For a franchise system like Sport Clips Haircuts, growth starts to look different as it approaches 1,800 locations.
The question is no longer simply how many new markets are available. It is how to identify opportunities within a mature national footprint, how to introduce new Team Leaders into established markets and how to continue developing whitespace without compromising the standards that allowed the system to reach its current scale.
That is exactly what is happening at Sport Clips. The men's and boys' hair care franchise isn't reinventing its model or abandoning the development philosophy that has guided it for more than three decades. Instead, the company is looking more closely at where rising demand creates room for additional locations, including markets where Sport Clips already has an established presence.
"We are staying true to what works and the commitment to sustainable growth, and everything works out from there," said Brent Greenwood, vice president of franchise development. "We are focused on accelerating our growth as unit-level demand continues to grow."
For emerging franchise brands, development often follows a straightforward formula: identify an untouched market, find a Team Leader and start building locations.
At Sport Clips' scale, the map is more nuanced. The brand still sees opportunities to develop new stores in parts of the Northeast, Upper Midwest, Pacific Northwest, and Southwest. But opportunities are also emerging inside established Sport Clips markets.
"The demand is continuing to grow and we see pockets of opportunities to accelerate that growth where it makes sense," Greenwood said. "That includes mature markets where there might be more of a single-unit entry point but also a chance to grow through acquisitions, as well as new markets where there is development opportunity."
In a mature market, a new Team Leader might enter through a single available location and later expand through acquisitions or additional development. In less-developed markets, candidates may follow a more traditional path to building several new stores.
"We can find entry points and opportunities just about anywhere in the country," Greenwood said. “There are also now gaps in the market due to competitors closing. It opens up a lot of opportunities from a real estate standpoint in areas we never had access to before.”
The result is a growth strategy with two complementary engines: developing remaining whitespace and finding incremental opportunities within Sport Clips' existing footprint.
Putting more emphasis on franchise development doesn't mean lowering the bar to increase store count. "We don't compromise on what we know works for the brand," Greenwood said. “When it comes to selecting the right sites and partners, we don't compromise to chase a unit goal we have.”
On the real estate side, Sport Clips can draw on more than three decades of operating history to evaluate sites and trade areas. On the franchisee side, the company remains selective about who becomes a Team Leader.
The manager-led model requires owners who can recruit employees, develop managers, monitor performance and build culture rather than simply provide capital. That approach allows Sport Clips to pursue development where suitable locations and qualified candidates are available.
"We only open up as many locations that make sense," Greenwood said. “It's pretty unique to work for a brand that is not in a position where they have to question whether they should or should not compromise.”
The strategy is also supported by investments Sport Clips has made across its franchise infrastructure. The company has expanded field support, with approximately one field coach for every 25 stores, while increasing in-person training. Sport Clips also owns its mobile app and has built an internal technology team of roughly 50 people focused on improving the customer experience.
With unit-level demand continuing to grow and opportunities appearing in both mature and emerging markets, Sport Clips is focused on accelerating where the fundamentals support it, without compromising the principles that helped build a nearly 1,800-location system.
To find out more information on costs to buy this franchise, please visit: https://1851franchise.com/sport-clips.
Sport Clips
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With nearly 1,800 locations, the men's and boys' hair care franchise is pursuing new development opportunities in established markets and underserved regions.
For a franchise system like Sport Clips Haircuts, growth starts to look different as it approaches 1,800 locations.
The question is no longer simply how many new markets are available. It is how to identify opportunities within a mature national footprint, how to introduce new Team Leaders into established markets and how to continue developing whitespace without compromising the standards that allowed the system to reach its current scale.
That is exactly what is happening at Sport Clips. The men's and boys' hair care franchise isn't reinventing its model or abandoning the development philosophy that has guided it for more than three decades. Instead, the company is looking more closely at where rising demand creates room for additional locations, including markets where Sport Clips already has an established presence.
"We are staying true to what works and the commitment to sustainable growth, and everything works out from there," said Brent Greenwood, vice president of franchise development. "We are focused on accelerating our growth as unit-level demand continues to grow."
For emerging franchise brands, development often follows a straightforward formula: identify an untouched market, find a Team Leader and start building locations.
At Sport Clips' scale, the map is more nuanced. The brand still sees opportunities to develop new stores in parts of the Northeast, Upper Midwest, Pacific Northwest, and Southwest. But opportunities are also emerging inside established Sport Clips markets.
"The demand is continuing to grow and we see pockets of opportunities to accelerate that growth where it makes sense," Greenwood said. "That includes mature markets where there might be more of a single-unit entry point but also a chance to grow through acquisitions, as well as new markets where there is development opportunity."
In a mature market, a new Team Leader might enter through a single available location and later expand through acquisitions or additional development. In less-developed markets, candidates may follow a more traditional path to building several new stores.
"We can find entry points and opportunities just about anywhere in the country," Greenwood said. “There are also now gaps in the market due to competitors closing. It opens up a lot of opportunities from a real estate standpoint in areas we never had access to before.”
The result is a growth strategy with two complementary engines: developing remaining whitespace and finding incremental opportunities within Sport Clips' existing footprint.
Putting more emphasis on franchise development doesn't mean lowering the bar to increase store count. "We don't compromise on what we know works for the brand," Greenwood said. “When it comes to selecting the right sites and partners, we don't compromise to chase a unit goal we have.”
On the real estate side, Sport Clips can draw on more than three decades of operating history to evaluate sites and trade areas. On the franchisee side, the company remains selective about who becomes a Team Leader.
The manager-led model requires owners who can recruit employees, develop managers, monitor performance and build culture rather than simply provide capital. That approach allows Sport Clips to pursue development where suitable locations and qualified candidates are available.
"We only open up as many locations that make sense," Greenwood said. “It's pretty unique to work for a brand that is not in a position where they have to question whether they should or should not compromise.”
The strategy is also supported by investments Sport Clips has made across its franchise infrastructure. The company has expanded field support, with approximately one field coach for every 25 stores, while increasing in-person training. Sport Clips also owns its mobile app and has built an internal technology team of roughly 50 people focused on improving the customer experience.
With unit-level demand continuing to grow and opportunities appearing in both mature and emerging markets, Sport Clips is focused on accelerating where the fundamentals support it, without compromising the principles that helped build a nearly 1,800-location system.
To find out more information on costs to buy this franchise, please visit: https://1851franchise.com/sport-clips.
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