Entrepreneurs are expanding their restaurant portfolios through multifranchise and plurifranchise models, balancing growth, risk, and operational complexity.
Jamel Touati's restaurant investments
Jamel Touati has been investing in the restaurant industry since 2016, managing 40 establishments, nine brands, and 500 to 600 employees across France and Morocco. His portfolio includes brands like Pitaya, O’Tacos, and Côté Sushi, as well as fitness and clothing businesses.BK group's expansion
The BK group, led by Kamel Boulhadid, operates over 92 establishments under brands like Domino’s Pizza, Starbucks, and Resto Sushi’s. This model combines well-known franchises with proprietary brands, showcasing a mix of strategies in the restaurant industry.Eat Malin and Shiva agencies
Other entrepreneurs, such as Florian Martinel and David Kennaugh, have focused on the restaurant industry with their group Eat Malin or expanded within a single network, like Shiva agencies. These approaches highlight different ways of managing multiple restaurant locations.Multifranchise vs. plurifranchise models
The distinction between multifranchise and plurifranchise models lies in the number of brands involved. Multifranchise involves replicating a proven model under the same brand, while plurifranchise combines several brands, offering more diversification and strategic flexibility.Leadership challenges in growth
As the number of establishments increases, the leader must transition from an operator to a business leader capable of delegation and team growth. Michel Kahn emphasizes that managing multiple stores requires a real metamorphosis in leadership style and responsibilities.Franchisee roles and skills
Jérôme Guillé notes that operational success at a single store does not guarantee success in managing multiple or multiple brands. The skills needed for a franchisee are different, requiring strategic thinking and team management rather than just operational skills.Franchise contract considerations
According to the French Franchise Federation, 25% of franchisees operate multiple sales points. Jérôme Guillé advises franchisees to review their contracts carefully, noting that some clauses may restrict their ability to expand or diversify their brand portfolio.Strategic and financial benefits
Michel Kahn highlights that having at least three sales points is crucial for risk smoothing and secure income. Diversification across brands adds strategic independence and resilience against market fluctuations, enhancing long-term value creation.Franchisor perspectives
From the franchisor's viewpoint, an established franchisee opening new units is a sign of confidence. Entrusting experienced partners reduces risks and avoids the need for new recruitments. However, each new unit must be negotiated separately, and franchisors may impose internal limits.Alternative growth strategies
Some groups, like Bertrand and Baudaire, allow franchisees to develop multiple sales points under different brands. This approach helps manage risks of brand cannibalization and facilitates employee mobility between brands, enhancing operational efficiency.Franchise network statistics
The 22nd Banque Populaire–FFF survey (March 2026) shows a slight decline in franchise networks but an increase in sales points and turnover. Growth requires delegation and careful management of support functions to ensure effective operation of multiple locations.Operational challenges in plurifranchise
Managing multiple brands under a plurifranchise model demands attention to each brand's unique tools and methods. Leaders must monitor each establishment's performance closely, as one profitable site can mask issues in others. Ensuring strong local management is crucial for sustained success.Practical example of plurifranchise
Jérôme Le Guyader manages two nearby restaurants, Pitaya and Bchef, under different brands. He emphasizes the importance of having reliable teams and maintaining a balance between new developments and existing sites to avoid neglecting current operations.
