Franchise Your Business
Franchise systems need more than tools to scale. The right tech stack creates consistency, supports operators and drives performance across locations.
Early on, most brands piece technology together as needs come up. That can work for a while, but those choices start to matter more as the system grows. When each location is relying on different tools or disconnected processes, the flexibility that helped the brand move quickly can start creating problems instead.
For franchisors, the right tech stack is about building the infrastructure the system will need as more locations, operators and data enter the picture.
At Paris Baguette*, that foundation is defined early. Every café launches with a standardized set of systems designed to keep operations consistent and data aligned across the network. That includes an enterprise POS, an integrated online ordering platform and a loyalty system that supports both marketing and customer engagement, along with internal communication and training tools that allow the brand to scale its operational standards.
“If I had to pick the core tech stack, that could be difficult to mention in this article. I can narrow it down to three important must-haves,” said Zac Sulma, chief operating officer of Paris Baguette. “First, every café must operate on an enterprise POS with standardized configuration with the ability to add LTOs at any time. Second, an online ordering platform, including catering, that is easily used and on brand for the customers and the employees. Orders must flow seamlessly and reporting must be clean. Fragmented systems create operational friction. Third, a loyalty platform that is exciting and creates value to our customers.”
Those systems cover the customer-facing and transaction side of the business, but Sulma said the internal tools matter just as much as Paris Baguette grows.
“Loyalty is not just a marketing tool for us; it also creates brand engagement and is used to reward our loyal customers,” Sulma said. “And finally, our corporate communication and LMS platform. If we are serious about hospitality and operational consistency, we must train and coach through scalable digital infrastructure.”
That emphasis on consistency carries into how new technology is evaluated. Rather than chasing tools that solve individual problems, franchisors have to think about how each system fits into the broader ecosystem. A platform that works in isolation can still create issues if it disrupts reporting, adds steps for operators or fails to integrate with existing tools.
“When we evaluate new technology, we never look at it in isolation. It has to work within our full system, from POS to loyalty to reporting and many others. If it creates friction anywhere, it creates risk as we scale,” Sulma said. “The two top priorities are always unit economics and guest experience. If it does not improve margins, increase revenue, or make the customer journey better, it is hard to justify. Then we assess the impact on the café teams. Does it simplify operations or add complexity? Does it reduce pressure on labor or create more work?”
That same thinking has to carry into implementation. A rollout affects field teams, operators and daily café routines, so it has to be managed as an operational change, not just a technology update.
“For a systemwide technology rollout, we have to be careful about the order of operations,” Sulma said. “We start in our corporate lab, where we can test the use case and see how it might help our cafés. After that, we move into a controlled pilot with a small group of cafés across different volumes, markets and ownership types.”
That gives Paris Baguette a chance to find the problems before the tool reaches the full system.
“Before launch, we define clear success metrics, so we know exactly what we are measuring,” Sulma said. “During the pilot, we hold weekly check-ins, document friction points and adjust SOPs and training materials in real time. We do not assume the first version is perfect.”
Training happens before a broader rollout. Field leaders are brought up to speed first, then cafés follow in stages by region. By the time a tool is fully in place, it has already been tested and adjusted in real operating environments.
Even then, technology has to prove its value at the unit level. Franchisees are not looking for new systems unless they clearly improve the business. Whether that shows up in labor efficiency, increased sales or a smoother customer experience, the impact has to be measurable.
“We always have to remember that we operate a very complex business model,” Sulma said. “We produce fresh products daily, manage multiple dayparts, handle customization and deliver a premium hospitality experience. Technology is not replacing that complexity. It is there to help manage it.”
For Sulma, the value of a new tool has to show up in the business without taking attention away from the customer.
“If a system helps franchisees improve labor control, reduce waste, increase loyalty visits or grow online sales, it creates financial strength,” Sulma said. “But it can never come at the expense of the guest experience. In our neighborhood bakery café environment, hospitality is the brand.”
This is often where technology decisions go sideways. A franchisor may move too quickly, commit to a vendor before the economics are clear or choose a tool that does not connect cleanly with the rest of the system. Once those decisions are made, they can be hard to undo.
“Franchisors usually run into problems when they move too quickly or chase something that looks innovative but doesn’t really fit the system,” Sulma said. “A common issue is bringing in technology that doesn’t fully integrate. It may solve something on paper, but in practice, it creates more manual work, inconsistent data and confusion for operators.”
That problem gets even harder to unwind when the brand is locked into a vendor before the tool has proved its value at the unit level.
“Another challenge is committing to long-term contracts before the economics are proven,” Sulma said. “If you can’t clearly show a lift in revenue, labor savings or simpler operations at the unit level, that kind of decision can get expensive.”
For founders moving into franchising, the stakes get higher with each new location. The right tech stack helps operators run the business, but it also affects how well the system can grow, stay consistent and protect the experience customers expect.
Want to learn more about how 1851 helps franchisors grow their franchises with confidence? Visit www.1851growthclub.com and see what we can do for you.
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