The 5 Beliefs We Hear Too Often at FRANCHISEBIZ
When a brand succeeds with franchising in its domestic market, the desire to expand internationally quickly follows. Inquiries come in, candidates appear, and the temptation is strong to think: “We’ll just replicate the model.”
That’s precisely where we see the first pitfalls.
At FRANCHISEBIZ, we spend a lot of time challenging these reflexes with our clients. International expansion should never be an opportunistic reaction — it’s a strategy to be built step by step, with clear choices and a consistent direction.
Here are the 5 common beliefs we encounter too often — and why they hold brands back from international success.
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“What works at home will work elsewhere”
This is by far the most widespread belief. Many assume that success in France guarantees success in Belgium, Switzerland, Italy, or Spain. But a concept is never universal.
Each country plays by its own rules:
- Consumers have different expectations and purchasing power.
- Cost structures (rent, wages, social charges) change the economics entirely.
- Competition may be intense — and surprisingly, most brands can’t even name their local competitors, often well-established for generations — or, conversely, completely absent, which calls for a very different strategy.
- Regulations (food, urban planning, labor, franchising, certification, etc.) can require major adaptations.
- The perception of franchising itself varies from one country to another.
Where some see an “opportunity,” we see a set of hypotheses to be tested.
The goal isn’t to dream about a market but to define clear go/no-go criteria: market size, demand maturity, real estate accessibility, operating costs, partner potential, and more.
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“We’ll just find a Master Franchisee”
Many brands view the master franchise as a simple way to “delegate” the development of a country they don’t know. Sign the agreement, collect the fees, and let the partner handle the rest. On paper, it looks appealing. In reality, it’s often a source of frustration.
A master franchisee is not just an investor buying rights — they are a co-entrepreneur who must build the brand in their market. Their role is heavy:
- Recruiting and training franchisees
- Developing a real estate pipeline
- Investing in local marketing
- Ensuring concept quality and compliance
- Building a team to manage a multi-unit network
But even the best master franchisee cannot carry the full weight alone. The franchisor must stay involved: supporting, training, providing tools, controlling quality, and sharing a vision.
The master franchise model is powerful — but never a shortcut. It requires the same rigor and presence from the brand as any other partnership structure.
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“We’ll adapt the model later”
A common temptation: export the concept as-is and adjust later. But late adaptation is costly and slows growth.
Of course, you need a solid framework upfront — but you also need to accept that the field will teach you valuable lessons: customer expectations, price perception, marketing responses, and operational constraints.
That’s why a true test phase is crucial:
- Open two or three outlets in different settings (shopping mall, high street, outskirts).
- Choose diverse regions or cities to see how the concept performs across catchment areas.
- Define clear hypotheses (on footfall, average basket, recruitment, supply chain).
- Hold regular HQ ↔ partner reviews to analyze results and adjust quickly.
Few brands take the time to do this — yet it’s the foundation of any sustainable development plan.
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“Inbound leads prove our brand’s international appeal”
Believing that responding to inbound leads from foreign candidates equals an international strategy. In reality, it’s not a strategy — it’s luck.
The outcomes are often predictable: expansion in the wrong country, with the wrong partner, and a brand that burns out before finding its market.
Flip the logic: it’s the brand that must choose its markets, not the markets that choose the brand. That means:
- Defining a clear roadmap — which countries to prioritize and why.
- Setting objective criteria to choose the right partnership model (franchise, JV, master franchise, etc.) and the right partners for each region.
- Allocating a dedicated budget for target markets — and then doubling it!
An inbound lead can be an opportunity — but only if it meets the brand’s requirements. Otherwise, it’s a distraction that drains time and energy.
A successful expansion always starts with a chosen strategy, not a contact form.
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“Profitability must come from the very first store”
Too many brands approach international expansion thinking the first franchise unit must be immediately profitable. It’s an appealing idea — but rarely realistic.
Each country brings its own constraints: rent levels, wages, taxes, build-out costs, and consumer habits. Expecting a “copy-paste” of domestic economics is a mistake.
Worse still, expecting the first franchisee to bear the full cost of market entry is risky. A new market cannot be won with a single opening. It takes time, iterations, and real brand commitment.
In practice, this means:
- Planning a country-level investment from the franchisor (offer adaptation, legal setup, marketing, field support).
- Accepting a ramp-up phase where profitability builds progressively.
- Measuring performance at the network level (10, 20, 30 units) rather than one store.
- Structuring royalties and fees progressively to allow the market to stabilize.
In international growth, true success belongs to those who know how to invest for the long term — building strong foundations today to harvest results tomorrow.
In summary
International development doesn’t forgive improvisation. The brands that succeed are those that choose their markets methodically, adapt their models, select the right partners, and invest alongside their franchisees.
At FRANCHISEBIZ, we help brands shift from spontaneous opportunities to a clear, structured, and sustainable international strategy.
If you’d like to challenge your “worldwide” development approach, feel free to reach out to us.
Founder & CEO at FranchiseBiz