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<a href="https://www.linkedin.com/in/dave-wood-9975a38/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=mahana-fresh-franchisor-dave-wood-2728871" target="_blank" rel="nofollow">Dave Wood</a>, the founder of&nbsp;<a href="https://www.mahanafresh.com/franchise?utm_source=1851franchise.com&utm_medium=article&utm_campaign=mahana-fresh-franchisor-dave-wood-2728871" target="_blank" rel="nofollow">Mahana Fresh</a>, has been immersed in the franchising world for over four decades. His journey began in 1980 when he took a job delivering pizzas for what was a small but rapidly growing brand — Domino’s Pizza. Initially drawn in by the prospect of discounted food, he quickly climbed the ranks, becoming a store manager, then a regional supervisor overseeing 30 locations by the age of 22. Eventually, he transitioned into franchise ownership, growing his own portfolio to 20 Domino’s locations in the Washington, D.C., area before selling them in 2012.Wood sat down with 1851 Franchise’s&nbsp;<a href="https://www.linkedin.com/in/powills/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=mahana-fresh-franchisor-dave-wood-2728871" target="_blank" rel="nofollow">Nick Powills</a> on a&nbsp;<a href="https://www.youtube.com/watch?v=f01zRfj8GPk&utm_source=1851franchise.com&utm_medium=article&utm_campaign=mahana-fresh-franchisor-dave-wood-2728871" target="_blank" rel="nofollow">recent episode of “Franchisor Hot Seat”</a> to discuss his extensive background in franchising, his exit from Domino’s and how he found himself launching Mahana Fresh. Wood reflected on his decision to step away from Domino’s, citing the immense stress of overseeing 1,000 employees. He and his wife moved to Sarasota, Florida, intending to retire — but that didn’t last long.“Two months later, I realized retirement wasn’t for me,” Wood said.That realization led to Mahana Fresh, a health-conscious fast-casual concept focused on fresh, made-to-order meals. The brand launched in early 2020, but the timing proved challenging, with COVID-19 hitting just as Mahana’s first three locations opened. Originally designed as an in-person ordering experience, Mahana had to pivot quickly, introducing pre-designed bowls and online ordering to adapt to the new environment.“We opened our first three stores just before COVID hit,” said Wood. “In March 2020, we launched locations in Tampa and Charlottesville, Virginia. At the University of Virginia, we opened on March 7. By March 13, students left for spring break and didn’t return for two years.”&nbsp;Despite the rocky start, Mahana Fresh has gained momentum. The brand currently has seven locations, with three more opening in the next 90 days. Catering has become a key driver of growth, particularly with pharmaceutical reps supplying food to doctor’s offices.Looking ahead, Wood envisions growing to 12-15 locations by the end of the year and doubling to at least 30 in 2026. While he acknowledges the unpredictability of the restaurant industry, he remains committed to smart, sustainable expansion.A transcript of Powills’ interview with Wood has been provided below. It has been edited for brevity, clarity and style.Nick Powills: Dave, we’ll start with you and then move to the brand. What is your franchise story? How did you accidentally fall into franchising?Dave Wood: I started delivering pizzas in 1980 for a small company called Domino’s Pizza. I had never heard of them, but we used to order from them at UNC in Chapel Hill, North Carolina. One day, I decided it would be fun to get a discount on pizza, so I got a job delivering.Back then, I carried a cooler in my car — not to drink while delivering, but to store the beer I received as tips. I’d work for three or four hours and come home with a discounted pizza and anywhere from 12 to 30 beers, making me pretty popular in my dorm.Powills: Did you work your way up to one of the famous Domino’s Rolexes?Wood: Absolutely. About a year after starting, I realized college and I weren’t a great fit. I was having fun but not going to class much. I talked to Dan Shefte, an early Domino’s franchisee who owned a store in Chapel Hill and seven others in North Carolina. I became a manager-in-training, and six months later, I was managing the Domino’s in Chapel Hill.At that time, Domino’s had about 300 locations. When students were in town, the Chapel Hill store was one of the five busiest in the chain, doing over $20,000 a week in sales. With pizzas averaging $5, we were selling around 5,000 pizzas weekly.Powills: And you worked your way up to becoming a franchisee?Wood: Yes. After six months managing that store, Dan promoted me to regional supervisor over seven stores. Six months later, I was overseeing 30 locations in North Carolina and Atlanta. By age 22, I was managing 30 Domino’s stores.Many of us from that era are still in franchising. I sold my Domino’s locations 10 years ago, but many franchisees from that time are now in their 60s because the early ’80s was such a big growth period.I eventually decided to become a franchisee myself. One of my roles was helping managers become franchisees, as Domino’s had no franchise fee but required managers to work for at least a year before qualifying. New franchisees then paid half their royalties to their sponsoring franchisee for five years.After helping a dozen managers transition to ownership, I decided it was time for me to do the same. Domino’s awarded me a 10-store area in Northern Virginia and Washington, D.C., where I worked alongside Frank Meeks, whom&nbsp;<a href="https://www.linkedin.com/in/tlmonahan/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=mahana-fresh-franchisor-dave-wood-2728871" target="_blank" rel="nofollow">Tom Monahan</a> called the best Domino’s franchisee ever. I grew my business to 20 locations before selling them about 10 years ago.Powills: What made you decide to exit in 2012?Wood: I was tired. I had over 1,000 employees, and on a Friday night, 500 of them were out delivering pizzas. That’s a lot of stress. In retrospect, I needed a sabbatical, but that’s hard to do when you own the company.My wife and I sold the business, moved to Sarasota, Florida, and planned to retire. Two months later, I realized retirement wasn’t for me.Powills: And that led to Mahana Fresh?Wood: Yes, we started Mahana about five and a half years ago. The challenge was timing. We opened our first three stores just before COVID hit. In March 2020, we launched locations in Tampa and Charlottesville, Virginia. At the University of Virginia, we opened on March 7. By March 13, students left for spring break and didn’t return for two years.Our model was based on Chipotle’s in-person ordering experience. At the time, Chipotle didn’t offer online or third-party delivery, and neither did we. When the pandemic hit, we had to pivot — something I don’t love saying, but it fits. We adapted to delivery, introduced pre-designed bowls and made online ordering easier.Powills: How many locations are open now?Wood: We have seven open, with three more launching in the next 90 days. Since 2022, we’ve hit our stride. Catering has become a big part of our business, especially for offices and pharmaceutical reps who buy for doctor’s offices. Our food is fresh — no fryers, no freezers, no microwaves — which makes it popular with doctors.Powills: Are those locations franchised or corporate-owned?Wood: All are franchisee-owned. So far, we’ve attracted new franchisees rather than existing franchise operators. Domino’s franchisees can’t own other food brands per their contracts, but we do own a few Jersey Mike’s and Starbucks locations, so we may be talking to people from those brands.Powills: What’s the investment to get in?Wood: Costs vary based on whether it’s a second-generation restaurant or a new build. We love second-generation spaces — three of our next four locations are conversions. Build-out costs range from $30,000 to $100,000, in addition to a $49,500 franchise fee.For new builds, leasehold improvements for an 1,800-square-foot store can reach $250,000. Equipment costs range from $120,000 to $150,000, so a full new build could be around $400,000.Powills: What do you disclose in Item 19?Wood: Currently, nothing. But we may include data in this year’s update now that our stores have an established track record. Prospective franchisees rely on conversations with existing franchisees. We require every candidate to speak with all current franchisees, and we don’t sit in on those calls. We want them to ask candid questions without our influence.Powills: You’ve experienced major challenges in 2001, 2008 and 2020. How does that shape your vision for Mahana Fresh?Wood: I’d add 1992 — that was a tough year for Domino’s. Challenges shape resilience. Our goal is 12 to 15 locations by year’s end, then doubling to at least 30 by the end of 2026. We focus on short-term execution with long-term vision.Franchisees are our partners. If they succeed, we succeed. Whether we stop at 30 or grow into the hundreds, we’ll go where the brand is ready.Powills: Has your mindset changed since retiring and returning to franchising?Wood: Absolutely. I no longer want 1,000 employees or middle-of-the-night calls. When I was a franchisee, that was the right fit, but this is the right place for me now. My kids are grown, I’m a grandfather and I’ve embraced the aloha spirit — finding balance between personal and business life.Mahana means “the sun” in Hawaiian. It’s a positive-energy word. You see it throughout Hawaii and French Polynesia. The aloha spirit — kindness, doing what’s right — has influenced my approach.Powills: If I were buying your brand, I’d highlight the deeper meaning behind Mahana Fresh. Kindness isn’t just about restaurant design or construction; it’s about how you’ve learned to foster relationships between franchisees and franchisors. I’d use that to create a point of differentiation on your franchise development website.Wood: We’re in the middle of a website redesign, and I’ve already told our team to embrace the aloha spirit more. I’ll make sure they hear this.Powills: I appreciate you sharing your story. Looking forward to seeing where Mahana Fresh goes.Wood: Thank you. Hope everyone has a wonderful day.Watch the full episode&nbsp;<a href="https://www.youtube.com/watch?v=f01zRfj8GPk&utm_source=1851franchise.com&utm_medium=article&utm_campaign=mahana-fresh-franchisor-dave-wood-2728871" target="_blank" rel="nofollow">here</a>.&nbsp;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&nbsp;<a href="http://www.1851growthclub.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=mahana-fresh-franchisor-dave-wood-2728871" target="_blank" rel="nofollow">www.1851growthclub.com</a> and see what we can do for you.

How Dave Wood Built Mahana Fresh from Domino’s to Fast-Casual

1851 Franchise

https://www.youtube.com/embed/f01zRfj8GPk

The founder of Mahana Fresh shares his journey from Domino’s Pizza franchisee to leading a fast-casual brand, overcoming challenges and building a franchise system rooted in fresh, high-quality food.

From Pizza Delivery to Fast-Casual Innovator: How Dave Wood Built Mahana Fresh

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Right at Home

Right at Home Margaret Haynes?Named 2026 McKnight’s Women of Distinction Hall of Honor Honoree

Right at Home Leader Margaret Haynes Named 2026 McKnight’s Women of Distinction Hall of Honor Honoree

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Wild Bill's Craft Beverage Company

How This Franchisee Built a Sustainable Business With Wild Bill’s Craft BeverageCo.

craft-soda-franchise-success-andrew-hollander

Layne's Chicken Fingers

Photo of person dipping Layne's Chicken Fingers in sauce

Why Layne’s Chicken Fingers Shines as the Real Chicken Finger Contender: What Franchisees Should Know

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Right at Home Targets Clermont County and Nearby Rural Communities for In-Home Care Growth

right-at-home-targets-clermont-county-and-nearby-rural-communities-for-in-home-care-growth

Minuteman Press International

Minuteman Press franchise team, Galveston, Texas.

Minuteman Press Franchise Owner Dennis Murray Talks Career Change to Printing in Galveston, TX

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McDonald’s and Burger King Take the QSR Burger Wars to Social Media

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Yum! Brands Pizza Hut Sale - 1851 Franchise

Possible Pizza Hut Sale Signals Shift in Yum! Brands’ Franchise Strategy

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Restaurants Stand Out in 2025 Hiring as Consumers Look for Simple Treats

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Photo of SONIC franchise logo against blue sky backdrop

KBP Brands Acquires 78 SONIC Locations Across Five States

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IFA Releases 2026 Franchising Economic Outlook Report, Predicting Over 12,000 New Franchised Businesses This Year

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No-H2O Franchise Deep Dive - Costs, Fees, Profit and Data - 1851 Franchise

Franchise Opportunity Deep Dive: No-H2O is a waterless, app-driven car-care model with mobile, pop-up or static formats, low infrastructure, quick ramp-up, matched marketing and systemwide accounts.

No-H2O Franchise Costs, Fees, Profit and Data for 2025

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Ellianos Coffee Franchise Costs, Fees, Profit and Data for 2025

Franchise Opportunity Deep Dive: A drive-thru specialty coffee franchise focused on speed, quality and Southern hospitality.

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Sparkle Dog Care Franchise Costs, Fees, Profit and Data for 2025

Franchise Opportunity Deep Dive: Sparkle Dog Care is a membership-based pet grooming franchise that blends wellness-focused hygiene services with small-box retail and community engagement.

sparkle-dog-care-franchise-costs-fees-profit-and-data

image of newk's eatery franchise deep dive on financials from 1851 franchise

Franchise Opportunity Deep Dive: A fast-casual restaurant brand serving made-from-scratch sandwiches, salads, soups and pizzas rooted in Southern hospitality.


Newk’s Eatery Franchise Costs, Fees, Profit and Data for 2026

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How much can franchisees make? It’s a question many prospective owners ask before investing in a franchise. While earnings tend to be driven by variables such as industry, location and general management skills, a proper understanding of the key factors driving profitability can help franchise owners develop expectations that are realistic.&nbsp;Multi-unit franchisee&nbsp;<a href="https://www.linkedin.com/in/mangesh-patel-9368569/">Mangesh Patel</a>, who’s readying the launch of six&nbsp;<a href="https://www.beefobradysfranchise.com/">Beef ‘O’ Brady’s</a> restaurant locations in the Macon, Georgia area, shares insights from his franchising experience.<h2>Understanding Franchise Income</h2>Keeping operational costs in check can have a major impact on overall earnings. Taking a proactive approach to expenses such as food and labor, as well as payroll and scheduling, can help align actual franchise income with general expectations for the business.“I just had a meeting with a couple of people, and they said, ‘You talked about a 25% profit margin, but I’m only doing 12%.’ So, I looked at the figures they sent me,” Patel said. “Their&nbsp;<a href="https://1851franchise.com/calculate-restaurant-franchise-profit-2730476">restaurant</a> food cost was running at 37%, which should be around 30%. The national average is about 32%. If I do things correctly, my average food cost needs to be at or below 30%. And payroll should run around 18%. But many people run 25 to 28%.”So,&nbsp;<a href="https://1851franchise.com/unraveling-franchise-earnings-how-much-can-you-really-make-2723935">how much can franchisees make</a>? Here are five areas to consider.<h2>Practical Tips for Prospective Franchisees</h2><ol><li>Control Costs From Day One:&nbsp;It’s important to monitor payroll, food and supply costs closely. Overstaffing and inefficiencies can quickly reduce profits.</li><li>Plan For The Opening Surge:&nbsp;Traffic within the first few months of opening is likely to be higher. It’s important to adjust staffing and inventory accordingly, and pay close attention to how those levels change as time goes on.</li><li>Invest In Training:&nbsp;Properly trained workers can help reduce waste and improve overall service, which has a direct effect on net income.</li><li>Understand Your Market:&nbsp;Each market is unique and revenue potential will vary depending upon location, demographics and competition.</li><li>Track Metrics Regularly:&nbsp;Food cost percentages, labor ratios and weekly sales data act as key indicators operations may need to be adjusted.</li></ol><h2>What Profitability Really Comes Down To</h2>Patel notes that if franchise owners manage labor and costs properly, it’s not impossible to achieve strong cash flow even in the first year, bucking some franchising trends.So,&nbsp;<a href="https://1851franchise.com/how-much-can-you-make-as-a-franchise-owner-2724761">how much can franchisees make</a>? While results tend to vary, careful planning, disciplined operations and a proactive approach to assessing initial costs are essential. But by grasping and guiding the elements that drive franchise profitability, franchise owners can maximize overall business earnings, scaling a business that’s sustainable financially over the long term.Want to learn more about franchise opportunities on 1851 Franchise? Be sure to visit our&nbsp;<a href="https://1851franchise.com/power-rankings">Power Rankings</a> to read more on brands making moves.

How much can franchisees make? This guide explains what drives franchise earnings and how to manage costs, with expert tips from multi-unit owner Mangesh Patel on maximizing your franchise income.

How Much Can Franchisees Make? A Guide for Prospective Franchise Owners

how-much-can-franchisees-make-a-guide-expert-tips

For&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/why-these-tenured-franchisees-continue-to-grow-with-trublue-2726985">Tim and Kay Diemont</a>, owning a&nbsp;<a href="https://www.trubluefranchise.com/">TruBlue Home Service Ally</a> franchise in Yorktown, Virginia, is a shared purpose. Over the past decade, the couple has built one of&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/info">TruBlue’s</a> most successful and enduring operations, all while strengthening their marriage, deepening their community connections and setting an example for what family-owned franchising can achieve.By the time TruBlue came into their lives, both Tim and Kay were ready for a new chapter.“Tim was working as a regional director of stores and in charge of the East Coast. I had been with the same architectural firm for 20 years,” Kay said. “Tim was tired of the corporate demands, traveling and wanted to be home more. He also wanted to be doing something that would be rewarding and help in our community — the community where we raised our two sons. My employer was getting ready to retire and, since [Tim and I] had always wanted to work together, the timing seemed perfect for both of us.”The couple’s shared vision aligned perfectly with&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/why-trublue-is-a-strong-franchise-choice-in-the-growing-senior-industry-2728519">TruBlue’s mission of helping seniors and busy families maintain their homes with ease and peace of mind</a>.<h2>From Marriage Partners to Business Partners</h2>Transitioning from life partners to business partners came naturally to the Diemonts.“Since we were already partners, this new partnership was an easy transition,” Kay said. “Tim knew how to manage people and had been in a leadership position for many years. I was already trained administratively and had worked in marketing for both the architectural firm and for a local mayor. So, my community connections were very strong in this area.”Their complementary skill sets have proven invaluable. A U.S. Air Force veteran originally from Michigan, Tim brought strong operational and leadership experience from his years managing retail teams. Kay, who has lived in the Yorktown area her entire life, leveraged her local relationships and administrative background to handle marketing and office management.The couple’s oldest son, Derrick, is a systems engineer who has contributed to the business over the years. “His expertise with setting up our computer needs and just his overall help with the business was and continues to be a huge plus,” Kay said.The Diemonts say that working together has improved their&nbsp;<a href="https://1851franchise.com/strategicfranchising/work-life-balance-as-a-franchise-owner-is-it-possible-2728825">work-life balance</a> rather than complicating it. “Since we work together, our schedules are the same,” Kay said. “We can take as much time off as we want or need, and we enjoy traveling extensively every year.”<h2>Choosing TruBlue for Their Family’s Next Chapter</h2>When the Diemonts first began exploring franchise ownership, they were drawn to opportunities that allowed them to&nbsp;<a href="https://1851franchise.com/the-top-25-franchise-brands-committed-to-serving-their-communities-2724335">serve their community</a>.“Tim was looking into a senior care franchise and at the time the one he was interested in pursuing was already taken in our area,” Kay said. “The person he was speaking with at&nbsp;<a href="https://strategicfranchising.com/">Strategic Franchising</a> mentioned a new franchise they were developing. It sounded like a perfect fit for someone who already knew managerial and handyman skills. We were one of the first to open a TruBlue, and we have been the proud owners since 2013.”The TruBlue model — focused on home maintenance, handyman services and senior safety — felt like the right blend of purpose and practicality. “Tim always had faith and knew we would be a success,” Kay said. “The model for TruBlue was perfect! Our co-workers, family and friends loved the concept, and we had customers lined up before we ever purchased our territory.”<h2>Family Ownership in Action</h2>As business partners, the Diemonts run their franchise with the same&nbsp;<a href="https://1851franchise.com/how-a-franchisor-can-cultivate-a-strong-franchise-community-2722789">teamwork and communication</a> that have defined their marriage for nearly five decades.“We have great partners, who are like-minded to bounce ideas through,” Kay said. “All our employees know they can come to either one of us with a question or a problem and 98% of the time, they will get the exact response from us. The other small percentage is only due to Tim’s knowledge of certain handyman jobs and mine would be administrative questions regarding invoicing or payroll.”That united front has helped them build a loyal team and a strong reputation throughout Yorktown and the surrounding Peninsula communities. “Our client base is strong because we provide our customers with a good service at a great value, and it is continually growing,” Kay said. “Our employees are happy to be a part of our team and we are sure all of them would stay with or continue with any new owner, whether it be family or someone new.”<h2>Building a Family Legacy</h2>After more than 10 years in business, the Diemonts have watched TruBlue grow from a small emerging concept into a&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/trublue-accelerates-growth-in-2025-with-record-breaking-midyear-momentum-2730055">nationally recognized brand</a>. But for them, the most important growth has been personal — and local.“Hopefully, we have built a business that either one of our sons would be proud to carry on in the future,” Kay said. “Our client base is strong because we provide our customers with a good service, at a great value and it is continually growing.”The couple takes special pride in supporting local seniors, veterans and busy families. “Making our customers and employees happy and doing something good within our community for our seniors and veterans has been the most rewarding,” Kay said. “As a veteran and family-owned business, we take great pride in providing a service to those who have served our country and to their families. For our seniors and busy adults, providing them with peace of mind and someone they can trust in their homes is a very big deal to us as a company and as a family. Everyone’s home is their castle, and we always hope TruBlue of Yorktown makes them feel that way.”<h2>The Rewards of Working Together</h2>When asked about the hardest or most surprising part of running a family business, Kay didn’t hesitate: “Probably how easy it has been to work together. Nothing has been hard about it for us personally. Our skill sets matched pretty good.”For Tim and Kay, the past decade has been defined by collaboration, connection and community — and the next one promises more of the same.“Overall, everything we dreamed about running our own business has come true,” Tim said. “This is a great way of life.”

Discover how Tim and Kay Diemont leveraged their personal partnership to create a thriving, lasting legacy in the home maintenance franchise space.

Why This Couple Left Corporate America to Build a Community-Focused TruBlue Business in the Town Where They Raised Their Sons

why-this-couple-left-corporate-america-to-build-a-community-focused-trublue-business-in-the-town-where-they-raised-their-sons

<a href="https://hardeesfranchising.com/">Hardee’s</a>, a 65-year-old burger chain best known for its Thickburgers and breakfast biscuits, is facing a fast-moving round of closures driven by a franchise dispute rather than a bankruptcy filing.&nbsp;<a href="https://www.inc.com/ava-levinson/hardees-shutting-dozens-restaurants/91282586">Inc. recently reported that</a> 77&nbsp;<a href="https://1851franchise.com/franchise-deep-dive-hardees-franchise-costs-fees-profit-and-data-2721286">Hardee’s</a> restaurants are expected to close within two weeks as one of the brand’s largest franchisees exits the system.&nbsp;According to the report, Hardee’s is suing&nbsp;<a href="https://www.arcburger.com/">ARC Burger</a> — a franchise operator owned by&nbsp;<a href="https://www.highbluffcap.com/">High Bluff Capital Partners</a> — alleging the company fell behind on required payments and other contract obligations. Twenty-eight locations had already gone dark as of late December, with remaining sites scheduled to shutter across eight states: Alabama, Florida, Georgia, Illinois, Missouri, Montana, South Carolina and Wyoming.&nbsp;At the center of the complaint is the franchising “stack” of ongoing fees and pass-through costs that keep a system running. ARC Burger allegedly owes more than $6.5 million, including royalties, advertising fund contributions, technology and training fees, rent and taxes, and that payments stopped in December 2024. Hardee’s also argued in the lawsuit that the franchisee’s cash flow was not being used to bring accounts current.&nbsp;Hardee’s, for its part, is framing the shutdowns as a contractual enforcement issue, not a brand-wide retrenchment. “These closures are a result of ARC Burger’s failure to cure its defaults under its franchise agreements, despite solid sales,” a Hardee’s spokesperson said.&nbsp;The situation highlights a familiar franchising pressure point: unit economics. Inc. reported that Hardee’s operates more than 1,800 U.S. restaurants and that average annual sales per location are less than $1.2 million, well below averages cited for&nbsp;<a href="https://1851franchise.com/franchise-deep-dive-wendys-franchise-costs-fees-profit-and-data-2722520">Wendy’s</a> and&nbsp;<a href="https://1851franchise.com/how-much-does-it-cost-to-buy-a-mcdonalds-franchise-2724654#stories">McDonald’s</a>. Lower volumes can leave franchisees with less room to absorb higher labor, food and occupancy costs while staying current on fees.&nbsp;Hardee’s said it is working to limit fallout for workers and communities and is looking for ways to reopen closed restaurants. For franchising, the next chapter will likely involve finding replacement operators, transferring sites and rebuilding compliance — a reminder that franchise growth depends as much on franchisee solvency and execution as it does on consumer demand.Read the original article&nbsp;<a href="https://www.inc.com/ava-levinson/hardees-shutting-dozens-restaurants/91282586">here</a>.Want to learn more about how 1851 helps franchisees find the right franchise opportunity? Visit&nbsp;<a href="https://www.1851growthclub.com">www.1851growthclub.com</a> and start your journey.

Hardee's Franchise - ARC Burger Lawsuit - 1851 Franchise

The closures stem from alleged unpaid royalties and missed franchise obligations by a major operator, not a broader chainwide collapse for the Hardee’s system.

Hardee’s Lawsuit Targets Franchisee as 77 Restaurants Prepare to Shut Down

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As the health and wellness business in America continues to fill out, the fitness industry is growing alongside it. The industry now generates&nbsp;<a href="https://www.ibisworld.com/united-states/industry/gym-fitness-franchises/5599/">over $7 billion</a> in annual revenue, with a revenue increase of nearly 3% in 2023 alone.Rebounding since COVID, both big box and boutique franchises have shown&nbsp;<a href="https://athletechnews.com/fitness-franchising-by-the-numbers-10-key-stats/">membership growth</a>, with premium establishments up 21% compared to a whopping enrollment bump of almost 70% on the budget gym side.&nbsp;&nbsp;<h3>The Pros And Cons Of Big Box Gyms</h3>When it comes to choosing the right fitness franchise, there are pros and cons to each.Big box gyms are able to cast a wider net, attracting a clientele ranging anywhere from newbie to seasoned veteran, with a lower cost of entry potentially attracting even the marginally curious to the idea of a well-established, properly marketed brand.&nbsp;Big box and other low-cost fitness franchises are also able to capitalize on services like personal training and retail amenities, increasing revenue.Driven by recurring membership fees, big box gyms generally cost less. However, the wider net cast in terms of building a clientele, tends to require more equipment in a bigger space, increasing costs like rent. And with a wider array of workout machines to both service and maintain, additional costs tend to follow.<h3>The Pros And Cons Of Boutique Fitness Concepts</h3>On the boutique side, franchises are typically able to offer a more personalized fitness experience, catering to niche markets with an eye on community, quality and loyalty. However, a more hands on approach to management and day-to-day operations may also be necessary to deliver the more customized, immersive experience often demanded of the more boutique environment.As a result, boutique fitness concepts are typically able to capitalize on a more premium pricing model driven by the idea of exclusivity.But, while less equipment in a smaller space can help rein in expenses, it can also be difficult to build the more specific clientele required by the boutique experience, rendering selection of proper location crucial.<h3>Finding The Right Fit</h3>As potential franchisees assess the available opportunities in the fitness franchise realm, it’s important to ponder a number of factors which can impact the bottom line.In terms of budgeting, a full understanding of both initial investment and ongoing operational costs is crucial.&nbsp;Getting to know the customer and surrounding area can help franchisees assess just how much the consumer is looking to pay for a gym membership, helping clarify the big box versus boutique decision when it comes to the question of how to buy a franchise.There’s also market saturation, with big box gyms in particular becoming an increasingly crowded marketplace.On the management side, it’s important for franchisees to seize upon a specific approach, whether it’s applying a more hands on style to the level of personal interaction required on the boutique side or focusing on the moving parts in play in the larger, more complex big box environment.&nbsp;When it comes to buying a fitness franchise, an understanding of the consumer, proper assessment of the marketplace and specific approach to management can go a long way towards avoiding potential risk, helping franchisees find success as they ponder entrepreneurship via fitness franchises.For more info on fitness franchises, check out these related stories on 1851 Franchise:<ul><li><a href="https://1851franchise.com/fitness-franchises-2025-trends-opportunities-2729600">The Rise of Fitness Franchises in 2025: Trends, Opportunities and What to Expect</a></li><li><a href="https://1851franchise.com/top-health-and-wellness-franchises-2729821">Top 15 Health and Wellness Franchises Opportunities for 2025</a></li><li><a href="https://1851franchise.com/fitness-wellness-franchise-guide-2729443">How To Choose the Right Fitness or Wellness Franchise for You</a></li></ul>

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As the fitness industry continues to grow fast, the decision for potential franchisees lies in whether to invest in big box or boutique gym franchise opportunities.

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