When choosing to invest in a new brand, what is your thought process?

Whether it is researching a first franchise concept or thinking about adding a new brand, franchisees have many factors to weigh when making such a major decision. Franchise Update asked several multi-unit restaurant operators about what goes into their thought process when choosing to invest in a new brand.

There is no shortage of restaurant franchises, so those interested in owning a location should conduct their due diligence to find the best fit. Several franchisees said they examined whether the concept had a solid foundation with staying power and the opportunity to grow. Just because the concept is popular now doesn’t mean it will be successful in 5-10 years.

Franchisees also place considerable importance on the franchisor and executive team. They want to know the core values of the brand, how it meshes with their strengths and personal beliefs, and if they are a cultural fit. They will also want to know the operational support they receive from the franchisor. Each of the four operators we spoke with this week is a single-brand franchisee, but these factors are all relevant in their decisions whether to diversify their portfolio with other restaurant brands or grow with their current franchise.

Whether it is in life or in business, many of us remember valuable advice we received from someone else that helped us get through a difficult time or remains a guiding principle. We asked a few other multi-unit restaurant owners about the best advice they ever got. See the Franchisee Bytes section below to hear how suggestions from others have influenced several franchisees’ approach to their business.

Nandini Mangroo

Company: Five Guys Taverns, LLC
Brands: 3 Taffer’s Tavern
Years in Franchising: 6

I look at three things: the strength of the concept, the scalability of the model, and the support platform behind it.

The concept must resonate with today’s consumer but also have staying power. For me, that means a brand that delivers a clear identity and a differentiated experience. The operational model needs to be efficient and repeatable, and something that can scale without losing consistency. Equally important is the leadership team behind the brand. You’re not just investing in a concept, but you are investing in the people, the systems, and the long-term vision. If those pieces are aligned, it creates a strong foundation for sustainable growth.

John Schissler

Company: J&M Hospitality
Brands: 10 Chicken Salad Chicks
Years in Franchising: 11

Selecting a new brand is a lot like a marriage. It’s important to align on core values and long-term vision. Because franchisor decisions impact the entire system, and your potential success along with it, trust in the executive team is critical. With Chicken Salad Chick, that confidence comes from a clear strategic vision, strong leadership, and a culture that values franchisee input. Questions around long-term growth plans, financial backing, and how feedback is incorporated are key to evaluating before investing. Seeing how the brand supports and collaborates with its franchisees has reinforced that we made the right choice.

Andy Kumar

Company: Kumar McDonald’s
Brands: 19 McDonald’s
Years in Franchising: 8

I look at three things: long‑term fundamentals, operational fit, and community relevance. A brand must be resilient across economic cycles, and not just trending. It also needs to match my operational strengths by being focused on people, processes, and community. Finally, I ask whether the brand adds value to the neighborhoods we serve. If it doesn’t strengthen the community or create opportunities for local employment, it’s not the right fit. I invest with a 20‑year mindset, not a 20‑month one.

Brian Bailey

Company: Team Bailey
Brands: 160 Domino’s
Years in Franchising: 38

My thought process starts with learning the business from the ground up, which is something that is also ingrained in Domino’s culture. I have always believed that confidence in franchising comes from real operating experience. When you have successfully run multiple restaurants as an employee of the brand, you develop the belief that no matter what comes at you, you can handle it. For me, Domino’s was a simple choice. The franchise fees were low compared to the rest of the industry, and the brand’s strong performance and proven business model gave me confidence that it was the right investment.

Franchisee Bytes

What is the best advice you ever got?

To be successful, be willing to do whatever it takes, plus a little bit more.
-Clement Troutman, CEO, Troutman Management, 2 Tropical Smoothie Cafe, 1 PJ’s Coffee of New Orleans

Trust in God and focus every day on creating opportunities and helping others. The rest will follow. I also believe that if you can outwork everyone and be disciplined in what you do, you will be ahead of most people. I also heard a line from someone more than 20 years ago that I repeat often: “Do things other people don’t want to do, and embrace that you must sacrifice to get where you want to be. There is no other way.”
-Nick Crouch, Co-CEO, Dyne Hospitality Group, 118 Tropical Smoothie Cafe

Never take no for an answer. That is something I learned from my grandparents, who showed us a lot of examples of ways to do things in life. If you receive a no, figure out how to make it a yes.
-Andy Cabral, CEO, Vigario Management, 25 Dunkin’, 9 Baskin-Robbins

Treat people the way you want to be treated. It’s timeless advice that guides how I lead, manage, and build relationships.
-Lawrence Kouri, Multi-Unit Owner-Operator, 22 Dave’s Hot Chicken

My former boss, whom I later purchased the franchise restaurants from, said, “Hope for the best, plan for the worst,” and “Surround yourself with experts in fields that you are not.” It was helpful to have good accountants and attorneys who know the ins and outs of the business.
-Tamra Kennedy, Franchise Operator, Twin City T.J.’s, 6 Taco John’s

Work really hard and then work harder to achieve your goals. It came from a coach during my football-playing days. Being big isn’t good enough. You have to work harder than the person across the line from you.
-Tom Lovelace, Owner/President, Tom Lovelace Group, 96 Papa Murphy’s

In business, you must prioritize trust, integrity, and alignment of values above all else. The background of a person matters less than their character and reliability. That is a combination of a lot of things I’ve heard from many people over the years.
-Lisa Starnes, Franchise Owner, Starnes Holdings, 8 Captain D’s

“If everyone likes you, you are lying to someone.” Being a leader, it is important to be respected, but sometimes you need to make decisions that not everyone will like. When you hold a high standard and hold people accountable, they may not like it, but in the end, that is what makes companies successful.
-David Weeks, CEO, The Bean Team, 9 Barberitos, 8 Dunkin’, 4 Newk’s Eatery, 1 Dunkin’/Newk’s co-brand