It’s important to determine if emerging brands are a good fit when exploring franchise ownership. We asked Daniel Purim, Senior Franchise Consultant at Franchise Wizards – a FranServe affiliate – to share his expertise with readers on how he helps clients determine if an emerging brand is right for them. By Nancy E. Williams
It’s important to determine if emerging brands are a good fit when exploring franchise ownership. We asked Daniel Purim, Senior Franchise Consultant at Franchise Wizards – a FranServe affiliate – to share his expertise with readers on how he helps clients determine if an emerging brand is right for them.
How are emerging brands defined?
An emerging brand is a franchise system that has moved beyond the proof-of-concept stage but is still in the early phases of growth. The infrastructure, operations, and support systems are in place, but are expected to develop as the brand gains momentum and begins to operate at scale.
There is no single definition for an emerging brand based on number of units or years franchising the concept. While some in the industry may consider anything under 100 units to be an emerging brand, the benchmark I use is a system that has been franchising for two to five years with 11 to 50 units in operation.
These numbers alone do not tell the full story. What matters more than the label itself is whether the fundamentals are in place, including clear demand, customer acquisition programs, operating procedures, and unit economics, and whether the franchisor is pursuing sustainable growth with a support system that scales alongside the number of units, reinforcing its commitment to long-term franchisee success.
What are the pros and cons of choosing an emerging brand?
An emerging brand often provides access to markets that are no longer available in more established systems. The organization is lean, allowing direct communication with leadership. This proximity can also give franchisees a voice in how systems and processes take shape over time.
On the other hand, there are important considerations. Financial performance data is more limited, systems are still evolving, and new unit growth continues to play a significant role in the franchisor’s economics. The leadership team may also still be developing experience in franchising at scale.
Some emerging brands are part of larger, well-established multi-brand franchise groups. In those cases, franchisees can benefit from both early-stage territory availability and the support of a more experienced organization, including access to shared resources such as in-house marketing teams and call centers.
What advice do you give your clients about emerging brands? Is it the same or different for a mature brand?
The process of evaluating an emerging brand is not different from evaluating a mature one. What changes is the level of available data and the expectation that systems will continue to develop over time.
Interviewing the leadership team to understand their approach to the business, their vision, and how they plan to build and scale the system is advisable. Conducting validation calls with existing franchisees is also a best practice.
While mature brands offer more structured systems and a longer track record, emerging brands offer more open markets, more flexible systems, and the opportunity to grow alongside the franchise system.
In both cases, the focus should remain on the business model, the unit-level economics, and the individual fit.
How the FranServe Process Works
FranServe uses a structured, step-by-step process to help individuals explore franchise ownership with clarity and confidence.
Step 1: Discovery: A consultant works with you to understand your goals, preferences, and financial parameters.
Step 2: Matching: You are introduced to franchise opportunities aligned with your criteria.
Step 3: Evaluation: You review franchise models, speak with existing owners, and conduct due diligence.
Step 4: Decision: You move forward with the opportunity that best fits your goals, with guidance throughout the process.
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Nancy E. Williams