Growing a Franchise
Franchisors can turn every new signing into a growth opportunity by creating urgency, showcasing success stories and investing in the right marketing strategies.
Every time a franchise signs a new owner, it’s more than just another contract. It’s a chance to build momentum, showcase success and create a powerful sense of urgency for future prospects. In today’s competitive landscape, franchisors who know how to leverage these moments can drive faster growth and fill territories before competitors have the chance.
From celebrating wins on social media to encouraging validation conversations, the smartest brand*s treat each signing like a marketing event. Here’s how to maximize every new deal — and turn FOMO (fear of missing out) into your franchise system’s biggest advantage.
Social media is one of the fastest and most effective ways to spread the word when a new franchise location is sold.
"Obviously letting folks know either through LinkedIn or social media is probably the big one — that we're growing," said Mark Amery, founder and CEO of Puddle Pool Services. "You've got to let people know that you're growing and you're not stale. I think social media is probably the number one channel for that."
Kat Davidson, franchise development leader for Happy Joe’s and several other emerging brands, echoed the importance of staying visible. “I repost it on LinkedIn and on the actual brand’s site,” she said. “Most of the brands I work with don’t have big advertising budgets, so using social media is essential. It lets everyone see we’re growing and builds excitement.”
Different platforms reach different segments of prospects. "If it's more LinkedIn, it's obviously more business-based, consultant-based — that's kind of their playground, I would imagine," Amery said.
New signings often create their own chain reactions, especially in high-demand areas.
"I think it kind of runs itself when you have an area that has a lot of franchise locations," Amery said. "The possibility of them — as soon as one goes, then the next one goes — they just seem to go in clusters."
Davidson has seen the same domino effect at play — and actively encourages it. After Happy Joe’s opened a new prototype location in Navarre, Florida, she immediately sent out the announcement to everyone in her pipeline and reposted it across social platforms. “I will send an email with that link to everyone I'm working with,” she said, “and say things like, ‘Don’t you want one of these?’ or ‘Look at how awesome this is!’”
Announcing a signing doesn’t just inform — it signals opportunity and encourages quick action. "If we sold one in Orlando, Florida, it gets announced on social media, and then from there they see the vehicles driving around,” Amery said. “That person that's in that state of mind to look for a franchise might be there.”
Personalizing announcements by sharing who the new franchisee is and what their background looks like can be just as important as the signing itself.
"We usually tell them about the franchise partner, what their background was, and I think it kind of lays that groundwork for who we look for and who matches well with our system," Amery said.
Davidson takes a similar approach, especially with emotional brands like Happy Joe’s. “The person who opened in Navarre used to be a waitress at Happy Joe’s when she was in high school,” she said. “Now she owns her own. It’s a beautiful story.”
For Davidson and Amery, showcasing real people — not just logos — helps future candidates see themselves in the brand. "Other people in that field maybe feel more comfortable or drawn towards that because they’re kind of cut from the same cloth," he said.
A strong validation process ensures that happy franchisees become one of the brand’s strongest marketing tools.
"The franchise partner has to validate, and we want them to talk to everybody," Amery said. "At Puddle Pool Services, we run a weekly validation call link where our development team brings on new franchise partners. There’s mid, low and high performers, and candidates need to talk to at least two of them to get a full picture.”
Davidson also emphasizes the power of testimonials, especially in written or video form. “If the testimonial is on the website, embedded in a link, in a big mailing — they see the words. And if it’s video, it’s even better,” she said. “Candidates don’t want to feel like you’re going to sell them and then go away. Seeing three generations of franchisees stay with the brand for 45 years — that speaks volumes.”
Smart franchisors use new signings to create urgency without pushing too hard.
Davidson often ties urgency to territory availability. “Right now, I have a candidate who wants to be an area director. Someone else is looking at the same area. I can go to him and say, ‘I know you’re not ready right now, but there’s someone who wants to be in that area,’” she said.
Incentives can also help — if used strategically. “We can use tools like franchise fee discounts or tiered royalties,” Davidson said. “If you sign by the end of our fiscal year, you might get better terms. But it’s always about knowing your candidate. Some are emotional; some are numbers-driven.”
Bringing in leadership at key moments can also move the conversation forward. “Sometimes I’ll schedule a Zoom with the COO,” Davidson said. “He’ll talk about the mission and how it matches the candidate’s goals. It doesn’t feel like a sales pitch — it feels real.”
Some brands track spikes in franchise inquiries immediately after announcements, but short-term jumps aren’t the only measure of success.
Davidson says new signings rarely create instant surges in leads — but they do help close existing ones. “It really helps me push the guy who’s already in the pipeline over the edge,” she said. “It solidifies their decision.”
Amery added that keeping visible and consistent over time is critical to long-term franchise growth, even if the immediate ROI of a signing announcement isn’t always measurable.
Making the most of new signings requires investing in the right teams, marketing partners and internal infrastructure.
"Get with a great marketing company, get with a great PR firm, get with your development team,” Amery said. “Just make sure it's the A-game. Don't cheap out. You get what you pay for.”
Davidson also cautions franchisors to be sure they’re scaling sustainably. “It’s just as important for a franchisor to not be undercapitalized,” she said. “You have to have enough to expand your infrastructure, support your franchisees, and optimize their P&Ls. Otherwise, you can sell a lot of stores and lose everything if you’re not prepared.”
Each new franchisee isn’t just an addition to the system — it’s an opportunity to amplify excitement, validate success and drive future growth. With the right mix of social media promotion, storytelling, validation strategies and a commitment to strong marketing practices, franchisors can turn individual wins into long-term brand momentum. Every signing can become part of a larger story — one that keeps prospects eager to join before the best territories are gone.
Growing and selling franchises is difficult. No great franchise did it alone. 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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