Prove the single-store model first
Before the second store, confirm what makes the first one profitable: location, product, price, or the owner standing in the store every day. If profit depends on the owner's presence, the store is not replicable. Break revenue, cost, labour efficiency and sales per square metre apart, find the replicable part, then discuss expansion.
Store format and investment model
Second, fix the store format: how large, what location, how much investment, how long to pay back. The format sets site criteria, fit-out budget and staffing, and lets franchisees do the maths. The investment model must be honest — fit-out, equipment, first stock, deposit and working capital — not a flattering number.
Product and output standards
Third, product and output: which items must be standard and which can be localised; ingredients, portion, service time and presentation need executable standards. Standards are not for the folder; they let a new employee produce the same taste within three days. Output standards must align with the supply chain.
Procedures and people
Procedures and people are often left last but should come earlier. Opening, daily operations, scheduling, ordering, stocktaking and complaint handling must be documented so new stores do not depend on veteran staff. Decide where store managers come from, and build the second tier early — otherwise new stores can only be staffed by pulling from existing ones.
