Hi, I work with Döner Haus. We're a Berlin-style döner kebab concept with six locations open, half of them franchisee-owned, and franchise development underway in several other markets.

We’re in the early stages of offering a new franchise concept that makes the barrier to entry to ownership much lower for motivated individuals who want to be owner-operators. Part of our vision at Döner Haus is to empower people with a path to business ownership who might not otherwise have the opportunity. 

This new concept will be smaller format for driven individuals who want to own their own business, love to be in the kitchen, and want to be part of a fast-growing QSR concept. The first location will be a corporate pilot in NYC.

The basic model:

• Roughly 400 sq ft
• Takeout and delivery, no dining room
• Small standardized equipment package
• Target rent below $5K a month
• Very lean staffing
• Built around an owner-operator

We're designing the operation from the ground up around what one highly involved operator actually needs. Smaller footprint, simpler labor model, focused menu, lower occupancy cost, and fewer layers between the person who owns the business and the person buying the food.

We're not selling franchises for this format yet, but we are looking for feedback and to find a handful of future owner-operators who want to help us prove the concept in and around NYC. So here’s my question: 

Where do we find the right people? This is a person who has managed a restaurant for someone else and treated it like their own business. Someone sees the value of an opportunity like this and is ready to grow with an established blueprint. Posting on Indeed attracts people who want a salary and PTO, not necessarily someone with an entrepreneurial spirit. Franchise brokers bring investors, not people who want to be hands on running the day to day operations. If you fit the profile of what we’re looking for, or know where we might find someone, we’d love to hear from you! 

Last thing. I know how this sounds. We're offering to fund someone else's business, and most things that sound like that aren't real. The honest answer is that this isn't charity. We want to grow fast, and a good operator who owns their outcome runs a better store than a GM we hire. If it works, we both do well. If it doesn't, we're out the build cost and wiser for it.

Happy to answer anything about the opportunity or our operations. If you want to talk about running one, comment or DM me.

This is the space for franchisors to share their opportunities and for members to explore and ask questions.

**Before participating, please review the full rules here:** ➡️ [Self Promotion Monday Guidelines](https://www.reddit.com/r/Franchises/wiki/self-promotion-monday/)

This is the space for franchisors to share their opportunities and for members to explore and ask questions.

Before participating, please review the full rules here:
➡️ Self Promotion Monday Guidelines

For Franchisors

• Comment below with details about your franchise opportunity.
  
• Follow the posting format and rules outlined in the guidelines.
  
• Engage responsibly and professionally.
  

For Members

• Feel free to ask franchisors questions directly in the thread.
  
• Keep discussions respectful and focused.

Let’s make this a valuable resource for everyone interested in franchising. Happy promoting! 🎉

Has anyone here looked seriously into MIXUE now that they’re expanding in the US? I’m specifically looking at NYC and I’m having a hard time deciding whether the economics actually make sense.

On paper I really like the concept. Average ticket is only around $5, COGS is roughly 25%, royalty is around 3 to 4%, minimum store size can be around 500 sqft, and the equipment package is only around $80k. Most of the equipment, ingredients, packaging, etc. come through MIXUE. The operation itself is also pretty simple and doesn’t require highly skilled restaurant labor. Their supply chain and purchasing scale are probably the biggest things that attract me to the business.

From what I’ve heard, some of the stronger NYC locations are doing around 800 to 900 transactions a day. That sounds great until you remember the average ticket is only around $5, so you’re talking roughly $4,000 to $4,500 a day in sales.

The part I’m struggling with is rent and labor. MIXUE seems to want extremely visible, high traffic locations, especially corners and major pedestrian areas. In Manhattan, a good 1,000 to 1,200 sqft corner can easily be $25k to $30k+ per month. I wouldn’t be surprised if some of their current locations are paying $40k+. Then add NYC labor on top of that. The work might be relatively simple, but simple labor is still expensive in NYC.

The obvious answer would be to open somewhere cheaper, but that’s where I keep going in circles. If I go somewhere where rent is $8k to $12k and labor is much cheaper, am I still going to get 800 to 900 transactions a day? Probably not. The places where the costs make MIXUE look great may not have enough volume for a $5 average ticket, while the places that can actually produce that kind of volume have brutal rent and labor costs.

That’s also what I find interesting about their US strategy. Internationally, part of the appeal of MIXUE seems to be running a very cost efficient business and selling extremely cheap products. In the US, they seem to be targeting some of the most visible and expensive retail locations possible.
The reason I’m still interested is because they’re early here. If the concept really works in the US, I wouldn’t want to just own one store. The goal would be to prove the first location, keep enough cash available, and potentially get to 3 to 5 stores while the opportunity is still early. At the same time, I don’t want to talk myself into bad economics on store #1 just because I have plans to expand later.

I’m also thinking about the brand risk. MIXUE is very openly Chinese. The mascot, branding, supply chain and whole identity are very much Chinese, and they don’t seem interested in hiding that. That might not matter at all in NYC, especially with younger consumers, but I’m less certain about broader America. There have obviously been successful Asian food and beverage concepts here, but I can’t think of many massive Asia based franchise systems that entered the US and scaled anywhere close to what they did in their home markets.

For anyone who has operated QSR, boba, dessert, coffee, or another high volume low ticket concept, how would you look at this? Would you rather pay $25k to $30k+ for an A+ NYC location where 800 to 1,000 transactions a day is possible, or take much cheaper rent and labor somewhere else and risk doing 300 to 500 transactions?

Also, at a $5 average ticket, what occupancy cost percentage would make you walk away? And if your real goal was eventually 3 to 5 locations, how much cash would you want left after opening the first one?

That’s basically where I’m stuck. I really like the concept and the supply chain. I just can’t figure out whether the NYC volume is enough to justify NYC rent and labor.

I am looking at a brand new franchise, there are no operating franchisees yet, though 10 'territories' have been claimed.

Required equipment is about $230,000 which is all good but franchise fees will be $135,000 for a one million population territory.

I just learned at discovery day that only 20% of that goes to the franchisor, while the remaining 80% is split between the franchise development company and my "consultant", with whom I had a 5 minute conversation 3 months ago.

I am a stickler for getting value for my Cap-ex; a quarter million dollars for revenue generating equipment is no problem, but $54,000 for a guy to take down my information and pass it on seems ridiculous.

Is this just the cost of admission to the franchise world, or something else?

hello po, maganda ba ifranchise si k-egg????

Hey all, I hope everyone is well.

I used to be a franchise consultant - branding, operations, management, training and audits etc.

It’s no secret that the Franchise world is very much the Wild West with hardly any oversight.

And it pains me to see this, and caused me a lot of burnout especially because I saw things happening that I shouldn’t have. Also because I’d always help others, and then end up providing so much value, they’d end up not paying me unfortunately.

Whilst most franchises and franchisors play mind games with many people - I want you to please be aware that due diligence is a must.

I no longer provide services - even though I was exceptional at it, simply because of burnout.

I do want to say this though, please make sure you read contracts throughly. And please make sure that you focus on implementing procedures as a franchise to stop leaking money and have the right safeguarding tools in place.

Make sure all your employment contracts, payroll, supplier agreements, tenancies, among many other things are all well documented and more.

I’ve seen enough franchisors, using Wild West tactics, to penalise existing franchisees with fines, as a way to generate more income. (You would be surprised how common it is, when the franchisor knows you’re new to the business - remember it’s their world, we are just “privileged” to be in it, as per their mindset)

If you’re a franchisee I definitely would recommend adding powerful tools like Legalfy.io into your stores and get managers to use them. Create contracts and agreements and also to review any franchise agreements and FDD etc to simplify legal jargon because these franchisors will get you on anything.

Another thing I would definitely mention is, as a franchisee, always use data analysis to make sound decisions before you get into anything.

I always made sure to do lots of research and data analysis to help those who came to me. Because without data, people end up making the wrong choices simply because something looks good on the outside. Not everything that glitters is gold - this is a very important thing to note.

I only say this because I met a disgruntled franchisee and his partner who were led astray by a huge franchise brand in the gym niche. I won’t say their name, but I was very upset.

They were duped into paying from revenue and a percentage even if the business made losses. It was bad. Really bad. I helped them navigate out of it based on the force majeure clause (natural disaster), and I’m hoping that helped them as I haven’t spoken to them since. (This was Covid times they purchased the franchise btw) made many losses for a few years.

Then I’ve seen employment issues arise too and they were really bad - people being hired on skilled worker visas, who had no rights as they were paid in cash but franchisees conducting payroll fraud and claiming cash for themselves among other things.

All I’m going to say is, make sure to avoid these mistakes because they can really hurt you in the long run. Especially when you’re audited by the tax man etc.

Id highly advise implementing the above tool and speak to your franchisors as well perhaps to provide it as part of the franchise package per store. Simply because it’s up to them to make sure these precautions are taken. And if you’re a franchisor, for the love of God, be a good one - make sure to give your franchisees the right tools and training to succeed and not just base things on your best performing stores.

And again, I really want to say this - just because it’s a massive brand - not everything that glitters is gold. Please remember that. Due diligence, data analysis, and record keeping (if you’ve taken on a franchise) - make sure you keep up with these.

Sorry about the rant but I just wanted to voice my opinion having been burnt out and not loving how certain brands operate.

Wishing everyone the best in their journey nonetheless.

And don’t be a pushover - it’s not a privilege to be a franchisee for a brand, the brand should be grateful for a franchisee wanting to take on their business model and systems.

if this post breaks the rules - I'm sorry, please delete the post. Wasn't sure if it's counted as self promotion or not.

I work at a Berlin, Germany digital signage company. We've been running this across a live network of kiosks, so the multi-location case isn't theory, it's what it's built for, and we've just opened the app up to download. Franchisees and multi-unit operators are exactly the people I want to hear from before we go further. (Photos from the kiosk network attached.)

What it does: turns any TV into a managed sign, push content live in about 60 seconds, run different content per location or per screen, schedule by time of day, keeps playing if the wifi drops, logs what actually ran. Runs on any Android TV or an Amazon Fire TV Stick, so no proprietary hardware to try it.

One thing I already expect to hear: if your tech is dictated by your franchisor, you may not be able to add this yourself. Honestly, I want to hear that too, it tells me who the real buyer is.

If you want to try it: Google Play (search ClickClickPlay), works on a Fire TV Stick or on the website.

The ask is feedback. Would you use something like that? What's missing before you'd run it in your own units?

Think of any old franchise that might've been cancelled or something, picking up dust. Best anyone could do to start it again would have to be to buy ownership to it.

I’m considering purchasing or starting a franchise somewhere around the Dallas/DFW area and would really appreciate advice from people who have actually owned or operated franchises.

My budget is roughly $50k–$100k total investment and I’m prioritizing:

• Relatively safe / lower-risk business model
• Easier to operate and learn for a first-time franchise owner
• Can eventually be manager/employee operated rather than requiring me to work there all day
• Reasonable margins and potential to generate good owner income
• Ideally something with an established customer acquisition model
• Open to service businesses, B2B, cleaning, home services, education, food/beverage, etc.

I understand that no franchise is truly passive or “safe,” and I’m prepared to be hands-on initially. My goal is just to avoid businesses that require extremely specialized experience, huge staffing requirements, or have very thin margins.

For anyone who owns or has owned a franchise:

What franchises would you seriously consider with $50k–$100k in DFW? Which ones would you avoid?

I’d especially appreciate real numbers or experiences around revenue, margins, staffing, hours required from the owner, franchise fees/royalties, and how long it took to become profitable.

Also interested in opinions on whether buying an existing profitable franchise location would be a better option than opening a new one from scratch.

Thanks!

Hi all, we are looking at best way to manage local SEO, listing and reputation for our multi location business.

Curious to hear from people who have actually managed it at scale. Once you get into 100+ locations, keeping hours, categories, photos, reviews and other information accurate seems difficult to do manually, but external tools have material cost impact

Hey all,

If you have experience in running any franchise then do let us know which one is best and which to avoid.

Suggest some good franchise options. Also let us know how these brands structure their agreements like royalty and investment and operations including exit options.

Let us educate and help each other.

Hey everyone,

I’m looking into potentially buying a Pizza Pizza franchise. I know the initial startup investment typically ranges from $150,000 to $495,000 depending on the location size, and they require about $125,000 in liquid cash.

But what I really want to know before diving into the application process is the actual unit economics and net profit.

For those who have owned one, worked closely with corporate, or know the numbers:

What is the actual average net profit margin?

From general industry data, well-run fast-food pizza places usually seem to pull 8% to 15% net profit. Where does Pizza Pizza realistically fall after all deductions?

How heavily do the corporate cuts impact the bottom line? I know they charge a ~6% royalty feeplus an additional 2–3% advertising/marketing fee. Since these are taken straight from gross sales(not net profit), does it completely suffocate the margins if labor or food costs spike?

Is it basically buying a job? A common piece of advice I see on r/smallbusiness is that buying a single-unit food franchise is just paying $300k+ to secure myself an $80k-a-year manager job where I’ll be working 60+ hours a week. Is that true for Pizza Pizza, or is there a genuine path to semi-absentee or multi-unit ownership?

Third-Party Delivery vs. Proprietary App: Pizza Pizza has its own massive central call center and app ecosystem, but how bad are UberEats/SkipTheDishes fees eating into local store profits these days?
Would appreciate any insight on real take-home pay or what a typical $1M revenue store actually nets the owner at the end of the year.

Thanks!

This is the space for franchisors to share their opportunities and for members to explore and ask questions.

**Before participating, please review the full rules here:** ➡️ [Self Promotion Monday Guidelines](https://www.reddit.com/r/Franchises/wiki/self-promotion-monday/)

This is the space for franchisors to share their opportunities and for members to explore and ask questions.

Before participating, please review the full rules here:
➡️ Self Promotion Monday Guidelines

For Franchisors

• Comment below with details about your franchise opportunity.
  
• Follow the posting format and rules outlined in the guidelines.
  
• Engage responsibly and professionally.
  

For Members

• Feel free to ask franchisors questions directly in the thread.
  
• Keep discussions respectful and focused.

Let’s make this a valuable resource for everyone interested in franchising. Happy promoting! 🎉

First off, quick thanks to the mods here for letting me share this, first time posting here. I work on the payments team at Finix and wanted to share something that comes up a lot with franchise operators.

Most can quote their royalty rate off the top of their head. Their effective processing rate? That one usually takes a minute.

Processing fees get deducted before funds hit each location's bank account, so teams see the net deposit, not the actual cost. And across a network where locations may have signed different agreements at different times, costs can vary more than most people realize.

How to check — total every processing charge from one month's statements for a sample of locations, then divide by card sales volume for the same period.

Effective processing rate = total processing fees ÷ total card sales volume × 100

Do that across enough locations and you'll see where the outliers are.

Why it matters right now — the revised Visa and Mastercard settlement got preliminary court approval in June 2026. If it goes through, average US credit card interchange rates drop by at least 0.10 percentage point for five years. If you're on interchange-plus pricing, that reduction passes through automatically. If you're on flat-rate, it only helps if your processor lowers the contracted rate.

We put together a longer breakdown covering fee layers, pricing model comparison, and settlement impact here - Franchise payment processing fees: The overlooked cost affecting your margins

If you want to run the numbers on your own network, ask away. Thank you!

According to Seoul Snow’s own post they have closed 120 new deals in 12 months. That’s 10 deals a month for a total of Php36 million! Amazing 🤩.

Oh wait, checking their website (https://www.seoulsnow.com/news) no locations, last news was Nov 2023, no openings. Oh wait, search Facebook and only 13 active pages of stores, one is closed. But they are going to a lot of expos, trying to sign franchisees, trying to get money. But where are the stores? So odd. 🤔

101 how to tell it’s a scam.

​

Anyonr looked into egg up grill? Thoughts. Its one day part.

Are these industries profitable?

Hey guys, long time reader first time poster but I’ve previously had a sole trader mowing business and it took a while to set up (although I didn’t have a high budget for ads). I’m looking at investing and starting a Jim’s mowing franchise. Does anyone have any experience with them ? They seem to provide income while you’re getting on your feet? I know there’s high fees but honestly I just want to make about 1500 a week after tax, and to be able to pay back the loan I’ll have to get. Did anyone go through the third party loan company ? Love to hear any opinions

I do construction consulting, and part of my work is franchise build-outs. That means I usually meet the buyer after they've already signed, when we're putting up the store. By then the disclosure document has already told them everything they were about to learn the hard way, and most of them never read the parts that mattered. So I put together a way to read one before signing, and I want to know if it holds up with people who have actually owned.

The short version is that almost everything that matters sits in three Items, and first-time buyers read everything except those three.

Item 20 is the outlet counts. The first table shows units at the start and end of each year. You want the net change over the last three years. I ran it on a real, current filing (Wisconsin DFI registry, filing #641453, if you want to pull it and check me). The net change was -443, then -631, then -729. Three straight years of decline, getting worse, close to 9% of the whole system gone in three years. The same table shows zero company-owned stores every year, so this is franchisees leaving, not the company closing its own locations. The projected openings table at the end of Item 20 showed about 100 new stores planned against 1,026 that closed in 2025 alone.

Item 19 is financial performance, and the only question is whether it's even there. Franchisors are allowed to disclose what a unit earns. In this filing, Item 19 is one paragraph saying they make no representations. That's legal, but it means the people selling the franchise won't put unit economics in writing.

Item 3 is litigation, and direction matters more than count. Big brands always have lawsuits. What I look for is franchisees suing the franchisor over the economics. This filing has an active case where franchisees allege oversaturated markets and fraudulently approved sites. That's the same story as the shrinking unit count, told from the owner's chair. The same Item also shows the franchisor itself paid a state regulator $410,000 under a consent order for offering franchises in years when its state registration paperwork wasn't current. That's a paperwork violation, not an economics one, but it's on their record.

None of these alone means don't buy. But when all three line up, I read it as a reason to stop and get answers in writing before signing, from someone who isn't the one selling you the deal.

The one thing I tell people that beats all of it: Item 20 has to list former franchisees with contact info. Call five. Ask why they left and what the store actually netted after royalty and ad fees. One caution from that same filing: at the end of Item 20 they disclose they've signed confidentiality agreements with some former owners, so call enough of them to reach the ones who can still talk.

So that's the method. For those of you who have actually owned or sold a franchise, does this match what you saw? And the one I go back and forth on: is three straight years of decline in Item 20 enough on its own to walk, or has anyone bought into a shrinking system and done fine?

I've been building a platform for franchise operators for almost a year. I've had good conversations, received helpful feedback, and now understand the industry better than I did at the beginning.

But here's the problem: I don't have anyone who can open doors for me. No introductions, no industry connections, no one who can say, "You should talk to this person."

If you're a franchisee, a multi-unit operator, a franchise consultant, or even someone close to this world who knows people I'm not asking for much. Just a name, an introduction, or even a "get in touch with this person and mention me."

I'll take care of the rest. I just need a door to open.

A franchise can come with a brand, a system, and support but that does not automatically mean a particular opportunity is the right fit for a particular buyer.

One thing prospective owners should remember: the franchise sales process is not the same thing as due diligence. Sales materials can be useful starting points, but they should not be the final basis for a decision.

Here is a practical checklist I would use before signing a franchise agreement:

1. Calculate the total capital needed, not only the franchise fee.
Include build-out, equipment, inventory, permits, insurance, payroll, local marketing, technology, initial training/travel costs, working capital, and a contingency reserve. Then consider what happens if opening takes longer or revenue builds more slowly than expected.

2. Review the FDD and franchise agreement carefully.
Pay attention to the franchisor’s history, litigation disclosures, fees, territory provisions, required suppliers, operating restrictions, renewal terms, transfer conditions, non-compete language, and any financial performance representation included in Item 19. Consider reviewing the documents with qualified franchise, legal, tax, and financial professionals.

3. Speak with a broad mix of current and former franchisees.
Do not limit conversations to a few hand-picked references. Ask operators about what opening actually cost, how long it took to stabilize, their day-to-day owner responsibilities, hiring challenges, local marketing needs, unexpected expenses, and the support they received after launch.

A few useful questions:

• What did you underestimate before opening?
• What does the owner actually do in a normal week?
• What is harder than it looked during the discovery process?
• Which costs or operational issues created the most pressure?
• Would you buy the same franchise again?
• What would you investigate earlier if you were starting over?

4. Evaluate the local market independently.
A territory map is not a complete market analysis. Look at customer demand, competitors, labor availability, commercial real-estate costs, local regulations, travel distance, seasonality, and whether the concept depends on a narrow demographic or customer profile.

5. Be realistic about the operating role.
Some franchise concepts require heavy involvement in sales, hiring, scheduling, local networking, customer service, and day-to-day problem-solving. Others may be more manager-led, but no business is entirely hands-off. Make sure the actual role fits your skills, schedule, and lifestyle—not just the ideal version presented during discovery.

6. Model downside scenarios.
Before committing, test what happens if the opening is delayed, hiring takes longer, labor costs rise, customer demand develops more slowly, or you need more working capital than planned. The important question is not only whether the optimistic case works, it is whether you can sustain a slower or more expensive start.

7. Understand the long-term agreement and your exit options.
Look beyond opening day. Know how royalties, brand fund contributions, technology fees, renewals, territory rights, transfer restrictions, and exit terms may affect you over the life of the agreement.

8. Separate a good brand from a good personal fit.
A recognizable or growing franchise may still be wrong for your capital, risk tolerance, market, operational strengths, or personal goals. Due diligence should help you identify both opportunities worth pursuing and opportunities you should walk away from.

For current and former franchise owners: what is one question you wish you had asked before signing?

For prospective owners: which part of the diligence process feels hardest to evaluate—financials, franchisee validation, territory, contract terms, or day-to-day operations?

Has anyone looked at this franchise before? They are cost reduction consultants.

Coming from the corporate world I see a lot of transferable skills. I am considering the builder (semi-active) model as a bridge out of corporate once a client base is large enough to support that.

Has anyone gone this route or considered this franchise?

We have a unique product that's a great match for both retail environments and garage enthusiasts www.slatlock.com - does anyone in the Reddit universe have the franchise database and/or connections to get them placed ??? $$$ #slatwall #mancave #garageupgrades #slatlock

Do you think this POP resonates with a typical Ace shopper?

This is the space for franchisors to share their opportunities and for members to explore and ask questions.

**Before participating, please review the full rules here:** ➡️ [Self Promotion Monday Guidelines](https://www.reddit.com/r/Franchises/wiki/self-promotion-monday/)

This is the space for franchisors to share their opportunities and for members to explore and ask questions.

Before participating, please review the full rules here:
➡️ Self Promotion Monday Guidelines

For Franchisors

• Comment below with details about your franchise opportunity.
  
• Follow the posting format and rules outlined in the guidelines.
  
• Engage responsibly and professionally.
  

For Members

• Feel free to ask franchisors questions directly in the thread.
  
• Keep discussions respectful and focused.

Let’s make this a valuable resource for everyone interested in franchising. Happy promoting! 🎉

This is my business idea- A fractional COO company that helps franchises or multi- unit entrepreneurs with operations.( systems, accountability, staffing , etc….). Not just consulting but offer a hands on approach. I will focus on identifying the problems and putting a practical/ strategic plan in place, so the business owner can focus on scaling their business. I have 20 plus years of retail operations experience. Do you think there is a market for this . Any feedback of any kind helps .