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The shift is happening — and it’s happening fast, especially for broker-conditioned franchises.I’m getting more and more calls that sound like this: “We used franchise brokers for growth in the past, but that’s no longer part of our plan moving forward.”So… how did we get here?<h2>Why the Broker Slowdown?</h2>For franchisors, the broker model made perfect sense for years: leverage someone else’s network to sell your brand. It worked — until it didn’t. Now, there are some clear friction points:<ul><li>It’s not just “pay to play” anymore. It’s pay to attend conferences, pay to wine and dine, pay for the B.S. — and then, maybe your brand gets shown to a candidate. Even then, you're flooded with territory checks and light on serious buyers. &nbsp;</li><li>Candidates deserve transparency. Some are getting oversold on “shiny object” brands. When franchisees underperform, it puts growth plans on pause and leaves franchisors holding costly, reserved territory with no ROI. &nbsp;</li><li>“The franchisor pays us” is a blind spot. Let’s call it what it is: franchisee writes the check to the franchisor, who writes a big one to the broker. I don’t think that’s a bad system — as long as everyone knows how the game is played. But too often, the broker vanishes when things go sideways. &nbsp;</li><li>Costs are ballooning. I’ve heard of commissions as high as $75K… even $120K. Some brokers are asking for royalty percentages or equity. That’s fine — if the franchisee performs. But if total acquisition costs (including broker fees and memberships) exceed the ~$25K you’d pay for an organic deal, it may not pencil out. &nbsp;</li><li>The good brokers aren’t the problem. Many brokers are mission-driven. They don’t just push the highest-paying brand — they genuinely want to help candidates change their lives. But others? They shake down franchisors or ignore what candidates want. (“I know you want senior care… but here’s a donut brand.”)</li></ul><h2>The New Challenge for Franchisors</h2>We’re facing a perfect storm: Higher costs. Less transparency. Fewer deals. More broker competition. And franchisors growing frustrated with validation and performance.So what happens next?Franchisors are pivoting back to organic — but here’s the catch: Your biggest competition isn’t other brands — it’s the broker.You’re no longer just competing with brands in your vertical. You’re competing to be seen at all. Brokers are filtering what candidates see — and your brand may not even make the cut.So how do you break through?<h2>What to Do Next</h2><ul><li>Turn up your positioning. Crank up the messaging. Create a brand drumbeat. Use every asset in your system to define your candidate persona — then market directly to them. &nbsp;</li><li>Change your sales process. Brokers succeed because they’re educational coaches. Take a page from their playbook. Stop selling in Call 1. Instead, offer a no-commitment educational conversation: What is franchising? What does a good fit look like? Coach first. Sell later. &nbsp;</li><li>Don’t chase the biggest commission. If you’re an emerging brand, don’t over-index on the broker network. Many do — then realize they’ve drained too much fee money to support the franchisee properly. Cash flow gets tight. Everyone suffers. &nbsp;</li><li>Be patient. I’ve said it so many times that now I hear others quoting it: 6.4 months. Under $500K. That’s how long it takes for a lead to go from impression to inquiry — unless you have the capital to speed it up. And most don’t budget enough.</li></ul><h2>Your 2026 Budget Playbook</h2><ul><li>Audit your broker deals. Pull a report. How are your broker-driven franchisees performing? Compare their AUVs to those from organic and referral sources. Budget accordingly. &nbsp;</li><li>Tighten up territories. Signed deals and grand openings drive momentum. But oversell your space and you’ll miss out on the next hot candidate. &nbsp;</li><li>Nail your positioning, website, and nurture flow. These should educate and guide — not scream “buy my franchise.” Show how you coach people into becoming franchisees. &nbsp;</li><li>Keep the conversation going. The brands that shift from 60/40 broker/organic to 40/60 (or better) will be the ones driving steady, predictable, profitable growth in 2026.</li></ul>

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Why Franchisors Are Leaving Brokers for Organic Franchise Growth

1851 Franchise

https://www.youtube.com/embed/VmZfDxKrV0U

The broker model made sense for years, but a lack of transparency, rising costs and subpar leads pushed many franchisors away. Now, franchisors are navigating organic growth in a new landscape.

The Franchise Broker Slowdown — How Did We Get Here?

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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.

The rapidly expanding chicken concept used expert operational insights and earned media placements to secure a landmark 44-unit deal and double its restaurant footprint in a single year.

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How To Craft PR Stories That Connect: How Mainland Focuses On The Human Hero Of A Story

The Franchise Broker Slowdown — How Did We Get Here?

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