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<a href="https://www.jollibeefoods.com/franchising">Jollibee</a>, the global fast-food brand, is strengthening its presence in the New York City metro area with a new three-unit franchise development agreement covering Staten Island, a borough the brand sees as a high-potential, underserved market. The deal was signed by Yong Xu and Aron Teng, experienced multi-brand operators currently running café and restaurant concepts across New York and New Jersey.&nbsp;Unlike other New York City boroughs, Staten Island operates largely as a self-contained market where residents tend to shop and dine locally. With no&nbsp;<a href="https://1851franchise.com/jollibee/info">Jollibee</a> locations on this island, as well as the brand’s existing name recognition and loyal customer base in nearby Woodside, Queens, there is pent-up demand for the restaurant.&nbsp;"Staten Island has a population like Long Island, but it's 65% denser; everybody is just trapped on the island," Teng said. "They don't need to go to Manhattan, and they don't need to go to the other boroughs to shop. We feel that it's a really good fit and it's New York City, but more of a suburban New York City."&nbsp;The borough's limited access to certain national and international brands creates an opening for a high-demand concept to gain traction quickly and build a loyal local following. This is especially true when it comes to delivery.&nbsp;"A lot of online platforms don't deliver to Staten Island, not from other boroughs," Xu said. "If you don't have the location in Staten Island, then you don't get the food. We would like to be part of that so the community has more options when they order online."<h2>Operators With the Right Background</h2>Xu and Teng bring complementary skill sets that align with the demands of multi-unit restaurant development. Xu has undergraduate and graduate degrees in accounting, earned his CPA designation and built his early career at Ernst &amp; Young and Barclays, where he focused on auditing, financial analysis and corporate operations.&nbsp;"My background in accounting helps me manage financial performance and build scalable systems," he said.Teng, meanwhile, spent years in New York real estate, first as an agent and broker, then as a developer working on multifamily and commercial projects for six to seven years after graduating with a finance degree from Baruch College in New York City. When the pandemic disrupted the real estate market, the two partners began evaluating businesses with stronger cash flow characteristics, which ultimately led them to food service.&nbsp;"We wanted to go into more of a cash flow-heavy business," Teng said. "That's when I decided to team up with Yong." They now operate multiple concepts across New York and New Jersey, including a Paris Baguette franchise, and describe a hands-on management style that covers everything from site selection to daily operations.<h2>Why Jollibee</h2>The decision to invest in Jollibee came from seeing the brand’s performance and culture. Xu and Teng spent more than two years pursuing the opportunity, staying in contact with the corporate team even during a period when the brand was not yet ready to move forward with franchising.&nbsp;"The first year, they weren't quite ready for franchising, but we kept trying and kept in contact," Teng said. "Finally, in the third or fourth quarter of last year, we had an opportunity to invest in Jollibee, and it's really been a good journey."Both operators were already familiar with the brand as regular customers at its Woodside, Queens location, and strong unit-level sales first caught their attention. After attending a Jollibee franchise event and convention, the team became equally convinced by the company's organizational culture and its approach to franchisee relationships.&nbsp;“They're very family-oriented, and we just feel that warm and loving culture is really different," Teng said. "It really aligns with what we want to do with our team and our future business. They call themselves support centers; they don't even call themselves headquarters. We feel very welcome and warm to join the family, and there's a lot of help from their team."<h2>A Brand Targeting Scale</h2>Jollibee has set a target of 500 North American locations by 2030, representing a significant opportunity for experienced multi-unit operators like Teng and Xu looking to grow within a system that is still in the early stages of its national expansion.&nbsp;"We would like to be part of that growth in New York,” Xu said. “What's most exciting for us is the sales and business success. We hope the stores we open and the sites we select are a huge success for both the company and us as franchisees."With site selection underway and the team close to signing a lease on their first Staten Island location, the three-unit deal marks another concrete step in Jollibee's strategy to expand through experienced, multi-unit operators in competitive urban markets. Xu and Teng expect to have their first store open by the end of the year, with the remaining locations to follow as development progresses.For more information on franchising with Jollibee, visit:&nbsp;<a href="https://1851franchise.com/jollibee.">https://1851franchise.com/jollibee.</a>&nbsp;

Jollibee Was the Right Move for these Multi-Unit Franchisees

The global fast-food brand is expanding its U.S. franchise network with a multi-unit agreement that will bring three restaurants to Staten Island, one of New York City's most underserved boroughs.

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For many restaurant brands, franchising is an early growth lever. For&nbsp;<a href="https://www.jollibeefoods.com/franchising">Jollibee</a>, it was a milestone earned over decades.Before officially launching its franchising program in North America, the global fried chicken leader spent years building, refining and stress-testing more than 100 company-owned restaurants across the United States and Canada. That deliberate, operator-first approach has become the foundation of a franchise system designed not just for expansion, but for long-term success at the unit level.Rather than asking franchisees to “figure it out,”&nbsp;<a href="https://1851franchise.com/jollibee/info">Jollibee</a> entered franchising having already done the work. The brand refined everything from kitchen flow and staffing models to menu execution and customer experience.“Many brands rush into franchising as a way to drive growth,” said&nbsp;<a href="https://www.linkedin.com/in/peter-wright-53808a2b/">Peter Wright</a>, vice president of franchising. “Jollibee did not rush into franchising. By operating corporate units for decades, we ‘cracked the code’ on operations before asking franchisees to join the system.”<h2>Building a Franchise-Ready System From the Inside Out</h2>Operating at scale across North America gave Jollibee something many emerging franchise brands lack: a deep understanding of the U.S. consumer and the operational realities of the market.“This is a long-tenured team, and that will benefit franchisees a lot,” Wright said. “The team has seen virtually every kind of challenge thrown at us, and as they’ve navigated them, they’ve really figured out how to thrive in the U.S. market.”That experience shows up in every layer of the franchise system today, from training and site selection to operational playbooks and performance benchmarks.One of the most important lessons Jollibee learned from operating its own restaurants is that new locations don’t get a traditional ramp-up period, for example,&nbsp;<a href="https://1851franchise.com/jollibee/how-jollibee-blends-beloved-heritage-with-modern-innovation-to-power-us-growth-2731485#franchisor-stories">especially in today’s social media-driven environment</a>.“Even ahead of openings, we are starting to see a lot of postings on social media about restaurants,” Wright said. “That builds up a lot of anticipation. You don’t really have a grace period after you open — you have to be ready on day one.”That reality has shaped Jollibee's franchising approach. “From our standpoint, that means making the investment in people, training and support to ensure that from the first hour, guests are having a great experience,” Wright said.For franchisees, that means stepping into a system built to prepare them from the start. The onboarding, training and support are meant to help new locations open well and keep performing over time.<h2>A Model Built on Proven Demand</h2>Jollibee’s corporate footprint also validated an equally important point:&nbsp;<a href="https://1851franchise.com/jollibee/franchise-culture-brand-success-2730940">broad, cross-cultural consumer demand</a>.While the brand has long been beloved within Filipino communities, its company-owned locations proved its ability to scale far beyond that base. “One of our newest stores in NYC was getting about 95% of customers from the general population,” Wright said. “We are building a loyal following beyond the Filipino communities.”That insight is critical for franchisees evaluating long-term growth potential. It signals that Jollibee is not a niche concept but a mainstream brand with expanding appeal, supported by strong unit-level performance:&nbsp;<a href="https://1851franchise.com/jollibee/jollibee-top-us-chicken-chains-2730353">free-standing restaurants average approximately $4.55 million in annual sales</a>, while in-line locations average $4.62 million, with some in-line locations even surpassing $9 million annually.&nbsp;“The growth of the popularity of the brand is the real opportunity,” Wright said. “The positive response we’ve seen and our financial performance speak for themselves.”Even as Jollibee embraces franchising, it hasn’t abandoned its operator-first mindset.&nbsp;“We’re going to continue building company-owned units,” Wright said. “But we’re also going to partner with the right franchisees to develop units. Being an operator ourselves and having that alignment with the franchise operating community is a great strength for us. Our north star is the success of Jollibee.”<h2>A More Disciplined Approach to Franchising</h2>Because Jollibee spent years refining its model before franchising, the brand can afford to take a more selective approach to growth. That matters for experienced operators because it points to a system built for long-term stability rather than rapid dealmaking.“It’s not about how many deals we can sign,” Wright said. “It’s about finding the right franchisees who are aligned with our vision. I like to say we award franchises, we don’t sell them. Joining Jollibee is like joining a very exclusive club.”As Jollibee&nbsp;<a href="https://1851franchise.com/jollibee/inside-jollibees-2026-expansion-plan-the-roadmap-to-150-us-restaurants-2731390#franchisor-stories">works toward 500 North American locations by 2030</a>, it is entering franchising from a position of strength. In a crowded QSR landscape, that kind of foundation is rare.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/jollibee">https://1851franchise.com/jollibee</a>.

After decades of operating company-owned restaurants, Jollibee is using those lessons to build a franchise model focused on scale, consistency and strong unit-level performance.

<a href="https://www.jollibeefoods.com/franchising">Jollibee</a>, the global fast food brand with over 1,700 units around the world, has opened another Midtown Manhattan location at 14. E. 42nd St., part of its higher-level national growth journey, which targets New York as a prime area of focus."We see tremendous demand for the brand, which gives us the confidence that it's a great market to continue to grow in,"&nbsp;<a href="https://www.linkedin.com/in/peter-wright-53808a2b/">Peter Wright</a>, vice president of franchise development, told the&nbsp;<a href="https://www.bizjournals.com/newyork/news/2026/03/31/new-jollibee-nyc-14-e-42nd-st-midtown-manhattan.html">New York Business Journal</a>. "We're just scratching the surface of the New York area."While proximity to the two other Midtown locations at 609 Eighth Ave. and 1500 Broadway was one draw for the new E. 42nd St. restaurant, Wright also highlighted high foot traffic and proximity to Grand Central Station as additional draws.Though New York City’s real estate landscape can be challenging for some restaurant brands,&nbsp;<a href="https://1851franchise.com/jollibee/info">Jollibee’s</a> model makes it easier and will support the brand’s continued growth across the city."One of the really nice things about the Jollibee concept is the flexibility in real estate formats," Wright said. "We have successful stores operating in food courts and strip centers all the way to standing stores with drive-thru windows."Read the full article&nbsp;<a href="https://www.bizjournals.com/newyork/news/2026/03/31/new-jollibee-nyc-14-e-42nd-st-midtown-manhattan.html">here</a>.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/jollibee">https://1851franchise.com/jollibee</a>.&nbsp;

Photo of new Jollibee restaurant location

The new restaurant, opened at 14 E. 42nd St., is the next step in the global fast food brand’s New York development, which is a key focus of its larger national growth strategy.

New York Business Journal: Jollibee Opens Midtown Restaurant, Eyes NYC Growth for Filipino Chicken Chain

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<a href="https://www.jollibeefoods.com/franchising">Jollibee</a> is targeting the Chicago area as a key Midwest growth market in 2026,&nbsp;<a href="https://www.bizjournals.com/chicago/news/2026/02/10/jollibee-seeks-to-expand-in-chicago.html">according to a recent article in the Chicago Biz Journal</a>. The Filipino fried chicken chain, which first entered Chicago in 2016, currently operates four company-owned locations across the city and surrounding suburbs.&nbsp;“Chicago is one of our high-priority markets for Midwest growth in 2026,” said&nbsp;<a href="https://www.linkedin.com/in/peter-wright-53808a2b/">Peter Wright</a>, Jollibee vice president of franchising. “We want to start expanding in concentric circles from our existing locations and explore opportunities in the surrounding suburbs.”<a href="https://1851franchise.com/jollibee/how-jollibees-flexible-real-estate-strategy-is-opening-doors-in-nontraditional-markets-2731652">The company’s real estate strategy is flexible</a>, allowing it to perform well across different site types. In suburban markets,&nbsp;<a href="https://1851franchise.com/jollibee/info">Jollibee</a> is prioritizing freestanding locations with drive-thrus, while urban units are more commonly placed in strip centers. Rather than purchasing real estate, the brand prefers leasing but remains open to strong opportunities, whether through new developments or existing spaces.This Chicago expansion is part of a&nbsp;<a href="https://1851franchise.com/jollibee/inside-jollibees-2026-expansion-plan-the-roadmap-to-150-us-restaurants-2731390">much larger North American growth plan</a>. Jollibee currently operates 107 locations across the U.S. and Canada and aims to reach 500 locations in North America by 2030. Its push into Chicago suburbs comes amid increased competition, as several other fast-growing restaurant chains are also expanding in the market, highlighting both the opportunity and intensity of the region’s QSR landscape.Read the full article&nbsp;<a href="https://www.bizjournals.com/chicago/news/2026/02/10/jollibee-seeks-to-expand-in-chicago.html">here</a>.&nbsp;To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/jollibee">https://1851franchise.com/jollibee</a>.

As Jollibee pushes toward 500 North American locations by 2030, the brand is turning to Chicago’s suburbs for its next phase of growth.

Chicago Biz Journal: Jollibee Targets Chicago Suburbs for Franchise Expansion as U.S. Growth Accelerates

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WEST COVINA, Calif. — Driven by passionate customer loyalty,&nbsp;<a href="https://www.jollibeefoods.com/franchising">Jollibee</a>, the global fast-food sensation famous for its Chickenjoy fried chicken and warm hospitality, is kicking off 2026 with impressive first-quarter momentum, highlighted by new stores, development agreements, and an expanding franchise pipeline that positions the brand for its long-term goal of 500 North American restaurants.“We had a great quarter,” said&nbsp;<a href="https://www.linkedin.com/in/peter-wright-53808a2b?trk=public_post_feed-actor-name">Peter Wright</a>, vice president of franchise development for&nbsp;<a href="https://1851franchise.com/jollibee/info">Jollibee Group North America</a>. “We opened up two new units, including a new company-owned store in Stockton, California, and one in New York City on 42nd Street and Fifth Avenue.”In addition to new restaurant openings, Jollibee continues to build its franchise development pipeline with targeted agreements in strategic markets. “We signed two development agreements — one in Oklahoma for 10 restaurants and a second in the South Bay area of San Francisco for 15 units,” Wright said.These new deals push the brand’s expansion even further, following the rollout of its franchising program across the U.S. and Canada in 2025. With so much interest from experienced operators, Jollibee is focusing on multi-unit growth in busy regions while staying selective about who it franchises with.Jollibee is also gaining traction with new locations preparing to open in California and New York.A major driver behind Jollibee’s accelerating franchise growth is its combination of strong financial performance and passionate customer demand.“From a franchisee perspective, there are few concepts that offer as high an AUV, customer loyalty, and development white space - we check all those boxes,” Wright said. “New York Tri-State, Florida, Texas, the West Coast and Chicago - these are all areas where we see significant opportunity.”Free-standing locations average approximately $4.91 million in annual gross sales, while in-line locations average about $5.07 million.* Those results, paired with a globally recognized brand and a loyal fan base, continue to attract experienced multi-unit operators seeking scalable opportunities in the QSR segment.Jollibee’s Q1 performance signals continued momentum as the brand works toward its long-term goal of reaching 500 locations across North America by 2030. By aligning corporate development with franchise expansion, the company is creating a balanced growth strategy that supports both new and existing operators.“We’re pleased with the progress we’ve made so far this year,” Wright said. “Between new openings, new development agreements and the strength of our franchise pipeline, we’re building on the momentum from last year and setting the stage for continued growth.”As Jollibee moves deeper into 2026, the brand remains focused on securing additional development agreements, opening new restaurants in priority markets and partnering with franchisees who align with its high standards and commitment to delivering a joyful guest experience.About Jollibee GroupJollibee Foods Corporation (JFC), also known as the Jollibee Group, is one of the world’s fastest-growing restaurant companies, with a mission to deliver great-tasting food, bringing the joy of eating through its 19 brands with over 10,000 stores across 33 countries.&nbsp;The Jollibee Group’s portfolio includes nine wholly owned brands (Jollibee, Chowking, Greenwich, Red Ribbon, Mang Inasal, Yonghe King, Hong Zhuang Yuan, Smashburger and Tim Ho Wan), five franchised brands (Burger King, Panda Express, Yoshinoya, Common Man Coffee Roasters, and Tiong Bahru Bakery in the Philippines), and ownership stakes in other key brands like The Coffee Bean and Tea Leaf (80%), Compose Coffee (70%), SuperFoods Group that operates Highlands Coffee (60%), and bubble tea brand Milksha (51%). The Company also has membership interests in Tortazo, LLC, along with Chef Rick Bayless, for Tortazo in the U.S. and has recently invested in Botrista, a leader in beverage technology.&nbsp;The Jollibee Group’s global sustainability agenda, Joy for Tomorrow, underscores its commitment to sustainable business practices across food safety, employee welfare, community support, good governance, and environmental responsibility, among others. These focus areas are aligned with the United Nations Sustainable Development Goals (UN SDGs).The Jollibee Group has been recognized as the Philippines' Most Admired Company by the Asian Wall Street Journal, named one of Asia's Fab 50 Companies, and listed among Forbes' World’s Best Employers and Top Female-Friendly Companies. The Company is also a three-time Gallup Exceptional Workplace Award recipient and featured in TIME’s World’s Best Companies and Fortune’s Southeast Asia 500 List.To learn more about Jollibee Group, visit&nbsp;<a href="http://www.jollibeegroup.com">www.jollibeegroup.com</a>.*Annual gross sales are derived from 37 free-standing and 40 in-line reporting locations open for the full 2025 calendar year. Annual gross sales for free-standing locations ranged from $2,053,972 to $9,820,614, with an average of $4,907,120 (19/51% exceeded the average). Annual gross sales for in-line locations ranged from $2,205,139 to $9,407,510, with an average of $5,074,194 (18/45% exceeded the average). Some outlets have earned this amount. Your individual results may differ. There is no assurance that you will earn as much. See Item 19 of the JBM LLC Franchise Disclosure Document.

New store openings, development agreements and expanding franchise pipeline position the global brand for continued acceleration in 2026.

Fueled by Customer Love, Jollibee Advances Toward 500 North American Restaurants in Q1 With Multi-Unit Franchise Operators Who Share Its Vision

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For many restaurant brands, real estate dictates growth. For&nbsp;<a href="https://www.jollibeefoods.com/franchising">Jollibee</a>, growth is dictated by something else entirely: the customer. And that mindset is reshaping how and where the global fried chicken brand is expanding across the United States.As&nbsp;<a href="https://1851franchise.com/jollibee/info">Jollibee</a> accelerates its U.S. footprint, its real estate strategy has become one of its biggest competitive advantages. Rather than forcing every location into a single prototype, the brand has built a flexible, proven approach that allows it to succeed in everything from high-density urban cores to suburban strip centers and nontraditional sites.“The flexibility of our real estate strategy is a real plus for franchise developers,” said&nbsp;<a href="https://www.linkedin.com/in/peter-wright-53808a2b">Peter Wright</a>, vice president of franchising. “We have stores operating in a variety of formats -&nbsp; free-standing and end-caps with and without drive-throughs, inline urban core, mall and food courts.”<h2>Built to Win Across Formats</h2>Jollibee’s portfolio of operating formats reads more like a playbook than a limitation. Free-standing units, end caps, in-line locations, mall stores — even walk-up concepts — are all part of the brand’s existing footprint.Standout examples include the Times Square location and the first franchise location on Queens Blvd. in Flushing, Wright said, which operate as walk-up stores in a demanding real estate environment.That versatility matters as brands compete for space in markets where traditional drive-thru or free-standing sites are either unavailable or cost-prohibitive. Jollibee’s ability to adapt its format allows it to unlock white space that more rigid concepts simply can’t access. This flexibility is also especially powerful in nontraditional and underdeveloped pockets of major metros, where demand exists but real estate doesn’t fit a cookie-cutter model. Mall locations, in-line spaces and end caps can often deliver strong economics without the barriers associated with ground-up development.That flexibility gives developers more options. With several workable formats, Jollibee can fit into more sites and move from deal to opening faster.&nbsp;&nbsp;<h2>Meeting Customers Where They Are</h2>At the heart of Jollibee’s real estate philosophy is a simple idea:&nbsp;<a href="https://1851franchise.com/jollibee/chicken-franchise-opportunity-2730698">demand for great fried chicken isn’t confined to one type of custom market or location.</a>“What it’s really about is finding the right neighborhoods and communities to bring the joy of Jollibee to,” Wright said. “And the best part is finding the connection.”That perspective has allowed Jollibee to think differently about site selection. Instead of asking whether a location fits a predefined box, the brand asks whether it fits how customers live, shop and travel.“If they are at the mall shopping with family, they can find Jollibee,” Wright said. “Or if they are on a trip and want to hit it off the highway, they can do that. It allows us to meet a larger customer base.” Beyond real estate, Jollibee’s growth in the U.S. is also fueled by its evolution from a beloved Filipino cultural icon into a brand that’s venturing into the mainstream. While the company remains deeply proud of its Filipino roots, its expansion strategy is&nbsp;<a href="https://1851franchise.com/jollibee/jollibee-franchise-expansion-2025-north-america-2731072">intentionally focused on welcoming a wider customer base</a> — one that extends well beyond the communities that first embraced the brand.&nbsp;“We’ve seen the brand resonate far outside of just the Filipino customer base,” said Wright. “Great fried chicken has universal appeal, and once people try it, they become fans.”<h2>The Right Partners to Scale the Strategy</h2>Of course, flexibility alone doesn’t drive growth. Jollibee is pairing its real estate adaptability with a deliberate approach to&nbsp;<a href="https://1851franchise.com/jollibee/why-a-strong-operating-partner-makes-multi-unit-growth-easier-with-jollibee-2731302">franchisee selection</a> — one built around scale, infrastructure and shared values.“The franchisees we award development rights to have to have the financial resources to build a significant number of stores,” Wright said. “They also have to have the operating capabilities, the team and the infrastructure to build that and be able to operate multiple units.”Just as important is alignment. “There are a lot of great developers, but what it comes down to is what is their philosophy? What values do they hold dear and are those aligned with what we are looking for,” Wright said.That focus ensures that as Jollibee grows into new formats and new markets, the brand experience remains consistent.<h2>A Real Estate Strategy Built for What’s Next</h2><a href="https://1851franchise.com/jollibee/inside-jollibees-2026-expansion-plan-the-roadmap-to-150-us-restaurants-2731390#featured">As Jollibee continues its U.S. expansion</a>, its flexible real estate strategy is proving to be more than a tactical advantage. It’s a growth engine — one that allows the brand to move faster, enter smarter and reach customers wherever demand exists.By designing the model around people rather than prototypes, Jollibee is positioning itself to win in both traditional strongholds and the nontraditional markets where the next wave of growth is waiting.For more information on franchising with Jollibee visit:&nbsp;<a href="https://1851franchise.com/jollibee">https://1851franchise.com/jollibee</a>.

Vice President of Franchising Peter Wright explains how adaptive formats (suburban, urban and end-cap models) are driving the global restaurant brand’s accelerated U.S. expansion.