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To close out 2015, they will have 29 restaurants open, with 23 more territories spoken for and more than 150 restaurants in development , which includes development agreements and commitments for company owned restaurants. That significant growth is thanks to a two-prong approach. One is to maintain 10 to 15 percent of restaurants as corporately owned. And the second is to attract multi-unit operators that have a track record of success in the restaurant or hospitality space, and who have the ability to take a large territory and develop around 20 restaurants. &#8220;We believe that as a franchisor we should have a significant amount of restaurants open which demonstrates not only to ourselves, but more importantly to other investors, that we have skin in the game,&#8221; said Sam Rothschild, COO of Slim Chickens. &#8220;Our model franchisee is a current multi-unit restaurant operator who wants to exit their current system, or add Slim Chickens to their personal portfolio.&#8221; Slim Chickens has been able to attract investors already in the QSR, fast and casual dining space, because these investors see the value in a brand that has fewer franchisees, that can accomplish a larger development strategy. So, why has this brand been able to add 15 franchisees with more than 100 restaurants signed for in the last 24 months? &#8220;It&#8217;s our concept and cohesive ownership and executive team,&#8221; said Rothschild. &#8220;Slims has excellent food, our kitchens and processes are easy to execute, and the buildout is turn-key. We spent 13 years perfecting the model before franchising which shows just how committed we are to this growth.&#8221; But more importantly, Slim Chickens&#8217; restaurant economics work, and allow investors to not only grow a business they&#8217;re proud of, but ones that have solid financial returns as well.

1851 Franchise

Arkansas-based franchise growing among the fast-casual "better chicken" segment.

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