapid growth the company needs to make market headway.
“Moving earlier and quicker than the others really does count,” Pie Five CEO Randy Gier says.
Much like Corner Bakery, however, Pie Five is aligning itself with established, multiunit operators possessing the community ties, industry know-how, and financial strength to develop markets.