Melting Pot

<a href="http://meltingpotfranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-fan-to-franchisee-how-these-melting-pot-owners-are-building-a-legacy-2727271" target="_blank" rel="nofollow">Melting Pot</a>, the 92-unit fondue franchise, has built a strong affinity among guests, and for many, it presents an opportunity to step into a meaningful entrepreneurial journey.&nbsp;<a href="https://www.linkedin.com/in/becky-chapman-4940157/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-fan-to-franchisee-how-these-melting-pot-owners-are-building-a-legacy-2727271" target="_blank" rel="nofollow">Becky Chapman</a>, who owns multiple&nbsp;<a href="https://1851franchise.com/meltingpot/info">Melting Pot</a> restaurants with her husband,&nbsp;<a href="https://www.linkedin.com/in/mark-z-chapman-bb826994/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-fan-to-franchisee-how-these-melting-pot-owners-are-building-a-legacy-2727271" target="_blank" rel="nofollow">Mark</a>, has a similar story. Though the pair did not know about the brand when they began researching business ownership, a trip to a Texas location quickly won them over.“It was a backup to my husband’s corporate job. We had three small children. We were living in Tulsa, and he was in technology. It was just every other day … the stress of having a corporate job,” Chapman said&nbsp;<a href="https://www.youtube.com/watch?v=GAUG7XuC-kw&utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-fan-to-franchisee-how-these-melting-pot-owners-are-building-a-legacy-2727271" target="_blank" rel="nofollow">in a recent webinar</a>. “One day in the kitchen, we were like, ‘Okay, this is getting old. What can we do?’ … A friend of ours said, ‘Hey, open a Melting Pot.’ Quite frankly, we didn’t know what Melting Pot was, but we drove down to the Addison location and came back just loving it. I mean, it was love at first sight.”Now, 20 years later, the Chapmans have three successful locations and have built a strong legacy for themselves and their communities. Though they had no previous restaurant experience, Chapman said one of the most important steps in making the transition from a fan to a franchisee was the choice to open her mind and reach out for help.“I would also add that it’s important to have a strong support system, whether it’s from your family, friends, or the franchise community,” she said. “Having people who believe in you and support your decision can make all the difference in your success as a franchisee.”Chapman joined 1851 Franchise Publisher&nbsp;<a href="http://linkedin.com/in/powills?utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-fan-to-franchisee-how-these-melting-pot-owners-are-building-a-legacy-2727271" target="_blank" rel="nofollow">Nick Powills</a> and Melting Pot Franchise Growth Strategist&nbsp;<a href="https://www.linkedin.com/in/collin-benyo-1bb36a248/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-fan-to-franchisee-how-these-melting-pot-owners-are-building-a-legacy-2727271" target="_blank" rel="nofollow">Collin Benyo</a> to discuss the journey from fan to franchisee and offer insights for other entrepreneurs considering a similar path.A summarized transcript of Benyo and Chapman’s interview with Powills is included below. It has been edited for clarity, brevity and style.Nick Powills: Thank you for spending some time with us today. I’d like to discuss how you go from a fan to a multi-unit franchisee. Collin, give us a sense of what’s going on with the brand. And obviously, to anybody watching now or in the future, what are you excited about?Collin Benyo: I’m excited about growth. At the end of the day, we’ve got five signings in the last six months. The brand’s moving in a great direction, going upwards. The number of people coming in and talking to us more and more is exciting. We just took a trip up to Omaha, we’re looking at spaces on the West Coast, and a new space in North Carolina just came up.If you have a legacy brand like Melting Pot that’s been around for 50 years, you can’t rest on the laurels of what you did all those years ago. You have to continue to evolve. I think Melting Pot’s doing a good job of that, and that’s evident by the fact that we’re signing new franchises every day.Powills: I love that. Becky has joined us! Becky, the topic at is how to go from a fan to a franchise owner. So I would love, as an opening statement, if you could share with us your franchise story. How did you even get involved with Melting Pot? What made you say yes?Becky Chapman: It was a backup to my husband’s corporate job. We had three small children. We were living in Tulsa, and he was in technology. It was just every other day: “We’re going to move,” “We’re not going to move,” “You’re going to get laid off,” “You’re not going to get laid off.” Just the stress of having a corporate job.One day in the kitchen, we were like, “Okay, this is getting old. What can we do?” We thought, “Let’s open a business.” We didn’t start out looking for Melting Pot or a restaurant. We started out just wanting our own business so that we could hopefully control our destiny a little bit more. A friend of ours said, “Hey, open a Melting Pot.” Quite frankly, we didn’t know what Melting Pot was, but we drove down to the Addison location and came back just loving it. I mean, it was love at first sight. We were like, “Man, this is amazing. There’s nothing like this in Tulsa. We want to do this.”We’d never owned a business. We knew nothing about running a restaurant. And that’s how we started.Powills: I think about every franchise owner that I’ve ever met, and there’s some sort of event that causes them to say, “I’m going to make a change in my life.” The majority of them didn’t set out to be entrepreneurial. They had great careers. And then there’s this turbulent moment where they say, “This is stressful. I’m not in control. Is there something that I can have control over?” How does that message relate to you guys? Was it like a chip on your shoulder and going through that turbulence where enough was enough, you just didn’t want to do it anymore?Chapman: A bit of that. I think it was more about wanting to secure where we lived and just really putting down roots somewhere. We just loved Tulsa and didn’t want to move again. Our kids were young. I didn’t want to put them in another school. I didn’t want to go back to work, frankly. I wanted to have some control over our lives.We were in our early 30s, and so it was really just the need to have some more stability and feel like we had some control over our destiny. And you know, as corporate America goes, sometimes you don’t feel like you have any control over what’s going to happen to you. It wasn’t necessarily a chip on our shoulder, but I would say it’s just a bit of frustration around us wanting to be able to make decisions on our own without having them made for us.Powills: So you pick Melting Pot. You go down to Dallas. You end up at the location in Addison. You obviously fall in love with the brand. What was that spark moment? You said you went there and didn’t know what the brand was. When you left, what were you thinking?Chapman: We were just thinking that this is an amazing concept. The food is great. We loved the fact that people were having great conversations and the fact that it’s a great date night concept. It’s a special occasion concept. We just thought it was such a unique concept. At the time, it was probably more unique than it is today. There were not many places in the early 2000s where you could have that experience. We just thought it was great, and we could see it in Tulsa. There were no other restaurant concepts like it in Tulsa, and we thought it was perfect for Tulsa.Powills: Collin, how often does the why end up becoming just as critical as the financial side of the investment?&nbsp;Benyo: I think a lot of it, Nick, is very similar to Becky’s story. Becky, correct me if I’m wrong, but you could have probably gone and opened up another restaurant concept, but it’s what you fell in love with about Melting Pot. I think it’s what Becky touched on. It’s the experience, the memory, and the uniqueness.Powills: When you started this journey with your husband, what were some of the biggest challenges you faced that you would say prospective franchisees should be aware of?Chapman: I think the biggest challenge was just learning how to operate a restaurant. We had no restaurant experience. Sometimes ignorance is bliss. We really didn’t know what we were getting into, which was probably good because we might have talked ourselves out of it. But it was a challenge to learn how to manage people and understand restaurant operations. Melting Pot has a great training program, and they really supported us through the whole process, but it was still a learning curve.We also faced challenges with financing. It’s one thing to buy into a franchise, but you have to have working capital and be able to sustain the business through the ups and downs. So, I would say the biggest challenge was just learning the business and making sure we were financially prepared for the investment we were making.Powills: That’s a great insight. Collin, anything you want to add to that?Benyo: I think those are really great points. Becky, you mentioned the importance of being financially prepared, and I can’t stress that enough. I think it’s crucial for prospective franchisees to understand the financial commitment and make sure they have the right capital in place to sustain the business. And like you said, Melting Pot has a great support system in place, but you have to be ready to put in the work and be prepared for the challenges that come with owning a restaurant.Chapman: Absolutely. And I would also add that it’s important to have a strong support system, whether it’s from your family, friends, or the franchise community. Having people who believe in you and support your decision can make all the difference in your success as a franchisee.Watch the full interview&nbsp;<a href="https://www.youtube.com/watch?v=GAUG7XuC-kw&utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-fan-to-franchisee-how-these-melting-pot-owners-are-building-a-legacy-2727271" target="_blank" rel="nofollow">here</a>.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/meltingpot/info">https://1851franchise.com/meltingpot/info</a>.&nbsp;

Melting Pot Franchise Offers Fans Path to Ownership

1851 Franchise

https://www.youtube.com/embed/GAUG7XuC-kw

After becoming frustrated with corporate America, Mark and Becky Chapman turned to entrepreneurship and fell in love with the fondue franchise. Now, they have three locations and a rich family legacy.

From Fan to Franchisee: How These Melting Pot Owners Are Building a Legacy

This brand page has been paid for by MELTING POT. Content within this page that is paid will showcase a Sponsored icon. This means the brand has engaged 1851 FRANCHISE to write the content. Content without the Sponsored Icon is aggregated media placements the brand earned. Questions can be sent to editorial@1851franchise.com

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As&nbsp;<a href="http://meltingpotfranchise.com">Melting Pot</a>, the 93-unit fondue franchise, celebrates Women’s History Month, there is a clear spotlight shining on Bentonville, Arkansas, where mother-daughter duo Diana Bonnett and Candice Hickerson are leading the successful operation of the brand’s first location in the state. For the pair, bringing the iconic fondue brand to Arkansas was the next step in a long-term business partnership built around trust, grit and shared entrepreneurial spirit.“As the daughter, my mom and stepdad owned a construction company when I was very young. Being in a family business… I don’t know any different,” Hickerson said. “By the time I was seven or eight, I was in their office. I always saw them working. I think because I grew up in it, seeing my parents earn their money and understanding how much each family member needs to contribute, it made it easy to transition to business ownership when I was old enough.”In her early 20s, Hickerson approached her mother with research and a business plan to start a group home for children and adults with disabilities, and they began growing this concept together.<h2>The Transition to the Hospitality Industry</h2>Hickerson and Bonnett operated the residential care facilities business for about 20 years in California before the family began considering relocating outside of California. Around this time, Hickerson was on a date with her husband,&nbsp;<a href="https://www.linkedin.com/in/chad-r-hickerson-69880923/">Chad</a>, at the Sacramento&nbsp;<a href="https://1851franchise.com/meltingpot/info">Melting Pot</a> location, one of their favorite restaurants, and they thought, “Why don’t we open a Melting Pot?”The family ended up moving to Arkansas, noting that Bentonville is particularly suited for the Melting Pot model.As they’ve made the transition to a new state and opened their new Melting Pot restaurant, Hickerson and Bonnett have stayed true to the family business model.“Owning a business is hard, but you have your hands in everything,” Bonnett said. “You’re accountable for the business, but you can feel confident knowing you have a hand in the future of the business. Just standing back and not being active in the business isn’t our style. Business ownership is great. I wish more women did it.”While the pair recognized taking the leap to a new industry would be a risk, it was a calculated, well-researched one, and they took the step with confidence in each other and their ability to work as a team.“We’re in the process of transitioning right now,” Hickerson added. “We have one business that’s been operating for almost 20 years and another brand new one. We’re starting from square one with Melting Pot. We’re still working to scale and reinvest in the business. People don’t always tell you how hard business ownership can be; we’re back to a point where we’re expecting three solid years of hard work with Melting Pot, but we also see the bigger picture. Risk is good, and I know that, in a couple of years, it will all pay off if we just don’t stop.”<h2>Leading as Women in Business</h2>Though they recognize the responsibility associated with business ownership and leadership, Hickerson and Bonnett remain strong proponents of women taking these positions.“Don’t be short-sighted because it’s tough,” Bonnett said. “There have been times with Melting Pot where I’ve thought, ‘I don’t know if I can do this,’ but you have to see the vision. Look at what’s working well, what’s not, and what changes you can make. There are a lot of networks to reach out to. Find a mentor; chat with someone. We’ve found another Melting Pot owner who we’ve been able to go to for guidance. Don’t be afraid to ask for help.”In addition to encouraging other women to explore entrepreneurship, the pair recognizes how their approach to leadership as women can influence their own business.“Women, historically, are seen as abrasive when we lean in, but I’m okay with being perceived that way if I need to for the sake of my business,” Hickerson said. “But there are also times when I don’t want to do that. I’m very empathetic. I think that this does have a lot of benefits. Staff are happy and comfortable knowing they can go to a woman in leadership if they need to.”For other women entering the business world, Hickerson and Bonnett recommend balancing your own identity with the realities of business ownership. With a strong sense of self, you can stay consistent and steady while operating with your values in mind. However, it’s also important to be confident enough to admit when you’re not sure or own a mistake for the long-term health of the team and business.“One of the hardest things for me has been owning my mistakes or not responding when I don’t know the answer to something rather than responding emotionally,” Bonnett said. “But the more you do it, the better manager and owner you become.”To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/meltingpot">https://1851franchise.com/meltingpot</a>.

Photo of Melting Pot franchise owners Candice and Chad Hickerson and Diana Bonnett

Diana Bonnett and Candice Hickerson, co-owners of the Bentonville fondue franchise location, have a partnership fueled by trust, vision and shared entrepreneurial values.

Women in Business: Mother-Daughter Duo Leads Melting Pot Success in Arkansas

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Long-Time Melting Pot Franchisee To Revive Syracuse, New York, Location in Destiny Mall

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Love Stories and Family Traditions: How the Reeves Brought Melting Pot Back to Their Community

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San Antonio Melting Pot Franchise Celebrates 20 Years of Operations

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Over its 50-plus-year history,&nbsp;<a href="http://meltingpotfranchise.com">Melting Pot</a>, the 93-unit fondue franchise, has built its reputation around service and experiential dining, encouraging its guests to focus on an engaging experience and welcoming atmosphere with the ones they love. As it has grown,&nbsp;<a href="https://1851franchise.com/meltingpot/info">Melting Pot</a> has also been a part of a rapidly evolving restaurant landscape, and the brand has navigated new technologies and guest behaviors to embrace new tools and maintain local success without straying too far from its core identity. Now,&nbsp;<a href="https://www.linkedin.com/in/randy-barnett-1a948a9/">Randy Barnett</a>, chief technology officer, is navigating today’s changing technology landscape in a way that embraces what will work while staying level-headed and always putting the guest and franchisee experience first.“Our responsibility is to implement systems, support those systems, then future-proof the business,” he said. “In a nutshell, that’s what we do from a technology perspective. But we don’t just chase trends. It’s about protecting the guest experience and strengthening the franchise model. We have a pretty simple goal: to make it easy for the guests to connect with our brand and easy for operators to deliver on that exceptional experience every day.”<h2>Focusing on Data First Creates a Strong Foundation</h2>New restaurant technology trends and resources are consistently evolving, but Barnett doesn’t embrace them across the Melting Pot system “just because.” Without a foundation, additional technology doesn’t bring value; it creates confusion.&nbsp;So, Barnett has focused intently on building a “reliable data environment” with standardized reporting structures and modernized systems. With this as a baseline, he’s able to more strategically implement new tools and ensure they’re actually helping Melting Pot operators and their guests rather than further complicating processes for no real benefit.The increasing relevance of artificial intelligence has been a prime example of why this strategy is so important.“AI is putting its footprint everywhere,” Barnett said. “For us, before we could start taking advantage of AI, or any modern technology, for that matter, we started building foundations. That meant cleaning up data, creating standardized reporting, modernizing our systems… just making sure that we could really trust what we were seeing. Once you have the clean data and strong infrastructure,&nbsp;then you can start scaling technology in a way that’s meaningful and consistent.”<h2>Practical AI Applications With a Hospitality-First Philosophy</h2>With the proper foundation in place, Melting Pot has been able to embrace new tools and technologies as they have become available to reduce friction and increase the overall quality of experience for the guest.&nbsp;This has come in many forms. Melting Pot has adopted AI tools to support stronger hyper-localized communication and better guest engagement, create a better ticketing system and reduce response time for franchisees reaching out to the Restaurant Support Center, and bolster in-restaurant guest interactions and streamline labor and prep forecasting and requirements. The brand is also working on a new allergen and nutritional intelligence tool to help guests make more informed dining decisions while maintaining compliance for franchisees.Even with all of these tools and processes on board, Melting Pot is still a hospitality-first brand, and Barnett keeps that in mind as he evaluates and rolls out new technology initiatives.“We always lead with the fact that the best restaurant technology is invisible to your guest,” he said. “If we’re doing it right, the guest just feels like the experience is smoother. It’s more personal and more consistent. The most important thing is that we don’t lose what makes the brand special. Melting Pot is about celebration, connection and experience, and technology shouldn’t get in the way of that. It should just make it easier for our teams to deliver that.”<h2>The Future of Melting Pot, Driven by a Broader Perspective</h2>In addition to his tenure with Melting Pot and deep commitment to the hospitality aspect of the brand, Barnett brings additional perspectives from his role on external advisory boards. Through these connections, Barnett stays at the forefront of the industry and is able to both keep an eye out for new tools that will be useful for Melting Pot and hear different perspectives that allow him to differentiate between the next big thing and industry “noise.”“Being a part of some external advisory boards, particularly of AI companies, helps me stay close to where the innovation is going,” he said. “It gives me some early visibility into what’s real and what’s hype and what’s actually practical for operators. The value is the perspective that helps me make better decisions as a brand leader and helps me ensure we’re not caught reacting late to something that’s already reshaping the industry.”With this in mind, Barnett watches what’s coming in the industry while remaining extremely disciplined about what will truly drive the future of Melting Pot that guests and operators are looking for. As the brand looks toward its next decades of operations, it will continue to merge technical precision and the warmth of celebration and togetherness in a way that makes sense for everyone impacted by the experience.“Everything we implement is designed to create leverage for franchisees,” Barnett said. “Restaurants are high-pressure environments, and operators don’t just need more dashboards. They need more clarity and impact. Our technologies help them simplify decisions by allowing them to see what matters most — what guests are saying, what’s working in marketing and where opportunities are being missed. I believe that the future belongs to brands that can deliver the hospitality experience with the precision of a modern platform, and that’s really what we’re focused on doing.” To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/meltingpot">https://1851franchise.com/meltingpot</a>.&nbsp;

image of Randy Barnett Chief Technology Officer at the melting pot

Chief Technology Officer Randy Barnett leverages his decades of experience to lead a fondue franchise system that embraces innovation without losing sight of what makes it special.

Melting Pot’s Technology Combines a Modern Edge With a Hospitality Spirit

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For franchisees looking to enter the restaurant landscape, starting from scratch isn’t always the only (or best) option. Legacy brands like&nbsp;<a href="http://meltingpotfranchise.com">Melting Pot</a>, the 94-unit fondue franchise, may have resale opportunities. By purchasing an existing location, new franchisees gain a strategic upper hand, going into business for themselves with a nearly nonexistent runway to launch and, often, a strong existing team and customer base.&nbsp;“The buying process requires the same due diligence that should be completed when buying a new franchise,” said&nbsp;<a href="https://www.linkedin.com/in/collin-benyo-1bb36a248">Collin Benyo</a>, Franchise Growth Strategist. “But once you make the decision, the site selection process is cut out, saving you nine months compared to the traditional development schedule. The buy-in is lower than you might expect to join a 50-year legacy brand, making this a unique opportunity to become part of something established and proven.”By investing in an established location, franchisees are also able to leverage existing local marketing power, pre-established supplier relationships and well-honed operational systems to make the transition even smoother.With these factors, the opportunity presents clear advantages, but it’s still important that candidates have a thorough understanding of exactly what the investment represents.<h2>Completing Proper Due Diligence on a Resale Franchise Opportunity</h2>“Why is this location being sold?” is a key question for candidates exploring resale opportunities. While this can create some hesitancy, it’s best to just ask.“One of the biggest reasons we have resale opportunities is because we have franchisees who are finishing their chapter,” Benyo said. “They’ve been with&nbsp;<a href="https://1851franchise.com/meltingpot/info">Melting Pot</a> for 30-plus years. They’ve had a great run. And they’re ready to retire, but they want to pass the torch.”Resale opportunities aren’t always tied to weak performance or a frustrated owner. Often, the location is being sold because a longtime franchisee is ready to step away after decades in the business. They’ve built something they’re proud of, and they want the next owner to carry it forward and keep it growing.“There are some resale opportunities with locations that we made the strategic decision to close, but when we bring them back to the market as a resale, it’s because we’re confident that now’s the time,” Benyo said.&nbsp;The&nbsp;<a href="https://1851franchise.com/melting-pot-returns-syracuse-destiny-mall-2730540#stories">Destiny USA mall location</a> is a prime example of this. Benyo explained that this specific location previously closed for reasons beyond Melting Pot’s control, but with the right franchisees, there was a prime opportunity to reinvigorate it.“Melting Pot was primed to come back in,” Benyo said. “It was a great space; we just needed the right franchisees. Now, we have a great group of energetic, talented operators who saw this investment as an easy win. They took advantage of the opportunity, and they’ve already seen great success.”“Each resale location has its own story, and it’s part of the due diligence process to read into that and learn more about the history,” he added.<h2>Elevated Tools and Data-Driven Site Selection Further Validate Resale Opportunities</h2>In the past, there have been markets that simply weren’t ready for a Melting Pot. Resale opportunities with this backstory are now returning to the market — this time backed by real data and strong confidence from the corporate team.“Birmingham, Alabama, is a great example of how we address evolving markets. We now work with SiteZeus, and we can see who is supplying the right recency, frequency and spend,” Benyo said. “In the 10 years since that location has been operational, the market segmentation has drifted south toward that location. The building’s ownership has spent money on revitalizing the space, and there is a lot of traffic in the area. When we looked at the opportunity to reinstate, a lot has changed. We see this as an opportunity for a franchisee in our community to come in and be very successful.”While the communities that house these kinds of resale opportunities are often anxiously awaiting the return of their beloved Melting Pot, strong community sentiment alone isn’t always enough to seal the deal. With advanced analysis and an incredibly clear view of who their target customer base is, the Melting Pot development team can provide another layer of validation for candidates considering reviving a previous location.<h2>The “New Entity Effect”</h2>For those considering a resale, Benyo emphasizes that it’s important to strike a balance between the existing presence and any changes that may come with revitalization and new ownership.Stepping into an existing location certainly has its efficiencies, but the Melting Pot team is not under the impression that new owners will step in and “just continue driving the car down the road.”“Even if they’re buying a well-established location from a legacy owner, all of our franchisees go through the same approval process, and they understand that this is not a ‘set-it-and-forget-it’ kind of business,” Benyo said. “You’re still getting the same support a new location would get with marketing and even any necessary design and construction.”&nbsp;“There is a large cost difference between resales and what a typical build-out would be, but we may still need to modernize the existing location,” he continued. “It’s far too easy to unlock the doors and turn the lights on, but teams who make a really big splash and create a new look and feel are recognized and celebrated by their communities. They have great openings and strong continued sales.”Across the Melting Pot system, the most successful franchisees are the ones who are aware of what’s going on in their restaurants and communities. Consistent engagement and a steady commitment to the in-restaurant experience, whether it’s a brand new location, a reopened one or an existing one that simply transferred ownership, is what drives Melting Pot's success.A Melting Pot resale offers a faster way into ownership with a legacy brand that already has awareness in the market. With a shorter timeline and lower upfront lift than a new build, franchisees can put their focus on running the operation, following the system and growing the location’s performance.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/meltingpot">https://1851franchise.com/meltingpot</a>.&nbsp;

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Through resale opportunities, franchisees can join the iconic fondue franchise with a more modest investment, shorter runway to launch and existing local demand.

How Melting Pot Resales Bridge Legacy Success With New Innovation

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TAMPA, Fla.&nbsp;—&nbsp;<a href="http://meltingpotfranchise.com">Melting Pot</a>, the 94-unit experiential fondue franchise, is launching a strategic push to expand its footprint across Canada. Following a surge in inquiries from Canada, specifically, and strong growth in 2025, including four new restaurants opened and three additional franchises awarded, Melting Pot is looking to build on that momentum. With an Edmonton location, which has been operating for over 15 years, the brand already has a flagship spot and has identified a key opportunity to build on that presence through 2026 and beyond.“We saw a lot more people reaching out from Toronto and Calgary; we saw a need,” said&nbsp;<a href="https://www.linkedin.com/in/collin-benyo-1bb36a248">Collin Benyo</a>, Franchise Growth Strategist. “There’s already a fondue culture ingrained in Canada, and there’s nothing else like what we do in the country, not the four-course experience we provide. This unique positioning, combined with our existing footprint in Edmonton, sets us up well for growth.”<a href="http://1851franchise.com/meltingpot/info">Melting Pot</a> has identified Toronto, Vancouver, Calgary and Ottawa as core hubs for expansion. Now, the team is looking to partner with qualified entrepreneurs who are intimately familiar with the hospitality landscape in Canada to open between one and five new restaurants by 2030.As it pursues growth in Canada, Melting Pot is focused on finding the right franchise partners who bring hospitality experience and intimate knowledge of the market. This will ensure Melting Pot is able to build an incredible foundation and set the stage for its “presence to be felt just as it is in the U.S.”“As we grow in Canada, we’re specifically looking for people who are familiar with the hospitality industry and understand the demands of running a hospitality franchise&nbsp;in Canada. It’s a different approach,” Benyo said.By prioritizing partners with strong roots in the Canadian market, Melting Pot will leverage shared expertise to navigate the nuances of labor and supply chain requirements, maintaining a model that protects franchisees’ margins and respects guests’ expectations from day one rather than retrofitting a U.S. strategy after doors open. In fact, Melting Pot only requires three products to be imported outside of Canada, and has identified local Canadian options for all other purchases necessary to operate a Melting Pot.To support this momentum, the brand is launching a thorough outreach campaign that will culminate with the Toronto Franchise Show September 19-20, 2026. This period will include local open houses and direct conversations with prospective investors to build a long runway in the country.“We are a brand that fits the culture of Canada perfectly,” Benyo said. “We’ve refined our operational and purchasing game plans, and we’re excited to connect with the right partners who will help the brand to thrive in the growing market.”About Melting PotFounded in 1975, Melting Pot has offered a unique fondue dining experience for more than 50 years. As the premier fondue restaurant franchise, Melting Pot has 94 restaurants in 32 U.S. states and Canada. Known for offering a variety of fondue cooking styles and unique entrées, Melting Pot’s menu also features cheese fondues, salads, fine wines, spirits and chocolate fondue desserts. Fondue fans can join Melting Pot’s Club Fondue for exclusive promotions, special events and advance holiday reservation privileges. The Melting Pot Restaurants, Inc. (TMPRI), headquartered in Tampa, Florida, is the franchisor of Melting Pot. For more information, visit www.meltingpot.com. To learn more about franchise opportunities with Melting Pot, please visit&nbsp;<a href="http://www.meltingpotfranchise.com">www.meltingpotfranchise.com</a>.&nbsp;

Photo of exterior of Melting Pot location

The iconic fondue franchise is launching expansion efforts to build on its existing Edmonton presence, targeting new growth in Toronto, Vancouver, Calgary and Ottawa.

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