Mainland

Where are my leads?&nbsp;That is a question nearly every sales person, founder and CEO has questioned and asked in franchising. Yet, the answer isn’t as simple as turning on the lead faucet and letting them pour in – it’s much more complex than that. Why? Per our previous discussions, selling a franchise is freakin’ hard. You are trying to convince someone (often with no prior franchise experience) to accidentally fall into franchising, invest their life savings and buy your business. Oh, and there are a million other franchises and a million franchise brokers all trying to convince them to buy something else.It is vital, especially in sales, to report on the weather of next week, not last. In order to do that, you have to build out a model (sophisticated or simple) that can give you a glimpse of where the funnel is building.First, the funnel and the tactics:<img src="https://lh7-rt.googleusercontent.com/docsz/AD_4nXcT9gR3rxy_Vq0n_SZVE9QauOHey1MBZnoliI9PHysYdav3AQ1FyWRPGCgOKYgnxzYVPy5kkPdCTzWuWOTlwBKEDbiCsA6FUM4CDiOSLZ-5qev4aJElN7vl5Vhe3Ds9gjKLCJoe5A?key=1SWIlJ4auk8LO5MapcDUmA">To build predictability, you will want to start with your target markets. How do you determine your target market buckets?&nbsp;<ol><li>Existing Locations: Concentric circles protect and build upon your brand awareness. When you open additional locations in a market, it should increase AUVs. This is if you didn’t oversell the territory.</li><li>High performance markets: If you have size, build a plan around your highest performing franchisees. They will likely validate better and great reviews will impact the next franchisee.</li><li>Best financial performance states that are near your existing locations):&nbsp;<a href="https://1851franchise.com/what-alec-laffers-2024-state-level-economic-index-report-means-for-franchising-2727636#stories">https://1851franchise.com/what-alec-laffers-2024-state-level-economic-index-report-means-for-franchising-2727636#stories</a></li></ol>Then, you need to build a budget. $25,000 per deal is a good rule of thumb for spend. You want 10 deals, budget $250,000.&nbsp;Armed with your markets and budget, you should now start building your chart (financial and performance)<img src="https://lh7-rt.googleusercontent.com/docsz/AD_4nXd3yJlCJLfa_nzaKjtsDrUhanGquaiz76MGvTMwv_E9H2PLmdhjXJbftZFv3qOQNaa13W3l_hPK6WMaAU4DNiISm9Vc8oc0tQzzYrvXorLMFIg3nBCbgIGLqoJ8EpfNeHnu3xe02g?key=1SWIlJ4auk8LO5MapcDUmA"><img src="https://lh7-rt.googleusercontent.com/docsz/AD_4nXcsQC_PIiXaZwC3IgZPh4iTShUcGVAPSkuJWpJ6yE6daij97Q96klrJ0mLHuE6s32qT4cX2oSK75Gyqnk568nYGvb4YODeWb_mIpTYBK7JyoA58c86wN-jheF0VizU4ewNuJrkafA?key=1SWIlJ4auk8LO5MapcDUmA">If you track candidates (people that reply) to good candidates (moving in the funnel) to deals, you can now start seeing a comparison to traffic in a city or state to deal flow. While this won’t be perfect, it will help you understand movement in key markets. It will allow you to maintain focus and shift your budgets to be focused on momentum markets.Additionally, if you want to up the game with spend against predictability, when a good candidate (motivated and financially sound) enters your funnel, you start buying Meta and LinkedIn ads in that market. This will create a sense of urgency. When you are able to say you have another good candidate you are speaking with in a market, it creates a supply and demand issue. It helps candidates sidestep fears and move faster.Imagine going into a meeting and being able to present this: &nbsp;<h3>Full Funnel: Website Traffic → Leads → Applications → Franchise Sales</h3><figure class="table"><table><tbody><tr><td>Stage</td><td>Volume</td><td>% Conversion</td><td>Cumulative Conversion</td><td>Notes / KPIs to Monitor</td></tr><tr><td>Website Visitors (Traffic)</td><td>10,000</td><td>3%</td><td>3%</td><td>Bounce rate, time on site, CTA clicks</td></tr><tr><td>Lead Forms Submitted</td><td>300</td><td>33%</td><td>1%</td><td>Cost-per-lead (CPL), lead source performance</td></tr><tr><td>Qualified Leads (Pre-screened)</td><td>100</td><td>60%</td><td>0.6%</td><td>Funding, territory availability, timeline</td></tr><tr><td>Franchise Applications Submitted</td><td>60</td><td>70%</td><td>0.42%</td><td>Drop-off due to FDD, lack of alignment</td></tr><tr><td>Discovery Day Attendees</td><td>42</td><td>71%</td><td>0.29%</td><td>Scheduling, travel, validation experience</td></tr><tr><td>Closed Franchise Deals</td><td>30</td><td>71%</td><td>0.3%</td><td>Avg. time-to-close, cost-per-close (CPC)</td></tr></tbody></table></figure>And this<figure class="table"><table><tbody><tr><td>Funnel Stage</td><td>Leads In</td><td>% Conversion</td><td>Leads Out</td><td>Drop-Off %</td><td>Notes / Roadblocks</td></tr><tr><td>Discovery Form</td><td>100</td><td>70%</td><td>70</td><td>30%</td><td>&nbsp;</td></tr><tr><td>Intro Call Completed</td><td>70</td><td>60%</td><td>42</td><td>40%</td><td>Timeframe, funding</td></tr><tr><td>FDD Review</td><td>42</td><td>50%</td><td>21</td><td>50%</td><td>Financials, legal confusion</td></tr><tr><td>Brand Validation</td><td>21</td><td>67%</td><td>14</td><td>33%</td><td>Weak franchisee stories</td></tr><tr><td>Discovery Day Attended</td><td>14</td><td>71%</td><td>10</td><td>29%</td><td>Timing, spousal buy-in</td></tr><tr><td>Closed Deal</td><td>10</td><td>100%</td><td>10</td><td>0%</td><td>🎉</td></tr></tbody></table></figure>Equipped with this data, the pressure shifts from “selling” to identifying friction. Once you understand where candidates drop off, you can fix it with targeted PR, better content, or process improvements.Improve the quality at the top. Improve the performance at the bottom.That’s how you build predictability in your franchise funnel.

Franchise Masterclass: Building Predictability in Your Franchise Funnel

1851 Franchise

https://www.youtube.com/embed/kwIi7kfScIU

“Where are my leads?” is the #1 question every founder, salesperson, and CEO in franchising asks. But the answer isn’t more leads—it’s more predictability.

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Scaling the Soon-to-Be Famous: How Layne’s Chicken Fingers Leveraged a Mainland Franchise Assessment to Fuel a 110% Growth Surge

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The chicken wars aren’t slowing down. If anything, the quick-service chicken category feels more crowded than ever, with brands battling for real estate, franchisees and customer loyalty. Some have hit a wall.&nbsp;<a href="https://layneschickenfranchising.com/">Layne’s Chicken Fingers</a> has not.&nbsp;In 2025, the Texas-founded Soon to Be Famous™ concept posted 110% footprint growth, doubling its restaurant count in a single year. For a brand that built its early following in College Station near Texas A&amp;M, the leap to national relevance has been swift — but it wasn’t accidental.Behind the expansion is a coordinated effort between Layne’s leadership and PR firm&nbsp;<a href="https://hellomainland.com/">Mainland</a>. The partnership blended operational discipline with sustained media visibility, giving the&nbsp;<a href="https://1851franchise.com/layneschickenfingers/info">Layne’s</a> brand both the infrastructure and the spotlight needed to grow. With a focus on perfecting chicken fingers, fries and toast, the Layne’s menu is pretty straightforward. But the growth strategy employed was anything but casual.<h2>A Defining Year</h2>By the end of 2025, Layne’s had 40 restaurants open and 10 new franchise owners added to the system. Development momentum continued with a 44-unit agreement and a 15-unit expansion in Wisconsin, pushing the brand toward its ambitiously stated goal of 300 units by 2030.Those numbers quickly began attracting national attention. Layne’s secured the&nbsp;<a href="https://www.restaurantbusinessonline.com/future-50-2025/laynes-chicken-fingers">No. 6 position</a> on the Restaurant Business 2025 Future 50 list and ranked No. 366 on&nbsp;<a href="https://www.entrepreneur.com/franchise500">Entrepreneur’s Franchise 500</a>. Systemwide sales grew as well, climbing 67% to reach an impressive $30 million.For the Layne’s leadership team, the growth traces back to a clear philosophy: delicious food and franchise support above all else. Layne’s COO&nbsp;<a href="https://www.linkedin.com/in/samir-wattar-0a4187a/">Samir Wattar</a> describes the company’s unique approach."Franchisees sign with us for services," he said. "That’s a mind shift because they run restaurants. Part of servicing franchisees is saying no to protect them and protect the brand. We’re building a support organization for a brand that we’re really passionate about."Layne’s treats franchisees as the primary customer. And it’s a mindset that shapes everything from operations to development strategy.<h2>Getting the Word Out Before the Doors Opened</h2>A central piece of Mainland’s approach was securing credible, third-party exposure. Rather than relying solely on traditional advertising, the focus was on great storytelling that would secure earned media in each new market.In Little Rock, Arkansas, Layne’s appeared on KARK-TV (CBS), where Director of Marketing&nbsp;<a href="https://www.linkedin.com/in/ashley-reynolds-957a3151/">Ashley Reynolds</a> introduced local viewers to the&nbsp;<a href="https://www.kark.com/video/game-day-made-easy-with-layne%e2%80%99s-tailgate-packs/11136197/">brand’s tailgate packs</a>. In Oregon, KDRV-TV (ABC) profiled franchisee Dalton Dennis and his efforts to bring&nbsp;<a href="https://1851franchise.com/laynes-chicken-fingers-dalton-dennis-southern-oregon-2730210">Layne’s to Grants Pass</a>. KWTX-TV (CBS) in Waco covered an&nbsp;<a href="https://www.kwtx.com/2025/12/06/restaurant-report-card-waco-central-texas-12525/">upcoming opening in Lampasas</a>.At the national level, outlets such as QSR Magazine, Nation’s Restaurant News and Franchise Times ran deeper features on the brand’s culture and leadership, including coverage of&nbsp;<a href="https://www.linkedin.com/in/cuyler-e-51047a2a/">Cuyler Esposito’s</a> appointment as vice president of culture and operations.&nbsp;For prospective operators, this kind of coverage signals more than enthusiasm for the brand. It signifies organizational maturity.<h2>Turning Attention Into Traffic</h2>The real impact of that media push showed up at store openings.In Virginia, a franchisee reportedly opened without spending on traditional marketing. As a result of Mainland’s marketing efforts,&nbsp;<a href="https://1851franchise.com/layneschickenfingers/laynes-chicken-fingers-franchise-six-figure-opening-2729437#stories">opening day traffic backed up onto the highway</a>. Local news coverage had already introduced the brand to the community and explained what made it different.That kind of momentum carries weight beyond consumer traffic. For potential franchisees, seeing a brand featured in Restaurant Business, or highlighted on local television, reinforces confidence. Visibility suggests stability. Stability supports multi-unit decisions.<h2>More Than a Vendor Relationship</h2>Wattar has worked with Mainland across three different concepts. He describes the relationship as long-term and built on trust rather than transaction."They’ve been there for me through thick and thin," Wattar said. "They’ve been there when things are bad and helped me out of it. And they’ve been there for me when things are good and helped me celebrate. I’ve never had the intention of looking elsewhere. The most important thing is having the relationship with the person you’re dealing with and building that trust."Layne’s sets development targets each year: how many restaurants to open, how many franchisees to bring on. And Mainland has become a significant part of that strategic conversation."I’m not an expert in getting leads or PR. But I know how to sell and I believe in our brand," Wattar said. "I rely on Mainland to come up with the ideas. ‘How am I going to achieve my goal?’"<h2>Scaling With Structure</h2>As Layne’s pushes toward 2026 and beyond, the company views public relations and media exposure as part of the scaffolding that supports growth. National expansion requires more than signed agreements. It requires awareness in markets where the brand name might still be unfamiliar. And Mainland can help.The investment to open a Layne’s Chicken Fingers franchise ranges from $451,500 to $1,050,000. For many operators, that figure represents years of saving, planning and personal commitment. It’s something Layne’s Chicken Fingers not only understands but embraces, supporting franchisees at the local level which helps further scale the brand."To us, it’s a job. To them, it’s a livelihood," Wattar said. "The restaurant business has evolved, but the fundamentals haven’t changed. Service. Transparency. Be open. Franchisees are your bread and butter. They’re making the investment. We have to listen to them.”Layne’s growth story isn’t built solely on a hot category or a trending menu item. It’s built on disciplined operations, selective franchise development and a steady drumbeat of visibility in the markets it enters.For brands hoping to follow a similar path, the lesson is straightforward: growth requires both a strong internal foundation and a clear external voice. When those two move in sync, a regional favorite can begin to look like a national contender. And a&nbsp;<a href="https://hellomainland.com/company/#our-services">Mainland franchise assessment</a> can help deliver strategic growth.Growing and selling franchises is difficult. Want to learn more about how 1851 helps franchisors grow their franchises with confidence? Visit&nbsp;<a href="http://www.1851growthclub.com">www.1851growthclub.com</a> and see what we can do for you.

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Franchise Masterclass: Building Predictability in Your Franchise Funnel

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