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500 + BUSINESSES YOU CAN BUY NOW!

January-February 2026 / Entrepreneur.com

FRANCHISE

Jan.-Feb. 2026

FRANCHISE

500 ®

→ AND THE WINNER IS...

The No. 1 franchise sells this sandwich. Which is it? FIND OUT ON P.78

Want to buy a business? This is your guide. Learn how to thrive as a franchisee, find the best brands, and browse our list by category.

PHOTOGRAPH COURTESY OF JERSEY MIKE’S SUBS

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2 / E N T R E P R E N E U R . C O M / January-February 2026

Cover Illustration / TEDDY FINE (AT TACK LIFE CREATIVE)

January-February 2026

FEATURES 36 When They’re Angry...

How do you handle pissed-off customers? To save itself, a startup called Pacaso needed to figure that out—and fast.

→ EVERYONE’S A CRITIC

Pacaso cofounder Austin Allison trains his team to respond at a company retreat. P.36

by LIZ BRODY

42 What 75,000 People Regret

Are you haunted by the past? Here’s how to let go, by hearing the raw regrets of others. by JASON FEIFER

50 Marketing Secrets of the Smartest Brands

The human psychology behind Apple, Kraft, Dyson, and more. by RICHARD SHOTTON AND MICHAELAARON FLICKER

FRANCHISE 500

And the Best Franchise Is... 64

Table of contents

Who’s #1

106 Fast-rising brands 116 New industry trends 136 Great marketing ideas

→ PITCH OUR INVESTORS TO BE ON ENTREPRENEUR ELEVATOR PITCH We welcome founders who have scalable products or services that are ready for investment, and who have a specific plan for how that investment can help them grow. APPLY TO BE ON THE NEXT SEASON: ENTM.AG/EEPAPPLY

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PHOTOGR A PH COURT ESY OF PACA SO

164 The ranking begins

PACKING | SHIPPING | MAILBOXES | SHREDDING | SCANNING | FAXING | NOTARY | PRINTING *Visit theupsstore.com/guarantee for full details. Copyright © 1994-2024. The UPS Store, Inc. is a UPS company. All rights reserved. The UPS Store® locations are independently owned and operated by franchisees of The UPS Store, Inc. (although one or more may be company-owned) in the USA and by its master licensee and its franchisees in Canada. All employees working at The UPS Store franchised centers, including the notary, are employees of the franchisee and the franchisee alone and are not The UPS Store, Inc. employees. Products, services, prices, and hours of operation may vary by location.

January-February 2026

→ OUT OF THIN AIR

Airco was built to turn carbon dioxide into fuel. But to convince investors it’ll work, they first sold...vodka? P.22

EDITOR’S NOTE

BUSINESS UNUSUAL

20 Make Your Team Work Your “hardest workers” might also be your biggest problem. To measure success properly, use this the playbook.

26 New Year, New Efficiency

Level up your workflow with these new tech tools. by MARIO ARMSTRONG

by DAVE KLINE

12 Liquid I.V.’s Growth Plan

by JASON FEIFER

Don’t let fear-based thinking hold you back. Here’s how to move forward confidently.

CEO Mike Keech built one of the fastest-growing brands at Unilever. Here’s how.

16 What AI Can’t Do

Entrepreneurs share the human function they’ll never automate.

18 Make Old New Again

How to upgrade an older brand, but not lose what makes it great. by LULU SYLBERT

6 / E N T R E P R E N E U R . C O M / January-February 2026

22 Start Small to Go Big

A strategy for taking giant ideas to market—and convincing everyone that it’ll actually work. by LIZ BRODY

24 Rejection Drives Sales

Did someone say no? Listen closely, because it might hold the key to your future success. by LIZ BRODY

CLOSER 272 What Inspires Me

I chased an elusive definition of success. Then an $80 purchase changed everything. by JONATHAN GOODMAN

PHOTOGRAPH COURTESY OF AIRCO

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Are You Ready for This? Don’t let fear-based thinking hold you back. Here’s how to move forward with confidence.

ENTREPRENEURSHIP doesn’t

always work out. Here’s why that’s OK. Last fall, I heard from a reader named Kaitlyn Allen. She’d been building a company called MendIt, which helped people find specialists to mend and repair clothing. The idea was to reduce waste and save people money. But it wasn’t succeeding. “I’m closing MendIt,” she wrote to me. “The purported demand for innovation in the fashion/apparel industry is just not there in a meaningful way, at least for repair. But at least I gave it my all, and I’m so glad I did, because I would have always wondered.” I love that attitude. Kaitlyn was sad, but she wasn’t bitter or regretful. She was grateful. Why? Let’s consider it— because once you understand Kaitlyn’s way of thinking, you will become bolder, try new things more easily, and be less afraid to fail. And if you want to be a successful entrepreneur, you need all those traits in abundance. So here’s the thinking. When we try something new, we often treat the outcome as validation. Our logic goes like this: → If it succeeds, then we’re smart and the idea was worth doing. → If it fails, then we were foolish and wasted our time. → Therefore, if our idea fails, we fail.

In that way, failure becomes a reflection of our worth. But that’s not fair! We can’t control outcomes; we can only control our own actions. That’s why Kaitlyn’s mindset was so important—because she shifted what counts as an accomplishment. Most people would say that “building a successful company” is an accomplishment. Kaitlyn decided that “answering her nagging question” was a meaningful accomplishment too. And she’s right! Most people never act on their big idea. They never pursue a burning desire. They never satisfy an aching curiosity. They never know. But Kaitlyn did. And now she knows. And knowing is better than wondering. That is a powerful and freeing way to think. It lowers pressure. It reduces the stakes. Accomplishment becomes firmly within our control. This aligns with one of my favorite pieces of advice, which came from behavioral scientist Katy Milkman. I’d asked her how to make a hard decision, and her answer was simple and beautiful: Treat it like an experiment. We often avoid new things because they feel like commitments. We think: If I don’t like this, I’ll be stuck with it for a long time. So we never try it at all. But when we frame something as an experiment instead, we remove the pressure. Consider it:

10 / E N T R E P R E N E U R . C O M / January-February 2026

When a scientist runs an experiment, do they expect it to succeed? No! The goal is to simply find out what happens. If those are the stakes, then the path forward becomes clearer. You’re not committing to a new life; you’re testing a hypothesis. You’re not risking everything on one outcome; you’re gathering data. Every action becomes worthwhile. When Kaitlyn’s company didn’t work out, that didn’t mean she was a bad entrepreneur. It just meant the market wasn’t ready for her solution, or the timing wasn’t right, or the business model needed adjustment. None of this was a personal failing; it was just market feedback. And that feedback is incredibly valuable. Kaitlyn now knows more about the industry than she did before. She built a network that respects her. Years from now,

she’ll likely look back at MendIt as the moment she learned something critical, which informed the great thing she does next. In other words: Kaitlyn did more than just shift the accomplishment. She also set herself up for future accomplishments. That’s because we are not the sum of our achievements. We are the sum of our actions. We grow based on what we do, not based on what we win. Which means all you need to do is…do. P.S. Like my column? Good news—I write something like it every week, for free! Just subscribe at jasonfeifer.com/ newsletter.

Jason Feifer jfeifer@entrepreneur.com @heyfeifer s u b s c r i b e : entm.ag/subscribe

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How do you build one of the fastest-growing brands inside Unilever? Just ask Liquid I.V. CEO Mike Keech, who is now driving $1 billion in retail sales. b y J A S O N F E I F E R

12 / E N T R E P R E N E U R . C O M / January-February 2026

P H O T O G R A P H S C O U R T E S Y O F L I Q U I D I .V.

‘Know Your ‘Know Your Strengths Strengths and and Focus Focus on on That’ That’

ow do you reach a billion dollars in retail sales? Mike Keech says it’s simple: focus. Keech is the CEO of Liquid I.V., which sells hydration powders that people mix into water. When he joined the brand five years ago, it was a 30-person startup with around $100 million in revenue. Today, it is Unilever’s largest health-and-wellbeing brand. Keech attributes that to steady focus: Instead of launching a wide range of products, Liquid I.V. has remained laser-focused on its plan— to develop powders that work and get them into more people’s hands. “I’ve worked on several big consumer businesses where they chased a lot of new shiny toys,” he says. “And a massive learning for me has been to ask: What are we great at? What’s our wheelhouse? The power of focus is really, really important. When you’ve got something good, keep working on it.” Here, Keech shares his playbook for building a fast-growing consumer brand while staying focused on what matters most. How do you take a a product like How do you take product like Liquid to market? market? It’s It’s in in a a Liquid I.V. I.V. to hypercompetitive space, space, and hypercompetitive and you need you need to to convince convince people people that the the product really works. that product really works. Community, community, community. We started at a really grassroots level, with a playbook that the beauty industry had been using for maybe five or 10 years before—which was influencers. We started with a very large army of micro-influencers who were real, everyday consumers—people who were relatable and speaking on our behalf. That was one of the biggest and most cost-effective ways of seeding that message.

How did How did you you identify identify which which influencers to influencers to work work with? with? The art of segmentation. When we first started the brand, the biggest insight that drove us is that roughly 75% of Americans are chronically dehydrated. They just don’t know it. That’s a massive opportunity. So we did some early studies to segment the market, and identified four big occasions we thought were really important. We had the nightlife occasion; that’s people having a good time, waking up the next morning, maybe not feeling so great. We have the exercise occasion;

that’s people sweating and needing to be rehydrated. We had travel; you’re traveling at 35,000 feet in a tin can. It’s dry as the Sahara up there. And then we had heat-related dehydration. That allowed us to be much more segmented and targeted in our approach.

What’s your What’s your approach approach to to consumer research? consumer research? How How do do you really you really understand understand what what people want? want? people There are three main ways we do it. One is off-the-shelf research. We buy continuous tracking data, which allows

us to understand movement over time and the big insights. We’re periodically doing deeper studies ahead of big launches where we’re entering new demand spaces. The second is through social media. You will find very quickly that you have some “superusers” that are incredibly passionate. We have a small group where we basically have a one-to-one relationship. We’re sharing ideas with them, we’re asking them things that are on our minds, and we treat them no differently than a member of the team. And last, but by no means least, go and spend real time with consumers one-to-one. Some of my most powerful insights and connections to marketing have come from spending time with consumers. You can only glean so much from a document with a chart and a graph, but when you meet the real consumer one to one, that’s when it really connects with you and the aha moments happen.

What’s an What’s an example example of of how how consumer research consumer research led led to to a a specific product product decision decision at at specific Liquid I.V.? I.V.? Liquid We recently entered the sugarfree energy space, and it’s been a fascinating journey. When we look at the total market of beverages and functional hydration, the biggest slice of the pie is energy drinks. So as we got into the consumer research, we talked to a whole bunch of people, and the number-one thing people said about energy drinks was, “Oh, my God, I get the jitters and feel terrible afterwards.” We always want to zig where others zag. We don’t want to

January-February 2026 / E N T R E P R E N E U R . C O M / 13

Q&A

do a “me-too” product. So we asked ourselves, how could we deliver a better-quality energy? Then we designed a formula to deliver a gentler, more consistent, sustainable lift that does not crash.

In other In other words, words, you you started started with the with the problem problem before before buildbuilding the ing the product. product. That That way, way, when you when you come come to to market, market, you you know it’s people know it’s something something people already want want. already Absolutely, 100%. Many consumer-packaged Many consumer-packaged goods brands goods brands start start in in one one format and and then then expand expand into into format others. You’ve You’ve been been successsuccessothers. ful with with powders, powders, but but there there ful are many many other other formats formats you you are could explore, explore, like like gels gels or or liqliqcould uids. How How do do you you think think about about uids. expansion? expansion? My vision for Liquid I.V. is that it will be a global mega brand. If I look at our growth road map, less than 20% of Americans have bought Liquid I.V., consumer awareness is less than 40%, and we are selling over $1 billion worth of retail sales. So my job is really simple: If I just keep communicating why to buy Liquid I.V., if I keep making sure that it’s available and people can try Liquid I.V., then there is no reason why we should not be able to grow many more billions of dollars with headroom that we have. Of course, there are many more formats we could look at, but the opportunity in the short term is massive, because there’s massive headroom. When I think about new formats, they must be able to hydrate as good or better than what we have today. Otherwise, what problem are we solving? The power of focus, espe-

I AM CONSTRUCTIVELY PARANOID ABOUT THE COMPETITION, BUT I DO NOT LET THEM RUN MY STRATEGY. WE HAVE A STRATEGY, WE STICK TO OUR STRATEGY, AND OF COURSE AS COMPETITION COMES IN, WE WATCH, WE LEARN, WE ADAPT.”

cially when we’re still a youngish company, is critical. When you’ve got something good, keep working on it.

How do How do you you handle handle compecompetition? There tition? There are are a a lot lot of of new new companies offering offering hydration hydration companies solutions. solutions. Over 50 new competitors have entered our space over the past five years. I am con-

14 / E N T R E P R E N E U R . C O M / January-February 2026

structively paranoid about the competition, but I do not let them run my strategy. We have a strategy, we stick to our strategy, and of course as competition comes in, we watch, we learn, we adapt— but we are really clear on what got us to where we are today, and will continue to double down on those things. You’ve got to have belief in

what you’re doing. You have finite time, you have finite resources. You just can’t get distracted with that stuff. Know your strengths, focus on that, believe in yourself. And when you do see material threats, or industry changes, or industry dynamics, don’t be a deer in headlights. If the facts change, then the business changes.

Six Ways

What Can’t AI Do?

As AI automates our business operations, we asked six leaders: What will humans remain indispensable to you for?

1/ For sales, you need someone with high EQ in the room.

“The sales process has been automated in some productive ways, but I’ve had situations where something has gone wrong—and one of the unique attributes of a living, breathing person is the ability to read a room when things aren’t going well. People on the other side are often making decisions based on the emotions caused by the problem. Effective sales and partnership leaders need high EQ and a multisensory intuition that simply cannot be automated. I hope they also know how to use AI—I certainly do—but I can’t trust software with my livelihood or to protect my brand.” —ARI BLOOM, founder and CEO, A-Frame Brands

2/ When ‘selling a feeling,’ intuition is irreplaceable.

“AI should be used in every facet of your business, full stop. My company makes distinctive laundry fragrances, and AI helps us analyze market trends and consumer preferences by understanding our key differentiators, how best to position our scents, and even when to release. But the “magic” happens in details where human judgment is irreplaceable. We work with a principal perfumer with over 30 years of experience, and we rely on her expertise and intuition. Scent is deeply personal and emotional. AI can predict trends, but our customers aren’t just buying detergent. They’re buying a feeling. AI cannot replicate that intuition...yet.” —ROBERT CARDIFF, cofounder and COO, Laundry Sauce

3/ For customer support, you can’t automate true compassion. “As CEO, I personally answer most of the technical support emails from our 10 million users—which surprises people. But here’s why I’ll never automate this: We’re a wine discovery and management platform, and when someone writes in panicked because their computer crashed, and they think they’ve lost 15 years of cellar records, they don’t want a chatbot. They want someone who understands that their 1982 Bordeaux isn’t just an inventory item; it’s the bottle they’ve been saving for their daughter’s wedding. The gratitude in those moments is immense.” —ERIC LEVINE, founder and CEO, CellarTracker

4/ Human connection is the ultimate closer.

“The word ‘always’ is dangerous in technology. Still, there’s one area I believe will remain human for the foreseeable future: closing deals. Whether it’s hiring great talent, forming a partnership, or raising capital, those moments hinge on trust, vision, and a leap of faith. As a biotech founder, brilliant scientists have left academia to join us not because of the compensation package, but because they felt inspired by our mission and trusted me and my cofounders to lead. That emotional connection— the moment when someone decides to bet on you—is not something you can outsource to an algorithm. It is inherently human.” —MICHA BREAKSTONE, cofounder and co-CEO, Somite.ai

16 / E N T R E P R E N E U R . C O M / January-February 2026

5/ For visuals, AI can’t replicate spontaneity or taste.

“AI can generate visuals, but it can’t create the sparks you get on set—the laughter between takes, the way music changes a shot, the energy of a first reaction. Those unrepeatable moments are what people buy into, and emotion drives commerce. As content gets shorter-lived and disposable, AI helps with volume, but taste is still human. That’s why ‘prompt engineering’ is the new creative direction: the same producers, directors, and photographers like me, who once ran shoots, are now running prompts—building campaigns from their desks at 10 times the speed and one-tenth of the price. The human eye hasn’t gone away, and in the right seat, it’s leveling the playing field for smaller businesses.” —HANNAH MCGOUGH, chief marketing officer, Blank Beauty

6/ There’s no company culture without human values.

“Every company has a culture and set of values, however intentional or unintentional. Those are a critical part of doing excellent, meaningful work with team members who build each other up. So people are a vital part of onboarding and building psychological safety. Early in our employee onboarding, we invite a group of team members together to share their stories of what it means to each of them to work here. There’s no way we’d replace showing up for a new team member and having those conversations together.”

—NOAH KAPLAN, CEO, Loyalsnap

Illustration / P E T E R YA N

Innovators

Old Business, Old Business, New New Profits Profits

How do you modernize an older business without sacrificing what made it unique? bb yy LL UU LL UU SS YY LL BB EE RR TT

The Chief, in Goshen, Indiana, makes one tasty cone.

n the U.S., Baby Boomers own nearly 3 million businesses—many of them local and beloved. Over the next decade, 60% of those owners say they plan to retire. That’s a big opportunity for anyone looking to buy a business. But many of these mom-and-pops must be modernized, without sacrificing their old-school charm. What does this look like? Consider this little ice cream shop in Goshen, Indiana, called The Chief. The Chief was founded in 1962 by a local high-school coach and his wife. It’s a diminutive roadside

shop with a devoted following. In 2018, the owners were ready to retire—and a local couple, Tracy and Chad Klopfenstein, bought the place. “The ice cream was delicious,” Tracy says, “but the cash was loose on shelves and coins were in a muffin tin!” The couple started making key updates, and the business grew. The Chief now has a second location, a catering business, and a national profile (including being on Entrepreneur’s “America’s Favorite Mom & Pop Shops” list last year). Here’s the scoop on their success strategy.

18 / E N T R E P R E N E U R . C O M / January-February 2026

2/ Update 2 Update the the experience, experience, then then delegate. delegate. To grow a business, you need to build a system that scales. At first, The Chief was deeply unscalable. “The shop didn’t take credit cards, and the pints were in Styrofoam that your spoon would poke through,” Tracy says. There was no branding or logo, and no digitized point-ofsale system; the employees just added things up on a pad of paper. The Klopfensteins didn’t think customers would miss these quirks, so they switched to paper products, added a digital payment system, and developed a simple logo with a “sense of old” about it. Once the original location was running smoothly, Tracy

and Chad needed higher-level employees to run it themselves. Many of their seasonal employees are high-school and college students, but with the right training, they became managers. “Some people really shine,” Tracy says. Five years ago, this enabled them to open another location in nearby Granger, Indiana, and to start catering (Tracy knows many of the Notre Dame football team’s orders by heart). They’re also opening a seasonal drive-thru at the original location.

3/ Speak 3 Speak your your customer’s customer’s language. language. As the couple modernized The Chief, they ramped up its social media presence. Tracy is a former English teacher, so she took the lead—and watched closely to see what resonated. “People want the posts to seem real, and not too slick,” she says. She leans heavily on close-ups of ice cream and collaborations with locals. Recently, she ran a popular campaign with a customer, Martha, who just turned 100. Offline, the couple follows a similar mode of thinking. The Chief hosts pint sales where every penny goes to local charities. Each year, the nearby Boys & Girls Club creates an ice cream product that the store features for a week. Tracy’s always looking for ways to build community. It’s a small thing, but outside the shop, she put up a large chalkboard for kids to draw on. “Now,” she says, “parents can sit at the picnic tables and have a decent conversation.”

PHOTOGRAPH COURTESY OF THE CHIEF

11/ Preserve Preserve what’s what’s ‘special.’ ‘special.’ All business functions can be divided into two categories: the stuff your customers love, and the stuff they don’t care about. You have to know which is which. For example: The Chief used a 1950s-era machine to create very creamy ice cream. These machines are no longer in production, so if The Chief’s broke, it would be an existential problem. Chad was vice president of engineering at his previous job, so he reverse-engineered the machine and developed a new one just like it. To their relief, customers didn’t notice the difference. Similarly, The Chief used to mix some ingredients by hand, like the Oreos in its Cookies & Cream. To ensure that every tub had consistent mixings, Chad implemented a robot.

→ SWEET SUCCESS

Leadership

Get the Best Out of Your Team

Your “hardest workers” might also be your biggest problem. To measure success properly, use the playbook. b y D AV E K L I N E

ARE YOU REWARDING the right people on your team? You may not be. Consider these two scenarios: SCENARIO #1/ Your star employee works 60-hour weeks, responds to emails at midnight, and never misses a meeting. You love their hustle. But their projects consistently miss deadlines, and their deliverables fall short. SCENARIO #2/ Your top salesperson consistently lands giant contracts and beats targets by 150%—but only works 30 hours a week. You often wonder why they aren’t working harder. NOW, THE QUESTION: Which one do you reward? Most leaders still equate “value” with “time spent on the job”—even though workers can deliver incredible value in infinite ways. To build a thriving team, we must shift from time-based to outcomebased thinking. Because effort without results is just expensive activity. I help corporate leaders do this through my company, MGMT Accelerator. Here’s the playbook we use.

1/ What to reward people for

2/ How to measure goals

THE “EARLY BIRD” PRAISE → Stop celebrating who gets to the office first. → Start celebrating who solves problems fastest.

Use the “SMART-R” method:

THE “ALWAYS AVAILABLE” REWARD → Stop promoting people who answer emails at midnight. → Start promoting people who prevent midnight emergencies. THE “MEETING CHAMPION” RECOGNITION → Stop praising perfect meeting attendance. → Start praising people who eliminate unnecessary meetings. THE “BUSY = IMPORTANT” AWARD → Stop assuming overwhelmed people are your best performers. → Start realizing they might be your least efficient.

20 / E N T R E P R E N E U R . C O M / January-February 2026

S M A R T R

→ Specific → Measurable → Actionable → Realistic → Time-bound → Real results Illustration / Z O H A R L A Z A R

3/ Getting your team to buy in

4/ Getting others to buy in

Workers need to know what’s important. Here are conversation frameworks to use.

To make this shift, you’ll need everyone on board— including your management team. Here’s how.

START WITH THEIR FRUSTRATION /

FRAME THE PROBLEM /

Ask: “What’s the most frustrating part of your current workload?” (They’ll likely say: “I work really hard, but I don’t feel like I’m making progress.”)

“We’re losing our best people, because they’re frustrated carrying underperformers who look busy but don’t deliver.”

CONNECT TO THEIR GOALS /

SHOW THE COST /

Ask: “What would you rather be judged on: how many hours you work or the impact you create?” (They’ll likely say results.)

ADDRESS THE FEAR / Ask: “I know this feels risky. What if you have a bad week? We’ll look at patterns over time, not daily fluctuations. And we’ll help you succeed, not catch you failing.”

MAKE IT CONCRETE / “Instead of tracking your hours, we’ll track [specific outcome]. You’ll have complete flexibility in how you achieve it.”

“Our top performer in sales works 30 hours a week and generates $2 million annually. Our ‘hardest worker’ puts in 60 hours and generates $800K. We’re rewarding the wrong behavior.”

PROPOSE THE TEST/ “Let me experiment with outcome-based management with my team for 90 days. I’ll track both effort and results so we can compare.”

5/ What ‘success’ could look like

6/ Handling the transition

SOFTWARE DEVELOPMENT/

How to actually implement the shift:

→ Deploy feature X by date Y with Z performance criteria.

WEEK 1 / Set clear expectations.

→ Reduce bug reports by 50% this quarter.

“Starting Monday, success means [specific outcome] by [specific date]. How you achieve it is up to you.”

→ Complete code reviews within 24 hours.

SALES / → Generate $500K qualified pipeline monthly. → Close 25% of qualified opportunities. → Maintain a 90% or higher customer satisfaction rate post sale.

CUSTOMER SERVICE / → Resolve 90% of issues on first contact. → Maintain 4.5+ satisfaction rating. → Reduce escalations by 30%.

WEEKS 2-4 / Support, don’t monitor. Check in on obstacles, not hours. Ask “What do you need to succeed?” not “How many hours did you work?”

MONTH 2 / Address issues early. If someone’s struggling, diagnose why. Skill gap? Unclear expectations? External obstacles? Fix the root cause.

MONTH 3 / Celebrate success stories. Share examples of people who thrived with outcome-based management. Make it the new normal.

→ FOR MORE LEADERSHIP ADVICE FROM DAVE KLINE, SUBSCRIBE TO HIS NEWSLETTER AT MGMTPL AYBOOK.COM

→ IT’S IN THE AIR!

Airco’s Gregory Constantine got to sustainable fuel by way of vodka!

When Your Idea Is Too Big

Major breakthroughs often require a lot of time and money. Don’t have either? Here’s another way forward—by first selling an easier, more marketable product that will get you there. b y L I Z B R O D Y

regory Constantine had a wild idea: What if he could suck carbon dioxide out of the air and turn it into sustainable fuel for airplanes? With an MBA at Harvard, he’d met Stafford Sheehan, who got his Ph.D. at Yale working on the technology to do it. So when they cofounded Airco in 2017, Constantine asked

a very different question: While we work on our big idea, what can we make and sell now? This is a critical tactic, often employed by the most visionary thinkers. It’s the stepping stone to making their bold ideas a reality—by first taking something simpler to market, and using the earnings to fund more ambitious work. Examples abound. Tesla CEO Elon Musk always wanted to

22 / E N T R E P R E N E U R . C O M / January-February 2026

create an affordable electric vehicle, but he knew the economics would be too difficult at first— so Tesla began with premium sports cars. Amazon wanted to be an “everything store,” but started with a much smaller market: books. Google used its advertising revenue to finance its robotaxi ambitions. And so on. So how do you find the right product to start with? For Constantine, the process went like this: He considered what would have obvious consumer appeal, could be sold at a high price point, and would also showcase the technology he was developing. Sheehan figured out how to make ethanol from carbon dioxide—and that provided their answer: They could use it in a drinkable alcohol. So they distilled the first-ever vodka made from water and “air.” Called Air Vodka, it got a lot of attention and sold well. Then they created a perfume and, during the pandemic, a hand sanitizer, also out of CO2. “These products were never the endgame for us,” Constantine says. “They were proof points to build trust and awareness and to fund the scale.” The strategy worked. Three years later, Airco was able to attract seed investors for its real mission, and went on to raise over $100 million. Now, the company is doing exactly what the founders originally wanted—producing industrial aviation fuel made with CO2 pulled from the environment. Not only has their fuel powered a military test flight; the company has won government contracts, including one for $65 million from the Department of Defense, and has commitments from a few airlines for when the fuel goes commercial.

“As entrepreneurs, you often get stuck on your path,” says Constantine, “and more often than not, you have to really re-look at that path and say, Is this going to get me to where we need to go?” (He and Sheehan split recently, and have filed lawsuits against each other.) Lonnie Johnson asked that question too. He’s another example of a big thinker who put this strategy to work—and in his case, it led to one of the most iconic toys of all time. Trained as a nuclear engineer, Johnson worked for NASA and served in the Air Force but longed to pursue his own inventions in sustainable energy. One evening after work, he was tinkering with a heat pump that would use water instead of freon. “I hooked a tube up to the sink that shot a stream of water across the bathroom,” he says, “and it was so gratifying that I thought, A high-performance water gun, something a small kid could drench people with, would be a lot of fun!” Johnson saw opportunity: He could license his concept to a toy company, which would then fund the research he actually wanted to do. That toy became known as the Super Soaker, and it’s done more than $1 billion in sales. That helped Johnson build his own lab and attract investors. Now he’s working on bringing his eco-friendly energy inventions to market, like batteries that can charge an electric car for up to 800 miles (instead of the typical 300) and a new version of that heat pump. “I couldn’t do what I’m doing now,” Johnson says, “if it were not for the freedom that the toys gave me to address the environmental challenges that we face and focus on my passion.”

PHOTOGRAPH COURTESY OF AIRCO

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Rejection Is the Best Sales Channel Did someone say no? Listen closely, because that two-letter word might hold the key to your future success. b y L I Z B R O D Y

very startup wants to land the big client. But here’s a strategy most don’t consider: When your pitch bombs, be thankful. Then, use the client’s rejection as a roadmap for success. Sound like a roundabout way to get sales? Not to the healthcare company Ostro. It’s how

they ended up signing multiple major pharma clients, and why they now train their internal teams to embrace the process. Yes, they learned, sometimes a rejection is just a rejection. But other times, a potential customer is telling you what they want—and that might be an even bigger opportunity than the one you’re chasing.

24 / E N T R E P R E N E U R . C O M / January-February 2026

Here’s what happened. Ostro began in 2019 as a telehealth platform. In March 2020, as telehealth boomed, its founders secured interest from the pharma giant Merck. The plan was to help Ostro prescribe Merck’s medications remotely. But before the deal was signed, a top Merck marketing executive, Arpa Garay, was asked to give her opinion. So, on a chilly Friday, a meeting was arranged. Ostro cofounders Chase Feiger and Ahmed Elsayyad pitched their hearts out, but Garay was skeptical. “For the majority of the Merck products,” she told them, “it just doesn’t make sense.” Many of those products required implants and infusions which couldn’t be done by telehealth. The deal was killed. “That blunt feedback could have been the end,” says Feiger. “Instead, it became the spark.” Here’s why: When a client says what you’re not bringing to the table, it’s often a great indication of what they’d like you to bring to the table. “Arpa was explaining why this really wouldn’t work for a lot of different therapeutic areas,” Elsayyad says. Now, the cofounders saw what Merck really wanted—which was a new way to connect with consumers and healthcare providers. Elsayyad and Feiger got to work and developed a different platform called Ostro Navigate. It plugs into a brand’s website, and helps visitors find the next right step—whether it’s booking a telehealth visit, a live nurse conversation, or something else. Then, about a year and a half after Merck rejected them, Feiger reached back out to Garay. “He was actually very funny and humble about it,” Garay recalls. “He was like, ‘I could

have saved myself a good 12 to 18 months if I had just listened to you.’ Then he described his new company. And that’s when I said, ‘Well, this makes a ton of sense. And it could work across a lot of different companies and products.’” Garay turned into a major advocate for the startup—even becoming an advisor and helping it land clients, including a now spun-off Merck subsidiary called Organon and several other top-10 pharma firms. Meanwhile, Ostro’s cofounders have taught their sales teams to love when a potential client says no—so long as they provide details. “Indifference is not going to move a deal forward,” Elsayyad says. “The meeting that went well is the one where the person was critical, because they cared enough to dig in.” And when a salesperson strikes out with a major potential client, Elsayyad will always tell them: “Let’s figure out what their main rebuttal is.” Maybe it’s something Ostro can solve now, or it’s an opportunity to evolve into later. This is exactly what happened with Stacy Stone, an executive at Axsome Therapeutics. She took a meeting with Ostro, and pointed out that its product was only built to work on websites. She wanted to reach patients by text and email too. So Ostro built exactly that, and landed Axsome Therapeutics as a client. When Stone moved on to two more companies, they became clients too. “Chase and Ahmed could have continued down the road with just the website build for patients,” Stone says. “But when they can say, ‘You are right. There’s more to this,’ that’s where a true leader stands up.”

PHOTOGRAPH BY STOCK.ADOBE.COM/KRAKENIMAGES.COM

Strategies

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Mario’s Picks

New Year, New Efficiency

Level up your workflow at home or on the move. Emmy Award–winner Mario Armstrong highlights his top desk upgrades and tips for making your off-hours count.

1/ Speakers meant to be seen.

2/ A masterpiece in bricks.

Even when it’s off, the 8-inch round Ikea Solskydd Portable Bluetooth Speaker [$80; ikea.com] will turn heads. Its bold orange checkerboard pattern looks like art; you can hang it on a wall or carry the nearly 3-pound speaker by its stand. Its built-in battery runs up to 25 hours and has simple top-mounted controls. There’s no fussy app; just connect through your phone like you would a pair of earbuds. Want a punchier alternative to your TV’s soundbar? Pair two for true left-right stereo.

It’s a weekend project that turns into a humblebrag: The Lego Vincent van Gogh Sunflowers [$200; lego.com] is fun to put together, and then hangs nicely in your office or Zoom background. Just like Lego’s Mona Lisa and The Scream, Sunflowers is instantly recognizable to art lovers and novices alike. The scale here (22-by-17 inches and protruding off the wall a chunky 2 inches) helps it stand out. But you must be up to the task: Its 2,615 pieces should take about seven or eight hours to assemble.

26 / E N T R E P R E N E U R . C O M / January-February 2026

3/ Gaming on the go. The roughly 3-by-3-inch, rechargeable Playdate [$229; play.date] is perfect when you’ve outgrown big consoles but still love a quick, clever distraction. Unlike free apps and their endless ads, Playdate delivers fast-moving, crisp, black-and-white games. Many use the system’s charming crank (you really need to turn it!), and the lineup spans action, adventure, puzzles, and strategy from small indie studios. Twenty-four games are included, and additional games can be purchased individually as one-offs.

4/ A mouse made for movement.

5/ A camera that keeps track.

Give your hand a break with the Logitech MX Master 4 [$120; logitech.com]. It’s an ergonomic mouse designed to reduce wrist strain while keeping shortcuts within easy reach. Its machined aluminum scroll wheel and eight customizable buttons let you navigate documents, spreadsheets, and Adobe programs with ease, making you about 33% more efficient. The side thumb wheel keeps your hand steady for horizontal scrolling or timeline edits, while seamless multi-device switching allows you to work across computers for up to 70 days before needing a recharge.

Whether you shoot on a phone, point-and-shoot, or action camera, the GoPro Fluid Pro AI gimbal [$230; gopro.com] makes it easier for content creators to produce smooth, professional-looking video. You can now tell it what to do using hand gestures; for example, making the “OK” sign tells the gimbal to focus on you in selfie mode, or it can be set to keep a moving subject in frame. Its reversible, adjustable light improves low-light shots, and its battery lasts all day.

P H O T O G R A P H S C O U R T E S Y O F I K E A ; L E G O ; P L AY D AT E ; L O G I T E C H ; G O P R O

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Japan

UNLOCKING GROW TH OPPORTUNITIES IN ONE OF THE WORLD’S MOST ADVANCED ECONOMIES

apan stands as a cornerstone of global business — a nation where tradition and cutting-edge innovation coexist, creating a highly favorable environment for foreign investors. According to the International Monetary Fund, Japan is expected to see renewed momentum in the coming years as real wages rise and structural reforms take hold, creating fresh opportunities for growth and strengthening investor confidence. Over the past decades, Japanese companies have built reputations for quality, reliability, and global reach. Today, with renewed political and economic energy, many international investors are turning to Japan not just as a manufacturing hub but as a gateway to advanced supply chains, technological innovation, and stable returns. Increasingly, global firms view Japan as a strategic base for expanding operations across the broader Asia-Pacific region, benefiting from its stability, connectivity, and sophisticated infrastructure. Under the leadership of Prime Minister Sanae Takaichi, the country is doubling down on reforms designed to make Japan more attractive to foreign capital and easier to do business in. Speaking during an economic policy briefing reported by Reuters, she emphasized Japan’s strategic direction, stating: “Our goal is to strengthen the supply structure of the Japanese economy, increase income, improve consumer sentiment, boost corporate earnings.” This commitment underscores a shift toward growth-oriented policymaking and renewed confidence in Japan’s economic trajectory. One major advantage for investors is the improving ease of doing business. The Japanese government is implementing measures to support corporate profitability and promote efficiency, including fiscal incentives and structural reforms. The 2025 stimulus package — the largest since the pandemic — is designed not only to cushion households against inflation but also to give companies room

to invest in growth industries. At the same time, Japan aims to position itself as an investment powerhouse by expanding its asset-management sector, fostering startup development, and enc ouraging b o th domestic and foreign capital inflows. The growth potential of Japan’s economy remains substantial. After decades of deflationary pressure and slow expansion, the current leadership is guiding a transition toward a technologyintensive, innovation-driven economic model. Key reforms target strategic sectors Sanae Takaichi such as semiconductors, Prime Minister renewable energy, advanced manufacturing, and digital infrastructure — areas where Japan already has deep expertise. Policies designed to raise wages and strengthen consumer spending aim to create a virtuous cycle in which rising incomes fuel domestic demand, encouraging broader corporate investment. With companies increasingly adopting productivity-enhancing technologies and modernized supply-chain practices, Japan is well positioned to reinforce its global competitiveness in the years ahead. For foreign investors — whether multinational corporations or emerging funds — Japan offers a compelling blend: world-class infrastructure, a highly skilled workforce, transparent legal and financial systems, and a government actively promoting foreign participation in its economic renewal. The country’s commitment to long-term stability, coupled with a willingness to embrace structural change, provides a balanced and attractive investment climate. As Prime Minister Takaichi declared in her first policy speech to the Diet, “I will strive to build a robust economy, turning people’s unease and apprehension over their current lives and the future into hope,” outlining a vision of a stronger, more prosperous Japan in which economic growth translates into real benefits for households, businesses, and long-term investors alike.

Vixen

PRECISION, PASSION, AND PERSPECTIVE—THE ENDURING VISION OF JAPAN’S OPTICAL INNOVATOR.

apan’s economy continues to demonstrate resilience and steady growth, supported by exports, innovation, and renewed domestic confidence. According to the IMF, the country’s GDP is projected to expand by around 1.2% in 2025, while Deloitte points to strong performance in advanced manufacturing and precision technology. Within this thriving environment, Japan’s optical and scientific instrument industries remain global leaders in quality and innovation. Among the most respected companies in this field is Vixen, a 76-yearold firm that has grown from a small telescope maker into Japan’s number-one binocular brand, holding the leading market share in the category. Under the leadership of President Kazushige Niitsuma, Vixen has evolved into a global enterprise while maintaining the craftsmanship and values that define Japanese industry. The company generates 3 billion yen in annual sales and trades with over 70 countries, showcasing an impressive reach for a mid-sized manufacturer. Its major breakthrough came with the development of stabilizing binoculars, designed to counteract hand movement and deliver crystal-clear, steady views. This technological edge has made Vixen a trusted choice for professional and hobbyist users alike—such as hunters in Germany, where precision optics are part of outdoor culture. What sets Vixen apart is its close relationship with users and its philosophy of blending natural sciences with wonder.“We want readers to know that Vixen encourages approaching nature through natural sciences,” Niitsuma said. “Our vision is to be the company that shows the stars to people.” The statement reflects not only the brand’s mission but also its dedication to inspiring curiosity and appreciation for the natural world. After reorganizing its distribution network during the pandemic, Vixen is now entering a new phase of global expansion. The company is strengthening its

Kazushige Niitsuma President presence in Europe, the U.S., and Asia, seeking new partners and distributors to help introduce its latest binoculars and optical products to broader markets. This expansion strategy, built on quality and long-term collaboration, reflects Vixen’s reputation as a reliable and forward-looking Japanese manufacturer. Despite its size, Vixen maintains the discipline and precision of a much larger organization. “Compared with gigantic companies, Vixen is relatively small, but in every department we have people who understand the value of our products,” Niitsuma noted. This commitment to craftsmanship and quality control ensures that every product meets the company’s high standards before reaching customers. President Niitsuma’s message to the international business community is clear: Japan remains a strong, innovative, and welcoming environment for collaboration. “We would like to pursue a positive, forward-looking, peaceful business with you,” he said. With its eyes set on global growth and its roots firmly grounded in Japanese excellence, Vixen continues to embody the spirit of innovation that defines the nation’s modern economy.

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Tokai Tokyo Financial Holdings

REDEFINING MODERN WEALTH MANAGEMENT

apan’s economy is showing renewed momentum, with global institutions noting a clear, broad-based upswing. The International Monetary Fund recently highlighted Japan’s “resilient domestic demand” and upgraded its growth outlook, citing robust consumption and stronger-than-expected capital investment. Deloitte has similarly reported that Japan’s economic transformation— driven by manufacturing strength, innovation, and financial-sector reform—is placing the country “on a stable path of sustainable mediumterm growth.” After years of stagnation, Japan is once again asserting itself as one of the world’s most technologically advanced and forwardlooking economies. Within this macroeconomic revival, Tateaki Ishida Japan’s financial services sector stands out Chairman as one of the country’s most rapidly evolving industries. Structural reforms, demographic shifts, and a national effort to encourage citizens to move “from saving to investing” have triggered a transformation across asset management, securities, and advisory businesses. The World Bank notes that Japanese households collectively hold more than USD 16 trillion in financial assets, representing one of the world’s largest pools of deployable capital. As competition intensifies and investors demand more sophisticated, client-centric solutions, new opportunities are emerging for agile institutions capable of out-innovating Japan’s traditional megabanks. It is in this environment that Tokai Tokyo Financial Holdings has become one of Japan’s most dynamic financial groups. Celebrating its 25th anniversary, the company has evolved from a regional brokerage into a nationwide platform focused on wealth management excellence, strategic alliances, and a nuanced understanding of the country’s changing investor base. Chairman Tateaki Ishida describes the company’s journey candidly: “When we started, we were just a Japanese stockbroking house, but I realized that if we continued in that traditional way, our growth potential would be limited. We needed to change everything—our business models, management style, even our governance structure.” That reinvention reshaped the company. Tokai Tokyo’s shift from pure brokerage to comprehensive wealth management allowed it to build deep, advisory-driven relationships with high-net-worth individuals—its central focus today. Instead of serving speculative traders, the firm now manages long-term portfolios that integrate investment trusts, bonds, derivatives, structured products, and multigenerational planning. Ishida highlights the impact of this pivot: “In just five years, our Orque d’or client assets grew from 70 billion yen to 1.6 trillion yen.” This growth stems largely from the company’s strategic attention to what it calls the “Golden Treasure Land”—a vast, previously underserved middle tier of affluent clients overlooked by both Japan’s megabanks and mass-market digital platforms. Partnerships form the company’s second major strategic pillar. Tokai Tokyo has built seven successful joint ventures with regional banks across Japan, leveraging local trust while delivering advanced securities capabilities. These alliances have attracted increasing

attention from domestic and global financial institutions. Ishida notes that “many large banks and non-bank institutions are approaching us because they lack expertise in securities, which we can provide. Even world-famous financial groups have expressed interest in partnering with us.” The company currently has multiple partnership projects in progress, underscoring the credibility of its model. What truly distinguishes Tokai Tokyo, however, is its cultural mission. Wealth, for the company, extends beyond financial returns. Orque d’or, its platform for high-net-worth networking and experiential engagement, hosts exclusive events that mix art, performance, and lifestyle experiences. These gatherings—ranging from concerts by acclaimed violinist Taro Hakase to fashion showcases by renowned designer Junko Koshino—reflect the company’s belief that financial prosperity should be enriched by emotion, creativity, and community. This philosophy aligns with its internal motto: “Start the change.” Tokai Tokyo’s openness also extends to the global business community. The firm operates innovation salons in Nagoya and Tokyo’s Aoyama district, providing co-working spaces, networking opportunities, and advisory support for entrepreneurs and investors looking to enter the Japanese market. With a combination of regulatory guidance, market insights, and introductions to local partners, the company positions itself as a gateway for international firms seeking traction in Japan’s complex business environment. This international orientation is supported by Ishida’s strong conviction in Japan’s renewed momentum. He emphasizes the country’s enduring strengths: “Japan remains one of the most advanced nations in terms of craftsmanship, punctuality, and quality. There are invisible treasures here—safety, trust, and a high quality of life. We just need to regain our confidence.” As Japan’s leadership embraces a more optimistic direction and the financial landscape opens to innovation, the country offers an increasingly compelling environment for global investors and partners. For global investors, innovators, and financial institutions, Tokai Tokyo Financial Holdings represents a sophisticated gateway to one of the world’s most stable and culturally rich markets. The firm combines deep expertise in wealth management with a collaborative, forwardlooking approach that aligns naturally with Japan’s broader economic resurgence. Whether supporting high-net-worth families seeking long-term financial stewardship or guiding international entrepreneurs through the complexities of establishing a foothold in Japan, Tokai Tokyo offers a blend of precision, cultural insight, and personal attention that remains rare in the industry. As Japan embraces a new era of optimism, Tokai Tokyo stands ready to work with partners who share a genuine interest in the country’s society, values, and future—extending an open invitation to join in the opportunities of a market that is once again gaining global momentum.

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CMIC Group

HOW A JAPANESE PIONEER IS REDEFINING THE GLOBAL HEALTHCARE VALUE CHAIN

apan’s economy has shown signs of both resilience and cautious momentum as we move through 2025. According to the International Monetary Fund, following a very modest estimated growth of just 0.1 percent in 2024, real GDP is projected to expand by around 1.2 percent in 2025. This suggests that the world’s thirdlargest advanced economy is slowly pulling itself into a new growth phase, supported by rising wage growth, improving private consumption and accommodative financial conditions. While the pace of growth remains modest by international standards, the outlook is meaningful for businesses and investors eyeing Japan as a strategic market. In this broader economic backdrop, the healthcare, pharmaceutical and life-sciences sector in Japan stands out as a vibrant and strategically important field. Japan’s demographic profile—an increasing share of older citizens—and the push for innovation in digital health, biotechnology, and personalised medicine have combined to make healthcare a key area of growth and transformation. Many global consulting firms and research bodies highlight that while the overall economy is subdued, the healthcare and biotech segment is where Japan is showing leadership in combining advanced infrastructure, regulatory strength and willingness to adopt new technologies. The Pharmaceuticals and Medical Devices Agency (PMDA), Japan’s equivalent of the FDA, has built a reputation for rigorous yet efficient regulatory approvals, making Japan an attractive place for global drug developers to run clinical trials. Multinational companies increasingly see Japan not just as a consumer market but also as a trusted research hub, where patient data, trial results, and healthcare practices set global benchmarks. This combination of aging population, technological sophistication, and global credibility makes healthcare in Japan a sector of strategic importance far beyond its borders. Into this space steps CMIC Holdings Co., Ltd. (CMIC). Founded in 1992 by Kazuo Nakamura, CMIC holds the distinction of being one of Japan’s first contract research organisations (CROs) designed to support pharmaceutical R&D locally. As Nakamura puts it, “CMIC Group pioneered the CRO business in Japan. We started out to support the development of pharmaceuticals, and it now offers greatly expanded services that encompass an entire value-chain of pharmaceutical companies, including manufacturing, sales and marketing, based on our unique ‘Pharmaceutical Value Creator (PVC)’ business model.” From those beginnings, CMIC has evolved significantly—moving beyond traditional CRO services into a fullspectrum healthcare value-chain player, with operations spanning clinical development, manufacturing (CDMO), device and digital health solutions, and post-market healthcare services. One of CMIC’s key strengths is precisely this end-to-end integration. Where many CROs focus solely on early-phase clinical research or specific trial support services, CMIC has built a model combining development, manufacturing, regulatory support, sales/marketing and even consumer and community health

Kazuo Nakamura Chairman & CEO

services. As Nakamura explained, “We developed a new business model I called the Pharmaceutical Value Creator. While the U.S. had CDMOs, no one had yet combined all these elements under one framework. That made CMIC a global pioneer.” This breadth gives the company an ability to serve clients who are looking for a one-stop partner in Japan and across Asia. It also positions CMIC to capture value at multiple points along the pharmaceutical lifecycle, rather than simply providing isolated services. Another standout feature is CMIC’s commitment to digital health and personal health value. The company has launched platforms such as “harmo”, a prescription-record and vaccinationmanagement system. This ambition to move from disease treatment to lifestyle, preventive and consumer-oriented health services distinguishes CMIC in a sector that is increasingly moving in that direction. In the words of Nakamura, “When I was younger, I thought it was all about creating drugs to cure diseases. But now I see that what truly matters is personalised care—treatment suited to each individual’s lifestyle and personality. Sometimes sports or lifestyle changes may be more effective than medication.” By adopting this mindset, CMIC is aligning itself with demographic and technological trends: aging populations, digitally-connected patients, and health outcomes that extend beyond simply prescription medicine. CMIC also leverages Japanese cultural values in its corporate philosophy. For example, the company embraces the notion of ikigai—a Japanese concept of purpose, joy and balance in life—as part of its core creed. Nakamura states: “Our CREED emphasizes helping every individual live life to the fullest every single day. Through digital health tools, the connection with Japan’s ikigai philosophy becomes clear: people thrive when they feel purpose, connection, and joy.” This cultural anchoring may sound intangible, but it underpins a corporate identity that aims to integrate personal meaning and advanced healthcare, offering something more than pure technical competence. From a long term growth perspective, CMIC has a compelling proposition for both investors and clients. For entering the

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Japanese market, CMIC offers international pharmaceutical and biotech companies a tried and tested partner that understands local regulatory, commercial and cultural nuances. It gives domestic Japanese companies access to global networks via its Asia-Pacific presence and global trials expertise. One relevant quote summarises this: “Our model is versatile and crosses many industry boundaries, so we welcome partnerships of all kinds—not only in healthcare but also from fields like electronics, automotive, or even fashion. Collaboration across industries can create new ways to deliver individualised healthcare.” That willingness to partner across sectors is increasingly valuable in a world where health, technology and consumer behaviour interconnect. Another core feature that ensure the company’s stability and potential for growth is CMIC’s global footprint. The company was among the first Japanese CROs to establish overseas operations in the UK, Canada and Korea, making it a credible global service provider while still being deeply Japanese. It emphasises, “We prefer to work with strong local partners who understand our model and values. Sometimes that means establishing offices; other times, closing or restructuring if needed. Flexibility and partnership are key.” Such adaptability appeals to companies wanting both local depth and global reach. In terms of innovation pipeline and value creation, CMIC has built strength in rare and orphan disease drug development, advanced therapies (cell & gene), digital platforms and integrated manufacturing. By investing in imaging, laboratory operations and animal studies, the company strengthens its capability to link scientific breakthroughs with practical healthcare solutions. This gives it a competitive edge in a market where differentiation increasingly depends on niche expertise and data-driven services rather than generic trial support. The corporate culture and leadership at CMIC deserve mention too. While fast decision-making once defined the company’s early outsourcing roots, the current emphasis is on agile transformation, cross-industry collaboration and value creation with speed and precision. Daily global communications, remote and hybrid working models, and a mindset that embraces change have been

embedded. As Nakamura emphasised: “I’m proud that CMIC’s management emphasises quality, speed and cost-efficiency. When we began as a small outsourcing business, quick delivery was essential. Fast decision-making remains part of our culture today.” This core value now extends into how CMIC manages alliances, adapts to new healthcare trends and pivots into digitalhealth arenas. For potential investors and partners, CMIC offers both stability and innovation. As a listed company with a track record of global expansion, it welcomes investment from those who share its vision of creating value in healthcare. At the same time, its diversity allows it to work with a wide range of industries, building ecosystems that go beyond traditional pharmaceutical boundaries. For foreign companies, CMIC is more than just a service provider: it acts as a gateway into Japan’s complex but highly lucrative healthcare market, offering access to networks, expertise, and a trusted brand image. By leveraging CMIC’s infrastructure, international firms can more easily navigate regulatory processes, adapt products to Japanese patient needs, and gain a springboard into wider Asian markets. That dual identity — deeply rooted in Japan but globally connected — is one of CMIC’s strongest selling points. Japan remains an attractive destination for investment and partnership in healthcare, even as the broader economy faces modest growth. For CMIC, this environment offers opportunities to expand its integrated healthcare model and strengthen alliances across industries and geographies. As Chairman Nakamura puts it: “Let’s all treasure this great concept of ikigai. In a world divided by conflict and hardship, kindness and purpose can heal much more than medicine alone. If each of us embraces ikigai and leads with compassion, we can strengthen our shared humanity — and together, build a better world.”

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Nomura Micro Science ENGINEERING PURIT Y FOR HIGH-TECH GROW TH

apan’s economy is regaining steady momentum that is attracting renewed global attention. The IMF projects growth of around 1% in 2025—an outperformer among advanced economies— supported by strong capital investment and export competitiveness. Deloitte similarly notes that Japan’s manufacturing renewal, driven by investment in next-generation technologies, is strengthening the country’s long-term economic position. As global industries move deeper into digitalization and advanced materials, Japan’s engineering precision and reliability continue to anchor its competitive advantage. One sector benefiting strongly from this environment is high-grade water treatment, particularly ultra-pure water (UPW) systems used in semiconductors and pharmaceuticals. According to McKinsey, global semiconductor capacity is expected to double by 2030, and each new fabrication plant requires UPW at purity levels beyond human visual detection. Japan’s deep expertise in filtration, membrane design, and Toyosaku Senda Makoto Uchida purity engineering has made its firms essential to this supply Honorary Chairman President & Executive Officer chain. As new fabs rise across Asia and the United States, the ultra-pure water sector has become mission-critical Semiconductor companies, in particular, prioritize reliability and long-term infrastructure—and Japanese companies occupy a unique leadership position. alignment over price competition. The firm experienced a significant increase Nomura Micro Science, founded in 1969, is one of the most specialized and in demand in 2024 and 2025, driven by global fab construction, but remains respected players in this space. Initially focused on filter sales, the company cautious about cyclical fluctuations. It seeks partners who understand restructured in 1974 and pivoted toward ultra-pure water systems. This shift the value of strategic, multi-decade cooperation rather than transactional aligned perfectly with Japan’s electronics boom, enabling the company to procurement. supply purification technology to domestic semiconductor manufacturers. Looking ahead, the company sees growing opportunity in pharmaceutical Expansion to South Korea in 1983, Taiwan in the mid-1990s, and later China applications. Pyrogen removal—a crucial requirement for injectable and Singapore turned the firm into a quiet but influential global provider. medicines—is becoming increasingly important, and Nomura Micro Science is Today, roughly 80% of its business comes from semiconductor clients, about introducing endotoxin monitoring technology that allows real-time monitoring 10% from pharmaceuticals, and the remainder from advanced industrial of system integrity. This indicates that by completing the certification process applications. not only in Japan but also in the United States and Europe at an early stage, Nomura Micro Science’s unique selling points are rooted in its technical preparations are in place for a broader market expansion.This diversification depth and historical development. Unlike many competitors that began by aligns well with rising global demand for advanced pharmaceutical assembling equipment, the company started with filters and core membrane manufacturing. technology licensed from the United States. As Honorary Chairman Senda The company is also developing an environmentally friendly ozone-water Toyosaku explains, “We started off with filters, which are the crucial part of oxidation technology. Early R&D results show the ability to double ozone water purification, and then, based on our accumulated know-how, we concentration from 200 ppm to 400 ppm, significantly improving purification grew slowly but firmly.” This technological foundation allows the firm to efficiency. This innovation makes it possible to reduce the usage of chemicals design systems focused on purity, stability, and reliability—qualities that such as sulfuric acid —attributes that semiconductor and biotech clients semiconductor fabs depend on. increasingly value as they pursue greener operations. A second differentiator is the company’s distinctive “total guarantee” For Nomura Micro Science, Japan’s reputation plays a strategic role. The philosophy, which shapes its customer relationships. In an industry country’s emphasis on immediacy, precision, and discipline reinforces the where downtime can cost millions, Nomura Micro Science assumes full company’s own operational culture. Senda highlights this clearly: “Japan responsibility for its systems over the long term. As Senda notes, “We believe is very fast in responding to issues... once you contribute, you go all in. You in our equipment and our customer service... even if something happens, we sacrifice yourself to the customer’s needs.” This philosophy—rooted in a don’t invoice customers, because this is our fault, not the customer’s fault.” mindset of responsibility and follow-through—underpins the firm’s long-term This approach, unusual in industrial engineering, has earned the company success. decades-long partnerships; some customers have maintained a relationship Ultimately, Nomura Micro Science’s message to global business readers is with the company for over 40 years. a simple one: ultra-pure water is becoming one of the world’s most essential Responsiveness is another core advantage. Nomura Micro Science has industrial inputs, and the company established sales offices and maintenance teams near customer facilities in has spent more than 50 years various locations in Japan, South Korea, Taiwan, and China, and maintains perfecting the technologies that R&D centers in Japan and South Korea. Semiconductor manufacturing make it possible. With a track requires immediate technical support, and proximity is strategic. “Being very record built on reliability, trust, and close to the customers and responding quickly is crucial and creates strong engineering rigor, it remains a vital reliability,” Senda explains. This geographic spread ensures rapid intervention partner for the semiconductor and and strengthens the company’s reputation as a stable, long-term partner. pharmaceutical industries as they In terms of sales arguments, Nomura Micro Science is not seeking rapid enter their next phase of global expansion or short-term collaborations. Instead, it cultivates relationships with expansion manufacturers for whom ultra-pure water is a critical infrastructure asset.

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Tensho Electric Industries

CRAF TING THE FUTURE OF PL ASTICS WITH JAPANESE PRECISION

apan’s economy is regaining strength. According to the International Monetary Fund, growth is projected to remain steady through 2026, supported by a resurgence in manufacturing and exports. Deloitte’s Asia Outlook notes that “Japan’s industrial sector is reasserting its global competitiveness, driven by innovation and the resilience of small and medium-sized manufacturers.” The revival reflects a renewed pride in monozukuri—the country’s culture of craftsmanship and precision. Among the drivers of this resurgence is Japan’s plastics and advanced materials sector. Once seen as a mature industry, it has reinvented itself to meet global demand for lighter, more sustainable materials. McKinsey’s 2025 industrial report calls it “a field entering a new era of growth,” as automakers and electronics makers use advanced polymers to reduce weight and emissions. Within this evolving landscape, few companies reflect both the history and the future of Japanese industry as clearly as Tensho Electric Industries. Founded in 1936, Tensho was among Japan’s first plastic injection molders. “When we began operations, plastics were still new to the world—only about 20 years old,” recalls Chairman Tadahiko Ishikawa. “Our founder, Mr. Kikuchi, believed this non-conductive material would transform electrical equipment.” From those early days molding radio parts to pioneering plastic television cabinets in the 1950s, Tensho helped shape Japan’s modern plastics industry. The company went public in 1961—before the Tokyo Olympics—and remains listed on the Tokyo Stock Exchange. In 2026, it celebrates 90 years in business, an uncommon record of continuity and adaptability. Today, Tensho operates six production plants including its subsidiary in Japan and two in the United States and China, serving customers across Asia and North America. For decades, the firm was a major supplier to Sharp, providing plastic components for televisions during the boom years of Japanese electronics. When Sharp’s decline disrupted the market, Tensho used the challenge to transform itself. “We had to restructure and diversify,” Ishikawa says. “That experience taught us resilience and pushed us toward new industries.” The company pivoted toward automotive manufacturing—now 70 percent of its revenue— supplying leading carmakers such as Toyota, Honda, and Subaru. At the heart of Tensho’s success is its commitment to QCD: Quality, Cost ef ficiency, and Delivery. “Our customers choose us because we deliver on all three,” Ishikawa explains. Japan’s demanding manufacturing environment has refined these c ap ab ili t i e s to Tensho manufactures wide range of plastic products a world-class for industries and markets. standard. Tensho’s integrated production system—from planning and design to molding and testing—ensures exceptional precision. More than 200 injection molding machines, ranging from 50 to 3,500 tons, produce components that meet the tightest tolerances in the automotive and electronics industries. Tensho also invests heavily in design and material innovation. Its

TADAHIKO ISHIKAWA Chairman of Tensho Electric and Industries Co., Ltd. advanced molding and decorative technologies, including 3D surface decoration, high-precision painting, and printing, expand the creative and functional potential of plastics. “Our long history means we’ve accumulated not just time, but deep technological expertise,” Ishikawa notes. “That’s our most valuable asset.” This blend of heritage and innovation defines the company’s identity and keeps it competitive in a fast-changing industry. Beyond manufacturing excellence, Tensho is expanding its global partnerships. Tensho’s collaboration with Sanko, Japan’s largest producer of logistics materials and the major shareholder of Tensho, brings advanced pallet and container technology to the U.S. market. Ishikawa sees strong potential even in these seemingly simple products. “Even in something like a pallet, there’s great room for innovation,” he says. “This is monozukuri—the spirit of continuous improvement.” The move diversifies Tensho’s portfolio and demonstrates its ability to apply plastics expertise beyond automotive parts. For foreign investors and partners, Tensho offers openness and stability. As a publicly listed firm, its shares are available to international investors, and Ishikawa welcomes collaboration abroad. “If there’s a local need that matches our capabilities, we’re ready to invest and establish operations,” he explains. “Plastics are used everywhere—in cars, logistics, and consumer goods. The possibilities are endless.” This spirit of partnership aligns with Japan’s broader manufacturing revival, where collaboration and technology transfer are increasingly encouraged. Ishikawa’s outlook on Japan’s future is one of confidence and opportunity. He believes the country’s manufacturing strength and social stability offer a rare combination for global investors. “Prime Minister Takaichi’s message that ‘Japan is back’ reflects the reality we see every day,” he says. “Our recovery is being led by manufacturers—by companies like ours that continue to innovate and deliver quality. Japan remains one of the best places in the world to build long-term value.” As Tensho approaches its 90th anniversary, its story mirrors Japan’s industrial journey: disciplined, inventive, and quietly confident. From pioneering plastics before World War II to powering today’s automotive and logistics industries, Tensho Electric Industries embodies the enduring strength of Japanese monozukuri. In an era where quality and reliability are once again prized, Tensho stands as proof that steady craftsmanship never goes out of style.

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Global Style

ELE VATING BUSINESS FASHION WORLDWIDE

apan’s economy continues to demonstrate resilient momentum, supported by steady consumer demand, technological innovation, and rising business investment. According to the IMF, Japan’s GDP growth is projected to strengthen as inflation stabilizes and corporate reforms deepen, helping unlock new competitiveness across key industries. The World Bank similarly notes that Japan’s ability to pair advanced manufacturing with digital transformation has positioned it for “sustained, moderate but stable growth” over the coming years — an encouraging backdrop for companies seeking to expand domestically and abroad. Among the industries benefiting from this renewed confidence is Japan’s fashion and apparel sector, long known for its craftsmanship and attention to detail. Consulting firms such as McKinsey have pointed out that global consumers increasingly associate Japanese fashion with premium quality and precise tailoring, placing the country in a strong position as business attire evolves post-pandemic. Demand for high-quality, custom-made suits has been rising again, driven by hybrid work styles and renewed interest in professional presentation. This environment has spurred new opportunities for companies capable of blending heritage craftsmanship with modern production and global branding. Global Style, one of Japan’s most dynamic made-to-order suit companies, is a standout example of this movement. Approaching its 100th anniversary as a private business, the company carries nearly a century of knowledge in textiles, tailoring, and design. President Hiroshi Tashiro — the sixth-generation leader — has transformed the former textile wholesaler into a fast-growing, publicly listed retail brand with about 40 stores across Japan. Since shifting its focus to custom-made suits in 2009, Global Style has gained significant attention, culminating in its listing on the Tokyo Stock Exchange in 2021.Today, the company combines traditional Japanese precision with international design influences, offering tailor-made suits that deliver luxury aesthetics at accessible prices. A key part of Global Style’s success lies in its unique ability to merge craftsmanship with cost performance. As Tashiro explains, “Our competitive advantage lies in offering suits and jackets that look luxurious — clothes that look like high-end luxury, but at a reasonable price.” This value proposition

appeals to both Japanese consumers and international customers seeking high-quality tailoring without the price tag of European luxury houses. In addition to its suits, Global Style’s popular coats, jackets, and shirts embody the company’s dedication to refined design, expert craftsmanship, and a sense of everyday elegance. Global Style is also innovating in ways not traditionally seen in Japanese tailoring houses. To reach younger customers, the company launched a YouTube drama series called the Gachi Suits Project, a vertical-video story blending romance and workplace challenges. The message is simple: when you wear a Global Style suit, things go right. This playful, modern approach to

branding helps the company stand out in a crowded market and attracts first-time suit buyers who value emotion, story, and lifestyle as much as fabric and fit. Their focus on inbound customers — foreign residents and travelers visiting Japan — is another major development. With tourism rebounding and international visitors returning to Tokyo in record numbers, Global Style sees a significant opportunity to position Japanese business fashion as equal to, or even competitive with, Italy and the U.K. “We built our brand as a Japanese tailor in Ginza,” Tashiro notes, emphasizing the importance of its flagship location in one of the world’s most refined retail districts. The registration of the Ginza Global Style trademark reinforces the company’s commitment to a luxury identity that is both authentically Japanese and internationally appealing. Hiroshi Tashiro International partnerships are at the center of the President company’s next growth phase. Global Style already works with a major Italian garment manufacturer, and discussions are underway to co-develop new materials with global competitiveness. Since 2018, the company has also partnered with, a major Chinese manufacturer with worldwide production capacity. This network allows Global Style to blend Japanese quality control with international technological expertise — a fusion Tashiro sees as essential to scaling the brand globally. The company’s broader expansion plans are equally ambitious. After going public in 2021, Global Style aims to double its corporate value within the nex t five years. Strengthening investor relations, hiring analysts to enhance reporting, and craf ting a comprehensive b u s in e s s p l an are all part of a strategy designed to appeal to global investors. For readers of international business publications, the message is clear: Global Style is open for collaboration, whether through joint ventures, capital partnerships, or strategic alliances. As Tashiro puts it, “We welcome all kinds of partnerships — including investment and joint ventures — as long as we share a common vision.” Yet what truly distinguishes the company is its philosophy of Japanese craftsmanship. Despite operating internationally and partnering across borders, Global Style maintains meticulous oversight of pattern data, fittings, and final production quality. Suits, unlike casual wear, require exacting precision — and here Japanese monozukuri shines. Tashiro sees Japan’s strength in blending Western business strategy with Japanese detail-oriented craftsmanship, ensuring each suit fits perfectly and performs beautifully. As Japan’s economy enters a new chapter of stable, innovation-driven growth, Global Style stands as a compelling example of how heritage companies can reinvent themselves for global ambition. With its blend of craftsmanship, style, cost performance, and openness to international collaboration, it is a brand poised to bring Japanese tailoring to a worldwide audience.

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Pana Chemical

A NEW MODEL FOR CIRCUL AR INNOVATION

apan’s economy in 2025 continues to show steady resilience, supported by rising domestic demand, corporate investment, and structural reforms. According to the IMF’s World Economic Outlook 2025, Japan is projected to grow by 1.0% in 2025, with a stable outlook into 2026 as inflation cools and manufacturers expand capital expenditure. The World Bank’s 2025 East Asia & Pacific Update highlights Japan’s “balanced post-pandemic recovery,” noting that the country’s push toward green innovation and advanced manufacturing is helping drive a new chapter of stable, innovation-led growth. Within this momentum, Japan’s environmental technology and recycling sector is becoming one of its most dynamic fields. The Ministry of Economy, Trade and Industry (METI) notes in its 2025 Circular Economy Report that the country is accelerating investment in resource-efficiency technologies as part of its strategy to reach carbon neutrality by 2050. The OECD also underscores Japan’s leadership in plastic resource management, citing high recycling rates and “strong industrial capacity for advanced materials recovery.” Meanwhile, the World Bank emphasizes that Japan’s shift toward circular-economy industries is attracting interest from international partners seeking reliable sustainability solutions. It is in this environment that Pana Chemical, Japan’s undisputed leader in expanded polystyrene (EPS) recycling, has built its reputation. Founded more than fifty years ago, the company began with a simple but powerful moment of environmental awareness. President Kentaro Inukai recalls how his father started the business after seeing EPS foam boxes being burned at Tokyo’s Tsukiji Market. “He saw the black smoke rising and thought, ‘This is wasteful— and something should be done about it,’” he explains, describing the moment that set the company’s direction. What began as an effort to thermally densify and recycle discarded EPS foam has grown into a national force that today handles roughly 80% of all EPS ingot recycling in Japan. Pana Chemical’s early breakthrough came when it introduced machinery capable of thermally densifying bulky EPS boxes to 1/50 of their original volume, reducing disposal costs and turning waste into reusable, valueadded raw material. Crucially, the company realized that recycling could be a value-creation model. Expanded polystyrene processing machine Instead of simply selling equipment, it collected thermally densified EPS and conver ted it into high - qualit y ingots—an approach that positioned the company at the center of Japan’s circular economy. One of Pana Chemical’s unique strengths today is its extraordinary operational efficiency. Despite controlling most of Japan’s EPS ingot recycling market, the company operates with a lean team of about fifteen employees. Yet it maintains annual sales of around 5 billion yen, all without bank loans. This independence allows it to stay flexible and focused. Its systems and technology—refined in Japan over decades—are known for reliability and longevity, earning the trust of retailers, manufacturers, and environmental agencies. Looking ahead, Pana Chemical is preparing for its next phase through

Kentaro Inukai President

an initiative called “Resource Plastic,” aimed at expanding beyond EPS. Inukai explains: “We believe the future lies in diversifying beyond EPS to create a circular economy for all types of high-quality recycled plastics.” To realize this vision, the company established the General Incorporated Association Resource Plastic Association, which is working to develop certification standards recognized not only in Japan but internationally—an important step toward elevating the global credibility of Japanese recycled materials. International expansion is now a strategic priority. While Japan recycles close to 90% of its polystyrene, many countries recycle less than 30%, creating significant opportunities abroad. Pana Chemical is seeking partners in Europe, Southeast Asia, and other regions interested in adopting Japanese recycling systems. Their approach is gradual: introduce equipment, demonstrate how EPS ingots can be produced locally, and let partners see the economic

value firsthand. Today, the company handles approximately 3,000 tons of EPS ingots per month, and its “J-EPS” brand—representing Japanese quality—has already gained strong recognition in Spain, France, and parts of Asia as a premium recycled raw material. The company’s strength, Inukai emphasizes, is anchored in Japanese business values. “Our strength comes Exported ingots from a combination of trust, reliability, and a long-term mindset,” he says. This philosophy has helped Pana Chemical maintain close partnerships with private companies and government initiatives, ensuring that operations align with Japan’s strict environmental standards. Clients often pay a premium for the assurance that their waste is being processed responsibly and sustainably. Beyond technology and efficiency, Pana Chemical also offers a confident perspective on Japan as a business environment. Inukai describes it simply: “In Japan, quality, reliability, and responsibility are not marketing slogans—they are the foundation of how business is done.” It is a message that resonates strongly with international partners seeking dependable long-term collaboration. As Pana Chemical looks to the future, its mission remains clear: to elevate recycling from a peripheral activity into a central driver of environmental and economic value. The company does not plan an IPO and is not seeking outside investors for its own expansion. Instead, it is looking for partners who share its commitment to sustainable resource management and long-term thinking. For global readers, the invitation is straightforward: partnering with Pana Chemical means accessing Japan’s most advanced EPS recycling expertise— and joining a movement that proves sustainability and profitability can grow together.

www.panachemical.co.jp

www.shigenpla.com

WHAT WHAT TO TODO DO WHEN WHEN PEOPLE PEOPLE ARE ARE PISSED Pacaso is is a a billion-dollar billion-dollar startup startup that that sells sells a a unique unique kind kind of of vacation vacation home. home. So So how how do do you you respond respond when when neighbors neighbors start start protesting, protesting, and and cities cities try try to to ban ban you? you? You learn You learn to to engage. engage. by LIZ BRODY 36 / E N T R E P R E N E U R . C O M / January-February 2026

Illustration / N I C O L Á S O R T E G A

January-February 2026 / E N T R E P R E N E U R . C O M / 37

→ HOME RUN

Despite a few strikes, Austin Allison (right) and Spencer Rascoff have gotten coowning luxury houses to take off.

Pacaso reached unicorn status fast. From the date of its founding in 2020, it took only five months and 23 days. Why? Because a lot of people believed in it. The startup raised more than $90 million and $1 billion in debt financing, and upon announcing its valuation, cofounder Austin Allison proclaimed: “Our mission to democratize second homeownership

38 / E N T R E P R E N E U R . C O M / January-February 2026

rage spreads online faster than any marketing message, they’d need to learn a skill that is critical to business today: how to anticipate, listen, and engage with critics. Because when you genuinely understand why people are upset, that’s how you unlock success. Pacaso has done it: In just a few years, the company has sold more than $1 billion in luxury real estate transactions and services and made over $138 million in gross profit. But it didn’t come easy. AUSTIN ALLISON GREW up far from any fancy second homes. The son of a carpenter from Ohio, he started selling real estate at age 18 to pay for college. By graduation, he’d spent enough time carting documents around to identify a pain point worth solving: That year, 2009, he started DotLoop (a “loop” being an agent’s online workspace) to digitize all the paperwork involved in buying a house. It was a kind of DocuSign-meets-

PHOTOGR A PH COURT ESY OF PACA SO

has resonated with people looking for a refuge.” A month later, a “Stop Pacaso” sign popped up. As it turns out, it didn’t resonate with everyone. And Allison hadn’t seen that coming. He’d started Pacaso with Spencer Rascoff, a cofounder of Zillow. They envisioned a new real-estate marketplace that solved a problem for people who wanted a luxury vacation home but couldn’t afford it. Pacaso made their getaway dreams possible by letting them buy just part of the home, and using that home part of the time. But the neighbors who lived next to those homes were not so enthused. After the first “Stop Pacaso” sign appeared, more followed. Many more. And protests. And bad press. Death threats, regulations, a whole anti-Pacaso movement. To solve that problem, Allison and Rascoff would have to do more than just build a great product. In a world where

Dropbox for real estate, as he put it. That was revolutionary at the time, and Allison grew the startup to 124 employees with nearly half a million users—Entrepreneur even put him on the cover in 2012. Zillow bought the company in 2015 for $120 million, which is how Allison met Rascoff. “The acquisition,” Rascoff says, “created the foundation for Zillow’s expansion into real estate transaction tools, which is a cornerstone of its strategy to this day.” After the sale, Allison ran DotLoop at Zillow for nearly three-and-a-half years before leaving in late 2018. Coincidentally, a few months later, Rascoff left too—and the former colleagues started talking about building something together. Allison reflected on a problem he’d had before he sold his company, when money was tighter. He’d bought a second home in Lake Tahoe, and loved what it added to his life—but he struggled to afford it and ended up renting the place out while trying to manage it from afar. “That was a real pain,” he says. Although this was a problem only people with a certain level of wealth ever have, he became convinced there were enough of them for a viable business. Rascoff was in. His formula for a great startup opportunity is to look for ideas with a high total addressable market (TAM) and a low Net Promoter Score (NPS). In other words: What’s something that’s in high demand, but where most people are unsatisfied with the current solutions? Real estate certainly met those criteria; it’s why he had success with Zillow. Travel also fit the mold, which is why Rascoff previously cofounded Hotwire, a platform that sells cheap hotel rooms and plane tickets, and sold it to Expedia for nearly $700 million. Also as a second-home owner himself, he saw the potential for an idea like Pacaso. “We estimate the TAM to be $500 billion, so that’s very big. And today, traditional second-home ownership is often a challenge,” Rascoff says. “It’s an enriching experience, but the time and mental load of dealing with a solely owned second home can be enormous.” He signed on as Pacaso’s cofounder and board chair. From the very outset, both he and Allison were aware of a potential problem: Their idea sounded a lot like a timeshare, which also involves owning stakes in vacation homes. But timeshares are notorious for predatory sales tactics, hidden fees, difficulty reselling, and outright scams. They’re also associated with a lot of partying and people coming and going. So Allison and Rascoff knew they’d need to hammer home this difference: With timeshares, you

buy a block of time. With Pacaso, you’ve purchased actual property and can sell it whenever you’d like. Still, Allison recognized the confusion would pose an ongoing challenge, because the nuances are complex. Yes, with timeshares, you buy the right to use a vacation home for specific weeks or months. But those rights can technically include a kind of ownership tied to that time period—ownership which you can sell to others. There were other things to figure out as well, like how to build the business side. This was an especially important point for Allison, who regretted the model he’d come up with for DotLoop. That startup went to market as a software-as-a-service (SaaS) company, where realtors paid a monthly or yearly subscription fee to use to manage all their deals, closings, compliance and other paperwork as often as they’d like. But what if DotLoop had charged per transaction instead? Considering how lucrative a transaction can be in real estate, Allison believed that DotLoop would have brought in higher revenue numbers—and sold for a lot more than $120 million. “The way that we set our pricing model up early on didn’t enable us to be rewarded,” he says. Before starting Pacaso, he read a quote that’s sometimes attributed to Einstein: “If you had 60 minutes to save the world, you should spend 55 minutes understanding the problem and only five minutes on the solution.” “It was the opposite of what I did at my first company,” he says, because he’d jumped in too fast without fully understanding market needs. So this time, he took a year off to study co-ownership, diving into market research and looking at other business models like NetJets, which offers fractional ownership in private planes. The resulting first version of Pacaso was simply a marketplace to connect co-owners to homes with some ongoing management. Pacaso would turn each house into an LLC with eight shares, and one person could purchase up to four of those shares—with the number dictating the amount of time they could use the place. The co-owners would never meet, and they’d schedule dates for staying at the house through Pacaso’s platform. Unlike DotLoop, Pacaso was set up from the beginning to have multiple revenue streams, including a 10% purchase fee and annual management fee of 1% of the purchase price. (Now those numbers vary depending on the home and market.) Pacaso also takes a commission on resale.

Allison and Rascoff, both proven entrepreneurs, easily scored a Series A—$17 million in VC money along with $250 million in debt financing to buy the home shares. With the funding, after running a few successful test houses, they launched on October 1, 2020—right when people were fleeing cities because of the pandemic, driving demand in the housing market in desirable locales. When Pacaso officially started buying vacation homes to sell off in slices, to Allison’s and Rascoff’s surprise, their customers revealed they didn’t just want the house—they were looking for more services. They loved the idea of walking through the door, kicking off their shoes, and having somebody else take care of the rest. “They wanted one throat to choke,” says Allison, “not a fragmented experience where stuff breaks and they don’t know who to call.” So that first year, Pacaso turned itself into a management company. With the help of the unicorn raise in March 2021, which landed an additional $75 million, Allison and Rascoff brought all the design and furnishing services in-house, and developed financing for fractional ownership. “There are a lot of startups trying to do this,” says real-estate attorney Andy Sirkin, who has specialized in co-ownership for the last 40 years and did some work for Pacaso. “But I don’t think anybody before them understood that the management could be the business.” IT DIDN’T TAKE LONG for the first opponents to appear. In early 2021, as the company built momentum, Allison assumed that people would welcome Pacaso with open arms. He had a list of talking points he shared with anyone who would listen: Co-ownership relieves pressure on the housing industry, supports local businesses, and makes for great neighbors, he would say—much better than an empty vacation home, Airbnb, or timeshare. It didn’t occur to him or his team that the neighbors of a Pacaso house would feel quite the opposite and see it as an invader. But that’s what happened. The problems began in Bel Aire, a quiet neighborhood in Napa County, California (not to be confused with the tony Bel Air in Los Angeles). Most residents live there full-time, and they objected to seeing a house down the street gobbled up and resold for double the median home

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price. They were also concerned about a tech startup coming in to corporatize and ruin their community. Things got heated fast. Allison received threats. People parked vehicles in front of the house that Pacaso bought, spray-painted their vans with anti-Pacaso signs and organized protests. He was caught off guard, and didn’t know how to respond. “So I basically kind of ignored it. I’m like, These people are just misinformed, and I’m gonna stay the course and do what I know is right,” he says. “That was a huge mistake.” Angry and unheard, the neighbors just got louder, taking to social media and going to the press, with The Wall Street Journal, NPR, Vice, and local papers all writing negative articles about Pacaso. The residents even started a movement called “STOP Pacaso NOW” which spread to other towns, where signs sprouted on lawns, buildings, and telephone poles proclaiming “pacaso timeshares not welcome” and “stop pacaso from eating neighborhoods.” Like Allison, David Willbrand, Pacaso’s chief legal officer, was sidewinded. “We’re going along thinking we’re doing great things for these communities—we’re mom and apple pie, waving the flag,” he says. “And then all of a sudden, all these stories pop up and we’re like, Oh, my God, what happened? Why don’t these people see us for what we are?” In trying to answer that question, Pacaso learned a pivotal lesson about dealing with a crisis: “When it comes to community relations and public affairs, the facts almost don’t matter,” says Allison. “All that matters is the perception. Perception becomes reality, and you have to take it seriously.” That is to say, Pacaso would never win by trying to explain its position. It would need to do something more. The battle seemed lost in Bel Aire, so Pacaso sold its home there. But going forward, Allison realized he’d need to take a different approach to local opposition. He shouldn’t have ignored their criticism—but it wasn’t just enough to react, either. From here on, his company would need to proactively anticipate problems like this. And that involved listening and engaging. First, the Pacaso team put more research into the locations they bought in, focusing on neighborhoods with a high concentration of second homes, so its model wouldn’t seem as foreign. Next, the company changed its approach on the ground. Before they entered a community, they talked to its leaders, city managers, and elected officials, to provide information, and in some cases,

agree to certain rules. Critically, the Pacaso team needed to understand what was motivating the opposition in the first place. “In Northern California, where we started,” says Willbrand, “those communities, in their defense, had experienced 10 or 12 years of the short-term rental boom and had been fighting against timeshares for a long time. They just dumped us in that bucket. And so we had to work to crawl out of it.” BUT THAT WAS JUST the start of Pacaso’s problems. Soon, regulators got involved. Many cities and states have laws against timeshares, either banning them outright or heavily regulating how they can be used and sold—and often, when they refer to “timeshare,” it’s broadly defined. “I don’t think I’ve ever seen a law anywhere that says if you own it, it’s not a timeshare,” says Sirkin, the real estate attorney who specializes in co-ownership. “These laws are typ-

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ically based on usage.” Namely, if multiple people are using a home at different times, and there’s a structure managing it all, that can legally fall under a timeshare. So here Pacaso was: It had come to market offering a timeshare-like experience…and it set up in places that often banned or looked down upon timeshares. Whether intentional or not (and Allison insists it was not), the approach was reminiscent of how disruptors like Airbnb and Uber went to market. Which is to say: It’s better to ask forgiveness than permission. Uber, for example, charged into a city, nevermind the that city heavily regulated who can drive a taxi (and was unlikely to ever give the company permission to operate there). But by the time lawmakers caught up with Uber, locals were already using and loving the service, and wanted it to stay. It was an effective strategy. Allison can see the comparison, but says he’s done something different. Airbnb and Uber, he argues, introduced new commerIllustration / N I C O L Á S O R T E G A

cial uses—literally rethinking what a taxi or hotel could be. All Pacaso did is expand access to traditional homeownership. “Any early friction came from the fact that our co-ownership model didn’t fit neatly into existing zoning categories,” he says. Whatever the case, Pacaso made the first move by buying houses in these cities and towns. When many of them pushed back, it began experimenting with different responses. In some cases, like in St. Helena, California, Pacaso sued, though the results of that strategy have been mixed. “We ended up settling [with St. Helena] and we can continue to operate the homes we have there, but we agreed to press pause,” says Willbrand. “I would’ve preferred not to press pause. But I thought it was best to be accommodating and work on that relationship. And I’m hopeful that over time, St. Helena will be open to us. But if they never are, life goes on, and you look to geographies that might be.” In other places, Pacaso took a more collaborative approach—proactively engaging local leaders to hear their concerns and work together on local laws that make Pacaso’s homes legal. A big win was Utah, which passed a new bill in 2023 that ensures Pacaso’s model is allowed throughout the state. Other successes include Miami Beach, Florida, and Palm Springs, California, where co-ownership is now a distinct category of zoning. In turn, Pacaso agreed to rules the city governments wanted like limits on the number of houses they opened and having a local contact person available 24/7.

of the investors in becoming customers. This caught the attention of DelPrete, a scholar-in-residence at the University of Colorado Boulder, where he leads the Real Estate Technology program and studies innovations that change how people buy homes. He looked at Pacaso’s pitch deck for investors and saw a chart he didn’t like. Pacaso had presented its revenue numbers as cumulative, instead of annual or quarterly, and DelPrete thought that could be deceptive. “To me, the truth matters,” he wrote in a blog post. “And a recent example from Pacaso’s fundraising deck reveals the latest example of a company toeing the line between accuracy and what looks good.” One or two days later, DelPrete got an email from Allison. “I was like, Oh boy, here we go…” DelPrete says. “But it was really good, crediting me and [saying] he takes all this seriously.”

OFTEN, WHEN founders listen to their critics, they develop what you might call a response muscle. As they do, they feel less paralyzed in moments of tension and more able to figure out a successful course of action. If, early on, Allison had absolutely no idea how to respond to the angry residents of Bel Aire, that totally changed by 2024, when he had enough experience working with opponents to stop smaller critics from becoming big ones. One example was a guy named Mike DelPrete, who showed up that year when Pacaso decided to raise another round of funding. The company had navigated turbulent times as high interest rates in 2023 slowed the housing market, and now that they were through it, Pacaso wanted to give ordinary people the opportunity to invest. So the company pursued what’s called Reg A, essentially a way to do equity crowdfunding. Allison thought it had the advantage of raising brand awareness, and the potential to interest some

Allison respected DelPrete’s expertise and had clearly learned his lesson from Bel Aire. He wasn’t ignoring critics anymore. He asked DelPrete for a phone conversation, where he explained that cumulative results were common for businesses that had assets under management, and pointed out that Pacaso did include annual and quarterly earnings in its full report. But Allison also listened intently to DelPrete’s points, and took pains to understand where he was coming from—because even if Allison was right on the facts, perception is what mattered. Bel Aire had taught him that too. “It was a great conversation,” Allison says. Although he still felt there was nothing wrong with Pacaso’s revenue chart, he changed it to avoid causing confusion. DelPrete was impressed. And he was even more impressed the next time Pacaso released its financials. “They put a lot more thought into explaining information, and reached out to people like myself before-

hand,” he says. DelPrete invited Allison on his podcast, Context, where they talked about the incident. “I really respect that he called us out,” says Allison, “and it made us better. It was a constructive moment.” TODAY, PACASO is growing. It isn’t profitable yet, like many early-stage, fast-growth, venture-backed businesses. But it’s closing the gap. With a team of 141 people, it’s now expanded into three countries. Some international cities, like London and Paris, are already very familiar with fractional ownership, which have made those paths easier. Looking back, Allison would have done many things differently—but he doesn’t regret the conflicts Pacaso caused. To him, that’s just the price to pay for innovation. “Everything I’ve ever done that had an impact, meant resistance,” he says. “My first

“We’re “ We’re going going along along thinking thinking we’re we’re doing doing great things things for for these these communities— communities— great we’re mom mom and and apple apple pie, pie, waving waving we’re the flag, flag, and and all all of of a a sudden sudden we’re we’re like, like, the Oh, my my God, God, what what happened?” happened?” Oh,

company, we were pioneering e-signatures, and we got lawsuits and/or legal threats from title companies, banks, and trade associations for years.” He also thinks of other innovators, like Tesla, which came to market by selling directly to consumers—even though states often mandated that cars be sold through dealers. Many fights ensued. But the end result was often a better experience for consumers, and stronger growth for Tesla. “So I think resistance is actually a sign of a good idea,” Allison says. “The question as an entrepreneur is, which battles you fight.” For sure there’s one battle he’s still waging—and will be for a long time. It’s that same problem he always knew would dog them. “To this day,” he says, “25% of the time on a sales call, people are asking us how it’s different from a timeshare.” But that’s fine, he says. Pacaso has proved its answer. Liz Brody is a contributing editor at Entrepreneur.

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WHAT 75,000 P Are you haunted by missed opportunities? Here’s how to let go and move forward

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EOPLE REGRET in 2026—by hearing the raw, personal, and honest regrets of others. by JASON FEIFER

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’’ve been plagued by a professional regret, which I’ve kept to myself for years. But I’ll tell it to you now. Why? Because it’s helpful to share. As we start a new year, it’s important to let go of what anchors us to the past—and hearing other people’s regrets can help us do that. I’ll explain. But first, here’s my regret. Outside of my job as editor in chief of Entrepreneur magazine, I have spent years building a personal newsletter where I share the best lessons I’ve learned. (Find it at jasonfeifer.com/newsletter). A few years ago, I met a fellow newsletter writer who’d built an impressive audience, and he made me a nice offer: He would add me to his recommendations list—which is to say, whenever someone subscribed to his newsletter, they’d get a pop-up recommendation to subscribe to mine. But he was on one newsletter platform, and I was another. To make this work, I’d need to switch to his. That sounded like a hassle. So I thanked him, but passed. Then his popularity exploded. He has more than 1 million subscribers. Meanwhile, I have 75,000—which I’m proud of, but it’s a fraction of what he could have gotten for me. I’ve kept this story to myself for years, because it seems silly and frivolous. Like, Oh, woe is me. But it really eats at me! Newsletters drive significant financial opportunities, and my entire business could be bigger today…if only I’d said yes to that guy. Recently, as I texted with a friend who also writes a newsletter, I shared this with him. He was the first person I’d told. And his response took me back: “Here’s the worst for me,” he wrote. “A client told me to invest in Bitcoin in 2015.” Oh, no, I said. “It was about $250 a Bitcoin,” he continued. “Don’t do the math. It’s painful.” Yes. Millions and millions of dollars’ worth of painful. And this client was a savvy investor whose name you probably know. Back when the client made that recommendation, it was worth taking seriously, but my friend didn’t. When my friend said this, something switched in my brain. I suddenly realized: I am not the only person to miss a big opportunity. And that felt like a small but important revelation. Regrets blossom in darkness. When we lack information, and we keep regrets to ourselves, they feel big and embarrassing, as if we should have known better. But the more we share them with others, the more we recognize how common they are—and how small they are by comparison. So I had an idea: What if we all shared our regrets with each other? What if we compared notes, saw patterns, and appreciated our shared experience? That’s why I asked my 75,000 newsletter subscribers: What missed opportunity do you still regret? I got a flood of responses, which I’ve divided into six common themes. Now I’m sharing them with you, along with my thoughts. It’s time to feel less alone together—and move into 2026, unburdened from whatever came before. Here they are.

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THEME 1

Giving up Giving up on on a winning a winning idea idea

I heard many versions of this story: I had an idea, but someone else succeeded with it. Here are two examples: Jayson says/ Jayson says/ “I had an idea for an outdoor product. I started developing it, but didn’t get far. A couple years passed, and I was watching Shark Tank, and I saw my same concept being pitched to the sharks! I couldn’t believe it. Now that product is sold on Amazon. I regret not developing it sooner or getting it to market. I feel like I missed out on millions.”

Patrice says/ Patrice says/ “Years ago, I started a restaurant review site as a hobby. It got tons of visits. But I had no idea I could make a living off it. My day job was busy, so I stopped reviewing restaurants. Fast-forward, and another company launched the same concept and was acquired for millions. I still die a little inside any time someone brings it up.”

My take/ My take/ I have my own version of this. When I was in high school, I came up with a story about a man who discovers that everything around him is a TV show. I never did anything with it. Then The Truman Show came out. If you have a similar regret, then here’s what to know: This is insanely common. There’s even a term for it: multiple discovery. Across time, multiple independent people tend to develop world-changing ideas at roughly the same time. • Both Isaac Newton and Gottfried Wilhelm Leibniz independently developed the principles of calculus in the late 1600s. • Alexander Graham Bell and Elisha Gray filed patents for the telephone on the same day in 1876.

• Thomas Edison, Joseph Swan, and Hiram Maxim were among several inventors who created practical incandescent bulbs around the same period. Examples go on forever. Ideas are great, but they’re not unique. Even the law recognizes this: It’s why you can’t patent an idea; you can only protect your unique execution of that idea. So do not beat yourself up. Even if you pursued your idea, that doesn’t mean you’d have been the winner. Many others likely had it too. All this means is that you’re a smart thinker, and that will continue to serve you well.

THEME 2

The The grass grass is is always always greener greener

If you regret something you did or didn’t do, it’s safe to assume there are many people out there who regret having made the exact opposite decision. Take a look:

Justyn says/ Justyn says/ “I graduated college in 2023 with no debt and an opportunity to work full time at a midsize New York firm. However, the firm’s industry did not align with my career goals. So I took a risk to attend NYU for my master’s, taking out a loan to cover my tuition. I have graduated now, but have yet to secure a job in my desired field. Meanwhile, everyone from my undergrad is enjoying the start of their professional careers. I feel behind.”

Chris says/ Chris says/ “I was an undereducated, socially isolated child, and attending college was my first ‘real school’ experience. I thrived there, and some professors encouraged me to go on to grad school. I even met with the chair of the department I wanted to be part of. Then I opted to stay at my job and not go to grad school. I’ve regretted it ever

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since. Now I’m not even in that job any longer. Oof.”

My take/ So Justyn regrets going to grad school, and Chris regrets not going to grad school. But let’s be realistic about what happened here. Justyn could have declined grad school, taken that unsatisfying job, and today might be employed but miserable. Chris could have attended grad school, but might have ended up saddled with debt and no job. The lesson: Whatever you regret doing, someone else regrets not doing it. No decision is obvious. No path is predictively correct. You simply couldn’t have known what was right—and in the future, the “wrong” decision might turn out to be the right one.

THEME 3

The missing money There were so many regrets about money. Here’s a sampling:

CC says/ “I was CEO of a startup and had the opportunity to make a strategic investment into a company with three employees. It is now worth $22 billion.” Natalie says/ “I passed up on Apple stock in 2004 because I thought a dollar a share was too much.” Ben says/ “I could have bought a 3-bedroom, 1,500-square-foot flat in Chelsea, NYC for $800,000. I passed because the area was a little beaten down. Would have sold that 10 years later for $2.5 million.”

My take/ When I regret something, I try holding myself to this standard: “Did I make a rational decision based on the information I had at the time?” If the answer is yes, then I can’t fault myself. In the examples above, every decision was

rational. There was no way to predict success. Should you sometimes take risks? Should you sometimes do the irrational thing? Yes, and yes. But you can’t do it all the time, or you’ll invest in nonsense and run out of money. All life is a form of gambling. We can’t regret having played and lost.

THEME 4

The ‘What if…’ stories

I heard so many Sliding Doors moments, when life could have taken a different turn. A sample: Jim says/ “A friend of mine, a billionaire, discouraged me from investing further in a business partnership I was in, because he didn’t like my

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partner. He offered to help me start a business of my own. I didn’t accept. My partner later betrayed me, and it nearly left our family in ruin.”

S says/ “The year I graduated college, my professor offered me a university lecturer gig in my hometown. He was going on a yearlong sabbatical, and I could fill in. I assumed these opportunities would always come, so I said no—because I wanted to attend art school overseas. My parents were mortified. After four more years of study, I finally entered the workforce and feel stunted compared to my peers.”

Bill says/ “As a decent high school basketball player, I was recruited by Coach K to attend West Point. I declined. The next

year, he left for Duke. I could have been in his first graduating class and a foundational player as he built that epic program.” [For non-basketball fans: Coach K is a retired legendary college coach, and his Duke program was dominant for decades.]

Copper says/ “I turned down a fantastic job opportunity that involved moving to Italy for a minimum of three years and a huge salary increase—because my ex-husband wouldn’t relocate with me. He and I divorced a few years later because he said I outgrew him. I so, so, so wish I had said yes! Never got over it!”

My Take/We call these “What if…?” stories, but psychologists have a fancier term for it: counterfactual thinking. It’s what happens when you imagine different Illustration / R A M I N I E M I

outcomes for past events. But here’s the thing to remember: You genuinely are imagining those outcomes. You don’t really know how things would have turned out, and they might have turned out much worse. That’s why, to combat the trap of counterfactual thinking, we must add more counterfactual thinking. Consider all the other ways that things could have turned out. For example: Jim’s friend offered to fund a new business, so Jim imagines that the business would have succeeded. But it could have also failed, and Jim’s billionaire friend could have turned on him. S imagines taking that university gig, then having a long and wonderful career. But S could have taken it, then felt stuck in their hometown. Bill imagines being on Coach K’s Duke team, but he also could have been cut before the season began. If you’re stuck asking “what if,” try asking it in a more positive way. What if you dodged a bullet? What if you learned something critical? What if you’re actually on the right path?

THEME 5

Wasted time

This theme resonates with me personally the most. Here are examples: Linnea Says/ “I stayed at the same job for 10 years because I thought they would recognize how great my work is and reward me for it.”

Ajay Says/ “I missed out on so much free learning at my previous job. If I had been just more forward and asked for opportunities and kept an open mind, I would’ve been more experienced now.”

Jane says/ “I missed out on being lighthearted and partying when I was the age where you would start with those experiences.”

My take/ Jane, that was me too. I was too insecure in high school. Then I was in a longterm relationship through college and most of my 20s. I never just let loose when everyone else did. So here’s what I’ve learned for myself, which I hope you’ll take to heart: Your time hasn’t passed. Your time is now. This is how I’ve chosen to live today, crafting the life I want without exceptions. I travel a ton. I optimize for experience. I’m on a constant quest to meet new people. In my wife, I found someone equally down for great adventures. “The past has served its purpose perfectly,” someone said on a wonderful recent episode of the podcast Heavyweight. “But most people are cherrypickers: Well, I wish that would’ve changed, or I wish this were [different]. No. The purpose of the past...there's only one purpose: to bring you and me right here and now.” True words.

THEME 6

‘I never followed up’

Here was a common scenario: Someone received a great offer, but they didn’t follow up. Here are two examples.

Shannon says: “I always wanted to work with tigers. One day, I met the owner of a tiger show, who told me: ‘Write me a letter, tell me why you want to work with tigers, and if it’s compelling enough, I will bring you on my team and teach you everything I know.’ But I didn’t do it. I regret it every day.”

B.P. .P. says/ “I was an aspiring clarinetist. After a performance, a Grammynominated violinist told me, ‘You’re a fabulous player. We should play together again sometime.’ But I never reached out; I just thought she was being nice. I soon gave up

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music. Could that have been the break I was looking for? I’ll never know.”

My take/ Consider that phrase from B.P.: I just thought she was being nice. It’s so relatable. We’ve all been burned before. Someone said, “We should do this again,” but never called. Colleagues said “I’m happy to help,” then ignored you when you asked. Politeness can masquerade as genuine interest, and this has taught us not to trust offers of help. But still: Even if they’re lying, what’s the worst that can happen by following up? Consider the math. If 10 people make you an offer, let’s say nine of them are “just being nice.” One of them could change your life. If you don’t follow up with them, then you avoid nine embarrassing interactions and you miss something huge. And if you do follow up, you get ignored nine times and then make the connection that changes everything. Here’s what I’ve learned: Many times, people really are making genuine offers—but they’re also expecting some upfront effort from you. They want you to take the lead, or to be clear and reasonable in your ask. They want you to say, “Based on your expertise, here are three specific things I’d love your feedback on, and we’ll get it done in an hour.” We need to stop believing that we’re not worth other people’s time. Let’s start with a different assumption instead: People are genuinely interested in us. And that’s because we are genuinely interesting. We are worth their time, and their attention, and their partnership.

And now, my favorite regret

Of all the regrets I read, this one stood out the most—because it’s the only one with a complete ending. Most regrets hang in

the air like an unfinished sentence; we never truly know what could have been. But this woman knows. Here’s her regret:

KGJ says/ “I was living with my mom after graduating from college, where I spent four years as a varsity softball starter. One day, my mom read in the paper about local auditions for a movie where they were looking for ‘girls who could throw a baseball,’ and suggested that could mean me. Because it was my mom and I was so busy waiting tables at Applebee’s (and maybe a little fear), I declined to take a shot at being an extra in A League of Their Own. Oh, what could have been… But years later, I told a colleague at work about this, and they had a friend who did attend those auditions. That person ended up being Madonna’s ‘bitch for a year’ (her words). Did I want that too, or did I dodge a bullet? Who knows, but it makes me laugh and remember how much I love my life. Regrets and all.”

My take/ I love this so much, KGJ. You got to see the path your life could have taken. And it was just as complex and unpredictable as the life you actually got to live. Big moments can mean nothing. Small moments can change our lives. The good can become bad, and the bad can become good, and it’s simply impossible to predict what will actually matter in life. So here’s the best we can do: We can carry forward with gusto, making the most of our time, building the things that matter, pursuing what matters most to us, and living as if there’s nothing to regret. Jason Feifer is Entrepreneur’s editor in chief. His newsletter, where these regrets came from, is at jasonfeifer.com/newsletter.

50 / E N T R E P R E N E U R . C O M

Illustration / D A N M AT U T I N A

The Marketing Genius Behind the Best Brands It’s not just about smart messaging. It’s about a keen understanding of human psychology. Here’s what Guinness, Kraft, Dyson, Apple, and Pringles get right—and how to become a better marketer. by Richard Shotton and MichaelAaron Flicker

January-February 2026 / E N T R E P R E N E U R . C O M / 51

t’s one thing to look at a genius advertising campaign and say: “I wish I could do something like that.” It’s something else to say: “I want to do something like that, and I’m confident trying because I know why it worked.” Too often, as entrepreneurs, we rely on instinct, intuition, and the idea of “marketing magic,” but not enough on evidence. That’s what brought the two of us together—MichaelAaron, an entrepreneur who’s built nine companies based on behavioral science, and Richard, who’s written three books on the topic. We’re both marketing experts, searching for ways to make our work more effective. We realized that all around the world, researchers are running randomized controlled trials, testing interventions, and publishing papers that show how humans actually make decisions. But their findings are rarely put to commercial use here in the United States. By identifying the tactics of some of the world’s best brands, and examining their behavioral science underpinnings, you can find strategies you might want to adopt for yourself. That way, you can get rid of the guesswork and power up your own marketing efforts with evidence. Here, we look at five leading brands. We’ll examine what initially

52 / E N T R E P R E N E U R . C O M / January-February 2026

made them successful, and then we’ll go beneath the surface to connect their actions to behavioral science principles. And as all good entrepreneurs know, imitation won’t suffice. But consider this a shortcut—a way to leap years ahead of expensive trial and error by learning what others have already figured out and proven.

How GUINNESS earns people’s trust (USING THE PRATFALL EFFECT)

In 1759, Arthur Guinness took out a 9,000-year lease on St. James’s Gate brewery in Dublin, Ireland. That’s how confident he was of future success. And his confidence was well-placed. Ten years later, he began exporting to Great Britain, and today the brand is available in 150 countries. Up until 1929, Guinness didn’t advertise; the family let the product speak for itself. They were finally persuaded to start advertising on the condition that the ads would be as high-caliber as the stout. And they started strong: Their first campaign featured the now famous “Guinness is good for you” slogan, penned by novelist (and natural copywriter) Dorothy L. Sayers. Classic artwork came from John Gilroy. Since then, Guinness advertising has earned cult status. And in 1997, when Guinness put its account up for pitch, the brief sent out to agencies included one interestIllustration / D A N M AT U T I N A

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By acknowledging By acknowledging a potential potential consumer consumer a objection, objection, and and then then reframing it it as as a a sign sign of of reframing craftmanship, it’s it’s craftmanship, displaying the displaying the confidence confidence of competence. of competence.

”

ing stipulation: under no circumstances should the campaign talk about the stout’s slow pour. The aim was to win over lager drinkers and the brand was concerned the wait might put them off. One of the agencies asked to pitch was Abbott Mead Vickers (AMV). Thankfully, AMV creative Walter Campbell wasn’t a strict rule-follower. A few thoughts came to him, including reviving the original concept of “goodness” from the first-ever Guinness ads. He went back to the brief and carefully ignored its stipulations. Why? Because he’d noticed something about his friends’ drinking behavior. They actually liked how long it took for a Guinness to pour. It served to fuel the anticipatory joy of the night ahead. Combining this sense of anticipation with the idea that Guinness is good, he came up with this tagline: “Good things come to those who wait.” AMV won the business. Its first ad emphasized the exact time it takes to pour the perfect pint — 119.5 seconds — and how that signals quality and credibility. AMV followed that with the now-famous “Surfer” ad in 1999, which depicted a surfer gazing intently and patiently out to sea, trying to spot the perfect wave before plunging into the water as a voiceover says, “Here’s to waiting.” The results were impressive: The campaign, according to Campbell, was credited with a 12% increase in Guinness sales. The idea was reprised in a 2020 TV commercial featuring quarterback legend Joe Montana and the famous Super Bowl touchdown that had fans waiting on the edges of their seats. Consider the psychology here. A two-minute pour sounds like a turnoff—especially if you’re used to fast-flowing lager. It seems counterintuitive to highlight that in your commercials. But by choosing to acknowledge it, Guinness taps into a powerful bias. It’s called the pratfall effect. The pratfall effect comes from a 1966 study by psychologist Elliot Aronson. He found that people like someone more when they make a small, humanizing blunder—like in his study when someone aces a quiz, but then spills some coffee on themselves. But very importantly, the effect only works if the person is already seen as capable. If a person is viewed as less competent (like, say, doing poorly on a quiz and then spilling coffee), then mistakes make them seem even more unlikable. Guinness isn’t literally admitting a “mistake” here—the long pour isn’t an actual blunder. But the brand is banking on something similar: By acknowledging a potential consumer objection, and then reframing it as a sign of craftsmanship, it’s displaying the confidence of competence. Only a brand with a deep belief in its product can spotlight a perceived drawback and turn it into a strength. Many brands have succeeded with this strategy. Think about 54 / E N T R E P R E N E U R . C O M / January-February 2026

the classic Volkswagen ads with lines such as, “Ugly is only skindeep,” “Lemon,” or “America’s slowest fastback.” Or Avis: “When you’re only No. 2, you try harder.” Or Listerine: “The taste people hate. Twice a day.” Or Southwest Airlines: “We’re Not Fancy.” Again and again, the greatest brands boost their appeal by admitting a weakness. But before you rush to apply this idea, remember the nuance of the pratfall effect: Mistakes or flaws are only charming if they’re coming from competent people. So before you share your brand’s weakness, you must establish yourself as credible and high-quality. Once you have your customers’ confidence, a small blunder—or fessing up to a “flaw”—can make you a lot more likable.

How KRAFT seems so delicious (BY USING EXPECTATION ASSIMILATION)

Mmm, mac and cheese. It’s the ultimate quick and easy comfort food—and we’re under no illusion that it’s healthy. But its nutritional credentials may be better than you think. That’s because, when Kraft improved its recipe, it was surprisingly crafty about how it rolled that information out. Let’s take a look at why. Kraft Mac & Cheese began almost 100 years ago with a salesman’s clever idea: He attached a pack of Kraft cheese to boxes of pasta, then sold them as a pair. Kraft itself developed the idea further, and in 1937, just before the outbreak of World War II, it sold its first boxed macaroni and cheese. The food was an immediate hit. In the first year of launch alone, nine million boxes were sold, and its popularity hasn’t dipped since. Kraft now reportedly sells a million boxes per day. But about a decade ago, as consumers became increasingly focused on natural foods, Kraft decided it was time to improve the health credentials of its recipe, and cut out artificial ingredients like preservatives, flavorings, and colorings. Many brands would likely make these sorts of changes with huge fanfare. Kraft did not. Instead, in 2016, it made the change with no announcement at all; its ingredient list simply changed. Gone, for example, were the artificial colors used previously—now replaced by spices such as paprika, turmeric, and annatto. And nobody seemed to notice or care. Sales remained strong. So, why didn’t Kraft trumpet its recipe improvements? Kraft may have understood something behavioral scientists have shown again and again: People don’t just taste food—they taste their expectations. When we see a “healthier” version of something, we expect it to taste worse. That expectation can then change our sensory experience, so that it literally does taste worse. Psychologists often call this either expectation effects (which is kind of like the placebo effect: you experience what you believe to be true) or assimilation effects (which is to say, our brains bend new information toward what we already believe). For simplicity, we’ll call this expectation assimilation—the idea that expectations color our perception. This can be a problem for healthier brands. Even though people say they want healthier food, they expect that food to taste bad. Then this negative expectation can become self-fulfilling. Perhaps that’s why many people don’t buy healthy items in the first place. When a brand markets itself as healthy, it risks turning off consumers who are more interested in taste and indulgence. Evidence of this can be found in a 2017 Stanford University

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“

The same The same exact exact piece of piece of work work was was considered better considered better and and more valuable, more valuable, solely solely because people because people believed more believed more effort effort went into went into it. it.

”

study: Researchers set up at a large university cafeteria and, over the course of seven weeks, used varying descriptions on a healthy vegetable dish. These are the four different types of descriptions they used: 1/ Basic 1/ Basic description description (e.g., “plant-based beans and shallots”) 2/ Healthy 2/ Healthy restrictive restrictive (e.g., “light ‘n’ low-carb plant-based beans and shallots”) 3/ Healthy 3/ Healthy positive positive (e.g., “healthy, energy-boosting plant-based beans and shallots”) 4/ Indulgent 4/ Indulgent (e.g., “sweet sizzlin’ plant-based beans and crispy shallots”) The results: Compared to the basic option, “healthy positive” labels reduced sales by 7%, and “healthy restrictive” labels reduced sales by 11%. The only way to boost sales was to describe dishes in an indulgent way—which increased sales by 25% versus the basic option. This finding has widespread applications, which goes beyond just “healthy” food. It applies to any products that are aiming to be more responsible. For example, when eco-friendly light bulbs were first hitting the market a few decades ago, Philips released a CFL light bulb and marketed it as being good for the environment. It sold poorly. Then they rebranded it as “Marathon,” and emphasized how long it lasted (and therefore how infrequently it needed to be changed), and it sold much better. It’s the same takeaway as the Stanford study: People respond more to desirable outcomes—whether it’s taste, convenience, or something else—and less so to things that feel dutiful, like eating healthy or being eco-friendly. This could have easily been on Kraft’s mind as they rolled out their improved ingredient list. They waited until everyone ate and enjoyed the new recipe—and only then shared that it was healthier. That way, they avoided misconceptions while still doing the right thing.

How DYSON seems How seems so so innovative innovative (BY USING THE ILLUSION OF EFFORT)

When Dyson launched its DC01 vacuum cleaner in 1994, the company hammered home this message: This invention took a lot of work! An early advertisement stressed it this way: “After testing over 5,000 prototypes, [ James Dyson] created the first vacuum cleaner that doesn’t lose suction.” 56 / E N T R E P R E N E U R . C O M / January-February 2026

And in interviews for decades, James Dyson has repeatedly stressed how much work goes into his innovations. “We develop technology iteratively, making the smallest changes, building prototype after prototype until we have got it as close to perfect as we can muster,” he once told the BBC, for example. “Testing and prototyping is at the heart of the most successful technologies.” Why do they keep focusing on this? First, because it’s true: Dyson created an entirely new approach to vacuum cleaners, and the iteration process took 15 years. But there’s likely another reason: It’s because Dyson understands what psychologists call the illusion of effort. People tend to perceive a product or service as more valuable, higher quality, or more trustworthy when they believe significant time, work, or dedication was put into its creation. Or, in other words: “If this took a long time to make, it’s probably good.” Here’s a study that captures this, done in 2004 at the University of Illinois Urbana-Champaign. Study participants were split into two groups, and both asked to read a certain poem. One group was told: The poet spent four hours writing this poem. The second group was told it took 18 hours. Afterward, the groups were asked to rate the poem—and the “18 hours” group rated the poem 10% better than the other group did. They also believed the poem would sell to a poetry magazine for 90% more money. It’s a stark outcome: The exact same piece of work was considered better and more valuable, solely because people believed more effort went into it. The lesson for any brand, then, is to be transparent about the lengths you’ve gone to create your product. It’s not enough to expend lots of effort; you must let your customer know.

How APPLE beat How beat the the competition competition (BY USING THE CONCRETENESS EFFECT)

Music was revolutionized in the early 2000s. That’s when the first MP3 players hit the market, enabling people to carry digital files with them anywhere. So, how was this revolution marketed? Here’s how Philips promoted its Rush digital audio player, which launched in 2000. Its print ad headlines said: “MP3 in full motion.” Then it offered a bulleted list of features, such as “Built-in memory capacity: 128 MB” and “Plays MP3 and WMA digital audio.” Then Apple released the iPod in 2001. One of its early ads simply said: “1,000 songs. In your pocket.” Its TV ads were mostly about vibe—those bright colors and dancing black silhouettes. And as we all now know, the iPod dominated the marketplace and defined MP3 players for a generation. So, why was Apple’s marketing approach so effective? Psychologists call it the concreteness effect. The concreteness effect says this: Concrete information (like things you can picture) is easier to understand, encode, and recall than abstract information. While Philips focused on abstract ideas, like 128 MB of storage (which means nothing to the average person!), Apple leaned into “1,000 songs” (which absolutely does). Apple’s ad gave us something we could picture in our minds, which is scientifically proven to help us remember the concept. One of the original studies into concreteness was carried out by Ian Begg at the University of Western Ontario in 1972.

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How PRINGLES became so memorable (BY USING THE KEATS HEURISTIC)

He recruited 25 students and read them a list of 20 two-word phrases, such as: square door, impossible amount, rusty engine, better excuse, flaming forest, apparent fact, muscular gentleman, common fate, white horse, and subtle fault. Then he asked the group to remember as many terms as they could. Participants recalled an average of 23% of them. But Begg made a striking observation: People remembered just 9% of the abstract terms (like “impossible amount”) and 36% of the concrete terms (like “white horse”). That’s a fourfold difference! Why? Begg believed it was because those concrete terms could be visualized—and when you can picture something in your head, such as a white horse, you find it easier to hang on to that thought. The best brands are visual—in their marketing, product descriptions, and even in their taglines. Consider Red Bull. They could have used “Red Bull gives you energy,” but that’s impossible to visualize. So they went with “Red Bull gives you wings,” which is much more memorable. Skittles did it with “Taste the rainbow,” M&M’s with “Melt in your mouth, not in your hand,” and Maxwell House did it with “Good to the last drop.” So as you draft your next marketing copy, trying to cut through the clutter, it’s worth asking yourself: Are you giving people something they can easily remember? 58 / E N T R E P R E N E U R . C O M / January-February 2026

Everyone knows the Pringles tagline: Once you pop, you can’t stop. But it’s more than just a fun rhyme. It also takes advantage of a funny shortcut known as the Keats heuristic. The Keats heuristic is the scientific finding that rhymes make things sound more true. Therefore, brands like Pringles can make use of rhyme to sway consumers toward the credibility of their claims. We don’t question how addictively delicious Pringles chips are, because “once you pop, you can’t stop”—it just sounds true. To be clear, this idea isn’t universally accepted— but it has been identified by some very noteworthy experiments. The most famous one is from 1999, by psychologists Matthew McGlone and Jessica Tofighbakhsh from Lafayette College, Pennsylvania. They gave participants a list of lesser-known proverbs. Some of those proverbs rhymed; some did not. (For example: Some participants heard “Woes unite foes” and others heard “Woes unite enemies”.) Afterward, participants were asked to rate the truthfulness of the proverbs they heard. They trusted the rhyming proverbs 17% more. Why would this happen? Here’s the hypothesis: Rhymes improve reading flow, making a sentence easier for our brains to process. And we equate ease of processing with truth. (McGlone and Tofighbakhsh were the ones to coin this the Keats heuristic. It’s a reference to a line from the poet John Keats: “Beauty is truth, truth beauty.” The idea is that a beautiful rhyme can create the feeling of truth.) Another research team, based at the University of Oslo and the Norwegian University of Science and Technology, attempted a similar experiment in 2013—but specifically looked at brand marketing. They generated slogans for brands that either rhymed or didn’t, then asked participants to read and respond to the slogans. The rhyming slogans were easier to remember (by 25%), and were also more likable (24% higher), trustworthy (22% higher), and persuasive (21% higher). So it’s no wonder that brands like rhyming slogans! Bounty calls itself “the quicker picker-upper.” Folgers says, “The best part of waking up is Folgers in your cup.” And Pringles has spent decades creating rhymes—at least as far back as a ridiculous 1980s ad starring Brad Pitt, which called Pringles “the fever reliever.” (The “fever” here was a fever for snacks.) WHAT’S THE LESSON IN ALL THIS? It’s simple: There is a lot more to marketing than just pitching why your brand’s great. It’s about understanding the people you’re marketing to. The more you understand these common human biases, the more you can tailor your message to be as memorable, trustworthy, and effective as possible. Or, to be inspired by the Keats heuristic: If you learn the brain, you’ll win the game. Adapted Excerpt from Hacking the Human Mind: The Behavioral Science Secrets Behind 17 of the World’s Best Brands by Richard Shotton and MichaelAaron Flicker, published by Harriman House, an imprint of Pan Macmillan, on September 30, 2025. Copyright © 2025 by Richard Shotton and MichaelAaron Flicker. Illustration / D A N M AT U T I N A

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62 / E N T R E P R E N E U R . C O M / January-February 2026

January-February 2026 / E N T R E P R E N E U R . C O M / 63

CONTENTS 68

Welcome Welcome to to the the 2026 2026 Franchise Franchise 500 500®

Our definitive ranking of franchising’s strongest brands—and the ones you might want to buy.

The Top The Top 10 10 Brands Brands Find out who’s at the top of our list, and what it took for them to get there.

106

These Brands These Brands Rose Rose Fast Fast Some brands made major leaps, ranking much higher than on last year’s list. Here’s what’s driving their growth.

116

Great New Great New Ideas Ideas Want to buy a brand-new brand and be on the front lines of innovation? Check out these promising new concepts.

120

What a What a Franchisee’s Franchisee’s Life Is Life Is Really Really Like Like A Batteries Plus franchisee kept a diary for a day. Here’s what happened.

128

What Do What Do Franchisees Franchisees Want? Want? A survey of 3,000-plus reveals some surprising trends.

132

How to How to Save Save Money Money Without Shrinking Without Shrinking The smartest franchises are able to cut costs without cutting staff or quality.

136

No-Cost Marketing No-Cost Marketing How one Hawaiian franchise got tons of attention...without spending tons of cash.

156

Understanding Understanding the the Ranking Ranking Our data, explained.

160

The Franchise The Franchise 500 500® Directory Directory of of Categories Categories

164

The Franchise The Franchise 500 500® List List

266

Index Index

64 / E N T R E P R E N E U R . C O M / January-February 2026

• P R

• #1

D TO BE U O

RS IN A

“I would deﬁnitely buy an Express franchise again. It’s been life-changing for my family.” Reggie Kaji Franchise Owner

Picture yourself as an Express Franchise Owner Put your skills and background to work for you and own the #1 stafﬁng franchise.

• $5.3M AUV* for franchises open over 2 years

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• No staffing experience necessary • Award-winning training and support programs

New and existing franchise opportunities available nationwide

ExpressFranchising.com • 877-652-6400 *For territories open more than 24 months, average sales in 2024 were $5,380,571. For territories open more than 60 months, average sales in 2024 were $5,764,669. First-year offices averaged $1,098,880 annual sales according to Item 19 in the Franchise Disclosure Document (FDD). The following states regulate the offer and sale of franchises: California, Hawaii, Illinois, Indiana, Maryland, Michigan, Minnesota, New York, North Dakota, Rhode Island, South Dakota, Virginia, Washington, and Wisconsin. If you are a resident of one of these states, we will not offer you a franchise unless and until we have complied with applicable pre-sale registration and disclosure. MN Registration #F-1755. © 2026 Express Employment Professionals

25 S

ince 2001, PuroClean has operated under a franchise model, creating opportunities for entrepreneurs to build lasting legacies while serving their communities. While many franchise systems have shifted to private equity over time, PuroClean has stayed independent. That independence has always kept decision-making anchored at the franchise level and grounded in long-term system strength rather than short-term financial returns. PuroCleanʼs private ownership preserves a flexible operating model, allowing all Franchise Owners to support residential and commercial insurance-driven restoration work under a single franchise license. The undeniable outcomes of the privately-owned brand are reflected in its sustained growth across 25 years. Since 2022, PuroClean has achieved 44% system-wide sales growth and

YEARS OF GROWTH WITHOUT THE PRIVATE EQUITY PLAYBOOK today, 86% of the brandʼs Franchise Owners say they would recommend PuroClean ownership to others. 44% of U.S. Franchise Owners operate multiple units, offering strong indicators of satisfaction, scalability, and confidence in the system. From the beginning, the brand invested in disciplined systems, elevated technical standards, and hands-on training that mirrors real jobsite conditions. This prepares PuroClean Franchise Owners to perform at a high level from day one and helps position PuroClean as a preferred restoration provider for three of the top five insurance carriers. Today, PuroClean is privately owned by Mark W. Davis and Frank Torre and led by Steve White. As Chairman and CEO, Davis brings decades of hands-on restoration mastery, while Torre, Vice Chairman, grounds the brand in community leadership and philanthropy. Together with White as President and a seasoned franchise executive, the leadership team unites restoration knowledge, service-driven leadership, and franchise scalability, positioning PuroClean as a powerhouse defined by Relentless Customer Service

and operational excellence. PuroClean took that excellence international by expanding into Canada and beyond the contiguous United States into Puerto Rico, ultimately reaching a 500-unit milestone in 2025. Franchise Owners donʼt just operate within the system, they help shape it. Through growth groups, forums, and a franchise-led network leadership council, PuroCleanʼs Franchise Owners work directly with Home Office Executives to guide system-wide decisions and influence the brandʼs evolution. Operationally, PuroCleanʼs leadership has invested in unmatched advantages in the industry that give Franchise Owners the ability to pursue work at every level. The brandʼs relationship with sister company and large loss provider, Signal Restoration Services, creates a two-way referral system, ensuring Franchise Owners never have to turn down a job due to size or scale. Twenty-five years in, PuroCleanʼs momentum continues to rise, led by private ownership and a focus on people, performance, and purpose.

A Word From Our Franchise Owners JENNIFER WINE What attracted me to PuroClean was the immediate sense of camaraderie & support. [...] It reminded me of the strong bond I had in the military.”

DARREL DEPOT Iʼve been with PuroClean for 20 years. Was it worth it? Absolutely.”

BOB JORDAN PuroClean has allowed me to use my skills to help both residential and commercial property owners recover from devastating losses.”

Milestones That Shaped the Brand 2001

2020

2022

PuroClean Begins Franchising

The PuroClean Way is Established

400th Location Signed & Expansion to Puerto Rico

2008

2019

First First Female Franchise Owner Joins the Network

PuroVet Program Launches with 25% Veteran Discount

2010

2019

PuroClean Expands Into Canada

2011 PuroClean Academy Opens as Only 1 of 27 IICRC-Approved Flood House in the World

100th Training Flood of the IICRC-Approved Flood House

2023 PuroClean Canada Reaches 50 Locations

2025 PuroClean Signs Its 500th Location

2016 Signal Referral Incentive Program Launches

2015

2013 Steve White Joins as President

Mark W. Davis & Frank Torre Acquire PuroClean

SO, WHAT’S NEXT FOR US?

Scan the QR code and become part of PuroCleanʼs next chapter in restoration franchising.

www.PuroCleanFranchise.com

WELCOME TO THE FRANCHISE 500 ®

All 500 Companies, Broken Down by Industry Automotive 14

Business Services 23

Children’s Businesses 38

Financial Services 11

Food: Full-Service Restaurants 15

Food: Quick-Service Restaurants

101

Food: Retail Sales 5

Health & Wellness 34

Home Improvement 30

Lodging 30

Maintenance

Personal-Care Businesses 45

Pets 13

Recreation 12

Retail 14

Services (Other) 36

Tech Businesses 4

68 / E N T R E P R E N E U R . C O M / January-February 2026

Keith & Kara Saunders Franchise Owner of the Year

Joseph & Katie Walters Multi-brand Multi-unit Owner

Jeremy & Jenny Smith IFA Franchise Owner of the Year

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This advertisement should not be construed as an offer to sell any franchises. The offer of a franchise can only be made through the delivery of a franchise disclosure document by or on behalf of one of the Neighborly brands 1010 N. University Parks Dr. Waco, TX 76707, 254-745-2444. In addition, certain states regulate the offer and sale of franchises. We will not offer you a franchise unless and until we have complied with applicable pre-sale registration and disclosure requirements in your state.

What it Takes to Succeed Here’s what’s different about this year’s list—and what it says about franchising today.

veryone wants to know: How do you win in franchising? And every year, Entrepreneur publishes the world’s greatest answer to that. It is this, the Franchise 500—the most robust survey of what’s working, what’s not, and how the most resilient and dynamic brands are pulling ahead. So, what did we see this year? Let’s back up. This year, Entrepreneur evaluated 1,354 total franchise brands. Five hundred of them made the ranking—and those 500 represent an outsized 89% of all units from the brands that applied. In raw numbers: The 500 brands in our ranking had a combined 550,929 units. Across the entire data set (all 1,354 brands), there were 618,945 units. In other words: The strongest brands don’t just grow. They define the industry. The brands on the Franchise 500 are truly the greatest representation of what’s working in franchising today.

Growth in Growth in a a cooling market cooling market From July 2024 to July 2025 (which is the timeframe we tracked data), overall franchise expansion slowed—but the best companies still pulled ahead. → Ranked companies grew 2.71%, compared to 3.49% the year before.

→ The broader franchise universe grew 2.56%, down from 3.33% the previous year.

→ Ranked companies added 14,562 new units, while all companies combined added 15,631— meaning ranked companies accounted for 93.16% of all growth. → U.S. franchise unit growth actually ticked upward for ranked companies: +8,620 U.S. franchises (2.81%), compared to +8,140 (2.73%) the prior year. → Company-owned units saw almost no change—a net increase of just 80 across the entire data set. That’s growth of +0.18% total and +0.21% among ranked brands. That last bullet is especially interesting. Corporate-owned expansion is slowing, which could signal an opportunity: Many franchisors appear to be selling corporate locations to franchisees. For newcomers or existing franchisees looking to scale, this may be a moment to acquire a unit that’s already operational.

What’s growing, What’s growing, and and what isn’t what isn’t Quick-service restaurants

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remain the largest category in franchising, but even here, change is underway. Last year, 111 QSR brands made the ranking; this year, that number is 101. But the category continues to dominate the upper tier, representing half of the top 10 and 34 of the top 100 companies. Beyond QSR, other categories are reshaping the landscape: → We’re seeing growth in Financial Services, Children’s Businesses, and Personal Care Businesses. → Health & Wellness held steady at 34 ranked companies, but eight landed in the top 100—evidence of strong demand. → Health & Wellness is also diversifying. We added three new subcategories there— hormone replacement therapy, mobility products & services, and urgent/primary care clinics—to represent the specific growth in those areas.

Here are some other emerging areas we’re seeing, which we’ve created new subcategories for: networking groups, sign maintenance/installation, indoor air quality services, skin care, recreational tours, virtual

reality, and senior transition/ relocation services. These new niches tell a story: Franchising continues to push into specialized, high-demand sectors—particularly those tied to health, home services, and emerging experiences.

What the What the best best franchises look franchises look like like They are everywhere— expanding domestically, growing internationally, carving out new niches, and adapting to new consumer needs. Some are longstanding brands refining proven systems. Some are new concepts capitalizing on fresh demand. Some are massive; some are just hitting their stride. But they all share one thing: They’ve built systems strong enough to scale and adaptable enough to stay relevant in a shifting economic climate. This is why we publish the Franchise 500 every year. It’s a map of where franchising is, where it’s going, and where opportunity may lie—especially for first-time buyers searching for the right fit. So what do the best franchises in America look like? In 2026, more than ever, the answer is simple: They look like possibility.

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January-February 2026 / E N T R E P R E N E U R . C O M / 7 7

Jersey Mike’s Subs STARTED FRANCHISING/ 1987

Franchising’s hottest brand has a new owner, a new CEO, and a mandate to expand. by Jason Feifer

TOTAL UNITS/ 3,139

ow big can Jersey Mike’s get? The world of franchising is about to find out. Until recently, Jersey Mike’s was a story of homespun grit. It began as a tiny sandwich shop, was purchased by a young employee named Peter Cancro, and then Cancro spent 50 years growing it into the brand it’s become.

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COST TO OPEN/ $181.9K-$1.4M

Now, a new chapter has begun. In November 2024, Cancro sold the brand to the private equity firm Blackstone for $8 billion—and a few months later, in April 2025, announced that he was stepping down as CEO. The brand’s new leader is Charlie Morrison, a veteran of franchising with a reputation for growth. He was the CEO of Wingstop,

which he grew from fewer than 500 to 2,000-plus locations, as well as the CEO of Salad and Go, where he grew the brand’s store count sevenfold. “I think we have a ton of opportunity to continue to grow Jersey Mike’s,” Morrison says. “We’re at about 3,200 stores now. We could probably double that in the U.S. as we

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go forward. And we have a huge opportunity to grow the brand overseas.” That mandate is already showing up in the numbers. Jersey Mike’s has been on the Franchise 500’s Top 10 list for eight straight years, and was No. 2 last year. Now, for the first time in its history, it has reached No. 1. “I can’t take credit,” Morrison says. “But what I can tell you is this is a culmination of 50 years of really hard work.” As he enters his first full year of Jersey Mike’s leadership, he says he wants to be mindful of that legacy. He’s seen other brands make mistakes in the name of growth—like forgetting why people love the brand or degrading a product that works. At Jersey Mike’s, he says, he’s not there to fix anything. He’s just there to accelerate it. Here, Morrison shares his philosophy on growth, legacy, and building trust amid change.

As a new CEO, you represent a lot of change. How do you think about maintaining a brand’s legacy while also moving it forward? At any brand you lead, you first need to learn a lot about what it is that got you to where you are today. It’s incumbent upon you to understand: What is it that makes Jersey Mike’s so special? Certainly the food. We’ve been doing this the same way for many, many years—hand-slicing every tomato every morning, the lettuce, the onions, baking the bread. There’s an art and a lot of love that’s put into this. But it all centers back on the people themselves and who they are and what they’ve done, and the challenges they’ve faced to get to this point. So, when I learn that, it makes me think: OK, what do I need to do now to 80 / E N T R E P R E N E U R . C O M / January-February 2026

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There are There are probably probably 80 80 or or 90 90 million people people in million in the the U.S. U.S. that that have tried tried our our product product but have but only use only use us us with with limited limited frequency. frequency. So we’ve we’ve got got to to capture capture them.” them.” So

“

→ Charlie Morrison, Jersey Mike’s CEO

continue this growth, to amplify it perhaps at a different level, but not lose sight of the true heritage and roots of this organization that exist? I’ve seen other food brands lose sight of what the product was, what it meant to the consumer in their early days. They focused on cost control or other types of measures, to the detriment of the preference of the consumer, and then they applied marketing strategies to try and bring the customer back. I want to hand-slice every sub the way we’ve done it for 50 years and more. Why would we change what’s working so well?

How do How do you you build build trust trust as as a a new CEO? new CEO? I’ve learned this over a long period of time: The best way to build trust is to demonstrate real vulnerability. Just be you. Be honest, be engaging, thoughtful. Listen effectively. Hear what people have to say. And then be candid in your response. When I first got here, I met

with our largest franchise operators and what we call our area directors, people who manage groups of franchisees. I got ’em all together in one room, and we sat and talked. And it was just me. I didn’t have the team behind me. I said, “I want to hear what’s on your mind. What are the biggest things that concern you? What are you worried about with regard to the Blackstone acquisition, or whatever else you’re wondering about?” And we just had an honest conversation. It’s my job to follow up with them and give them an ear with our team members. I also put a box in the office that on the outside of it says, “Ask Charlie.” It’s under lock and key. At any point, if you want to write a little handwritten note to me to ask me a question, you can put it in that box. But the thing I do differently is: I don’t look at it until I get in front of the entire company, face to face. Then my assistant hands me the box, and I answer every single question, regard-

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less of what the question is, how difficult it is, how painful it might be.

or something for the subs that seemed like, Is it really moving the needle for the organization?

By not By not preparing preparing your your answers answers ahead of ahead of time, time, you’re you’re essenessentially saying saying to to them: them: There There are are tially no barriers no barriers between between us, us, and and I’ll I’ll just tell you what just tell you what II think. think. Yes. It’s the idea of being vulnerable and saying, “Look, I really do appreciate the real questions, the tough questions that people won’t raise their hand in a big room and ask you about.” And it gives everyone an opportunity to see that I care and that I want to earn their trust. And earning their trust is the best way to build a really high-functioning team that’s going to be able to carry this brand from where we’ve been to the journey forward.

This is This is a a constant constant tension tension in in franchising. Franchises franchising. Franchises want want to drive to drive growth growth and and innovation, innovation, but that but that means means rolling rolling it it out out to to a wide a wide spectrum spectrum of of franchifranchisees, who sees, who may may be be happy happy with with how things things are. how are. How How do do you you navigate that? navigate that? There is always pressure to figure out how we can add something to enhance our sales and grow it. Some businesses have done a great job of adapting to change that’s constant. And that’s fine. But I think you’ll generally see that brands go through cycles of immense change followed by compression—trying to simplify and reestablish themselves and the roots of where they came from and then they go back into the complexity cycle again. My firm belief is that we have a wonderful lineup of products. I don’t know that we need to add a lot more to make the brand more appealing to anybody else. At the end of the day, we need to keep it simple and focus on our longterm success. Let’s go execute. And execute really, really well. That’s what the customer’s really looking for: consistency, high quality. Don’t skimp on ingredients. Don’t modify the product such that it starts to erode dramatically. Give people a great value, and they’ll come back and return over and over and over again. ▶

What have What have people people asked asked you about? you about? Change is the biggest challenge on anybody’s mind. What can we do to avoid anything that ultimately degrades the concept? There’s this misperception that private equity will do that, and I’m trying to ease the anxiety around that. I think building that trust and having that conversation with them directly helps. But there were also lots of changes happening even before Blackstone showed up or Peter sold the company. Franchisees were saying, “Hey, can we slow the pace?” Some of it was just about new product-related ideas, like adding a sauce or a dressing

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Change is Change is the the biggest biggest challenge on on anybody’s challenge anybody’s mind. What What can can we we do do mind. to avoid avoid anything anything that that ultimately ultimately to degrades the degrades the concept?” concept?”

“

If you look over time, the best brands are those that have not added complexity by way of change. I think complexity kills. The operators get dissatisfied because so much change is hitting them all the time. So if I can do one thing, it would be to ward off that pressure to feel like you have to institute change in order to grow. I think you can grow by just doing what you do, doing it extraordinarily well, and keeping it simple.

How else do you plan to grow? There are a couple factors at play. When I first came in, I told our franchise owners that my number-one priority is their return on investment. So as I think about growth, everything we do should be pointed at what we call a “cashon-cash return”: How much do you invest, and how much do you give back, such that franchisees not only earn a good living off of running the store or stores that they operate, but they actually create extraordinary value and have a strong desire

to continue to grow the business well into the future? That’s at the core of franchising. So our focus is to make sure that we maintain our great unit economics.

What’s the other factor? Awareness of the brand and engagement of the consumer—the frequency in which they come and visit us—are critical. Our brand enjoys 92% aided awareness, which is among the best in class for big brands, which is great. But there are probably 80 or 90 million people in the United States alone that have tried our product but only use us with limited frequency. So we’ve got to capture them. We can expand the audience with digital marketing strategies and leveraging social media and other tactics. Let’s increase their frequency—get them to enjoy and love our sandwiches and to move away from places where they’re not getting as good quality. And we’re doing that. What do you think future Jersey Mike’s franchisees will look like? Over time, as franchise brands get

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bigger, they don’t necessarily add net new franchisees to the system. Instead, they grow from within. So we really want our existing franchisees to grow with us and build their legacies for their families and their organizations. There is a reinvestment cycle that you want from your existing operators. It’s easiest to sell another store to an existing player or existing customer, right? There have been brands over the years who have said, “OK, good job, you’re in. You’ve got your store. Now let me go find one more.” And they find the next person. That’s a lot of work. You have to qualify that person. You have to make sure they show up. Whereas if we find you, and you’re successful and you do really well, then let’s grow with you. Let’s do more. Let’s continue to expand. That’s the secret to great franchising: You find great owners and you run with them and make them a partner as you grow. You’ll see us continue to bring new folks in, but the commitment I’ve made with our existing franchisees is: We want to grow with you into the future. They have choices to make and choices of how to deploy their capital, and the profits that they’ve generated from their first, second, third, 10th stores. It’s incumbent upon us to make sure that we continue to deliver a great product for them. Again, they are the primary customers of a franchisor.

Now I understand your point about unit economics above. The greater the economics, the more likely that existing franchisees will want to buy more units. I just got back from the restaurant finance conference in Las Vegas recently, and everywhere I went, I had more people coming up saying, “I want to be a part of Jersey Mike’s. I want to grow with Jersey Mike’s.” Existing operators, new operators. And that’s a great position to be in. It’s why we got to the top of the Franchise 500. It’s why we’re going to stay at the top, because they see the value in this model and building this model. As you look to the year and years ahead, what do you see? It’s an interesting time. We have this overhang of tariffs. We have all these different things affecting businesses throughout America. We’re really focused on playing offense in our business, not a defensive strategy. I think customers want value, and we’re going to present ways to demonstrate our product has great value without sacrificing an ounce of quality. In fact, we might invest in quality as a way to do that. If there’s any time where execution matters and doing what you do really, really well matters, it’s right now. Jason Feifer is Entrepreneur’s editor in chief. The full version of this conversation is available on the Entrepreneur podcast Problem Solvers, available wherever you get podcasts.

Taco Bell STARTED FRANCHISING/ 1964

t Taco Bell, more is always more. The fast food brand, known for its frequent menu introductions and limitededition offerings that keep a rabid fan base on its toes, set out to double the pace of menu innovations in 2025— and delivered. From a Y2K menu with favorites from the

TOTAL UNITS/ 8.746

early aughts to customercreated offerings dubbed Fan Style, Taco Bell whipped up new recipes all year. “Menu innovation generates PR,” says Meghan Farren, president of North America at Taco Bell. “It’s almost its own media driver for us.” In addition to novel dishes, in 2025, the brand rolled out new Luxe

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COST TO OPEN/ $934.8K-$4.3M

Cravings Boxes (specialized value meals first introduced in 2024) and a beverage line called Refrescas. The buzz helped to drive sales. In the third quarter of 2025, Taco Bell saw 7% growth in same-store sales in the U.S., with international growth close behind at 6%. As of August, they’ve sold over 600 million beverages, a 16%

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increase from last year. Aside from menu innovation to attract new and existing eaters, a focus on improved customer experiences and seamless digital tools are driving the company toward lofty goals: By 2030, Taco Bell wants average unit volume to jump from $2.2 million to $3 million, international locations to nearly triple to 3,000, and the beverage business to grow to $5 billion. The company, which has spent nine years in the Franchise 500 Top 10—and took the top spot from 2021 to 2025—knows that none of that can be achieved without the support of its franchisees or their crew members. The popular Tacos & Tuition program, which offers tuition assistance to select employees, contributed to a 17% improvement in retention at company-owned stores in 2025. In October, the brand announced the program expanded to more than 1,100 stores, contributing to 73% frontline retention. “To build the culture and develop your teams is a nice thing to do, but it also drives your retention and creates more capable teams,” Farren says. “And that drives better business outcomes, better customer outcomes. [Taking care of our teams] is a very important pillar of our strategy.” That strategy, Farren stresses, doesn’t depend on a trickle-down method. “When we talk about and test strategies, it’s not just at our corporate stores; we have multiple franchisees who will test, and they have a voice [and a seat] at the table,” she says. “There’s real connection, coordination, and challenges that we go through together.” —stephanie schomer

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Dunkin’ STARTED FRANCHISING/ 1955

unkin’ rang in 2025 by “Shakin’ that Ess.’” That’s the wink-andnod tagline of an iced espresso drink collaboration with Sabrina Carpenter, the pop star who dominates Spotify and TikTok— and more broadly, Gen Z hearts and minds. It was so successful that when summer rolled around, Dunkin’ and Carpenter

TOTAL UNITS/ 14,128

teamed up again to create the Strawberry Daydream Refresher. “We had our best summer in five or six years—and that wasn’t originally on the calendar,” says Scott Murphy, president of Dunkin’ and chief brand ofcer of parent company Inspire Brands. “[Carpenter] herself is a media channel, so we connected with a whole new segment of

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COST TO OPEN/ $437.5K-$1.8M

teen females. We did a drop code for a free Refresher, so now we have all these new people in our loyalty program.” Carpenter is one of the latest stars in Dunkin’s celebrity- and influencer-studded campaign to convert the next generation of Dunkin’ lovers. But for the 75-year-old brand with 10,000plus U.S. locations, striking the

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PHOTOGRAPH COURTESY OF INSPIRE BRANDS

balance between old and new has been a delicate dance. “It’s a challenge for a marketer to attract my 18-year-old niece who likes Sabrina Carpenter and wants to drink a Refresher, and not frustrate my 83-year-old father who wants a black decaf coffee and a corn mufn,” says Murphy. So traditional media channels still reach older folks, while social media connects with the younger crowd. The messages get bifurcated, and no one feels alienated. Now, Dunkin’—which has spent four consecutive years in the Franchise 500’s Top 10—is attempting to bifurcate its in-store experience as well. More than two-thirds of business occurs before 1 p.m., which leaves a lot of opportunity in the remaining hours of the day. In the fall, at about 300 stores, Dunkin’ introduced Project Chill—effectively a vibe shift. At 1 p.m., menu boards change to display brightly colored, iced, trending drinks with names like Starlight Lemonade. Employees change into colorful, even tiedyed gear, and playlists pump artists like Megan Thee Stallion and, of course, Carpenter. “Every little bit of Project Chill is things we were doing anyway,” Murphy says. “We’re just leaning into it. Leaning into iced, leaning into beverages, leaning into the afternoon, leaning into younger.” Murphy hints that a wider rollout of Project Chill should be expected in the near future. “If someone told me five years ago that we’d be serving iced lattes and avocado toast and doing deals with Sabrina Carpenter, I would have laughed,” he says. “But somehow, it’s really cool to be associated with Dunkin’.” —stephanie schomer

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Ace Hardware STARTED FRANCHISING/ 1976

ce Hardware is doing what once seemed impossible: Making online shopping feel local. The franchise is known for its good-neighbor vibes and service, and it has managed to maintain its hyperlocal reputation even as it leans into digital innovation to drive sales. Case in point: Digital revenue

TOTAL UNITS/ 5,782

increased 34.9% in Q3 of 2025 versus a year earlier, and 93% of all those digital orders were fulfilled by the customer’s local store. Eighty-six percent of digital purchases are picked up by the customer; eight percent are delivered to the customer’s door via the store. “That makes a digital purchase feel a heck of a lot more

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COST TO OPEN/ $603.9K-$2M

local,” says Andy Enright, senior vice president of retail strategy and operation. “The vast majority of our inventory is in our 5,000-plus U.S. stores rather than our distribution centers. We’re faster than Amazon on stuff we stock.” Ace held the No. 5 spot on this list in 2025, having just introduced a new store

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design called Elevate Ace, which aimed to prioritize brands and product categories including paint, power, and backyards and barbecues. Elevate stores are now outperforming earlier designs by 12%, and the company plans to remodel an additional 400 stores in 2026 while doubling down on those winning product categories. For example, a newly launched Sun & Shade initiative offers coolers, speakers, and even high-end sunglasses to build the backyard of shoppers’ dreams. In-store insights, combined with a growing mobile app, loyalty program, and internal retailer app, have turned Ace’s business into a treasure trove of localized data, powered by the decisions of local franchisees. “The in-store model and our digital experience feed each other,” Enright says. “And because our stores are unique—from merchandising to marketing to pricing—we basically have 5,000 tests running at all times.” Those learnings will drive Ace’s development plan moving forward, helping the corporate analytics team find trends among different customer segments and communities to spotlight promising opportunities in open markets. “Despite being 102 years old, we still see a major runway for growth,” Enright says, noting that the company was set to open 179 new stores in 2025. “Where can we open a profitable store that wouldn’t cannibalize an existing store? We’ve come light-years in answering that question. It’s helping us be more confidentin placing bets.” —stephanie schomer

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Kumon STARTED FRANCHISING/ 1958

ngelo Chavez believes in the power of Kumon. He’s been a certified instructor of the methods that made Kumon a global success, and has spent 31 years at the afterschool learning program franchise— climbing the ladder to his current role as assistant vice president of franchise development. In short: He knows the 68-year-

TOTAL UNITS/ 23,400

old company is a solid, reliable business. But he doesn’t take the company’s success for granted. “What’s keeping me up at night is: How do I future-proof this established brand?” he says, pointing to the ever-increasing chatter around AI, especially in the world of education. But rather than run from new tools, Chavez says he’s focused on a

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COST TO OPEN/ $73.1K-$165.4K

“slow kind of digital transformation” to supercharge Kumon’s operations and franchisees. “We’re taking a hard look at everything we’re doing, searching for opportunities for technology to make things faster, easier, and smoother,” he says. That’s already started with programs like Kumon Connect, a 2024 launch that supports learn-

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ing via digital tablets to increase convenience and engagement. And as Chavez brings additional innovations to Kumon, he’s leaning on his peers around the world. With over 23,000 global locations, the company invests in sharing insights across regions. An annual development gathering in New Jersey recently welcomed teams from Kumon locations in China, Europe, Africa, South America, and Japan. “There’s a reason we didn’t do this on Teams,” Chavez says. “Whether the parent is in Brazil or Dubai, they want what’s best for their child. So we’re putting our money where our mouth is [by coming together]: How can we think as one company and what can we learn from each other?” A common theme from those global discussions is a slump in spending. “Families take longer to make decisions when there’s an economic slowdown,” Chavez says. But Kumon’s pricing model delivers undeniable value, which is part of why Kumon has been in the Franchise 500 Top 10 for the last six years, achieving its highest ranking ever this year. As the company maps future development, maintaining quality of franchisees will drive success, Chavez says. The bulk of Kumon franchisees are single-unit operators, and that’s by design; all franchisees are Kumon instructors, and the company expects them to be active participants in their business. To identify potential operators that fit this mold, in-house recruiters (many who have worked in Kumon centers) seek and screen all prospects. “This is not the investor type of franchise opportunity,” Chavez says. “Our franchisees want to help society, and make an impact in their community. They want to influence the future.” —stephanie schomer

Make a World of Difference with the World’s #1 Education Franchise As a Kumon owner, you can help students reach their full potential while reaching your own. You can build the life you want with up to $38,700 in incentives and an industry-low franchise fee of $2,000. With 24 years at the top, we know what works. Ready to make your mark?

With Kumon, you can.

Learn more at kumonfranchise.com ©2026 Kumon North America, Inc. All rights reserved. This information is not intended as an offer to sell or the solicitation of an offer to buy a franchise. We offer franchises solely by means of our Franchise Disclosure Document. The United States Federal Trade Commission and certain states have laws governing the offer and sale of franchises. We will not offer you a franchise unless and until we have complied with all applicable legal requirements in your jurisdiction.

Wingstop Wingstop STARTED FRANCHISING/ 1998

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he brand’s made-toorder wings are why fans love Wingstop, but personalization takes time. The average order has historically taken around 20 minutes, and on busy Friday and Saturday nights, CEO Michael Skipworth admits that the wait could creep up to 45 minutes. “Our back-of-house kitchen

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was pretty archaic,” he says. “Not a lot had changed in 30 years. We were running off printed tickets.” The brand new Wingstop Smart Kitchen, which just rolled out across the country, not only digitizes operations, but also utilizes machine learning to create a demand forecast unique to each restaurant. The goal: Staff should have wings ready to come out of

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COST TO OPEN/ $298.2K-$1M

the fryer when an order is placed. Data points include everything from historical sales information to the local high school football team’s schedule. As a result, order times have been cut nearly in half. “When a team member is told by the demand forecast to drop 50 wings [in the fryer], and they’re looking at a screen with not a single order placed,

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they’re like, ‘Should we really drop 50 wings?’” Skipworth says. “But we tell them, ‘Yes, drop ’em.’ And, sure enough, a few minutes later, they get an order for 20, an order for 25. It’s incredible how accurate it is.” As the Smart Kitchen has won over skeptics, it’s also reduced staff turnover rates at restaurants that tested the technology. And because the Smart Kitchen offers more direction for team members, training has moved faster than ever. It’s all part of the company’s ongoing commitment to all things digital, with an in-house team that develops and drives all innovations. It makes sense for Wingstop— which came in at No. 11 in the Franchise 500 last year, and sees its highest ranking ever this year—to invest in tech. Over 70% of orders are placed digitally, and the company has a database of over 60 million users. An e-commerce platform, MyWingstop, was introduced in 2024, and new loyalty program Club Wingstop is set to launch in Q2 of this year, all focused on personalization. Expectations are high. The third quarter of 2025 marked five consecutive quarters of 100-plus new restaurant openings, and Skipworth expects the year ahead to break development records. It takes about $500,000 of investment to open a Wingstop, with many franchisees recouping that investment by the end of year two. Current average unit volume is $2.1 million; the brand sees a path to $3 million over time, and anticipates a big boost from the company’s proprietary technology, including the Smart Kitchen. “There are a lot of companies that serve chicken,” Skipworth says. “There’s not many that do it the way Wingstop does.” —stephanie schomer

The UPS Store STARTED FRANCHISING/ 1980

he UPS Store knows its most valuable assets are its franchisees. So the company’s latest effort has been helping those franchisees to help each other. In 2025, a new internal webcast was launched to support peer-to-peer learning among franchisees, specifically to share operational best prac-

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tices around the franchise’s new tech tools. “These are virtual networking sessions that are created by franchisees, for franchisees,” says Sarah Casalan, president of The UPS Store. “This idea exchange lets us come together with quick, actionable insights from experienced franchisees, and helps them all

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learn from each other. That all ladders up to driving growth.” Casalan says the company is still riding the tailwinds of the pandemic delivery boom, and is seeing five times the package volume it had in 2019. So now, growth for The UPS Store—which has spent 10 years in the Franchise 500 Top 10—is really just about finding

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better, smarter ways to prepare and serve its customer base. An ongoing rollout of a store redesign is on track to hit 50% of all stores this year, featuring a more open layout that helps franchisees absorb a higher volume of packages and supports technology utilization while creating an elevated customer experience. And for The UPS Store’s primary customer base of small business owners, the service the company provides is more vital and scrutinized than ever. After a year of aggressive and fast-changing tariffs, business owners are seeking reliability. “These are business owners in the same communities where our franchisees live, work, and play, and we know they’ve been under pressure; we hear that from them,” Casalan says. “The more challenging business is for them, the more important it is that we’re executing at the highest level.” To do that, continuing to capture and build upon institutional knowledge is a priority. About a third of UPS Store franchisees own multiple locations, and the company is focused on growing that number. It seems to be working, as applications to become a multi-center owner are at a record-breaking level, according to Casalan. “It’s a really positive indicator to us,” she says. “We’re here to create value for our customers and our franchisees, so we’re making sure that every owner who is expanding their footprint is aligned with our commitment to the customer experience and to innovating around new products.” —stephanie schomer

Hampton Hampton STARTED FRANCHISING/ 1984

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ith strong name recognition comes strong consumer expectations. Hampton by Hilton’s growth strategy is meeting those expectations. Hampton by Hilton is a name that travelers know, with a reputation for consistency. That, combined with the brand’s afordable, upper-

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midscale price point, is an increasingly appealing ofering, especially as consumers feel the squeeze on their wallets. The cost of travel in the U.S. was up more than 20% compared to prepandemic levels, according to an October report from the U.S. Travel Association; hotel prices are a big contributor, with lodging alone

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seeing a nearly 10% spike. “As costs rise, expectations rise,” says Shruti Gandhi Buckley, senior vice president and global brand leader for Hampton by Hilton. “We’ve doubled down on our service messaging and training with our hotels to continue delivering that consistency. It’s not about the hotels looking the same; it’s about the feeling

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you get when you walk through the door. The warm welcome, a quality hot breakfast, gyms, and public areas to unwind.” This strategy has worked. The hotel chain has been in the Franchise 500 Top 10 for four years in a row, rising to No. 8 this year after placing ninth last year. The brand’s consistency appeals to international markets too: Hampton by Hilton now operates in 46 countries, and continues its push into new regions. “We’re looking at markets that have historically been more focused on higher-end products, or regional products that maybe have been inconsistent,” Gandhi Buckley says, pointing to the brand’s recent Caribbean debut in St. Thomas. “There’s a lot of interest in leisure markets.” In early 2025, a new partnership with South Asian hotel management group Nile Hospitality was announced, with the promise of 75 locations in India in the years ahead. “International markets are excited about Western brands that have this endorsement of quality by Hilton,” Gandhi Buckley says. “The owner gets a model they know and trust.” Now they also get a model that can be tailored to their needs. With more than 3,100 locations worldwide, Hampton by Hilton recognizes that one-size-fits-all is an impossibility. Instead, a recent updated design prototype, currently rolling out across locations via renovations and new builds, prioritizes flexibility for both guests and owners. “That flexible prototype lets owners make decisions based on site requirements, which makes it a strong investment model for any market that is afordable to build,” Gandhi Buckley says. “That applies not just in the U.S., but globally.” —stephanie schomer

THE #1 HOTEL FRANCHISE. 17 YEARS RUNNING. As the industry’s top upper-midscale hotel brand, Hampton by Hilton™ sets the standard for the category and continually surpasses expectations for quality and service. With over 3,000 locations across 45 countries, Hampton is recognized year after year for best-in-class performance.

READY TO JOIN THE #1 HOTEL FRANCHISE? Visit Hilton.com/Development for more information.

©2026 Hilton. All trademarks are owned by Hilton or its subsidiaries. This is not an offer to sell or solicitation to buy a franchise. Offers will only be made in compliance with applicable law, including the provision of a franchise Disclosure Document. Hilton Franchise Holding LLC, 7930 Jones Branch Drive, McLean, VA 22102. MN registration numbers F-7605, F-7599 and F-7829.

Culver’s STARTED FRANCHISING/ 1988

few years ago, Julie Fussner boarded a bus with colleagues to embark on a tasting tour. The goal was simple: to understand where Culver’s ranked among the market’s most loved chicken sandwiches. Ten stops later, her stomach was not happy. “It was a horrible day; I was so sick by the end,” says Fussner, who

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was promoted to CEO of Culver’s in early 2025. “Our first stop was Popeyes, and theirs is so good, and I was hungry. And then, even if you only take a small bite [at each stop]...” The 10-sandwich bellyache proved worth the pain. Valuable lessons came from that day of marathon eating— primarily, the realization that

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among all the sandwiches in America’s chicken wars, Culver’s offering was just OK. “We were middle of the pack,” Fussner says. “And that’s not going to work for us.” A year and a half of culinary work followed, and in 2025, the changes hit the market. They sound simple—new buns, better chicken, crunchier pickles,

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more mayo—but the results were significant. From July through October, chicken sales increased 30% year over year. It’s indicative of how Culver’s likes to evolve— slowly and intentionally. The Wisconsin-based brand prioritizes sustainable growth for the business and its franchisees, who, on average, own just one to two Culver’s restaurants. In 35-plus years of franchising, Culver’s total closures are in the single digits—a signal of happy operators who see a return on investment. That growth helps dictate what’s next for the brand, which has spent eight consecutive years in the Franchise 500 Top 10. The current restaurant design was created when average unit volume (AUV) was about $1.65 million; today, the AUV is $4 million and increasing, leaving kitchens cramped as they hustle to meet demand. An in-the-works design update, which will roll out in 2028, will expand kitchens to improve flow and output—continuing to celebrate dining in, while expediting digital and drivethru orders. In the meantime, Fussner is focused on rolling out digital updates like new menu boards, AI cameras to capture drive-thru insights, and an online rewards program. It’s all helping Culver’s join the tech-forward era of fast-casual food, though Fussner thinks Culver’s is arriving at just the right time. “I kind of love that we were outdated [in some areas] and had to fix the [digital] foundation,” she says, “because frankly, now we get the benefit of launching these things years after all of the other brands have launched them.” —stephanie schomer

McDonald’s McDonald’s

STARTED FRANCHISING/ 1955

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cDonald’s entered 2025 with a clear mission: Deliver value to customers. With its consumer sentiment on the decline (and a U.S. sales dip of 1.4% in the fourth quarter of 2024), the fast-food giant refocused its efforts on offering more choices at affordable prices. In January, McDonald’s

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launched McValue, a new menu and platform that offers popular $5 Meal Deals along with exclusive and local discounts, as well as a “Buy One, Add One for $1” offering, available all day. “When it comes to value, we know there’s no one-size-fitsall,” Joe Erlinger, president of McDonald’s USA, said in a press release. “We’ve worked closely

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with our franchisees to create a new platform that will let our customers define value on their own terms.” Throughout 2025, the Golden Arches doubled down on that idea, bringing back the $2.99 Snack Wrap over the summer and, in September, reintroducing Extra Value Meals, which served customers a $5 breakfast or an $8 Big

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Mac meal. The announcement spurred celebration among many diehard McDonald’s fans who had mourned the bargain meals that were discontinued in 2019. All of this has played out well. McDonald’s returns to the Franchise 500 Top 10 for the first time since 2020, when it was No. 3. (Last year, it was No. 22.) In the third quarter of 2025, U.S. sales jumped 2.4%. The company credits its affordability focus. The year’s menu changes happened in tandem with McDonald’s ongoing tech initiative, “Digitizing the Arches,” a global strategy to make restaurants simpler for franchisees to operate while creating a better customer and crew experience. Mobile-ordering options and self-serve kiosks are already commonplace in restaurants; more recently, some stores introduced AI-powered “accuracy scales” that compare the actual weight of an order to the target weight, flagging potential missing items to crew members. Additional upgrades at some stores include geofencing technology to alert crew members to start prepping a digital order as the customer approaches the restaurant (which can reduce wait times by more than 50%), improved experiences for loyalty program members (all 185 million of them), and cloud-based support to streamline restaurant operations. All of these decisions and rollouts are a collaborative effort, according to Brad Bogan, vice president of strategic franchising for McDonald’s USA. “We’re in constant collaboration [with our franchisees],” he told Entrepreneur via email. “Franchisee leaders work alongside McDonald’s teams on marketing, supply chain, and operational excellence—ensuring we move forward together.” —stephanie schomer

Fastest-Growing Pet Service Ever. Zoomin Groomin is transforming pet care and franchise ownership one van, one groom, and one happy pet parent at a time. People don’t just own pets anymore. They love them. They spoil them. They treat them like family. At Zoomin Groomin, we’ve built an entire business around that truth. As one of the fastest-growing pet service franchises in the country, Zoomin Groomin has realized one of the fastest growth rankings in the Entrepreneur Franchise 500, fueled by soaring demand, strong unit economics, and a brand that pet parents instantly trust. And now? Opportunities are selling out nationwide.

Why Zoomin Groomin? People Love Their Pets. We Do Too. A Proven, Mobile Model That Scales State-of-the-Art Website Part of the Everything Pets Ecosystem Momentum You Can Feel For More Information

DiscoverZoominGroomin.com

Now awarding franchises nationwide. ©2025 Zoomin Groomin. Rankings based on Entrepreneur Magazine’s 2025 Franchise 500®. This advertisement is not an offering. An offering can only be made by a Franchise Disclosure Document(FDD). The following states regulate the offer and sale of franchises: CA, HI,IL, IN, MD, MI, MN, NY, ND, OR, RI, SD, VA, WA and WI. If you are a resident of one of these states or intend to operate a franchise in any of these states Zoomin Groomin will not offer or sell you a franchise unless and until we have complied with any applicable pre-sale registration and/or disclosure requirements in your state. In New York, an offering can only be made by prospectus filed first with the Department of Law of the State of New York. Such filing does not constitute approval by Department of Law. THIS FRANCHISE HAS BEEN REGISTERED UNDER THE FRANCHISE INVESTMENT LAW OF THE STATE OF CALIFORNIA. SUCH REGISTRATION DOES NOT CONSTITUTE APPROVAL, RECOMMENDATION,OR ENDORSEMENT BY THE COMMISSIONER OF BUSINESS OVERSIGHT NOR A FINDING BY THE COMMISSIONER THAT THE INFORMATION PROVIDED HEREIN IS TRUE, COMPLETE, AND NOT MISLEADING

The

hat’s turbocharging franchise growth in 2025? To find the answer, just look at these five brands—which all made major leaps in this year’s Franchise 500 ranking. Their growth levers were all different. A tanning salon used automation to drastically reduce labor costs. A home painting company implemented a new management training program, which improved location performance. A niche fried chicken brand combined big-shot investors and experienced franchisees—and it was a recipe for virality. And more. On the following pages, we break down exactly what these five brands did to grow so much in 2025—and how any franchise can follow in 2026.

BIG MOVERS b y K IM K AV IN

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208 SPOTS

Dave’s Hot Chicken Last year ranked at No. 453, this year jumped to No. 245

ave’s Hot Chicken is a very modern success story. It involves a food blogger, viral TikTok fans, a famous rapper, a private equity investor, and a savvy multi-unit strategy. The franchise, which makes “Nashville-style” hot chicken (a flavor like buffalo or teriyaki), started franchising in 2019. It

added 111 units in the past year, with growth of 252 units over three years. Even for Dave’s president and COO Jim Bitticks, this level of success is “wild, unexpected, and crazy.” Dave’s got its start in 2017, with four guys who had a deep fryer in a Los Angeles parking lot. On their eighth day, a local food blogger posted about

them. “When they got to the parking lot that night around 5:15, they had a line of about 100 people wrapped around the block, waiting to try the chicken,” Bitticks says. Since then, Dave’s has grown its Instagram audience to more than 2 million, with another 4.3 million on TikTok. Its following is nationwide, with fans

who help to power new location openings. “In Dallas, we had lines 50 cars deep,” Bitticks says. They’ve also had luck with celebrities, including Drake. The rapper invested after Dave’s catered a party for him. In June 2025, Roark Capital bought a majority stake in Dave’s, valuing the company at around $1 billion. Dave’s now has franchises in 49 states (all but Hawaii). The current focus is on international growth as well as nontraditional locations such as airports, college campuses, and mall food-courts. To ensure consistent quality, Dave’s relies on consumer online ratings as well as “mystery” customers. “We pay a company that sends people in and reports out on how the restaurant is doing,” he says. “Guest sentiment is a subjective rating. You might have an affinity for really clean bathrooms, and I might have an affinity for really great service, and that affects how we rate it. The mystery shopper is an objective standard: How many napkins did you get? How hot was the chicken? How long did it take to get the food? Did they say thank you?” There’s also a video mystery shopper, he says: “They go into a restaurant and record the visit on a hidden camera, and that gets sent to the franchise owner and the management team to see how the restaurant actually performs.” Aside from all the splashy aspects of Dave’s strategy, here’s one that’s time-tested in the industry: “You cannot be a franchisee at Dave’s Hot Chicken if you haven’t been a franchisee before,” says Bitticks. Most of their franchisees are multi-unit, multi-brand franchise owners. Some have 20 locations apiece, and the brand’s average unit volume is more than $3 million.

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SPOTS

Glo Tanning

Last year not ranked, this year jumped to No. 328

utomation is upending all kinds of business models. Even tanning salons. Glo Tanning has been in business for 16 years. When it began franchising in 2020, it only had 16 locations, all corporateowned. Today, including franchises, there are 105 locations, with 30 slated to open early

this year. “Our goal is to open another 100 in 2026,” says Quinn Cooper, director of franchise development. The brand aims to be in nearly 30 states by the end of 2026. It’s impressive momentum, especially considering the industry’s history. The tanning industry peaked around the mid-1990s, and is signifi-

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cantly smaller today—but serving the same demographic of women (the average customer is a 51-year-old white woman, Cooper says). So while the user base may be slower to expand, user loyalty is there in spades. Plus, labor costs are lower because “a lot of the equipment has been automated,” Cooper says. For example, salons once

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needed humans to serve as spray-tan artists. But that made the service hard to expand. Now Glo Tanning has spray tan machines. A client just has their preferences set for them, and everything is automated. “We have an aqua-massage bed called the Wave,” he says. “Most of our salons have massage chairs that are complimentary to guests. We have sauna pods that will hydrate your skin, and we’ve had red-light therapy since 2019. We were a first mover on that, and now we have multiple red-light services. That gives us something for UV tanners and for non-UV tanners.” Thanks to targeted marketing and a slate of new services, Glo Tanning’s average customer is 36 years old—younger than the typical tanning salon customer. “It’s an attainable luxury,” he says. “Our all-in cost for a monthly membership is $69. That gives you unlimited access to the entire salon.” For franchisees, the average piece of tanning equipment is $25,000 to $40,000, so opening a location costs about $1 million. The corporate office helps with site selection and construction. “The electricity and HVAC required to run a salon is significant,” Cooper says. “We have to do a lot of upgrades to make the spaces functional. Hard costs and equipment are big line items, but once you’re open, you’ve front-loaded your expenses and your margins are higher.” As a result, he says, Glo Tanning has never had a salon close, and fewer than five franchises have been resold. “We figured out the technology, the training, the value proposition,” he says. “Now we’re focused on building the franchise portion.”

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That 1 Painter

Last year ranked at No. 443, this year jumped to No. 230

nvest in your managers, and your franchisees’ profits will grow. That 1 Painter is evidence of that. The company was founded in 2011 by Steven Montgomery, the CEO of ResiBrands, and started franchising in 2021. It added 179 units in the past year, with 258 new units over three years.

“We saw a tremendous increase in units in 2024,” says brand president Tyler Colby. “One thing we do differently is trying to make sure the owners are dominating their local markets.” To accomplish that, the brand recently switched up its training program for location managers. It wanted to address a very real problem: “We saw a

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high level of turnover for location managers,” says Colby. “It’s hard keeping salespeople around in the home sales industry. We wanted to eliminate that by giving them very specific training.” The company had always offered a five-day program for all franchise owners, including about 70 hours of online

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training, and it includes managers in that same program. But in 2025, That 1 Painter added an additional three days just for location managers—who are the people that drive new business leads, and could benefit from additional guidance and support. It worked for anyone who showed up to the training. Colby says: “We’re up in the high double-digits for sales over 2024. Our first training was in July, and our close rate went up five points since then, and that makes our owners more profitable.” What made this training so powerful? Here’s the most important part, Colby says: It was in person and customized. Online training is still available, he says, but nothing beats being in a room with your peers, learning how to do things like respond to a customer’s objection. In the past, Colby says, “the location managers would mix with the owners. Now, they sit in a room with 10 other people who are going back to their state and doing the same exact thing. Now they know each other, and can call each other up. That goes a long way.” That 1 Painter also does location visits every 12 to 18 months for all franchises, shadowing and coaching the teams on production sites and bids. “One of my coaches went out on a field visit and came back with [a suggestion],” Colby says. “Now, part of our process is that we have the salespeople ask for the job on the spot. That helped with our growth too.” The lesson, in short: Invest in sales, and growth follows.

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HorsePower Brands HorsePower Brands

Last year not not ranked ranked, this year jumped to No. No. 255 255 (Gatsby Glass) No. 266 No. 266 (Bumble Bee Blinds), and No. No. 267 267 (Stand Strong Fencing)

o grow its franchises, HorsePower Brands decided to rethink who it sold franchises to. That effort has already paid off. HorsePower owns nine franchise brands, and three of them—Gatsby Glass, Bumble Bee Blinds, and Stand Strong Fencing—went from not being ranked at all in 2025, to jump-

ing over half the list. HorsePower CEO Tony Hulbert says the upward trajectory started in 2023, when the company looked for patterns among its brands’ top-performing franchisees. It identified what it calls “all-in owner-operators”—people who have no other business to concentrate on, and fully

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focus on their HorsePower brand. Then HorsePower asked itself: How can we get more of those people? To do this, they changed the way that recruiters talk about successful franchisees. “We are selecting business owners who want to be all in,” Hulbert says. “We talk about the all-in mindset of

PHOTOGRAPHS COURTESY OF HORSEPOWER BRANDS

→ STAND STRONG FENCING

being a business owner. If we just consistently speak to what the successful attributes are, people will self-select themselves out. I also don’t talk about franchising. I talk about business ownership. People think that if it’s a franchise, all these things are solved for me. That’s not the case. You’re a business owner, and it’s always going to land at your feet to figure out how to make the business successful.” In addition to rethinking its franchisee recruitment, HorsePower Brands also rethought its corporate team recruitment. In late 2023, the company moved to a remotework model. This allowed it to recruit the best talent, wherever they are. For example, it recruited a new vice president and brand driver for Stand Strong Fencing. “He’s been in fencing for 25 years,” Hulbert says. “He’s an incredible leader who has attracted additional talent from the fencing industry.” HorsePower Brands also brought in an AI tool that helps coach sales and design consultants at its brands. “It listens to Zoom conversations with the consumer, and then later, it provides coaching,” he says. “For the homeowner, we present it as: ‘It’s taking notes so we can follow up.’” AI systems are now also booking appointments for franchisees. “We have this live with four brands now,” he says, “and we expect to roll it out for all our brands. We’ve been testing that since March 2025 to make sure it’s right for the customer.” In short, HorsePower proves an industry truth: To succeed in franchising, you must find and support the right people.

277 SPOTS

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Freeway Insurance Freeway Insurance Last year not not ranked ranked, this year jumped to No. No. 224 224

reeway Insurance didn’t originally set out to become a franchise. But now that it’s embraced the franchising model, it’s seeing tremendous growth and success. The company was started in 1987 and purchased in 2008 by insurance distributor Confie.

At that time, “We decided we wanted to grow through acquisitions,” says Alex Trachtman, senior vice president of franchise sales and operations. “We wanted to be the fastest-growing insurance broker out there. We started to acquire other companies and open new stores.” But management eventu-

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ally realized that, although they had a very successful corporate blueprint, resources limited them to opening about 30 stores a year. That’s why, in 2021, Freeway decided to try franchising as an additional growth strategy. It worked: The company has since opened 65 franchises (in addi-

P H O T O G R A P H C O U R T E S Y O F F R E E W AY I N S U R A N C E

JUMPED

tion to its 600-plus corporate locations) and is now operating in 28 states. Trachtman believes its quick success with franchising was due to the troubleshooting and processes it created while scaling its corporate locations. “We were doing this for ourselves at our corporate stores,” Trachtman says. “All the support teams— marketing, licensing, IT, customer service, quality control—all of that was in place and providing services. It was not that hard to put that to use for our franchising model.” The company also spends significantly to generate leads, he says. Freeway Insurance owns its own marketing agency, produces its own commercials, has a digital marketing team, employs a creative staff to make commercials, has a branding department, and more. “We just became a premier sponsor for NASCAR for 2026,” says Trachtman. But while the company’s marketing agency is great for national opportunities, Freeway has recognized that it must lean on franchisees for more local advertising. “Grassroots advertising in too many areas wouldn’t be efficient for us,” he says. “So we encourage our franchisees to focus on getting to know people, going to events. Go to the church, put flyers out there. You’ll get walk-in traffic just because of the brand recognition, but if you want to be successful, you have to get out into your community.” That local touch can make all the difference.

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Freshest New

IDEAS What’s coming next in franchising? Check out these eight innovative brands, which started franchising recently—and might reach the Franchise 500 soon.

by JASON FEIFER

116 / E N T R E P R E N E U R . C O M / January-February 2026

P H O T O G R A P H S C O U R T E S Y O F K E L LY T H I B E A U LT P H O T O G R A P H Y ( U P I N T H E A I R B A L L O O N S ) ; A W W S H U C K S ; C O U R T N E Y O U E L L E T T E P H O T O G R A P H Y ( I N C LY O U S I O N S P O R T S ) ; S O C A L C A N D L E R E N TA L S

Get ambience Get ambience on on demand! demand!

Weddings have become a $70 billion industry in the U.S. A huge portion of that is rentals—tables, chairs, linens, and more. But when Mindy Halley started SoCal Candle Rentals in 2022, she’d never heard of anyone supplying luxury candles and design services for parties and events, she says. “During the process of training new employees, I had the light-bulb moment,” Halley says. “If I could easily train our team members to deliver this beautiful service flawlessly, I could certainly share this refined system with like-minded entrepreneurs,” she says. She now has five franchises and two affiliate locations throughout Southern California and Arizona.

Sports for Sports for all all abilities! abilities!

Inclyousion Sports’ mission is right there in the name: It’s to create inclusive sports

programming for children of all ability levels. Since small class sizes and highly trained coaches are key to the model, cofounder Kristen Perkins says she saw two paths to keep growing—either keep bringing on employees, or “become a franchise business and empower passionate people to become business owners and impact their community the way we have ours.” Perkins developed a “turnkey model” for franchisees to start up quickly and easily. But success will always require deep engagement with local communities to ensure that Inclyousion is meeting everyone’s unique needs.

Have your Have your corn corn and and eat eat itit too! too!

Aww Shucks is turning a street-fair favorite into a franchise opportunity: It sells fire-roasted corn from food trucks and storefronts. Founders Avrie and Phillip Powell started the company in 2020 as a way to bring healthier food alternatives to outdoor events—like festivals and concerts—around Birmingham, Alabama. Two years later, they opened their first brick-and-mortar store, but “meeting the enthusiasm of our customers has been our greatest challenge,” Phillip says. Once they started franchising, their idea truly caught fire. In addition to their location in Birmingham, they are opening a franchise in Atlanta in the spring.

Blow up Blow up your your balloon balloon game! game!

Party City used to dominate the party-supply business…until it filed for bankruptcy in 2023 and then again in 2024, and closed its doors in most locations. That’s when Andrea Ferguson saw her big opportunity. She’s the founder of Up in the Air Balloons, which creates unique balloon creations (like balloon arches, garlands, photo backdrops, and more) for events. And with Party City nearly gone, she knew that event hosts would be looking for new suppliers. Ferguson spent the past year laying the groundwork to franchise, and is currently speaking with her first franchisees. In an era of increasing digitization, she says, her business has an advantage: “Computers can’t tie balloons.” January-February 2026 / E N T R E P R E N E U R . C O M / 117

Pickleball toto your Pickleball your heart’s heart’s content! content!

David Klembith, a former professional tennis player, had already been building tennis courts for more than 20 years when the pickleball craze seized the U.S. That’s when he saw the chance to truly scale his business. He rebranded it as Cortz, a company that builds and resurfaces playing courts—be they pickleball, basketball, or others. “As we set our sights on national expansion,” Klembith says, “franchising became the logical next step.” He set clear goals from the start: The first five franchise locations would have to demonstrate immediate results before he was willing to move on to more. He’s now at 21 franchise locations, with the goal of reaching 50 by the end of 2026.

There are few things more fun than splattering paint on a canvas, which is exactly what you can do at Shot of Art. The first location opened in New York in 2022, and “from Day 1, guests were saying, You have to open one in my city!” cofounder Nadia Kuzmina says. The company started opening corporate-owned locations in Los Angeles, Chicago, and Houston, then moved on to a franchise in Irvine, California, in 2024. As Shot of Art prepares to open new franchise locations, the biggest challenge has been “giving each owner creative freedom” while keeping the brand consistent, Kuzmina says.

Build your Build your own own bouquet! bouquet!

Bouquet Box sells flowers in a brand-new way. It began by offering DIY

flower-arranging subscriptions, where recipients would receive a monthly box of flowers (along with instructions on how to make that month’s design). Then clients asked for an in-person experience at events, so Bouquet Box created the “Flower Bar”—a lineup of flowers that people could arrange into their own bouquets. Demand quickly spread, so cofounder Amy Nebens sought out new ways to expand. That’s why they began franchising. A year and a half in, Bouquet Box Flower Bar now has three franchise locations: Nashville, Tennessee; Tampa, Florida; and California’s wine country.

Give your Give your dog dog an an adventure! adventure!

There’s doggie daycare, and then there’s Hike Doggie, which picks up your dog in the morning, takes them on an outdoor adventure, and then delivers them back home in the afternoon ready to nap. From the beginning, founder Kath Allen knew the business was a natural fit for franchising. Still, she took it slow. “For the first year, we ran the business out of my home as if we were a franchise,” Allen says. Now, Hike Doggie has six franchise locations in and around the Mountain West (including three in Colorado, where the company is based, plus another one in Idaho), one in Tennessee, and one in New Mexico.

118 / E N T R E P R E N E U R . C O M / January-February 2026

P H O T O G R A P H S C O U R T E S Y O F H I K E D O G G I E ; B O U Q U E T B O X ; D O N AT E L L O P H O T O ( S H O T O F A R T ) ; C O R T Z B Y F S P

Connect with Connect with your your inner inner child! child!

DIARY of a Raul Larez owns two Batteries Plus franchises, but still has plenty of time for family. We asked him to keep a diary of one average day—so you can see what his life is like.

Franchisee 120 / E N T R E P R E N E U R . C O M / January-February 2026

ranchisee stories don’t get any more classic than this. When he was a 17-year-old kid in Albuquerque, New Mexico, Raul Larez started working at a Batteries Plus store after school. He kept going through college, and eventually became manager. In his first year, he increased the store’s revenue from $700,000 to $1 million. He kept growing the numbers until the pandemic hit in 2020, and the owners decided to close shop. That night, Larez came home and told his wife, Megan, that the store was closing. “Why don’t we buy it?” she replied. And so they did. Today, they own two locations that were on track to do $1.8 million in 2025, and they plan to open a third this year. It was a lot of work at first, but now they have the right team and operations in place, and the stores need less of their time. That makes work-life balance a lot easier. Larez kept a diary for Entrepreneur on one average day in November 2025. Here’s what his life is like.

5:00 a.m.

The alarm goes off. I’m an early riser, so that I can get some personal time before work begins.

5:30 a.m.

I hit the gym for an hour for a workout with my son, Trey, who’s 10 and is on a competitive basketball team. The kid loves to train, so doing it together makes us both love it even more. Then we go home, shower, and eat before Megan and I drop Trey off at school.

PHOTOGRAPHS COURTESY OF RAUL L AREZ

8:00 a.m.

I show up at our first store. We bought it for a steal at $225,000, and now it’s bringing in $1.4 million. As you can see, the sign in front still says “Batteries + Bulbs.” We bought it after Batteries Plus rebranded to that name; now it’s back to Batteries Plus, so we’ll have to update the sign at some point. Today, I’m here with Megan, who handles all of our back-office stuff—the bill paying, payroll—man, I could go on and on. I am involved in the hiring and training—all of those things. She’s such an optimist, and it balances out my seriousness.

January-February 2026 / E N T R E P R E N E U R . C O M / 121

8:47 a.m.

When we first became franchisees, we were deep in operations. I was heavily involved in the day to day, going in from 8:00 a.m. till 4:00 p.m. This was 2020 and during COVID, when—you know, masks and six feet apart. And retail really slowed down. But the schools and hospitals were still buying from us—and the Air Force base, the county, state, and utility companies as well. That was an eye-opener for me. So my focus went from the daily grind of retail to allowing others to handle that, while I took on a new role. And that was going after more B2B business, which has been a lifeline for us. Now we have 11 employees between our two stores, so I don’t have to worry as much about day-to-day management. Still, when I’m at a store, I’m always happy to jump in and help with the little things. At this moment, my staff was all busy with other things, so I answered the phone to help a customer with a question about his car battery.

9:32 a.m.

I like to walk the stores looking for efficiencies and opportunities. Today, I noticed that a certain kind of car battery was taking up a lot of shelf space. I asked the store manager: “Are we selling enough of these to justify all that space?”

10:30 a.m.

I start driving to our store, where my retired father now works part time. It’s about 30 minutes away. I usually listen to something motivational or entrepreneural—today it’s Jay Shetty’s podcast [On Purpose]. 122 / E N T R E P R E N E U R . C O M / January-February 2026

11:00 a.m.

I arrive at the second location. We weren’t initially looking to buy two stores, but then spotted an opportunity: We saw the performance numbers for a struggling Batteries Plus store across town. (Franchisees are sent this kind of info; it’s really helpful.) Megan and I knew we could do better, so we hand-delivered a letter to the owners that said, “If you decide to sell, call us.” They did. And within four months, we’d bought it.

12:03 p.m.

I’m in the office reviewing reports. Then I talk to our store manager to see how I can support him. We have seasonal items like mosquito repellent gadgets in the summer and hand warmers in the winter. So I’ll review past sales and discuss how much to bring in. I’ll also check in on his new baby girl—I think that’s important to show my commitment to as well. When we bought this location two years ago, it was doing $250,000 in annual revenue. Now we’re at $400,000, but the store still keeps me up at night. There’s so much more we can do here.

12:30 p.m.

Usually, I fetch Trey from school at 2:15. But today, his class is hosting a presentation for parents: They’re going to show us the planets and solar system. So Megan and I leave the stores, grab our 4-year-old son Carter, and come to watch.

124 / E N T R E P R E N E U R . C O M / January-February 2026

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This is not an offer to sell a franchise. This franchise is offered only by our delivery of a franchise disclosure document to you in compliance with the Federal Trade Commission’s rule on franchising and various state franchise sales laws. *Data is based on each company’s 2024 Franchise Disclosure Document (FDD) for centers open in 2023, except for Kumon, which is based on its 2022 FDD. We estimated Kumon’s revenue based on the number of subject-students reported in its FDD and their monthly fee, registration fee, and materials fee obtained from a web search. We estimated ClubZ! revenue from its total revenue (less material purchases) and average royalty rate and number of open businesses.

3:30 p.m.

Now it’s family dinner time— yes, at 3:30 pm. Trey has basketball practice at 6:30, and I coach his fourth-grade team. It’s been a thrill. Our team has been so competitive that we were invited to play on the Adidas circuit. I spend a lot of time with them—so we’re used to very early dinners.

9:30 p.m.

We’re back from basketball practice, the kids are asleep, and you’re now witnessing a rare occurrence: I’m at my computer checking on a work detail. Most evenings are all family, but I make exceptions when necessary. I’ve had people ask, What’s the best thing about being an entrepreneur, and the worst? So the worst thing is that I get the call at 3:00 a.m. that “Your glass-breaking sensor has alerted us. Do you need the police?” And I’m the one who drives down there to talk to the officers. And if an employee’s son is sick on Christmas Eve, I leave my own sons to go to work. But the best part of it is the freedom to do what you want with your time. And I can’t tell you how many vacations Megan and I have taken, getting only five text messages in 10 days for minor things— and that’s because we have really great people running the business. So the good definitely outweighs the bad.

10:00 p.m.

I’m in bed. Five o’clock comes around pretty quickly the next morning.

126 / E N T R E P R E N E U R . C O M / January-February 2026

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Visit wagnwashfranchising.com and petsuppliesplusfranchising.com *This information can be found in Item 19 of the 2024 Franchise Disclosure Document issued by WNW Franchising, LLC. The data reflects the calendar year beginning January 1, 2023 and ending December 31, 2023, and shows the data for 10 reporting stores which were open and operating 12 months as of December 31, 2023. **This information can be found in Item 19 of the 2024 Franchise Disclosure Document issued by PSP Franchising, LLC. The data reflects the calendar year beginning January 1, 2023, and ending December 30, 2023, and shows the data for 346 Reporting Financial Stores which were open and operating for 12 months as of December 31, 2023. *** The discounted initial franchise fee applies only to franchise agreements executed on or before June 30th, 2025; no other discounts apply. A new franchisee’s results may differ from the represented performance. There is no assurance you will do as well. If you rely upon our figures, you must accept the risk of not doing as well. This is not an offer to sell you a franchise. Franchises are offered by prospectus only through the delivery of a franchise disclosure document. Certain states require that we register the franchise disclosure document in those states. The communication is not specifically directed to the residents of any of those states. Moreover, we will not offer or sell franchises in those states until we have registered the franchise (or obtained an applicable exemption from registration) and delivered the franchise disclosure document to the prospective franchisee in compliance with the applicable law. © 2025 PSP Franchising, LLC and WNW Franchising, LLC. All rights reserved.

What New Franchisees Want This survey of 3,500-plus franchisees reveals a lot.

ho are they? And what do they expect from franchising? Franchisees are all different. But if you look at their hopes, dreams, and expectations, you can see important patterns—both in who they are and what their journey feels like. On the following pages, you’ll find insights from a survey of 3,561 new franchisees, conducted by the franchise advisory group FRANCHISE SIDEKICK, and from their pool of 73,000 franchisee leads.

30%

Experience Level

Age Younger than 40 40s 50s 60 or older

23.7% 36.6% 30.4% 9.4%

67%

possess prior business experience

72%

Marital Status:

15are%

85 % are

single

have day jobs while shopping for franchises

married

Net Worth $50K–$500K $500K–$1M $1M or More

24% 25% 51%

“This means “This means that, that, for for most people, people, they’re they’re most actively planning a transition from from their their transition job to to franchisee. franchisee.”” job

36.6%

Average age: 43

40%

→ Who They Are

21.0%

30.4%

20% 2.3%

10%

8.5% 0.9%

0.4% 20

128 / E N T R E P R E N E U R . C O M

→ Data is pulled from Franchise Sidekick’s “Best Damn Franchise Report,” and is based on Sidekick’s proprietary candidate pool. It cannot represent the industry as a whole.

→ What What They They Want Want

→ How How They They Plan Plan to to Build Build

Their most desired desired sectors sectors Their most

How they’ll afford afford How they’ll the business: the business:

B2C Services Services B2C B2B Services Services B2B Fitness & & Health Health Fitness In-Home Care Care In-Home Sports Sports

57% 57% 40% 40% 39% 39% 36% 36% 36% 36%

Professional Professional Services Services Home Home Services Services Technology Technology Outdoor Outdoor Business Business Youth Youth Enrichment Enrichment

34% 34% 32% 32% 28% 28% 23% 23% 19% 19%

top concerns concerns Their top Their Failure/Profitability cash cash flow flow Failure/Profitability Cost/Fees/Royalties Cost/Fees/Royalties Time/Commitment Time/Commitment Training/Support Training/Support Staffing/Hiring/Labor Staffing/Hiring/Labor Customer acquisition/Sales/Marketing acquisition/Sales/Marketing Customer Territory/Competition Territory/Competition Financing/Capital Financing/Capital Economy/Interest rates Economy/Interest rates

21.8% 21.8% 16.7% 16.7% 4.7% 4.7% 3.9% 3.9% 2.1% 2.1% 2.0% 2.0% 1.6% 1.6% 1.5% 1.5% 1.1% 1.1%

75%

36%

Plan to Plan to borrow money borrow money

25%

Plan to Plan to use use retirement funds retirement funds

Plan to Plan to go go cash-only cash-only

they’d prefer prefer to to invest invest upfront: upfront: What What they’d

concerns 10.6% had had no no concerns or weren’t weren’t sure sure )) (( or

P H O T O G R A P H S B Y S T O C K . A D O B E . C O M / G A L E X S ( B I L L) ; D A M N I N O ( W A L L E T )

Where they Where they want want to to work work

25%

40%

35%

Home-based/No lease Home-based/No lease Retail/Office/Warehouse Retail/Office/Warehouse Doesn’t matter Doesn’t matter

Do they Do they want want to to be be the the boss? boss?

$100K–$250K

31%

55%

25% Multi-Unit Multi-Unit

Want a Want a manager manager to to run run the the business business Want something Want something else else

How many How many hours hours a a week week they expect they expect to to work work

29%

28% 43%

18%

many units to own: own: How many How units they’d they’d like like to

Want to Want to run run the the business business as as the the owner owner

37%

$250K–$500K $250K–$500K

<20 Hours <20 Hours 20-40 Hours 20-40 Hours >40 Hours >40 Hours

22% Just one one Just

84%

$500K+

53% Unsure Unsure

were willing were willing to own own aa to

“boring business.”

January-February 2026 / E N T R E P R E N E U R . C O M / 129

→ Where Where and and When When They’ll They’ll Open Open

Buyer Buyer Concentration Concentration by by State State

22.4%

Top 10 States Where Franchisee Leads Come From Texas Florida California New Jersey Georgia North Carolina Pennsylvania Colorado Arizona Ohio

12.41% 10.02% 7.05% 5.79% 5.28% 4.24% 3.76% 3.26% 3.17% 3.17%

130 / E N T R E P R E N E U R . C O M

Most franchisees’ ideal timeline

ROI timeline expectations

When they plan to buy:

When they plan to open:

Within 4-12 months

Within 6-12 months

When they expect to be cash-flow positive:

63% 49%

1-2 years

When they expect to make their investment back:

43% 78% 3-4 years

→ A C C O R D IN G T O D ATA F R O M T HE 2 0 2 5 B E S T D A MN F R A N C HISE R E P O R T.

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*This is the average annualized gross sales of the top quartile of domestic free-standing Company and Franchised Restaurants with drive-thrus from 2024. As of December 31, 2024, there were 588 domestic, free-standing Restaurants with drive-thrus. The Top Quartile was derived from 576 domestic, free-standing Restaurants, excluding 112 Franchised Restaurants in Puerto Rico and 12 Franchised Restaurants that were not open for at least 26 weeks or Restaurants classified as C-Stores. See Item 19 of the Franchise Disclosure Document for more information. Currently, the following states regulate the offer and sale of franchises: California, Hawaii, Illinois, Indiana, Maryland, Michigan, Minnesota (File No. 10927), New York, North Dakota, Rhode Island, South Dakota, Virginia, Washington and Wisconsin. If you are a resident of or want to locate a franchise in one of these states, we will not offer you a franchise unless and until we have complied with applicable pre-sale registration and disclosure requirements in your state. For New York Prospective Franchisees: This advertisement is not an offering. An offering can only be made by prospectus filed first with the Department of Law of the State of New York. Such filing does not constitute approval by the Department of Law. For California Prospective Franchisees: THESE FRANCHISES HAVE BEEN REGISTERED UNDER THE FRANCHISE INVESTMENT LAW OF THE STATE OF CALIFORNIA. SUCH REGISTRATION DOES NOT CONSTITUTE APPROVAL, RECOMMENDATION OR ENDORSEMENT BY THE COMMISSIONER OF FINANCIAL PROTECTION AND INNOVATION NOR A FINDING BY THE COMMISSIONER THAT THE INFORMATION PROVIDED HEREIN IS TRUE, COMPLETE, AND NOT MISLEADING. Cajun Global, LLC, 980 Hammond Drive, Suite 1100, Atlanta, Georgia 30328-6161, (770) 350-3800 © 2025 Cajun Operating Company, under license by Cajun Funding Corp.

Raise Prices or Cut Staff? What About Neither?

When times are tough, franchises don’t have to make major sacrifices. They just need to rethink value.

b y M AT T H A L L EERR , PPRR E SIDE N T and CE C E O , IN T E R N AT ION A L F R A NCHISE NC HISE A SSOCI S SO C I AT ION

real problem a brand faced, the practical innovation they thought up to solve it, and a takeaway that every business can learn from.

henever costs climb and consumers tighten their belts, businesses face a choice: Either raise prices or cut staff and services. But the smartest franchise brands are now wondering: What if there’s another way? The franchisors in these

brands have begun working closely with their franchisees to analyze every dollar of every cost, all while asking tough questions: Does this actually improve the customer experience? Does it help franchisees make more money? And if not, why are we doing it? The result is a sharper approach to franchise

132 / E N T R E P R E N E U R . C O M / January-February 2026

operations in difficult moments—one that removes unnecessary costs while investing in what truly matters to customers and franchise owners. It’s called “value reengineering.” Here, we’ll walk through how five franchise brand leaders reengineered their value. Each story outlines a

Many franchise businesses face the same challenge: customers expect transparency, personalization, and proof that they’re getting real value—but franchisees sometimes operate with outdated systems that make delivering that experience difficult. Brands want to stand out, but clunky tech holds them back. Dog daycare and boarding brand Dogtopia had always differentiated itself by using an enrollment-based model and offering all-day play in large, open rooms. But as customers became more focused on the health and longevity of their pets, Dogtopia saw two opportunities: First, to show families how their daycare benefits their dog’s health; and second, to simplify the franchisees’ workload so they can focus more on directly engaging and serving their guests.

P H O T O G R A P H B Y S T O C K . A D O B E . C O M /A N D R E Y P O P O V

PROBLEM #1/ PROBLEM #1/ If If customers customers have new have new needs, needs, you you need need new tech new tech to to match. match.

Neil Gill, Dogtopia’s CEO and president, explains that the strategy began with a simple observation. “Because we see the dog twice a week, we spend 10 hours a day in this open play environment,” he says. “We get to know the dog in a way parents can’t.” That creates an opportunity to deliver more than just care—Dogtopia could also deliver measurable wellness. But the brand’s technology wasn’t built to do that. Dogtopia was managing its marketing tools, point of sale, and customer data across different platforms. For franchisees, this meant that operations weren’t centralized, and individual stores’ teams needed to manage and track many different things. And for pet parents, it meant that they got no clear picture of their dog’s daily wellbeing. Dogtopia made the decision to build a fully integrated, proprietary tech stack on Salesforce. It automates lead management, customer journeys, and reengagement messaging— removing back-office tasks from store teams so they can focus on safe playrooms and great customer care. But this tech stack goes beyond just simple operations. Dogtopia thinks of it as a “wellness ecosystem”—and the centerpiece is a new activity collar, which Dogtopia created in partnership with University of Cambridge researchers. It functions as a health-monitoring device that tracks miles walked, activity patterns, and changes in behavior, and streams that information directly to pet owners. People can now see how active their dog is during daycare, and Dogtopia teams can spot early signs of possible health issues. Here’s one striking example of the value of this new technology: A Dogtopia team mem-

ber noticed that a particular pet’s activity dropped by half over a week. “We suggested they take the dog to the vet,” said Gill. “The vet discovered early-stage bone cancer. Treated in three months. The parent said the activity collar saved their dog’s life.” The result? The brand is seeing early upside as automation rolls out. Customers get transparency and a longer, healthier life for their dogs.

PROBLEM #2/ PROBLEM #2/ If If you you need need to redesign to redesign stores, stores, it it must must make economic make economic sense. sense. Like any retail business, franchises go through occasional remodeling. This is complicated in franchising, where a remodeling concept must be executed store by store, by individual franchisees. It’s often a sore subject. Remodels are generally mandated by a brand’s franchise agreement to ensure the brand’s look, products, and experience are consistent and up-to-date across all locations. But they can be expensive, time-consuming, and full of requirements that have more to do with brand aesthetics than customer needs. Franchisees often ask the same question: Why am I paying for this remodel if customers don’t notice? Dunkin’ franchisees were asking that a lot recently. A few years ago, the brand’s remodel had mixed benefits for guests, with limited flexibility for different unit sizes, sales volumes, or local market realities. Many of the requirements were cosmetic and costly. When the pandemic hit, cash flow tightened, and remodeling became even less appealing. As Dunkin’ multi-unit franchisee and Brand Advisory Council leader Rob Branca

put it, “These tactics weren’t really delivering. They weren’t impacting the consumer experience or increasing throughput or profitability.” Dunkin’ and its elected franchisee leadership launched a fully collaborative overhaul. First, they value-engineered what’s called the “image package”—assessing anything in the remodel that guests didn’t see or didn’t care about. Those things were either removed from the list of requirements or replaced with a lower-cost equivalent. For instance: The drive-thru crash bar. (That’s the bumper along the drive-thru lane that prevents cars from scraping or denting the building as they pull close.) The original remodel required a replacement, but the only difference was the paint color. So instead of spending money to replace it, Dunkin’ said franchisees could just paint their existing one. Then the brand introduced new remodeling tiers—full, limited, and ultra-limited—based on store volume and configuration. Stores with no dining

unnecessary costs drop, remodels accelerate, and the entire brand’s asset base gets stronger. By focusing only on what matters to guests and operators, Dunkin’ turned a financial burden into a growth engine.

PROBLEM #3/ PROBLEM #3/ If If your your sales sales process isn’t process isn’t simple, simple, you’re you’re losing customers. losing customers. If your business relies on turning online leads into customers, then you know the danger of friction. If you place too many hurdles between your user and their goal, sales simply drop off. We Sell Restaurants, which is a franchise network of brokers, decided to take on this challenge. CEO and cofounder Robin Gagnon knew that the journey of buying a restaurant is an emotional one—but until recently, the brand’s digital experience didn’t reflect that. Listings were inconsistent. Videos were buried. The process required too many clicks, too many forms, and too much patience. “We had too many registration steps,” said Gagnon. “We had this very limited media experience for potential buyers

The smartest The smartest franchise franchise brands have have begun begun working working → brands closely closely with with their their franchisees franchisees to to analyze analyze every every dollar dollar of of every every cost, all cost, all while while asking asking tough tough questions. questions. room or no drive-thru didn’t have to pay for updates that no customer would ever see. Dunkin’ even added a financial incentive where franchisees who completed certain scopes could extend the time before their next remodel. Dunkin’s approach shows what happens when franchisors and franchisees act as true partners:

and were inconsistent in how we presented it.” We Sell Restaurants saw an opportunity to rebuild the experience from the ground up. The first major change was the introduction of Single SignOn, which allowed prospects to make user accounts with preexisting credentials from popular platforms. Just one click, and

January-February 2026 / E N T R E P R E N E U R . C O M / 133

they were in. Next, they redesigned restaurant listings to put visual media front and center. But high-quality video isn’t easy for every franchisee to produce, and it became a huge source of friction. So the brand built an AI-driven script generator. Franchisees enter the reason for sale, and AI creates a polished, on-brand script. The system then uploads it automatically, cross-posts it to YouTube, and optimizes descriptions for SEO—all without franchisees lifting a finger. They also began leveraging AI to write listing descriptions, which now gives franchisees consistent, professional-quality content in seconds instead of hours. The result? An 89% increase in prospects moving to the next step within the first two months. By removing friction and elevating storytelling, We Sell Restaurants proved that value reengineering isn’t always about dollars—sometimes it’s about time, clarity, and emotion. When you give people a clean, modern experience, they stay engaged, and franchisees gain more inquiries, more visibility, and more confidence in the system.

PROBLEM #4/ PROBLEM #4/ If If your your offerings aren’t offerings aren’t clear, clear, people buy people buy less. less. As people’s dining behavior changes, restaurants often struggle with two key aspects of the guest experience: They must modernize their dining rooms and also update their menus to reflect diners’ evolving preferences. Chicken Salad Chick was feeling that punch. Its dining rooms were built for an era where families and other larger groups dined out together more. The typical location offered

2,800 square feet, with a mix of booths, banquettes, and tables. The layout looked great—but the latest utilization data did not. The brand’s research showed that most dine-in guests were now visiting in parties of one or two, and they overwhelmingly chose to sit in booths made for four. That meant that tables were often occupied at only 25% to 50% capacity, leading to wasted seats, higher buildout costs, and inflated rent. At the same time, the menu centered around two signature combinations: the Chick Special and its more profitable upgrade, the Trio. These options sometimes confused new guests, and gave little flexibility for pricing or upsells. Franchisees had limited levers to increase check averages or offer value-based bundles. By stepping back and studying guest behavior, the Chicken Salad Chick team saw two solutions: They began replacing the booths with flexible banquette seating and movable two-top tables. The dining room footprint shrank by roughly 500 square feet in new builds, reducing rent by an estimated $25,000 a year per location. The change also had a big impact on buildout costs. “Our goal was to try to save about $100,000, and we figured out how to do that with just about the same number of seats,” said Scott Deviney, the brand’s president and CEO. For the menu transformation. instead of two complex bundles, they created intuitive categories: one scoop or two scoops; one side or two sides; sandwiches and melts. The brand also supplied clearer photos of the much simpler options. Suddenly the ordering process made sense to new guests

134 / E N T R E P R E N E U R . C O M / January-February 2026

and busy staff. The bonus? The upgraded “trio” (the meal with two sides) jumped from 20% of orders to 33%, which helped with average check size and franchisee profitability. By focusing on how people really behaved (and not how the brand hoped they’d behave!), Chicken Salad Chick created a smaller, cheaper, more profitable model, all without reducing the quality of the guest experience. The lesson: real value appears when you study the details of everyday operations, identify what’s not working and design it out of the operation.

PROBLEM #5/ PROBLEM #5/ If If your your system is system is old, old, you you can’t can’t please young please young customers. customers. Most franchise brands want to modernize—offer digital ordering, streamline operations, add automation—but innovation is expensive. When every brand in a portfolio builds everything separately, costs skyrocket and progress slows. GoTo Foods—the parent company of Jamba, McAlister’s Deli, Schlotzsky’s, and more—saw a challenge across its portfolio: younger guests wanted speed, convenience, and personalization. But the company’s store designs and ordering technology didn’t fully meet those expectations. For Jamba, the brand needed a fresher, more efficient identity—one that fit its upbeat personality while also reducing operational strain on franchisees. So it refreshed its entire ordering system, and developed a new platform it calls “Hello Sunshine.” The prototype introduced self-order kiosks for reducing bottlenecks, digital menu screens for better merchandising, and a dedicated pickup zone for digital

orders. Franchisees were deeply involved in Hello Sunshine’s design through advisory councils. The new platform made the brand feel more modern, but also made operations faster, more consistent, and easier for team members. Because GoTo Foods built Hello Sunshine on the platform it shares across all its brands, it will be able to build the system for Jamba and then create the opportunity to scale elsewhere. “As a platform company, we use shared technology, insights and innovation to help every brand perform better,” explained Jim Holthouser, former CEO of GoTo Foods. This will hopefully eliminate duplicating efforts while giving franchisees tools that deliver real efficiency. The Hello Sunshine model shows that value reengineering doesn’t have to be about subtraction—sometimes, it’s about giving franchisees more of the right things.

The value The value of of value value reengineering reengineering

Across the stories of these five franchise systems, it becomes clear that reengineering is not about cutting costs—it’s about clarifying value. It’s about removing what customers don’t notice, what franchisees don’t need, and what no longer serves the brand, and then— with intention—reinvesting those dollars, hours, and tools into experiences that matter. In tight times, it’s easy to go on offense and raise prices, and it’s easy to go on defense and cut staff or limit service. But the brands that grow—the ones that strengthen franchisee profitability and customer love—are the ones that rethink the game entirely.

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BUILD How to

( and Market ) a Franchise

for Very Little Money

Want to turn a tiny hometown business into a franchise with hundreds of locations? The cofounder of L&L Hawaiian Barbecue, Barbecue shares his story—and his secrets.

b y EDDIE E DDIE FL F L OR E S JR . 136 / E N T R E P R E N E U R . C O M / January-February 2026

Illustration / P E T E R E Y N O L D S

January-February 2026 / E N T R E P R E N E U R . C O M / 137

138 / E N T R E P R E N E U R . C O M / January-February 2026

THE FIRST RESTAURANT

I was born in Hong Kong, to a Filipino father and Chinese mother. My family emigrated to Hawaii in 1963, though my parents sent my oldest sister and me to live with two of our uncles in San Francisco. I returned to Hawaii when I went to study business administration at the University of Hawaii at Manoa. Because I was from a lowincome family, I qualified for a work-study program, and I worked year-round, even during school breaks. My first job was at Charles Hemenway Hall Cafeteria, washing dishes for $1.25 per hour—or $1.50 if you chose to get paid with meal tickets. That was a no-brainer. I chose the meal tickets. Why? I could sell some to my friends. After graduating, I went on

PHOTOGR A PHS COUR T ESY OF L & L H AWA II A N B A RBECUE

ou may not know me, but if you’ve ever had a plate lunch (two scoops of rice and a scoop of mac salad with your entrée), then we are connected. L&L Hawaiian Barbecue, which made Hawaiian barbecue famous around the globe, started with humble beginnings over 40 years ago. My business partner, Johnson Kam, and I transformed L&L Drive Inn, an obscure family restaurant, into an international restaurant franchise, L&L Hawaiian Barbecue. We built a new business model in franchising in the process. I did not know what I was doing. But it worked. We succeeded in building a new food segment in the restaurant industry and a successful international restaurant chain. There is more than one way to build a viable franchise company. I did it differently. L&L started the plate lunch, and when we branched into California, there were only a handful of fast-food restaurants selling plate lunches. Fast-forward to today, and you’ll find 235 L&L restaurants and at least 300 to 400 other Hawaiian fast-food restaurants throughout the U.S. We were able to accomplish such an impossible feat by breaking almost every business rule most people follow. One was how I approached advertising and marketing. We promoted L&L Hawaiian Barbecue with great success, for very little money. It became one of my secret weapons for building this business. But before I explain how I did that, let me tell you a short version of my story. (For the full version, you can read my book, Franchising the American Dream.)

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to spend 20 years building a successful career in business brokerage and commercial real estate. In fact, it was not me who first got into the restaurant business—it was my mom. While I attended UH, my mother worked at Lynn’s Delicatessen at Ala Moana Shopping Center. She was the cashier, waitress and bus person. I would pick her up from work after school, and I could see the fatigue in the way she carried herself. The long days at the restaurant were tiring. Even though she was exhausted from work, she would still come home, clean the house and cook for us. My heart bled for her. I wanted to do something to help. One day in 1976, L&L DriveInn, a restaurant just a couple of blocks from the dilapidated house my family shared with three other families, went up for sale for only $22,000. What a deal. I decided to buy the restaurant for my mother, and my offer was accepted. Yet when I went to the bank asking for a $10,000 loan, I was rejected, even though I had an impeccable credit record there. The manager reasoned that 80% of restaurants fail in the first year. Because my only restaurant experience was washing dishes, my chances of success were almost zero. Luckily, when a friend referred me to someone at another bank, I was accepted within an hour of him checking my credit record. That banker and I became friends. If you are in business, make sure you have clean credit and keep a banker as a good friend. My mom was happy to be the owner of L&L Drive-Inn. But she had no experience as a cook, and she did not want to

work at night. I found a solution by asking my good friend, Johnson, to be a 50% partner. He gladly agreed. My mom worked the day shift and Johnson ran the evening shift. The menu was very simple. It consisted of simple plate lunches like hamburger steaks, beef stew, curry chicken, hamburgers, and hot dogs. The plate lunch was selling for about 40 to 60 cents. L&L Drive-Inn had many customers from the hospital nearby and students who congregated after school. I had no interest in L&L Drive-Inn. With my mom and

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Johnson running the restaurant, my only jobs were to help them with the lease, to take care of the finances and to give business advice whenever they needed it. Eventually, my mother tired of working at the Drive-Inn. I called Johnson and asked if he was interested in buying my mother’s 50% interest. He immediately said yes. He could see the potential. After my mother sold her shares, I was not involved in the L&L Drive-Inn operation. Johnson was expanding by himself and helping his friends. When he had questions, he called me. Because

of my real estate experience, I negotiated most of the L&L leases and gave him business advice. I was his real estate and business confidant.

THE NEXT RESTAURANTS

Johnson was very successful in expanding the L&L Drive-Inn. The restaurants kept popping up everywhere in Honolulu. Many of his friends saw his success and asked him if they could open an L&L Drive-Inn. Johnson, being a very generous person, would say yes. He helped to set up four or five restaurants for them. He

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taught them how to cook and even financed some of them. Johnson asked for nothing in return. He simply wanted to help his friends. Whenever Johnson asked me for assistance, I made sure that he was protected. He was too nice of a person. I told him frequently that he had to be careful with certain friends who might try to take advantage of him. Johnson, invariably, would say, “It is OK.” I questioned his wisdom of giving away the L&L restaurant secrets and letting people use the name without charging a fee. I told Johnson that he was too generous with some of his friends. I joked that that was not the Chinese way of doing business—you should get some-

thing in return. He laughed and asked me what he should do. I hesitated for a second, and then I suggested that he should franchise L&L restaurants. Johnson said he had no idea how to do it and asked if I would help him. I had to be honest. I told Johnson that I knew nothing about franchising, but I would try to learn. At that time, I was a little tired of the real estate and business brokerage business. I have always loved doing things on my own. During my youth in Hong Kong, I learned to be independent and multitask. My training in real estate, banking, insurance and various business ventures gave me confidence that I could do anything with-

Running a restaurant is → completely different from managing and organizing a franchise chain. Franchisees...have more expectations. out professional help. To start franchising L&L locations, I formed a sub-S corporation with $1,000 capital and 100 shares by copying the original L&L Drive-Inn document. L&L started with probably the lowest royalty and marketing fees in the franchise industry. The L&L corporate office survived because we ran a shoestring operation. The L&L franchise company was sharing my real estate office

without paying rent and sharing some of the staff. My wife, Elaine, was working part-time as the bookkeeper and clerk. I had to continue with my business brokerage and my real estate school for many years to support my family. Starting a new restaurant franchise chain is very difficult. Most people may have several successful restaurants and decide to expand by starting a franchise company.

They may be encouraged by their friends or customers to franchise the restaurant. But running a restaurant is completely different from managing and organizing a franchise chain. Dealing with employees is different from dealing with franchisees. The franchisees are more demanding and have more expectations. Most new franchise companies fail. They lack the control and know-how. They close with disappointment, not knowing what they have done wrong. Proper management and organization are the keys to the success of a national restaurant franchising chain. I spent countless hours at the library and at conventions studying the franchise busi-

ness. Somehow the L&L franchise company drifted into the opposite of what I had learned. Something told me I could feel confident in doing it another way. My way. I analyzed L&L restaurants’ reasons for continual success. L&L Franchise Inc. started with practically no cash flow. Johnson and I did not contribute money except for the $1,000 capital as required by our new corporation. Still, L&L Franchise Inc. managed to prosper, and the company was profitable from the first year of operation. We did not make a lot of money in the early years. However, we did not have to contribute any additional capital once we started. But throughout the 1990s,

L&L restaurants were able to grow. Johnson opened three L&L restaurants in the first 13 years on his own and 40 new L&L restaurants in the next 10 years after I partnered with him. L&L became the darling of the restaurant industry in Hawaii. In the early 2000s, we expanded to the mainland. But we needed to find another name for the expansion. People would be confused if we used L&L Drive-Inn. It would not work in California. That’s how L&L Hawaiian Barbecue was born.

MY KIND OF ADVERTISING A VERT S G All of my experience build-

ing L&L Hawaiian Barbecue our own way, with very little money, taught me to think of advertising and marketing differently. Businesses advertise for two reasons. You could advertise to promote sales like having a special or a discount on your meal items. A known restaurant brand normally does not advertise unless the business is slow or it is introducing a new product. When you see a restaurant constantly advertise with discounts, you can probably assume the business is not doing well. The second reason for advertising is to build a brand. The brand may be unknown or new. If you spend enough money, you can make any

brand well-known. Advertising is a very powerful tool. It costs money to be effective. The more you spend, the better your brand recognition. When I bought L&L DriveInn for my mother, there was no marketing fund. L&L was merely a small family business. We did not need to advertise. Our customers were people who worked or lived around the restaurant. When I took over the L&L Franchise Inc. operation in 1990, our advertising fee was a measly $200 for each location monthly. The L&L restaurant only had about 10 stores. There was no marketing fund to speak of for branding. I used most of the money to buy advertisements for the restaurants to

promote sales. Over time, I figured out my own way to promote L&L. I call it the impact-marketing-without-spending money strategy. Here, I’d like to share with you some of my most successful methods. Though, it is important to keep in mind that this was during a different time— when social media didn’t exist, traditional media was more robust, and that media attention could have a significant business impact. Today, of course, the greatest levers of attention are now digital—but digital advertising is expensive, and competition for eyeballs is fierce. This means that franchisees and franchisors must be very creative about how they get atten-

I gave speeches, wrote articles, → did volunteer work...made donations, and did whatever was necessary to promote myself as a major component of the L&L brand. tion. My strategies are hard to replicate today, but my hope is that my stories inspire others to think creatively.

THE H FIRST STEP/ Branding the Principal rincipal I could promote the L&L brand two ways, by endorsing the principal of the company and the company itself. I was able to use this method to maximize L&L brand expo-

sure. There would be two brands to promote: one for the principal and the other for the company. They are interrelated. Let’s start with branding the principal of the business. Because L&L restaurants had two principal partners, it would be sensible to promote both of us. However, Johnson wanted to stay low profile. He did not want to be interviewed or talk in public. I

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have asked him many times to be interviewed and he has always declined. I became the sole representative for L&L restaurants in most media interviews. I gave speeches, wrote articles, did volunteer work, participated in political campaigns, made donations, and did whatever was necessary to promote myself as a major component of the L&L brand. I truly believed that by branding the principal, L&L would have more chances of exposure to media coverage. Branding the principal of the business is seldom used in the marketing community. I identified myself as the principal person to associate as a brand for the company. The least expensive method to promote is by

sending press releases to every media outlet about what I had been doing. I developed a contact list of key persons to talk to with the television stations, radio DJs and newspapers. The contact list included the clubs and organizations that I belonged to, trade organizations and schools that I graduated from. To me, more contacts would be more effective in spreading the news item. Quite often, the main media may not have picked up the story but the others on the contact list would. Anything that I or L&L restaurants did that was interesting would make the news. The mainstream media may not always cover stories about me or L&L, but the ethnic papers published almost every one. You need to write up the story and

they will publish it for you. The two Filipino papers always liked to carry stories about a successful Filipino entrepreneur. The Chinese newspaper always wanted to know what I was doing. Organizations and associations like the Chamber of Commerce or the Rotary Club could be another avenue for free publicity. They always liked stories about their members. I joined many clubs and associations and was in a leadership position. In a short time, people started to take notice of me as the owner of the L&L restaurant chain. Being a spokesperson and expert in the restaurant industry is very important to getting coverage. Television stations and newspapers are

always looking for people to interview. I made contact with several television stations and newspaper reporters frequently. When they needed to interview someone on an issue, they would always call me. When the legislature was in session, there were many bills related to the restaurant industry. I may have given three interviews in a week on various issues such as Styrofoam boxes, minimum wages or COVID-19 requirements. I would give an interview wearing my L&L uniform, standing in front of an L&L restaurant. I broke a record recently. I was on the television giving interviews five times in

one week. The exposure was invaluable. It made me part of L&L restaurants and solidified the L&L brand. When people see me, they automatically see the L&L brand. Some of the companies that successfully brand their principals are Apple and Tesla. Whenever you mention Steve Jobs, you are advertising Apple, and whenever you talk about Elon Musk, you associate him with Tesla. Steve Jobs and Elon Musk have both been great with the media. They constantly promote their companies as their principals. There are a number of ways to expose the principal to the media. They include volunteering in the community, winning awards, campaigning for political candidates, writing articles and books,

giving speeches and donating to charities. These projects, however, took many hours of my time and financial resources. I always remind myself that I am doing it for fun and for the community. I always enjoy helping people. It is a great feeling of accomplishment. In return, I am able to promote myself and L&L restaurants. I boasted to many people that my branding method works. I challenged some of my friends to name the owner of some of the major companies in Hawaii. Very few could. I dared them to name the owner of L&L restaurants, the majority would say Eddie or the L&L guy. I must have done a prodigious job in branding myself and L&L restaurants. My branding method works, but I worked hard and participated in countless activ-

O lesson I learned was to One → always send out the press release at least twice. T The more you send out, the more k you get covered. likely ities to accomplish the feat. In 2022, I traveled to New Orleans for a short Mississippi River cruise with my wife, Elaine. It was a long-awaited trip after COVID-19. We arrived at the Ritz-Carlton Hotel lobby in New Orleans. I was wearing my mask and my sunglasses. A pretty young girl came to me and said, “Mr. Flores, good to see you.” It scared me out of my wits. People recognized me with my mask and sunglasses on.

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I am no longer a private person. At least my branding and impact marketing work. She turned out to be a graduate of UH Manoa. In recent years, I was able to give back by donating more than $2 million to the UH Shidler College of Business for students in need and for an annual real estate lecture series to thank the real estate industry. The young girl thanked me for the scholarship that she received from money I donated

to the university. I was pleased to see a student I helped with the scholarship at UH graduate and be employed. I always knew that my impact marketing techniques worked and also helped many people.

THE H SECOND STEP/ Branding ra d g the h Business I used a pretty similar approach for branding L&L restaurants. I sent press releases for any events L&L was doing—for example, a grand opening for a location. If there was an event that I thought the media would be interested in, I would call them. I had a list of contacts of television and newspaper reporters who were anxious to hear from me. I also used all the social media and

electronic delivery methods. L&L’s corporate office sponsored many community events like the Filipino Fiesta, Narcissus Festival, Chinatown National Day Celebration, Filipino Parade and Spam Jam, just to name a few. Our corporate staff usually participated in the events to maximize the exposure. We would always be at the frontline. L&L restaurants won a number of awards that we publicized. Among our accolades: Best Local Food, Best Plate Lunch, and Best Fast Food. Our marketing department would publicize those awards as much as possible. Winning awards got us into the media quite often. I emphasized that any newsworthy event must be publi-

cized. Donations had the same effect. We tried to make sure we took pictures and held a check presentation with the L&L logo as the backdrop. Mainstream media did not always pick up the story, but we usually got excellent coverage from ethnic media. One lesson I learned was to always send out the press release at least twice. The more you send out, the more likely you get covered. In addition, I created two more approaches. One was to promote and create special events, and the other was to seize the opportunities for promotion when the occasions would arise. These are proactive events to draw attention to the media. Quite often, you need to move quickly for maximum coverage.

THE H NEXT STEP/ Branding ra d g Events The public was attracted to interesting and unique events. So, I created a number of events that generated tremendous media coverage for L&L restaurants. Some of these events have been very successful and continue to generate publicity for L&L Hawaiian Barbecue annually. Here are some that helped to elevate our profile.

→ THE H 76-CENT GIVEAWAY GIV AWAY You need to have new ideas that draw a crowd if you want to attract the media. The annual 76-cent plate (now known as 52-cent) lunch promotion was one of my favorites. It is also one of the most successful. We

did it once a year in June around the time kids are on summer break. We sold plate lunches for 76 cents each. The first 100 customers also received a T-shirt and some Pepsi products. Hundreds of customers would line up overnight for the almost free meal. There would be thousands of customers by 10 a.m. The television stations and newspapers would show up and cover the event. Some television stations would spend two hours on location and interview me and the people standing in line every half hour. The exposure was invaluable. Our customers looked forward to this special promotion. We reduced our expenses by asking our suppliers and vendors to provide most of the products. The L&L

corporate office would donate the income during the sale to charity. The sales for all the L&L restaurant locations increased 10% to 15% after the 76-cent promotion for at least a week. To make special promotions successful, you need to plan months ahead of time. For example, L&L staff had to arrange for the location. We needed to select a date when we expected many people. We have to get staff ready to cook 2,000 nearly free meals. It would not be easy without proper planning. The key to your success is promoting the event. People must know about the 76-cents promotion and the media must be told ahead of time. L&L usually sends out the press release one week before

To make special promotions → successful,, you need to plan months ahead of time...The key is promoting the event...the media must be told ahead of time. the promotion, and we do it again the day before. My marketing team would place telephone calls to the media in the morning to remind them. It is very time-consuming, but if you want free media coverage you need to do it yourself, or pay to hire a public relations company.

→ THE HE NATIONAL SPAM MUSUBI U UB DAY I have to give credit to Derryck

and Elaine Tom, who ran a Huntington Beach location, for taking Spam musubi to the continental US. Spam musubi was relatively unknown to most people prior to that, and L&L was the first company to popularize it. It started one day when Elaine told me that she would sell Spam musubi. I had no idea what Spam musubi was. L&L restaurants did not sell Spam musubi at that time. It

was a piece of Spam wrapped around a block of rice in seaweed. I was hesitant. Would the mainland customers eat rice with seaweed and Spam? I seriously doubted it. Elaine made me a Spam musubi to try. I took a bite and I fell in love with it. Spam musubi became one of L&L Hawaiian Barbecue’s top-selling items. We love our Spam musubi so much that on August 8 each year, L&L celebrates National Spam Musubi Day. On this day, L&L restaurants offer up to 100,000 free Spam musubi to people who utilize our L&L mobile app. The promotion has been a tremendous success. Our longtime goal is to grow National Spam Musubi Day to the point where we

can give away 1 million free Spam musubi. L&L marketing staff is constantly looking for new ideas to promote the L&L brand. We are in a unique situation being in Hawaii. L&L restaurants could tie closely to Hawaii for any promotion. The governor and mayor are always very receptive to helping promote the L&L brand. They know the importance of L&L restaurants spreading the aloha spirit for Hawaii. We are the point of sale to bring tourists to Hawaii. They know that L&L restaurants are Hawaii’s favorite, and they are proud to support us. L&L restaurants had and still have a clear advantage over the copycats from the continental U.S. Most of the

copycats know nothing about Hawaii. They have no roots in Hawaii.

→ THE SPAM MUSUBI EATING CONTEST The Spam Musubi Eating Contest was always a hit. It gave us an opportunity to introduce Spam musubi to the mainland audience. The television news anchors constantly joked, why would people eat Spam on a rice cube wrapped with seaweed? Spam musubi was very foreign to them. The contestants would compete in front of an L&L restaurant. We had a large audience and television coverage. The mainland television stations loved to talk about the contest. The exposure had been phenomenal for

the money we paid. Again, we asked the vendors and suppliers to provide their products to lessen the cost of the promotion. Media coverage is priceless.

→ EAT MEAT, LOSE WEIGHT Another opportunity for lowcost promotion was with the Atkins diet fad. The Atkins diet was basically a diet to consume lots of meat and no carbohydrates. It baffles people that eating lots of meat will help you lose weight. L&L’s food is known to be a little greasy and with large portions. But that didn’t keep me from playfully creating a “Hawaiian Atkins diet,” which is composed of more than two pounds of meat but

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no rice or macaroni salad. I called up the local television stations and arranged a news conference at one of the L&L restaurants. I had my cook prepare an extra-large portion of meat on top of shredded cabbage. The reporters were questioning me on the logic of eating so much meat and losing weight. It was impossible to believe. They asked, “Does it work?” I responded, “Just look at me.” They had a good laugh, because I am very skinny. The Hawaiian Atkins diet was impossible, but funny. MSNBC briefly carried part of the story. I was happy with the coverage. I created an opportunity. It had to be the right subject at the right time. You need to execute the

promotion when the opportunity arrives.

→ TH THE MEGA MILLIONS WINNER W R Another opportunity came up in 2010 when a customer bought a lottery ticket at our L&L Hawaiian Barbecue at the Pico Rivera location in California and won one of the biggest lotteries at that time. Jackie Cisneros, who worked at a television station in downtown Los Angeles, wanted to eat at KFC but her husband, Gilbert Cisneros, insisted they eat at L&L in Pico Rivera. Gilbert bought a lottery ticket and six hours later, they won $266 million. Ben Gudoy from San Diego called me at 4 a.m. to

O food is known to be a little Our → greasy and with large portions. B But that didn’t stop me from playfully creating a “Hawaiian Atkins ” [ ] was impossible, but funny. diet”...[it] tell me the good news. I immediately called my marketing team and prepared for a number of interviews at 5 a.m. It would be another opportunity for us to seize for free publicity. We had to act fast. We were able to get into a number of major television stations and The Oprah Winfrey Show. We were able to get so much news coverage because our marketing team acted immediately. We had a plan and executed it

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properly. We were creative and acted instantaneously. One franchisee was ecstatic. His Pico L&L store received $1 million in cash for selling the winning ticket. I jokingly told him that he had to pay a royalty fee on it. Pico Rivera is the only L&L location that sells lottery tickets in California. You would always see a long line of people standing in line to buy lottery tickets at

Pico Rivera whenever the state was ready to pick another winner. The store is a lucky place to buy a lottery ticket.

→ SPAM AND SPAMALOT I was in New York City visiting an L&L location near the South Street Seaport near the financial district in New York City. A hot new Broadway musical, Spamalot, was having a grand opening showing. The New York Times had an advertisement for the new musical. I saw an opportunity to promote L&L restaurants with Spam that we served. I called The New York Times and told the reporter that we were the only restaurant selling Spam and Spam musubi in New York City. The idea generated inter-

est in the reporter to write an article on Spam musubi and Spamalot. He came to the restaurant to interview me. I served him a Spam musubi. He ate it reluctantly. L&L was in The New York Times the next day. I obtained thousands of dollars’ worth of coverage with a simple telephone call. I found the opportunity and I executed the idea without delay. You have to constantly look for an opportunity and act immediately. The New York L&L had a flood of customers visiting the restaurant for Spam musubi right away.

THE H LATEST STEP/ Branding B d ga New ew Principal My daughter Elisia returned

to work for the L&L franchise in 2014. She became the second principal spokesperson of the company to promote the L&L brand. Elisia became active in many business and community organizations. She gave many speeches and made numerous appearances in civic activities. Elisia gave interviews for television stations and wrote articles for several publications. She was featured in several television and radio shows. Elisia graced the pages of Hawaii Business Magazine, Mid-Week and The Filipino Courier in a short time. She won many awards for her community volunteering and business service. I was very surprised that she was

able to brand herself so quickly. She was far ahead of me when I was promoting myself as the principal spokesperson of the company. L&L restaurants have been very fortunate that Elisia is so successful in branding herself. We had two principal spokespersons to promote the L&L branding using very little marketing money. Eventually, Elisia replaced me as the principal, and I became the second principal. When my daughter Elisia took over as the new CEO, she complained that our marketing fee was too low at 1% to 2%. She said that to grow the brand, we needed to spend more money. I

agreed with her. We continuously review the fee structure for marketing to stay competitive and act in the best interest of our franchisees. Elisia also hired a marketing firm to help us promote in Hawaii and in the continental U.S. I always did all the marketing through L&L’s marketing department. I realized that it is the changing of the guards. L&L is getting bigger, and it needs help from a marketing firm that can promote the brand outside of Hawaii. I can no longer be a do-all person. Elisia also increased our presence on social media with more electronic delivery. L&L marketing staff

employed Facebook, X (formerly known as Twitter), TikTok, WeChat, intranet, YouTube and our L&L mobile app. Our marketing staff has done a fantastic job. During L&L restaurant’s seventieth anniversary in 2022, Yahoo News mentioned our celebration at Sheraton Waikīkī and got 30 million hits. L&L restaurants still have some franchisees that are computer illiterate. We continue to help them without charging a fee. Besides L&L’s in-house social media, we employed some social media marketing firms, such as Hook+Ladder, to help us to market L&L social media and streaming digital video.

A loose [compliance] standard → mayy be one of the reasons L&L restaurants were able to grow... T y could] adjust without waiting [They ffffffff approval. months for corporate office NEW PRINCIPAL, NEW BRANDING B D G RULES The conventional wisdom to franchising a brand is to maintain the same design, quality of service and menu. Most big franchise companies follow very strict and rigid rules. Any violation is subject to fines or termination. Although we trained and provided each franchisee with our operation manual and design requirement, many still deviated from our

standard operating procedure. We were lax in enforcing the brand rules. When we first started franchising in Hawaii, the only franchisee was Johnson. Our design was still in an infant stage, and our menu kept changing. When he sold or partnered with Chinese immigrants, it was very difficult to enforce the rules. Most of the immigrants could barely speak English. The L&L fran-

chise company decided not to enforce strict rules and requirements. We wanted the franchisees to be able to adjust to the market and be profitable. Fortunately, we have received very few complaints. The loose compliance gave the franchisees the flexibility to adjust to a problem. The system helped them do better in business. Since my daughter Elisia took over as CEO, she is enforcing the rules much more than before. She can see the future of L&L similar to a big-name franchise company. The L&L franchise company required the franchisees to upgrade to the current décor and meet the standard operating procedures. It is wise to make the requirements early rather than trying to change them at a later date. A loose standard may be one of the reasons L&L restaurants were able to grow. It allowed the L&L franchisee to adapt and adjust without waiting months for the corporate office approval. It helps the franchisees to be creative and create dishes that are popular in their markets. L&L franchisees are happy without constant interference from the L&L corporate office. The franchisees, however, must still follow the L&L restaurant menu and recommended design.

ONE NE LAST LOOK BACK There is no other company in the continental U.S. that can spread the “aloha spirit” and share the ohana (family) that L&L has with our friends and employees. Johnson and I made the American dream into a reality and, in turn, helped many of our friends and employees share the same dream along the way.

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As immigrants, Johnson and I have come to learn the unique drive that immigrants have when they come to the U.S. We have made it an unofficial mission to help others through our success. Many of the Chinese immigrants who have become part of L&L would not have qualified or even been considered for many other franchise chains because they lacked fluency in the English language and/or capital. We built a simple and flexible system at L&L restaurants that was perfect for immigrants. L&L restaurants gave many immigrant franchisees the opportunity to succeed. We are happy to see many of them prosper. To this day, L&L has one of the lowest costs for royalty and marketing fees in the restaurant franchise chain. Our royalty fee of 1.5% to 4% and marketing fee of 1% to 2% is a fraction of what you will normally pay at other national franchise chains. L&L’s corporate office was able to keep our marketing fees low by using the impact-marketing-without-spending-money strategy. L&L fees are low but we do not skimp on our services and support. L&L office staff genuinely care for our franchisees and provide personal services far beyond what other similar-size franchise companies do. The L&L corporate office is probably one of the only restaurant franchise chains that does not charge for its annual convention or technology fees. L&L staff treat all the franchisees as family members. As a franchise owner, you become part of the L&L ohana. Adapted excerpt from Franchising the American Dream by Eddie Flores Jr., published by Legacy Isle Publishing. Copyright © 2025 Eddie Flores Jr. All rights reserved.

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UNDERSTANDING THE RANKING This is how Entrepreneur creates the Franchise 500®—and how all these brands are evaluated.

he Franchise 500 is more than just the world’s first and most comprehensive franchise ranking. Now in its 47th year, this ranking is a snapshot of the franchise industry— capturing what has changed, what has stayed the same, and why franchising continues to be such an attractive model both for business owners looking to grow their brands and entrepreneurial hopefuls looking for a business to start. In this year’s ranking, you’ll find brands and industries of all types. Some have been around since our first Franchise 500 (and even earlier!). Others are innovative newcomers, including companies in novel industries such as virtual reality, hormone replacement therapy, and indoor air-quality services. They’re all proof that franchising is still a powerful engine for growth, and that, for prospective franchisees, the possibilities are almost endless. If you’re considering franchise ownership, this list can be a valuable tool in your search for the right opportunity—whether you’re looking to join up with an older, proven brand or get in on the ground floor of what could be the next big thing. We rank the top 500, but also list all the other franchises whose information we verified. That’s a total of more than 1,300 companies across more than 160 industry categories. So, how do we determine which of those companies earned a coveted spot in our Franchise 500 ranking? Read on to find out.

The 5 Pillars of the Franchise 500

We rank every franchise brand based on more than 150 data points. Here are the main categories of data we consider. COSTS & FEES

→ Franchise fee → Total investment → Royalty fees

SIZE & GROWTH

→ Open and operating units → Growth rate → Closures

SUPPORT

→ Training times → Marketing support → Operational support → Franchisor infrastructure → Financing availability → Litigation

BRAND STRENGTH

→ Social media → System size → Years in business → Years franchising

FINANCIAL STRENGTH & STABILITY → Franchisor’s audited financial statements

Note: Pillars are not listed in order of importance or weighting.

156 / E N T R E P R E N E U R . C O M / January-February 2026

Our ranking process begins by gathering the data. Starting in June 2025, we asked franchisors to fill out an online application and submit a copy of their current Franchise Disclosure Document (FDD) or Canadian Disclosure Document. A grand total of 1,354 companies supplied all the required information this year. Each submission was vetted by our editorial team before being entered for data analysis. To be eligible to rank, a franchisor must be seeking new franchisees in the U.S. or Canada and must have had a minimum of 10 units open and operating as of July 31, 2025, with at least one franchise located in North America. Each eligible franchisor was scored based on more than 150 data points, and those with the highest cumulative scores became this year’s Franchise 500. (An overview of the data points can be seen to the left.) Franchise companies are listed on the following pages within their industry categories. Ranked companies—that is to say, the brands that made our official Franchise 500 list— appear with their position listed to the left of their names. As an additional tool, we also list the 854

franchise companies that did not rank in the Franchise 500 but whose information was verified by our team. These companies are listed in alphabetical order under “Not Ranked” in their respective categories. Check the index on page 266 to find a specific company, or go to entrepreneur .com/franchise500 to view the entire ranking in numerical order. Note: The Franchise 500 is not intended to endorse, advertise, or recommend any particular franchise. It is solely a tool to compare franchise operations. You should always conduct your own careful research before investing in a franchise. Read the FDD and related materials, get help from a franchise attorney and an accountant to review legal and financial documents, talk to as many existing and former franchisees as possible, and visit their outlets. Protect yourself by doing your due diligence to find the opportunity that’s best for you. Research compiled by Tracy Stapp Herold, Jordan Hall, and Michael Frazier, with assistance from Sean Strain, Alisha Bajaj, Ava Brooks, and Natasha Libombo; technical assistance from Michael Flach and Angel Cool.

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*For the calendar year ending on December 31, 2024, the average revenue of the top 10 shops was $1,841,474, the average revenue for all shops open more than 1 year prior to 2024 is $904,197. Of the top 10 shops, 4 (40%) met or exceeded the average, of the shops open 1 year, 54 of the 125 shops (43.2%) met or exceeded the average. Your results may differ and there is no assurance that you will do as well. See item 19 of the current Franchise Disclosure Document (FDD) for additional information. This information is not intended as an offer to sell, or the solicitation of an offer to buy, a franchise. It is for information purposes only. Currently, the following states regulate the offer and sale of franchises: California, Hawaii, Illinois, Indiana, Maryland, Michigan, Minnesota, New York, North Dakota, Rhode Island, South Dakota, Virginia, Washington, Wisconsin. If you are a resident of one of these states, we will not offer you a franchise unless and until we have complied with applicable pre-sale registration and disclosure requirements in your jurisdiction. This advertisement is not an offering. An offering can only be made by a prospectus filed first with the Department of Law of the State of New York. Such filing does not constitute approval by the Department of Law. MN File No. F-4017; MN File No. F-5517; MN File No. F-8741. Drybar® is a registered trademark owned by Helen of Troy Limited and used by DB Franchise, LLC under license.

LISTINGS KEY Year began/franchising since Y This shows how long a company has been in business and how long it has been franchising. Both are good to know when you’re trying to decide whether you should go with an established system or a newer concept.

Available U.S. regions and Seeking int’l.? A Check out these columns if you want to know whether a franchise system is expanding in your area and whether a company requires franchisees to buy master licenses or multiple units.

Number of franchises/Company-owned N

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See a franchise company’s size and how quickly it’s growing. Here we list the numbers of franchises and company-owned units open and operating worldwide as of July 31, 2023, 2024, and 2025.

Startup costs/Franchise fee Look here for the total initial investment to open a franchise (without financing). This figure can be impacted by real estate and construction costs, equipment, inventory, location, type of business, and other variables. Note: The startup costs include the initial franchise fee; however, for easy reference, the franchise fee is listed separately as well.

Royalty fee R

THE FIRST BUSINESS OPPORTUNITY OF ITS KIND IN CLASSICAL MUSIC EDUCATION. For leaders with vision, ambition, and a passion for teaching, this is your chance to take control of your career. Build something lasting in your community while enjoying the freedom and fulfillment of business ownership. Join a mission-driven franchise — led by musicians, for musicians. With our guidance and proven model, you’ll reach your goals faster — and never walk the path alone. Learn more at ChopinMusicFranchise.com 602.497.5137 | www.chopinmusicfranchise.com | franchise@chopinacademy.com Disclaimer: The presented information in this message and linked website does not constitute an offer to sell a franchise. The offer of a franchise can only be made through the delivery of a Franchise Disclosure Document (FDD). Certain states require that we register the FDD in those states. Such registration, or exemption, does not constitute approval of the information in the FDD by that state agency. The communications on this website are not directed by us to the residents of any of those states. Moreover, we will not offer to sell franchises in those states unless we have registered the FDD (or obtained an applicable exemption from registration) and delivered the FDD to the prospective franchisee in compliance with applicable law.

Many franchisors require franchisees to pay an ongoing royalty fee. Specific fees are listed in this column, typically expressed as a percentage of gross sales.

Financing available? More than 89% of the franchisors in our listing offer in-house financing or have relationships with third-party financing sources to which they refer qualified franchisees.

Home-based/Mobile H M opportunity Identifies franchises that can be run from home or from a mobile unit, with no retail store, outside office, or warehouse space required.

Kiosk/Express K Ex unit available? Some franchises offer kiosk opportunities or smaller express units that typically cost less than full-size units to open.

DIRECTORY 164

AUTOMOTIVE Appearance Services ...........................................................................................................................164 Car-Wash Services .................................................................................................................................164 Oil-Change Services ..............................................................................................................................164 Repair & Maintenance Services .................................................................................................164 Tires & Wheels .............................................................................................................................................166 Window Tinting ...........................................................................................................................................166 Miscellaneous Automotive Products & Services .....................................................166

166

BUSINESS SERVICES Advertising Services .............................................................................................................................166 Business Brokerages ............................................................................................................................168 Business Coaching & Consulting ..............................................................................................168 Coworking Spaces ................................................................................................................................... 170 Networking Groups ................................................................................................................................. 170 Printing/Marketing Services ......................................................................................................... 170 Property Management ........................................................................................................................ 170 Signs ....................................................................................................................................................................... 171 Sign Maintenance/Installation ..................................................................................................... 171 Staffing/Recruiting .................................................................................................................................. 171 Training Programs .....................................................................................................................................172 Miscellaneous Business Services ............................................................................................172

172

CHILDREN’S BUSINESSES Childcare .............................................................................................................................................................172 Children’s Enrichment Programs: Art .....................................................................................174 Children’s Enrichment Programs: Music ............................................................................ 176 Children’s Enrichment Programs: STEM ............................................................................. 176 Children’s Enrichment Programs: Miscellaneous ..................................................... 176 Children’s Fitness Programs: Sports ......................................................................................177 Children’s Fitness Programs: Miscellaneous .................................................................177 Children’s Retail .......................................................................................................................................... 178 Fundraising ...................................................................................................................................................... 178 Swimming Lessons ................................................................................................................................. 178 Tutoring ............................................................................................................................................................... 178

180

FINANCIAL SERVICES Business Financial Services ..........................................................................................................180 Insurance ..........................................................................................................................................................182 Tax Services ...................................................................................................................................................182 Miscellaneous Financial Services ............................................................................................182

160 / E N T R E P R E N E U R . C O M / January-February 2026

182

FOOD: FULL-SERVICE RESTAURANTS

Breakfast/Brunch Restaurants ................................................................................................ 182 Pizza Restaurants ................................................................................................................................... 184 Self-Pour Bars ............................................................................................................................................. 184 Sports Bars/Pubs .................................................................................................................................... 184 Miscellaneous Full-Service Restaurants ........................................................................ 185

185

FOOD: QUICK-SERVICE RESTAURANTS

Acai Bowls ....................................................................................................................................................... 185 Asian Food ....................................................................................................................................................... 186 Baked Goods: Cookies ......................................................................................................................... 188 Baked Goods: Doughnuts ................................................................................................................. 188 Baked Goods: Pretzels ........................................................................................................................ 188 Baked Goods: Miscellaneous ....................................................................................................... 188 Bakery Cafes ................................................................................................................................................ 190 Chicken ............................................................................................................................................................... 190 Coffee .................................................................................................................................................................. 192 Frozen Desserts: Ice Cream .......................................................................................................... 194 Frozen Desserts: Ices .......................................................................................................................... 194 Frozen Desserts: Miscellaneous .............................................................................................. 194 Hamburgers ................................................................................................................................................... 195 Hawaiian Food ............................................................................................................................................. 196 Hot Dogs ............................................................................................................................................................ 196 Mediterranean Food ..............................................................................................................................197 Mexican Food ................................................................................................................................................197 Pizza ...................................................................................................................................................................... 198 Sandwiches: Philly Cheesesteak ............................................................................................. 201 Sandwiches: Submarine ................................................................................................................... 201 Sandwiches: Miscellaneous ........................................................................................................ 202 Seafood ............................................................................................................................................................ 202 Smoothies/Juices ................................................................................................................................... 202 Teas ....................................................................................................................................................................... 204 Miscellaneous Quick-Service Restaurants .................................................................. 206

208

FOOD: RETAIL SALES

Candy .................................................................................................................................................................. 208 Retail Baked Goods ............................................................................................................................... 208 Miscellaneous Food/Beverage Businesses ................................................................ 208

210

HEALTH & WELLNESS

Assisted Stretching .............................................................................................................................. 210 Autism Services ........................................................................................................................................ 210 Chiropractic Services ......................................................................................................................... 210 Fitness (General) ..................................................................................................................................... 210 Fitness: Barre ............................................................................................................................................... 212 Fitness: Boxing/Kickboxing ........................................................................................................... 212 Fitness: Pilates ........................................................................................................................................... 212 Hormone Replacement Therapy ............................................................................................... 213 IV Therapy ........................................................................................................................................................ 213 Mental Health Services ..................................................................................................................... 213 Mobility Products & Services ....................................................................................................... 213 Physical Therapy ...................................................................................................................................... 213 Urgent/Primary Care Clinics ..........................................................................................................214 Miscellaneous Health Products .................................................................................................214 Miscellaneous Health Services ..................................................................................................214

215

248

Fencing ................................................................................................................................................................215 Flooring ...............................................................................................................................................................215 Glass Installation/Repairs ................................................................................................................215 Insulation ...........................................................................................................................................................215 Kitchen & Bath Remodeling ............................................................................................................215 Lighting Services .......................................................................................................................................216 Organization/Storage Systems .................................................................................................218 Outdoor Space Construction/Remodeling .....................................................................219 Painting ...............................................................................................................................................................219 Roofing ................................................................................................................................................................220 Window Coverings ...................................................................................................................................221 Miscellaneous Home-Improvement Businesses ......................................................221

Dog Training .................................................................................................................................................. 248 Pet Care: Daycare/Boarding ........................................................................................................ 248 Pet Care: Dog-Walking/Pet-Sitting ....................................................................................... 250 Pet Grooming ............................................................................................................................................... 250 Pet Stores ....................................................................................................................................................... 250 Miscellaneous Pet Businesses ..................................................................................................252

HOME IMPROVEMENT

222

LODGING

225

MAINTENANCE Biohazard Cleaning ................................................................................................................................225 Carpet & Upholstery Services ....................................................................................................225 Commercial Cleaning ...........................................................................................................................225 Commercial Kitchen Maintenance .........................................................................................226 Dryer Vent Cleaning ...............................................................................................................................228 Drywall Repair .............................................................................................................................................228 Electrical Services ..................................................................................................................................228 Garage-Door Repair/Installation ..............................................................................................228 Home Repairs/Handyman Services ......................................................................................228 HVAC Services ............................................................................................................................................230 Indoor Air Quality Services .............................................................................................................230 Lawn & Tree Care ......................................................................................................................................230 Leather & Vinyl Repair .........................................................................................................................232 Pavement Maintenance ....................................................................................................................232 Pest Control ...................................................................................................................................................232 Pet Waste Removal ................................................................................................................................233 Plumbing ............................................................................................................................................................233 Pool Maintenance ....................................................................................................................................234 Residential Cleaning .............................................................................................................................234 Restoration Services ...........................................................................................................................235 Window Cleaning ......................................................................................................................................236 Miscellaneous Maintenance Businesses ........................................................................238

239

PERSONAL-CARE BUSINESSES Hair Care (General) .................................................................................................................................239 Hair Care: Children’s ...............................................................................................................................240 Massage & Spa Services ..................................................................................................................240 Med Spas .......................................................................................................................................................... 242 Salon Suites ................................................................................................................................................... 242 Saunas ................................................................................................................................................................ 242 Senior Care .....................................................................................................................................................244 Skin Care ...........................................................................................................................................................246 Tanning ...............................................................................................................................................................246 Waxing ................................................................................................................................................................246 Miscellaneous Personal-Care Businesses ....................................................................246

162 / E N T R E P R E N E U R . C O M / January-February 2026

PETS

252

RECREATION Adventure Parks/Entertainment Centers ......................................................................252 DIY/Paint & Sip Studios .......................................................................................................................252 Escape Rooms ........................................................................................................................................... 253 Golf ......................................................................................................................................................................... 253 Recreational Tours ................................................................................................................................ 253 Sports Equipment & Apparel ....................................................................................................... 253 Travel Agencies ........................................................................................................................................ 254 Virtual Reality .............................................................................................................................................. 254 Miscellaneous Recreation Businesses ............................................................................. 254

254

RETAIL Apparel & Accessories ...................................................................................................................... 254 Furniture & Appliances ...................................................................................................................... 256 Tools Distribution .................................................................................................................................... 256 Miscellaneous Retail Businesses ........................................................................................... 256

258

SERVICES Dry Cleaning & Laundry Services ............................................................................................ 258 Dumpster Rentals ................................................................................................................................... 258 Embroidery & Screen Printing .................................................................................................... 258 Home Inspections ................................................................................................................................... 259 Hydraulic Hose Services .................................................................................................................. 259 Laboratory Services ............................................................................................................................ 259 Laundromats ............................................................................................................................................... 259 Locksmith Services .............................................................................................................................. 259 Moving/Junk-Removal Services .............................................................................................. 259 Postal & Business Centers ............................................................................................................ 260 Real Estate ...................................................................................................................................................... 261 Real Estate Investing ........................................................................................................................... 261 Senior Relocation/Transition Services ............................................................................. 262 Miscellaneous Services ................................................................................................................... 262

264

TECH BUSINESSES Electronics Repairs/Sales ............................................................................................................. 264 IT Services ...................................................................................................................................................... 264

FRANCHISE OPPORTUNITY

Refreshingly SIMPLE.

Uniquely

REWARDING. HTeaO is more than a franchise — it’s a refreshing opportunity to add to your portfolio with a brand customers love and a model you can rely on. Now’s the time to tap into a growing market, one cup at a time.

PROVEN BUSINESS MODEL

STRONG FINANCIALS

with fryer-free, streamlined operations and minimal staffing

with industry-leading COGS and a $1.4M AUV*

UNTAPPED MARKET POTENTIAL as the category leader in the premier iced tea industry

PREMIUM QUALITY including 20+ f lavors of all-natural, non-GMO, kosher teas and filtered water

REFRESH YOUR PORTFOLIO WITH HTEAO * This is not an offer to sell a franchise. The offer of a franchise can only be made through the delivery of a Franchise Disclosure Document. Average Unit Volume of Franchise & Corporate Locations show n in Item 19 of the 2023 FDD. This information is not intended as an offer to sell, or the solicitation of an offer to buy, an HTeaO franchise. It is for informational purposes only. We w ill not offer you a franchise in states where registration is required unless and until we have complied w ith applicable pre-sale registration or f iling requirements in your state (or have been exempted therefrom) and a Franchise Disclosure Document has been delivered to you before the sale in compliance w ith applicable law. HTEAO FC, LLC, 1322 Ranchers Legacy Trail, Fort Worth, Texas 76126, 1.806.322.0660. © 2025 TBevCo IP, LLC. All rights reserved.

“YOU’RE PART OF A BRAND PEOPLE LOVE. CUSTOMERS ARE PASSIONATE ABOUT OUR PRODUCT, WHICH IS THE HOLY GRAIL IN ANY CONSUMER BUSINESS.”

Jett Dueitt

MULTI-UNIT FRANCHISE OWNER

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Ziebart

1959/1962

MW,NE, S,W

C,I**

398/11

339/11

354/12

$450.1K-$924K/$45K

5%/8%

YES

Maaco

1972/1972

ALL

414/0

395/0

379/0

$196K-$3.99M/$45K

YES

Tommy’s Express Car Wash

1969/2016

ALL

C,I

153/9

192/11

238/19

$4.98M-$8.5M/$50K

Green Shine

2005/2011

ALL*

C,I**

9/4

10/4

$52.9K-$165.6K/$24.9K

6%-3%

YES

Valvoline Instant Oil Change

1986/1988

ALL

858/821

926/881

1,042/ 942

$192.4K-$3.5M/$30K

4%-6%

YES

Jiffy Lube

1979/1979

ALL

1,859/ 373

1,869/ 360

1,927/ 321

$236K-$452.7K/$35K

4%-5%

YES

Take 5 Oil Change

1984/2016

ALL*

296/610

405/672

496/767

$912.2K-$2.1M/$45K

Grease Monkey

1978/1979

MW,NE, S,W

I**

254/245

268/246

273/176

$291.3K-$1.97M/$39.9K

YES

Kwik Kar Oil Change & Auto Care

1984/2024

MW,NE, S,W

0/24

0/26

$291.3K-$917.1K/$39.9K

YES

SpeeDee Oil Change & Auto Service

1980/1982

MW,NE, S,W

I**

173/8

162/9

165/9

$291.3K-$1.97M/$39.9K

YES

Speedy Lube

2010/2025

ALL

C,I

0/5

$150K-$395K/$30K

YES

Midas

1954/1956

ALL

C,I

1,995/0

2,027/0

2,038/0

$341.7K-$924.9K/$35K

1%-5%

YES

AAMCO Transmissions and Total Car Care

1963/1963

ALL

C,I

543/13

541/4

524/2

$263.1K-$400.2K/ $39.5K

7.5%

YES

191

Carstar

1989/1989

MW,NE, S,W

768/4

753/1

785/1

$298.2K-$804.3K/$10K

1.5%+

YES

214

Precision Tune Auto Care

1975/1978

ALL

C,I**

270/28

281/21

281/19

$181.6K-$478.1K/$25K

6%-7.5%

YES

313

Fix Auto USA

1997/1998

MW,S,W

194/0

201/0

208/0

$169.7K-$3.1M/$10K

YES

Abra Auto Body & Glass

1984/1987

ALL

57/0

55/0

$263.6K-$4.6M/$35K

YES

Car Doctor Plus

2023/2025

ALL

C,I

0/0

0/1

$218K-$538K/$35K

YES

Christian Brothers Automotive

1982/1996

ALL

272/0

290/0

318/0

$550.3K-$680.4K/$135K

VARIES

YES

Honest1 Auto Care

2003/2003

MW,NE, S

62/2

59/3

$255.8K-$1.2M/$75K

YES

Automotive RANK

AP P E AR AN CE S E RVI CES

144 377

Vehicle appearance and protection services Troy, Mich. Auto painting and collision repair Charlotte, N.C.

CAR-WAS H S E RVI CES

Car washes Holland, Mich.

N OT R AN K E D Environmentally friendly car cleaning and detailing Coral Gables, Fla.

OI L- CH AN GE S E RVI CES

32 63 70

Oil changes and preventive maintenance Lexington, Ky. Oil changes and preventive auto maintenance Houston Oil changes Charlotte, N.C.

N OT R AN K E D Oil changes, preventive maintenance, brakes, light repairs Greenwood Village, Colo.

Oil changes, state inspections, vehicle maintenance Greenwood Village, Colo.

Oil changes, tune-ups, brakes, and repair services Greenwood Village, Colo. Oil changes, tire services, and other preventative maintenance Moreno Valley, Calif.

R E PAI R & M AI N T E N AN CE SERVICES

54 187

Auto repair and tires White Plains, N.Y.

Auto repair, maintenance, and service Horsham, Pa. Auto collision repair Charlotte, N.C. Auto repair and maintenance Ashburn, Va. Collision repair Charlotte, N.C.

N OT R AN K E D Automotive collision and glass repair Charlotte, N.C. Auto repair, maintenance, and service Locust Grove, Va. Auto repair Houston

Auto repair and maintenance St. Petersburg, Fla.

164 / E N T R E P R E N E U R . C O M / January-February 2026

Ready to Diversify Your Franchise Portfolio? Join the Leading Automotive Services Retailer*

$1.962M

AVG GROSS REVENUE

AVG TRANSACTIONS PER DAY

AVG EMPLOYEES ON THE PAYROLL

15,000

MINIMUM SQ. FT. REAL ESTATE NEEDED FOR DEVELOPMENT

NO AUTOMOTIVE EXPERIENCE, NO PROBLEM. CALL US AT 859-357-7303 OR VISIT US AT WWW.VIOCFRANCHISE.COM *Based on Entrepreneur’s 2025 Franchise 500 #1 in Category Ranking The information provided herein does not constitute an offer to sell a franchise. The offer of a franchise can be made only through the delivery of a Franchise Disclosure Document. This franchise has been registered under the Franchise Investment Law of the State of California. Such registration does not constitute approval, recommendation, or endorsement by the commissioner of Business Oversight nor a finding by the commissioner that the information provided herein is true, complete, and not misleading. This advertisement is not an offering. An offering can only be made by a Franchise Disclosure Document filed with the Department of Law of the State of New York. Such filing does not constitute approval by the Department of Law of the State of New York. Minnesota Registration ID: 2019 See 2025 Valvoline Instant Oil Change Franchise Disclosure Document for more information. VRS-VIOCF-3514-EN ©2025 Valvoline Inc. 12/25 SMService mark, Valvoline Inc. or its subsidiaries. ™Trademark, Valvoline Inc. or its subsidiaries.

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Master Mechanic

1982/1986

43/1

46/2

$293.5K-$647K/$35K

YES

Milex Complete Auto Care/ Mr. Transmission

1956/1976

MW,NE, S,W

I**

115/2

108/5

105/5

$267.3K-$362.7K/ $45K-$55K

YES

Big O Tires

1962/1982

MW,NE, S,W

464/0

463/0

464/0

$511.5K-$1.9M/ $10K-$17.5K

3.5%-5%

YES

RNR Tire Express

1999/2003

MW,NE, S,W

163/24

173/24

183/24

$711.6K-$1.7M/$45K

YES

Tire Pros

1988/1988

ALL

620/0

647/0

552/0

$111.5K-$503.7K/$7K

$695/MO.

YES

Tint World

1982/2007

ALL

C,I

135/0

143/0

155/0

$239.95K-$449.95K/ $49.95K

YES

Black Optix Tint

2014/2022

ALL

C,I**

9/2

15/2

24/1

$245.98K-$347.6K/ $49.5K

YES

Turbo Tint

1986/1993

MW,NE, S,W

I**

15/0

20/0

26/0

$301K-$434.9K/$45K

YES

Automotive repair and maintenance Toronto

Auto repair and maintenance Orland Park, Ill.

RANK

T I R ES & WH E E LS

131 186

Tires, tire services, auto products Palm Beach Gardens, Fla. Tire and custom wheel sales and rentals Tampa, Fla.

N OT R AN K E D Tires, wheels, automotive services Huntersville, N.C.

WI N DOW T I N T I NG

206

Auto, home, and business window tinting; vehicle wraps, mobile electronics, auto accessories, detailing services Boca Raton, Fla.

N OT R AN K E D Window tinting, automotive restyling, window film installation; marine tinting, audio upgrades, and detailing West Palm Beach, Fla.

Auto and architectural window film, paint protection film Orland Park, Ill.

MI S C E LL AN EOUS AUTOM OT IVE PRODUCTS & SERVICES N OT R AN K E D DPF Alternatives

2013/2016

ALL

C,I

68/0

82/0

104/1

$63.5K-$2.7M/ $2.5K-$2.5M

$750/MO.

YES

DPF Source

2024/2024

ALL

C,I

0/0

10/1

$220.3K-$575.5K/ $150K

$750/MO.

YES

Green Emblem Services

2010/2025

MW,NE, S,W

0/1

$80.3K-$158.5K/$29.5K

6%-8%

YES

Happy Windshield

2017/2025

ALL

C,I

0/3

$47.5K-$116.3K/$29.9K

YES

HardTop Hotel

2021/2024

MW,NE, S,W

0/1

5/1

$120.2K-$193.5K/$50K

YES

Mars Nation

2002/2023

ALL

12/4

13/4

12/4

$54.99K-$146.7K/ $39.99K-$69.99K

YES

Mighty Auto Parts

1963/1970

ALL

C,I

99/2

93/2

94/2

$247.5K-$570.6K/ $25K-$60K

SuperGlass Windshield Repair

1992/1993

ALL

C,I

232/0

199/0

201/1

$37.6K-$112.5K/ $20K-$40K

YES

2004/2016

ALL

537/39

459/58

497/86

$2K-$12.6K/TO $735

15%

YES

Diesel particulate filter cleaning and aftertreatment system restoration Highlands Ranch, Colo.

Warehouse and distribution centers for diesel emissions components Commerce City, Colo. Reconditioning of emblems, scripts, logos, nameplates, and similar automotive parts Oxford, Ga. Windshield and auto glass replacement and windshield calibration Odessa, Texas Hard-top and soft-top installation and storage North Chelmsford, Mass. Auto, home, marine and aviation reconditioning Billings, Mont. Wholesale distribution of auto parts, chemicals, lubricants, shop supplies, and detailing products Peachtree Corners, Ga. Windshield repair, glass and acrylic scratch removal, headlight restoration Orlando, Fla.

Business Services ADVE RT I S I N G S E RVI CES

365

Stroll

Monthly publications for upscale neighborhoods Claymont, Del.

166 / E N T R E P R E N E U R . C O M / January-February 2026

** *

RANK

479

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Discovery Map

1974/1993

ALL

C,I

119/0

121/0

115/0

$29.1K-$36.3K/$25K

10%

YES

City Publications

2002/2004

ALL

C,I**

48/0

50/0

52/0

$46.3K-$269.9K/$40K$250K

YES

Coffee News

1988/1994

ALL

C,I

390/3

370/3

333/3

$11.2K-$12.3K/$9.9K

$25-$80/WK.

YES

Fun 4 US Kids

2013/2017

MW,NE, S,W

15/6

15/5

19/3

$25.7K-$58.8K/$10K$25K

YES

Money Pages

2001/2012

ALL

15/13

14/15

13/15

$109.2K-$240.5K/ $50K-$100K

$3K+/MO.

YES

NTV360

2022/2025

MW,NE, S,W

0/2

15/2

$48.2K-$120.4K/ $35K-$75K

$500/MO.

YES

RSVP Direct Mail Advertising

1985/1998

ALL

55/1

57/0

54/0

$114.3K-$381.8K/$15K

YES

Social Indoor

2002/2002

ALL

52/3

51/5

50/12

$94.1K-$310.7K/ $50K-$95K

YES

TAPinto

2008/2013

MW,NE, S,W

95/3

93/6

89/12

$7.8K-$11.3K/$5K

$600-$700/ MO.

YES

Town Money Saver

1992/2005

MW,NE, S,W

38/2

36/2

28/6

$16.7K-$28.5K/$10K

YES

Wed Society

2007/2023

MW,NE, S,W

0/4

11/0

19/0

$97.8K-$120.95K/$45K

YES

Transworld Business Advisors

1979/2010

ALL

C,I**

450/1

485/1

500/1

$104.1K-$131.1K/$67.5K

10%-8%

YES

First Choice Business Brokers

1994/2005

ALL

76/0

105/0

122/0

$69.2K-$98.1K/$40K

10%-8%

YES

We Sell Restaurants

2004/2011

MW,NE, S,W

46/3

53/3

58/3

$105.6K-$150.4K/ $49.8K

15%

YES

The Entrepreneur’s Source

1984/1997

ALL

173/0

222/0

255/0

$114.4K-$133.5K/$75K

25%

YES

ERA Group

1984/1993

ALL

C,I**

687/0

737/2

806/2

$76K-$105.9K/$69.9K

15%

YES

Exit Factor

2018/2023

ALL

C,I

0/4

15/4

81/4

$62.8K-$86.99K/ $39.5K

8%+

YES

The Alternative Board (TAB)

1990/1996

ALL

C,I**

330/14

332/10

337/8

$77.1K-$95.4K/$44K

20%-6%

YES

FranNet

1987/2006

ALL

68/0

71/0

62/0

$87K-$112.5K/ $15K-$25K

10%

YES

The Growth Coach

2002/2003

ALL

C,I

60/0

51/0

46/0

$54K-$75.9K/$39.9K

10%

YES

HRBoost

2010/2024

MW,NE, S,W

0/1

$83.2K-$195.3K/ $16.5K-$48K

YES

Visitor-information maps and digital guides Waitsfield, Vt.

N OT R AN K E D Publications for affluent homeowners Atlanta

Weekly publications distributed at restaurants and waiting areas Bangor, Maine Family calendar/directory websites for local communities Gainesville, Fla. Direct-mail and digital marketing Jacksonville, Fla. Indoor billboard advertising, digital marketing services Golden, Colo. Advertising Plymouth, Mich.

Indoor print and digital advertising services Minnetonka, Minn. Local online news and digital marketing platforms New Providence, N.J. Direct-mail and digital advertising Lucas, Ohio Digital and print wedding publications, industry events Edmond, Okla.

44 222

Business brokerages; franchise consulting West Palm Beach, Fla. Business brokerages Las Vegas

N OT R AN K E D Restaurant and business brokerages, business services Palm Coast, Fla.

B US I N ES S COACH I N G & CONSULTING

150 153 440

Franchise/business coaching and development Southbury, Conn.

Cost intelligence and optimization consulting Addison, Texas Business coaching and consulting West Palm Beach, Fla.

N OT R AN K E D Business owner advisory boards, coaching, strategic planning Westminster, Colo.

Franchise consulting Louisville, Ky. Business and sales coaching for SMBs Cincinnati HR consulting Libertyville, Ill.

168 / E N T R E P R E N E U R . C O M / January-February 2026

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

2014/2018

ALL

C,I

46/0

52/0

43/0

$89.9K-$113K/$65K

YES

Office Evolution

2003/2012

ALL

C,I**

76/1

80/0

86/0

$193K-$2.2M/$49.5K

7.5%+

YES

The Coven

2017/2022

ALL

2/2

3/2

5/2

$213.4K-$465.2K/$50K

YES

Intelligent Office

1995/1999

ALL

C,I**

55/0

53/0

$228K-$1.5M/$49.5K

6%+

YES

NorthPoint Executive Suites

2008/2025

ALL

C,I

0/2

$620K-$1.1M/$45K

YES

Venture X

2012/2016

ALL

C,I**

52/0

61/0

67/0

$346.5K-$3.4M/$79.5K

6%+

YES

BNI

1985/1991

ALL

C,I

992/232

994/272

1,015/ 293

$53.4K-$273.1K/ $35K-$147.5K

20%

YES

AmSpirit Business Connections

2004/2006

MW,NE, S,W

17/1

19/1

$5.9K-$62.1K/ $2K-$17.5K

30%

YES

Network In Action

2015/2016

ALL

C,I**

126/3

135/3

154/3

$37.7K-$42.7K/$35K

15%

YES

Minuteman Press

1973/1975

ALL

C,I

987/0

1,015/0

1,028/0

$81.99K-$221.1K/$35K$48.5K

TO 6%

YES

Allegra Marketing Print Mail

1976/1977

ALL

237/2

226/1

216/1

$130.4K-$455.8K/$45K

1.5%-6%

YES

AlphaGraphics

1970/1980

ALL

I**

259/0

252/0

249/0

$295.8K-$378.7K/ $49.8K

7%-3%

YES

Kwik Kopy

1967/1969

ALL

30/3

27/3

25/3

$210.6K-$248K/$25K

YES

PIP Marketing, Signs, Print

1965/1968

ALL

55/0

52/0

50/0

$246.7K-$274.2K/$55K

0.25%-6.5%

YES

Sir Speedy Print Signs Marketing

1968/1968

ALL

C,I**

132/0

125/0

$251.7K-$299.2K/$55K

4%-6%

YES

Real Property Management

1986/2004

MW,NE, S,W

438/0

449/0

448/0

$91.8K-$234.2K/$59.9K

YES

Property Management Inc.

2008/2008

ALL

I**

378/2

383/0

417/0

$77.2K-$153.8K/ $64.9K-$90K

VARIES

YES

All County Property Management

1990/2008

ALL

72/9

78/11

80/10

$85.95K-$183.4K/ $58.5K-$85K

YES

Grand Welcome

2009/2019

ALL

44/6

71/6

70/3

$67.8K-$169.8K/ $49K-$109K

YES

Valenta

Business process automation and staffing augmentation Clifton, N.J.

RANK

C OWOR K I N G S PACES

393

Virtual office services, coworking spaces, executive-suite and conference-room rentals West Palm Beach, Fla.

N OT R AN K E D Inclusive coworking spaces and virtual resources Saint Paul, Minn.

Virtual office services, coworking spaces, executive-suite and conference-room rentals West Palm Beach, Fla. Virtual office services, coworking spaces, and conference-room rentals Alpharetta, Ga. Coworking spaces West Palm Beach, Fla.

N E T WOR K I N G G ROUPS

424

Referral-based business networking Charlotte, N.C.

N OT R AN K E D Professional networking referral groups Columbus, Ohio

Professional networking and referral groups Houston

P R I N T I N G/ M AR K E T I N G SE RVICES

49 190

Printing, graphics, and marketing services Farmingdale, N.Y. Printing, marketing, direct mail, signs, promotional products Plymouth, Mich.

N OT R AN K E D Printing, marketing communications, signs and graphics Lakewood, Colo.

Digital printing West Jordan, Utah Printing, signs, marketing services Mission Viejo, Calif.

Printing, signs, marketing services Mission Viejo, Calif.

P ROP E RT Y MAN AGE M E N T

73 388

Property management Waco, Texas

Commercial, residential, association, short-term rental, and multi-family property management Lehi, Utah

N OT R AN K E D Property management and real estate services St. Petersburg, Fla.

Vacation rental property management Incline Village, Nev.

170 / E N T R E P R E N E U R . C O M / January-February 2026

KEY K Thousands ($), M Millions ($), $ U.S. dollars, * Selling multiple units/master licenses only, ** Selling int’l. master licenses only

REGIONS

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

2007/2014

MW,NE, S,W

45/1

59/0

70/0

$116.4K-$240.98K/$50K

7%-3%

YES

2004/2022

ALL

C,I**

30/7

38/7

40/10

$105.1K-$153.97K/ $55K-$75K

YES

2015/2024

ALL

C,I

0/1

$70.3K-$99.95K/$49.5K

YES

2016/2025

ALL

0/1

$40.8K-$65K/$35K

YES

1985/1986

ALL

C,I**

768/0

779/0

790/0

$215.2K-$377.3K/ $49.8K

3%-6%

YES

1986/1987

ALL

C,I**

669/0

693/0

$109.2K-$355.7K/ $49.5K

6%-4%

YES

1986/1987

ALL

C,I

281/2

273/2

271/1

$139.1K-$502.2K/ $40K-$45K

1.5%-6%

YES

2016/2025

ALL

C,I

0/2

$190K-$317K/$40K

YES

2004/2005

MW,NE, S,W

166/0

163/0

166/0

$234.9K-$350.2K/ $49.5K

6%/4%

YES

1920/2011

MW,NE, S,W

58/42

59/42

56/40

$65K-$432.2K/$50K

YES

2020/2023

ALL

1/0

2/0

10/0

$112.5K-$447.4K/$45K

YES

1983/1985

ALL

C,I

863/2

844/6

838/5

$131K-$598.7K/$40K

YES

MW Midwest, NE Northeast, S South, W West, C Canada, I Other International

Keyrenter Property Management Residential property management Midvale, Utah

SkyRun Vacation Rentals Vacation rental management Broomfield, Colo.

TrueNest Property Management Property management and real estate services Davie, Fla.

Whole Property Management Residential property management Virginia Beach, Va.

RANK

SIGNS FastSigns

155 158

Signs, graphics, and visual communications Carrollton, Texas

Signarama Sign products and services West Palm Beach, Fla.

Image360

236

Signs, graphics, displays, digital imaging, visual communications Plymouth, Mich.

N OT R AN K ED Jay Berry Signs Custom signs Leesburg, Fla.

SpeedPro Large-format printing and graphics Centennial, Colo.

S I G N MAI N T E N AN CE / I NSTAL L ATION YESCO Sign & Lighting Service

238 368

Sign and lighting service and maintenance Salt Lake City

True Install Business sign installation Plymouth, Mich.

STAFFI N G/ RECRUI T I N G

Express Employment Professionals Staffing, HR solutions Oklahoma City

Propelled Brands

January-February 2026 2025 / E N T R E P R E N E U R . C O M / 171

RANK

122

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Spherion Staffing & Recruiting

1946/1956

MW,NE, S,W

214/0

209/2

189/3

$211.7K-$423.9K/ $30K-$60K

YES

ATC Healthcare Services

1985/1996

ALL

68/0

54/2

40/2

$158.5K-$301.5K/$50K

VARIES

YES

AtWork Group

1986/1992

MW,NE, S,W

81/6

84/6

86/6

$156K-$213K/$40K

7%/9%

YES

Cordova

2016/2025

MW,NE, S,W

0/1

$94K-$291.5K/$40K

10%

YES

Fortune Personnel Consultants (FPC)

1959/1973

MW,NE, S,W

C,I

66/1

63/1

59/1

$74.7K-$134.9K/$40K

8%-7%

YES

i4 Search Group

2019/2021

ALL*

30/1

36/1

33/1

$65.3K-$111.1K/ $50K-$80K

14%

YES

Jomsom Staffing

2008/2012

MW,NE, S,W

C,I**

4/1

$72.8K-$132K/$40K

25% OF GROSS PROFIT

YES

Motivera Search Group

2023/2023

ALL

2/1

4/1

$47.4K-$72.8K/$25K

YES

Patrice & Associates

1989/2008

ALL

199/0

179/0

200/0

$105.1K-$121.1K/$65K

10%

YES

PrideStaff

1978/1995

ALL

77/4

74/4

69/5

$99.8K-$230.7K/ TO $40K

VARIES

YES

Satellite Teams

2021/2025

ALL

0/1

$75.5K-$96K/$55K

10%

YES

Leadership Management International

1966/1966

MW,NE, S,W

C,I

489/0

495/0

$20K-$27.5K/$15K

YES

Dale Carnegie

1912/2000

ALL

C,I

213/1

207/1

214/1

$77K-$252K/$5K-$65K

4.5%-12%

Crestcom

1987/1991

ALL

C,I

164/0

162/0

168/0

$91.9K-$104.9K/$75K

19.75%

YES

Sandler

1967/1983

ALL

C,I

211/0

208/0

220/0

$77.5K-$102.3K/$59K

YES

Sculpture Hospitality

1987/1990

ALL

C,I

261/16

253/12

254/12

$45.5K-$64.5K/ $25K-$40K

YES

InXpress

1999/2000

ALL

C,I

451/1

411/1

417/2

$86.9K-$169.3K/$50K

30% OF GROSS MARGIN

YES

Oasis Business & Insurance Solutions

2013/2025

ALL

C,I

0/1

4/1

$72.4K-$132.8K/$35K

YES

Unishippers

1987/1987

MW,NE, S,W

237/74

205/83

199/1

$45.9K-$233.3K/$30K

15%-18.5%

YES

2001/2003

MW,NE, S,W

I**

314/40

360/39

418/32

$780.8K-$5.6M/$60K

YES

Staffing and recruiting Atlanta

N OT R AN K E D Staffing services for medical facilities Lake Success, N.Y. Temporary, temp-to-hire, and direct-hire staffing Knoxville, Tenn. IT and executive staffing solutions Omaha, Neb.

Executive recruiting Lake Success, N.Y.

Healthcare recruiting Liberty Township, Ohio Temporary and direct-hire staffing, payroll services Monmouth Junction, N.J. Contract and permanent staffing services Boston

Hospitality, executive search, retail, and sales recruiting Scottsdale, Ariz. Staffing Fresno, Calif.

Remote staffing and talent acquisition San Juan, Puerto Rico

T R AI N I N G P ROG RAM S

215 261

Leadership and organizational training and development Waco, Texas Workplace training and development New York

N OT R AN K E D Leadership development and training Greenwood Village, Colo.

Sales and sales-management training Owings Mills, Md.

MI S C E LL AN EOUS BUSI N ESS SERVICES

436

Bar and restaurant management solutions Toronto

N OT R AN K E D Shipping and logistics services Sandy, Utah

Business and insurance solutions Wasau, Wis. Arrangement of parcel and freight shipping services Dallas

Children’s Businesses C H I L DCAR E

The Learning Experience Academy of Early Education Preschool/educational childcare Deerfield Beach, Fla.

172 / E N T R E P R E N E U R . C O M / January-February 2026

TAKE CHARGE OF YOUR FUTURE The use of portable power is on the rise, with new technologies becoming increasingly reliant on portable power. For over 35 years, Batteries Plus has provided a stable franchise investment, offering power solutions that remain essential even in the most challenging economic conditions to both consumers and businesses. With our focus on commercial business, owners have the ability to sell to business customers before their physical store even opens, thus creating a way to become profitable sooner. Not only are our products needs-based, but our business is built to offset many of the challenges facing small business owners today. SCAN BELOW TO LEARN ABOUT

CHALLE N G E

I NV ESTM EN T I N FOR M ATION

Staﬃng Shortages

An average store requires only 5-8 employees

Rising Minimum Wage Standards

Wages & compensation percentages for the top third of stores is less than 15%*

Inﬂation Reducing Proﬁt Margins

Average merchandise margin of 51.6%*

Supply Chain Diﬃculties

In-house, centralized distribution center that supports franchisees with inventory replenishment, making sure you have the product when you need it!

MULTI-UNIT FRANCHISEE

MIGUEL PEREZ discuss hitting his major milestone of over $20 million in sales

TOP 75% OF FRANCHISED STORES

1,084,689*

TOP 10% OF FRANCHISED STORES

2,112,191*

ENTERPRISE REVENUE SPLIT

59% Retail / 41% Commercial A BUSINESS THAT IS

ALWAYS IN DEMAND Please visit batteriesplusfranchise.com to inquire and learn how our business model can power your future. *The $1,084,689 in average net revenue is based on net sales information for the 370 Batteries Plus stores that were in operation for at least 12 full months as of August 31, 2025. The average net revenue of the 370 Batteries Plus stores in the bottom 75% that were in operation for at least 12 full months as of August 31st, 2025 is $850,277. The $2,112,191 is based on net sales information for the 49 Batteries Plus stores that were in operation for at least 12 full months as of August 31, 2025. The average net revenue of the 49 Batteries Plus stores in the bottom 10% that were in operation for at least 12 full months as of August 31st, 2025 is $416,687. The 51.6% average merchandise margin is based on information reported by all franchise-owned Stores in operation during the Fiscal Year. There were 508 franchised-owned Stores open as of August 31, 2025 that also have been open at least 215 days from January 1, 2025 through August 31, 2025, are open standard store hours, sell to both retail and commercial customers, and/or have a minimum required amount of stafﬁng/inventory. Of the 508 All Stores, there were 494 franchise-owned Stores that were in operation for 13 full months at the end of the Fiscal Year (the “Same Stores”). The Same Stores do not include 14 newStores that opened for retail sales from August 1, 2024 through August 31, 2025. There is no assurance, however, that you will do as well. See Item 19 of our 2025 FDD for further details.

RANK

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

The Goddard School

1983/1988

ALL

612/0

636/0

655/0

$952.5K-$8.6M/$135K

YES

100

Kiddie Academy

1981/1992

MW,NE, S,W

311/1

336/1

354/1

$405K-$6.95M/$150K

YES

Lightbridge Academy

1997/2011

ALL

52/17

59/19

65/20

$1M-$7.6M/$50K

4%-7%

YES

Primrose Schools

1982/1988

ALL

498/0

513/0

541/0

$742.9K-$8.6M/$80K

YES

Celebree School

1994/2018

MW,NE, S,W

17/26

26/26

34/28

$922.5K-$7.4M/$75K

YES

Ivybrook Academy

2007/2016

MW,NE, S,W

29/1

37/1

44/1

$540.7K-$869.9K/$50K

YES

Children’s Lighthouse Early Learning School

1996/1999

MW,NE, S,W

68/0

72/0

75/0

$967.6K-$8.8M/$85K

YES

Building Kidz School

2002/2015

MW,NE, S,W

38/5

42/7

43/9

$309.5K-$1.5M/$60K

YES

Creative World School

1970/2000

MW,NE, S

23/5

24/5

25/3

$5.8M-$10.1M/$80K

5%-7%

YES

Ducklings Early Learning Center

1994/2016

NE,S

8/3

11/3

15/3

$993.4K-$2.2M/$55K

YES

Haven

2019/2023

ALL

0/2

$917.1K-$2.2M/$95K

YES

Ivy Kids Early Learning Center

2002/2016

MW,NE, S,W

13/5

15/4

17/5

$895.5K-$9.6M/ $110.5K

YES

KLA Schools

2007/2009

ALL

18/7

18/8

19/8

$1.1M-$5.9M/$78.5K

YES

Maple Bear

2004/2005

ALL

C,I

422/0

467/0

483/0

$799K-$2.4M/$85K

YES

Marigold Academy

1989/2023

MW,NE, S,W

0/2

$846.6K-$2.4M/$50K

YES

Montessori Kids Universe

1988/2013

MW,NE, S,W*

C,I**

16/0

19/0

23/0

$782.2K-$1.7M/$75K

YES

The Pineapple School

2008/2024

MW,NE, S,W

0/3

$665.5K-$7.98M/$65K

YES

Safari Kid

2005/2006

ALL

C,I

31/8

32/9

35/9

$401.5K-$1.8M/$70K

YES

Tierra Encantada

2013/2019

MW,NE, S,W

2/9

2/10

4/12

$1.5M-$3.7M/$60K

YES

Children’s Art Classes

2009/2020

ALL*

9/2

12/2

34/2

$134.3K-$264.1K/ $59.95K

8.25%

YES

Abrakadoodle

2002/2004

MW,NE, S,W

I**

481/2

469/2

296/2

$39.2K-$83.1K/ $25.4K-$56.9K

YES

Crayola Imagine Arts Academy

2018/2018

ALL

C,I

21/0

22/0

29/0

$128.3K-$167.8K/ $29.4K-$49K

YES

Global Art

1999/1999

ALL

C,I

665/8

685/10

681/10

$101.7K-$153.8K/$25K

$500+/MO.

YES

129 195 305 429 433

Preschool/educational childcare King of Prussia, Pa. Educational childcare Abingdon, Md. Early childhood education and childcare Iselin, N.J. Educational childcare Atlanta Early childhood education and childcare Nottingham, Md. Preschool Weddington, N.C.

Childcare Ft. Worth, Texas

N OT R AN K E D Preschool/educational childcare Foster City, Calif.

Early childhood education and childcare for ages 6 weeks to 12 years Bonita Springs, Fla.

Early education and childcare West Chester, Pa. Childcare, workspace, and fitness centers Middletown, R.I. Childcare and early learning Katy, Texas Preschool/childcare Miami Bilingual early childhood education and childcare Grapevine, Texas Childcare Bloomfield, N.J.

Preschool Palm Beach Gardens, Fla.

Spanish language and cultural immersion preschool San Antonio Early childhood education and afterschool programs Newark, Calif. Spanish immersion childcare and preschool Minneapolis

C H I L DR E N ’ S E N R I CH M E N T PROGRAMS: ART

380

Art education for ages 3 to 18 Jacksonville, Fla.

N OT R AN K E D Art-education programs for children Sterling, Va.

Art education and entertainment Montreal Children’s art classes San Diego

174 / E N T R E P R E N E U R . C O M / January-February 2026

Vishal & Bhavna Ajwani Multi-Unit Franchise Owners

THE RIGHT CHILD CARE BRAND FOR YOUR NEXT STEP! Own. Grow. Impact.

Guided by Purpose and Designed for Growth: •

$2.6M average and median gross revenue*

•

200 centers open or in development across 20 states

•

75% of centers owned by Multi-Unit Operators

•

Comprehensive support at all stages of development and growth

•

Available territories for expansion

“

Innovators in Educational Child Care

Our biggest motivation in pursuing a franchise was to create a better work-life balance and be more present for our children. Just as important was ﬁnding a franchise brand with deep expertise in child care—a trusted partner we could grow with and learn from.

Bhavna Ajwani Franchise Owner

Ready to grow your impact — and your portfolio? Visit LightbridgeAcademy.com/Franchise to learn more. *Average and median gross revenue reported is from Mature Centers, open at least 18 months. Please see Item 19 of our 2025 FDD for additional information. Results vary. This advertisement is not an offer to sell a Lightbridge franchise in, nor is any such communication directed to the residents of, any jurisdiction requiring registration of the franchise before it is offered and sold in that jurisdiction. No Lightbridge franchises will be sold to any resident of any such jurisdiction until the offering has been duly registered in such jurisdiction and the required Franchise Disclosure Document has been delivered to the prospective franchisee, as required by such state’s applicable law.

”

Kidcreate Studio

RANK

Art enrichment programs for children and adults Eden Prairie, Minn.

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

2007/2016

ALL

16/2

24/1

31/1

$63K-$487.8K/$45K

YES

C H I L DR E N ’ S E N R I CH M E N T PROGRAMS: MUSIC

154

School of Rock

1998/2005

ALL

C,I**

292/46

331/50

366/50

$425.3K-$704.8K/ $59.9K

YES

483

Bach to Rock

2007/2011

ALL

45/12

46/11

48/11

$254.5K-$544.5K/$45K

YES

New York Musician’s Center

2006/2024

ALL

0/2

$79.4K-$181.3K/$35K

YES

Music education Canton, Mass.

Music schools for children and adults Bethesda, Md.

N OT R AN K E D Music lessons Bellmore, N.Y.

C H I L DR E N ’ S E N R I CH M E N T PROGRAMS: STEM

389 392 416

Snapology

2010/2015

ALL

101/3

127/2

140/1

$75.3K-$195.1K/ $40K-$47.5K

YES

Wize Computing Academy

2015/2018

MW,NE, S,W

C,I

17/2

27/2

40/2

$49K-$79K/$40.5K

8%-6%

YES

Challenge Island

2003/2012

ALL

C,I**

216/7

232/7

245/7

$58.5K-$74.1K/$49.9K

YES

Brooklyn Robot Foundry

2011/2022

MW,NE, S,W

2/1

9/1

15/1

$90.6K-$145.8K/$38.5K

YES

Club SciKidz

1997/2007

MW,NE, S,W

I**

12/1

15/1

21/1

$74.4K-$88.5K/$45K

YES

Code Ninjas

2016/2016

ALL

C,I

378/7

348/6

344/4

$174.8K-$298.3K/$40K

YES

DroneTogether

2017/2021

MW,NE, S,W

C,I**

0/1

$39.3K-$61.7K/$25K

7.5%

YES

Mad Science

1985/1995

ALL

C,I

109/8

97/9

95/12

$132.3K-$191.96K/ $29.4K-$49K

YES

STEM For Kids

2011/2014

MW,NE, S,W

C,I**

130/5

120/3

55/3

$10K-$64.95K/ $7.5K-$32.5K

$300-$1.5K/ MO.

YES

Stemtree

2014/2016

ALL

C,I**

14/1

19/1

18/1

$90.7K-$195.3K/$44.5K

YES

STEAM education programs Bedford, Texas Coding, robotics, and design classes, camps, and competition prep Coppell, Texas Educational enrichment programs Marietta, Ga.

N OT R AN K E D STEAM enrichment classes, camps, and parties Brooklyn, N.Y.

STEM enrichment programs Woodstock, Ga. Computer-coding learning centers for ages 5 and up Peachtree Corners, Va. STEM-based drone flying enrichment programs Austin, Texas Science education and entertainment activities Montreal Biomed, coding, and engineering programs for ages 4 to 14 Raleigh, N.C. Science, coding, robotics, electronics, and math programs Vienna, Va.

C H I L DR E N ’ S E N R I CH M E N T PROGRAMS: MISCEL L ANEOUS

472

Drama Kids

1979/1989

MW,NE, S,W

C,I

212/0

213/0

181/0

$48K-$57K/$42.5K

YES

The Bunny Hive

2019/2023

MW,NE, S,W

0/2

11/2

15/2

$126.6K-$330.9K/$42K

YES

Chef It Up!/Chef It Up 2 Go!

2003/2005

MW,NE, S,W

14/4

14/2

$36.1K-$95.7K/ $18K-$27K

YES

The Knight School

2007/2024

MW,NE S,W

0/2

22/21

$41.4K-$98.99K/$35K

TO 15%

YES

LearningRx

1986/2003

ALL

47/1

45/1

46/1

$150K-$223K/ $30K-$45K

7%-8%

YES

Little Kitchen Academy

2016/2019

MW,NE, S,W

12/2

10/3

7/3

$436.5K-$880.99K/$65K

Parker-Anderson Enrichment

1986/2014

ALL

14/1

$45.5K-$141.1K/ $25.9K-$35.9K

YES

Romp n’ Roll

2004/2006

MW,NE, S,W

7/2

8/2

11/2

$321.8K-$475.5K/$55K

YES

After-school drama classes and summer camps Ft. Myers, Fla.

N OT R AN K E D Social clubs for children from 2 weeks old through kindergarten and their caregivers Powhatan, Va.

Allergy-friendly cooking parties, classes, and events Blairstown, N.J. Chess enrichment activities Birmingham, Ala One-on-one cognitive training for all ages Colorado Springs, Colo. Cooking schools for children and teens Vancouver, British Columbia Enrichment programs Van Nuys, Calif.

Recreational and enrichment classes, camps, parties Glen Allen, Va.

THE KNIGHT SCHOOL HAS 6 ADDITIONAL NONFRANCHISE UNITS.

176 / E N T R E P R E N E U R . C O M / January-February 2026

KEY

K Thousands ($), M Millions ($), $ U.S. dollars, * Selling multiple units/master licenses only, ** Selling int’l. master licenses only

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Sticky Fingers Cooking

2011/2022

MW,NE, S,W

3/2

6/2

9/2

$77.5K-$125.4K/$35K

YES

Taste Buds Kitchen

2007/2013

ALL

C,I

9/2

10/2

12/2

$396.2K-$516.8K/$49.5K 8%

YES

Wise Wonder Enrichment

2012/2023

MW,NE, S,W

0/4

0/5

0/6

$169.4K-$319K/$40K

YES

Young Chefs Academy

2004/2005

MW,NE, S,W

28/1

27/2

33/1

$247.3K-$397.4K/$50K

YES

D-BAT Academies

1998/2007

ALL

143/0

163/0

189/0

$536.5K-$1M/$45K

40% OF MEMBERSHIP FEES

YES

i9 Sports

2002/2003

MW,NE, S,W

233/0

250/0

286/0

$59.9K-$69.9K/$24.9K

7.5%

YES

Skyhawks & SuperTots Sports Academy

1979/2007

MW,NE, S,W

C,I**

78/36

84/42

79/51

$57.8K-$89.8K/$42.5K

9%-5%

YES

343

Shoot 360

2012/2019

ALL

C,I

29/2

42/2

48/1

$658.5K-$2.1M/$60K

12%

YES

397

Soccer Stars

2000/2022

ALL

47/13

127/9

165/7

$70.4K-$102.3K/$49.5K

YES

Soccer Shots

1997/2005

ALL

288/21

303/23

323/23

$42.95K-$54.3K/$36.5K

YES

Amazing Athletes

2002/2006

ALL

C,I**

134/13

150/7

164/6

$72.8K-$98.8K/$49.5K

YES

Inclyousion Sports

2021/2025

MW,NE, S,W

0/1

$63.6K-$74.4K/$40K

YES

Kidokinetics

2000/2006

MW,NE, S,W

101/6

151/6

148/6

$97.7K-$137.4K/$60K

YES

Little Kickers

2002/2004

C,I

332/0

354/0

349/0

$38.1K-$53.5K/$29.5K

10%

YES

National Academy of Athletics

2012/2023

MW,NE, S,W

0/13

5/13

10/10

$44.8K-$65.3K/$34.8K

7.5%-8.5%

YES

N Zone Sports

2010/2011

ALL

C,I

46/0

56/0

75/0

$54.4K-$87.5K/ $39.8K-$54.8K

YES

Overtime Athletics

2003/2016

ALL

C,I

37/0

50/0

58/0

$46.4K-$58.5K/$35K

TO $585+/ MO.

YES

TGA Premier Sports

2002/2006

ALL

52/2

54/1

59/1

$72.8K-$111.3K/ $49.5K-$59.5K

YES

REGIONS

MW Midwest, NE Northeast, S South, W West, C Canada, I Other International

Children’s cooking classes Denver

Cooking classes, camps, and parties for children and adults Chester, Md. Small group literacy instruction for children New York Cooking schools for children and adults Waco, Texas

RANK

C H I LDR E N ’ S FI T N ESS PROGRAMS: SPORTS

165 226 278

460

Indoor baseball and softball training, batting cages, merchandise Carrollton, Texas Youth sports leagues, camps, and clinics Riverview, Fla.

Children’s fitness programs Spokane, Wash. Basketball skills training facilities Vancouver, Wash. Youth soccer programs Budd Lake, N.J. Soccer programs for ages 18 months to 8 years Middletown, Pa.

N OT R AN K E D Educational sports programs Budd Lake, N.J. Youth sports programs for children with and without disabilities Peabody, Mass. Sports and physical education programs for ages 1 to 10 Davie, Fla. Soccer classes for children 18 months to 7 years old Middletown, Pa. Youth sports programs Santa Rosa, Calif.

Sports leagues and preschool programs for ages 3 to 16 Riverview, Fla. Youth sports programs Reston, Va. Golf, tennis, pickleball, and athletic enrichment programs Budd Lake, N.J.

C H I LDR E N ’ S FI T N ESS PROGRAMS: MISCEL L ANEOUS KidStrong

2015/2019

MW,NE, S,W*

93/9

118/10

143/10

$448.1K-$600K/$45K

7%-8.5%

YES

125

The Little Gym

1976/1992

MW,NE, S,W

C**

370/1

341/1

370/1

$519.3K-$756.99K/ $47.6K-$53.6K

YES

361

USA Ninja Challenge

2015/2015

MW,NE, S,W

23/0

31/0

40/0

$413.3K-$644.3K/$60K

7.5%

YES

Freckled Frog Dance Studio

2016/2024

MW,NE, S,W

C,I**

0/3

$49.6K-$115.4K/$36K

Physical fitness, leadership, and confidence-building training for children Frisco, Texas Child-development/fitness programs Bedford, Texas Youth fitness programs Concord, N.H.

N OT R AN K E D Children’s dance lessons Santa Ana, Calif.

January-February 2026 / E N T R E P R E N E U R . C O M / 17 7

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Kinderdance

1979/1985

ALL

C,I

230/4

221/4

228/4

$24.6K-$59K $20K-$50K

6%-12%

YES

My Gym Children’s Fitness Center

1983/1995

ALL

C,I

597/4

574/4

396/6

$240.8K-$425.6K/$55K

YES

NinjaTrix

2018/2023

MW,NE, S,W

0/1

0/11

$229.6K-$386.5K/ $49.5K

7.5%

Stretch-n-Grow

1992/1993

MW,NE, S,W

C,I

118/1

113/1

$64.2K-$88.8K/$49.5K

YES

Tutu School

2008/2012

ALL

C,I

66/3

95/4

107/4

$115K-$216K/$48K

YES

Wushu Central’s Kung Fu Kids

2003/2025

0/3

0/4

$213.6K-$396.8K/$50K

YES

Once Upon A Child

1984/1992

ALL

408/0

425/0

439/0

$327.2K-$462K/$25K

YES

Bricks & Minifigs

2010/2011

ALL

C,I

75/3

126/4

195/4

$241K-$570K/$40K

YES

Kid to Kid

1992/1994

ALL

C,I

103/13

99/20

100/19

$326.5K-$587.3K/$25K

YES

Rhea Lana’s

1997/2008

ALL

109/2

120/2

119/2

$41.7K-$68.7K/$19.5K

3%-1%

YES

Fundraising University

2009/2020

MW,NE, S,W

59/2

64/9

67/5

$79.6K-$84K/$60K

7.25%

YES

Apex Leadership Co.

2011/2012

ALL

112/8

116/10

108/10

$86K-$134.7K/$49.5K

YES

Children’s dance, gymnastics, movement, fitness, and yoga programs Roanoke, Va.

Early-learning/fitness programs Sherman Oaks, Calif. Children’s fitness and life skills training Milton, Fla. Children’s fitness enrichment programs Largo, Fla. Children’s ballet schools Chicago

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Children’s martial arts classes San Jose, Calif.

C H I L DR E N ’ S R E TAI L

205 385 439

New and used children’s clothing, equipment, and accessories Minneapolis Lego stores Provo, Utah

New and used children’s and maternity clothing and products North Salt Lake, Utah

N OT R AN K E D Children’s resale events Conway, Ark.

FUN DR AI S I N G

500

Fundraising Gilbert, Ariz.

N OT R AN K E D School fundraising and youth development programs Houston

SWI MM I N G LES S ON S

Goldfish Swim School

2006/2008

ALL

147/4

167/4

186/6

$1.7M-$7.6M/$50K

YES

Aqua-Tots Swim Schools

1991/2007

MW,NE, S,W

C,I

137/1

160/1

171/1

$1.6M-$2.9M/$50K

YES

British Swim School

1981/2011

ALL

178/0

282/0

320/0

$122.1K-$168.4K/$59.5K

10%

YES

Big Blue Swim School

2009/2018

ALL

15/12

20/19

27/20

$2.1M-$3.8M/$50K

YES

Hudson Valley Swim

2003/2022

MW,NE, S,W

3/6

6/7

13/7

$93.7K-$121.99K/$59.5K

YES

SafeSplash Swim School

2005/2014

MW,NE, S,W

103/25

108/26

100/26

$57.5K-$1.3M/ $37.5K-$55K

YES

urSwim

2011/2023

ALL

0/2

1/2

$76.3K-$106.9K/$44.5K

YES

Water Wings Swim School

2003/2025

MW,NE, S,W

0/9

0/12

0/13

$994.4K-$1.4M/$50K

YES

Kumon

1954/1958

ALL

C,I

24,136/ 39

23,272/ 28

23,380/ 20

$73.1K-$165.4K/$2K

$38-$42.75/ STUDENT/ MO.

99 253

Infant and child swimming lessons Troy, Mich. Swimming lessons Mesa, Ariz.

Swimming and water-survival lessons for all ages Virginia Beach, Va. Swimming lessons for ages 3 months to 12 years Chicago

N OT R AN K E D Swimming and water safety lessons for all ages Hopewell Junction, N.Y.

Child and adult swimming lessons, parties, summer camps San Rafael, Calif. Swim instruction, pool safety education, lifeguard staffing, and pool management services Patchogue, N.Y. Child and adult swimming lessons, athletic events and competitions Bedford, Texas

T UTOR I N G

Supplemental education Rutherford, N.J.

NINJATRIX HAS 11 ADDITIONAL NONFRANCHISE UNITS.

178 / E N T R E P R E N E U R . C O M / January-February 2026

TURN UP THE HEAT WITH A

Maximize Proﬁtability with Multiple Revenue Streams

Tap Into the Explosive Demand for Boutique Fitness & Wellness

Operate with Minimal Stafﬁng due to Virtually Instructed Workouts

Stand Out in the Fitness Industry with our Patented Infrared Sauna

SCAN HERE TO REQUEST FRANCHISE INFO HOTWORX.NET/FRANCHISING Find a Studio Near You: HOTWORX.NET/LOCATIONS

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Mathnasium Learning Centers

162 337 364

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

2002/2003

ALL

C,I**

1,106/4

1,162/4

1,227/4

$112.9K-$149.6K/$49K

10%+

YES

1979/1980

ALL

547/5

565/5

604/0

$107.9K-$239K/$36.9K

11%

YES

1977/1985

MW,NE, S,W

276/10

264/4

249/4

$159.4K-$298.4K/$36K

9.5%

YES

1976/1976

ALL

C,I

514/752

515/747

525/753

$55.3K-$129.2K/$10K

$32-$36/ SUBJECT/ MO.

YES

2011/2013

ALL

C,I

145/2

182/2

206/2

$29.9K-$134.3K/ TO $14.5K

14%-18%

YES

2004/2011

ALL

19/1

22/1

27/11

$158.2K-$308.7K/$30K

1977/1992

MW,NE, S,W

C,I

163/252

133/227

140/239

$65K-$115K/$22.5K

$23-$35/ SUBJECT/ MO.

2013/2013

ALL

C,I

7/2

9/2

$34.3K-$70K/$6K

$10-$25/ STUDENT/ MO.

YES

2018/2022

MW,NE, S,W

0/2

$144K-$233.5K/$39K

10%

YES

2017/2021

C,I

20/3

25/3

38/3

$111.5K-$164K/$50K

8%+

YES

2020/2025

ALL

C,I

0/1

$59.4K-$66.2K/$40K

YES

1965/1975

ALL

263/0

247/0

250/0

$8.7K-$117K/ $3.5K-$62.8K

YES

2011/2020

ALL

4/1

9/1

16/1

$38K-$74.5K/ $30K-$50K

10%

YES

Math tutoring Los Angeles

Sylvan Learning

Year Began/ Franchising Since

Supplemental education, STEM camps, college prep Bedford, Texas

Huntington Learning Center Tutoring and test prep Oradell, N.J.

Eye Level Learning Centers Supplemental education Ft. Lee, N.J.

Best Brains Learning Centers Learning centers for ages 3 to 14 Arlington Heights, Ill.

N OT R AN K E D Gideon Math & Reading After-school math and reading programs Addison, Texas

JEI Learning Center Individualized supplemental education Los Angeles

PEL Learning Center After-school learning programs Hayward, Calif.

Prepaze Academy In-person and online tutoring Morrissville, N.C.

Success Tutoring Tutoring West Hollywood, Calif.

Tutors Who Care Mobile tutoring services Boca Raton, Fla.

Financial Services B US I N ES S FI N AN CI AL SE RVICES Padgett Business Services

317

Tax, accounting, compliance, payroll, and advisory services Athens, Ga.

BooXkeeping

330

Bookkeeping for small and medium businesses Las Vegas

GIDEON MATH & READING HAS 11 ADDITIONAL NONFRANCHISE UNITS.

TURN PASSION INTO PROFIT What makes Huntington Learning Center stand out is the combination of a strong mission and a strong business model. Huntington delivers in helping franchise owners succeed.

Huntington Learning

Challenge Island

Cara Murray, Franchise Owner

866-844-2690 • HUNTINGTONFRANCHISE.COM See our listing on page 180

180 / E N T R E P R E N E U R . C O M / January-February 2025 2026

See our listing on page 176

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Dope CFO Certified Advisor

2018/2022

ALL

7/1

11/1

17/1

$73.2K-$103.3K/$65K

YES

Ledgers

2019/2020

MW,NE, S,W

5/0

4/0

6/0

$28.2K-$69.7K/$15K

10%

YES

OGC Tax Pros

2004/2025

ALL

C,I

0/2

0/1

$54.4K-$62.7K/$40K

YES

Payroll Vault

2007/2012

MW,NE, S,W

54/2

59/1

63/11

$77.4K-$111.9K/ $68.5K-$88.5K

YES

WCH Service Bureau

2001/2017

ALL

4/0

2/0

$54.6K-$75.3K/$24.99K

7%-10%

YES

137

Estrella Insurance

1980/2008

MW,NE, S,W

200/0

212/0

230/0

$12.3K-$84K/$10K-$25K

10%-14% OF YES COMMISSIONS

YES

224

Freeway Insurance

1987/2021

ALL

16/543

25/559

46/569

$34.95K-$84K/ $10K-$25K

14%

YES

263

GreatFlorida Insurance

1991/1991

127/4

134/4

140/4

$87.4K-$159.3K/$40K

YES

418

Goosehead Insurance

2003/2011

ALL

1,344/0

1,113/0

1,073/0

$66K-$108.5K/$50K

VARIES

YES

447

Univista Insurance

2009/2013

194/9

195/11

207/22

$69.5K-$131.5K/$25K

YES

452

GoldenTrust Insurance

2015/2021

ALL

18/8

41/4

53/3

$71.5K-$120.9K/$38K

YES

Brightway Insurance

2003/2008

ALL

338/2

356/2

341/3

$23.3K-$136.9K/ $10K-$35K

TO 50%

YES

Digna Insurance

2020/2024

ALL

C,I

0/1

$72.8K-$99.5K/$35K

10%-12%

YES

Fiesta Auto Insurance

1998/2006

MW,NE, S,W

218/0

227/0

251/0

$86.5K-$187.2K/$25K

15%-25%

YES

H&R Block

1955/1956

ALL

C,I

3,055/ 6,582

2,844/ 6,629

2,300/ 6,701

$34.1K-$158.8K/$2.5K

10%-60%

YES

Liberty Tax Service

1972/1973

ALL

2,185/ 108

2,011/ 82

1,873/ 96

$49.97K-$71.4K/$25K

14%

YES

ATAX

1986/2007

ALL

103/2

122/2

122/1

$59.2K-$79K/$35K

14%

YES

ACFN

1996/2003

ALL

234/0

243/0

216/0

$37.8K-$59.9K/$25K

YES

Motto Mortgage

2016/2016

ALL

237/0

241/0

226/0

$55.7K-$239.8K/$35K

TO $4.65K/ MO.

YES

Tiger Adjusters

2019/2024

MW,NE, S,W

0/2

34/1

$43.1K-$159.5K/ $32.3K-$52.3K

YES

C,I**

1,832/0

1,815/0

1,804/10

$1.8M-$5.2M/$40K-$50K 4.5%

N OT R AN K E D Accounting, tax, and CFO services for cannabis/CBD/hemp businesses Las Vegas Bookkeeping, payroll and tax services, advisory and consulting Virginia Beach, Va. Accounting and tax preparation services for small businesses Deerfield Beach, Fla. Payroll and workforce management services Littleton, Colo. Medical billing, provider credentialing, auditing Brooklyn, N.Y.

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I N S UR AN C E Auto, home, and business insurance Miami Insurance Huntington Beach, Calif. Insurance Palm City, Fla.

Property and casualty insurance Westlake, Texas Insurance Miami Insurance Doral, Fla.

N OT R AN K E D Property and casualty insurance Jacksonville, Fla. Insurance Miami

Insurance and tax-preparation services Las Vegas

TA X S E RVI CES

378 402 446

Tax preparation, electronic filing, bookkeeping, and payroll services Kansas City, Mo. Income tax preparation Virginia Beach, Va. Tax preparation, bookkeeping, payroll, and incorporation services Virginia Beach, Va.

MI S C E LL AN EOUS FI N AN CI AL SERVICES N OT R AN K E D Automated teller machines San Jose, Calif. Mortgage brokerages Denver Insurance adjusting Toms River, N.J.

Food: Full-Service Restaurants B R E AK FAST/ B R UN CH RESTAURANTS

IHOP

Family restaurants Pasadena, Calif.

1958/1960

ALL

PAYROLL VAULT HAS 4 ADDITIONAL FRANCHISE UNITS.

182 / E N T R E P R E N E U R . C O M / January-February 2026

Be the Boss. Your Franchise, Your Future.

FRANCHISE MARKETS AVAILABLE IN ALL STATES

Competitive Fees

Easy Funding Options

Millions Invested in Marketing

Multi-Unit Franchise Discounts

Broad Selection of Insurance Products

Veterans & Active Duty Franchise Discounts

877-286-8256

freewayfranchise.com

Nothing in this advertisement (or attached to this communication) is intended as an offer to sell, or the solicitation of an offer to buy, a franchise. It is for informational purposes only. Any offer of a franchise from us can only be made directly by us (or our representatives) outside of this advertisement and with delivery of a franchise disclosure document as required by federal and state law.

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225 358

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Eggs Up Grill

1986/2005

MW,NE, S,W

66/1

70/1

97/1

$821.5K-$1.1M/$45K

YES

The Toasted Yolk Café

2010/2016

ALL

28/6

34/6

41/6

$1.1M-$1.7M/$50K

YES

Another Broken Egg Cafe

1996/2005

ALL

52/37

59/43

65/40

$802.4K-$1.6M/$40K

The Big Biscuit

2000/2019

ALL*

6/17

6/21

8/21

$1.1M-$1.7M/$40K

Broken Yolk Cafe

1979/2010

ALL

35/1

37/1

40/1

$543.95K-$1.6M/ $10K-$20K

YES

Famous Toastery

2005/2013

MW,NE, S,W

17/8

17/6

18/5

$848.4K-$1.3M/$50K

YES

The Flying Biscuit Café

1993/2006

MW,NE, S,W*

26/5

27/6

33/7

$766.8K-$1.2M/$45K

YES

Grumpy’s Restaurant

2001/2019

ALL

C,I

4/1

$654K-$1.7M/$40K

YES

Keke’s Breakfast Cafe

2006/2009

ALL

48/8

51/11

53/23

$622.8K-$1.9M/$30K

5%-5.5%

YES

Boston’s Pizza Restaurant & Sports Bar

1963/1968

ALL

C,I**

421/4

414/2

416/1

$1M-$3.3M/$50K

YES

Cicis Pizza

1985/1987

MW,NE, S,W

263/15

255/19

249/19

$694.97K-$1M/$30K

YES

DoubleDave’s Pizzaworks

1984/1995

MW,NE, S,W

C,I**

43/0

38/0

$239K-$515K/$15K-$25K 5%-6%

YES

Pizza Inn

1960/1963

ALL

C,I

118/0

104/0

102/0

$412K-$1.4M/$30K

YES

Russo’s New York Pizzeria & Italian Kitchen

1994/1998

ALL

C,I**

34/7

38/6

$439.4K-$1.5M/$35K

YES

Shakey’s Pizza Restaurant

1954/1958

MW,NE, S,W*

I**

252/26

249/28

261/27

$1.3M-$3.5M/$35K

YES

Tapville Social

2016/2019

MW,NE, S,W

C,I

23/3

27/4

40/3

$100.5K-$2.5M/ $19.5K-$44.5K

YES

Hoppin’

2017/2021

MW,NE, S,W

1/2

2/2

3/2

$553.95K-$1.7M/ $59.99K

YES

Breakfast, brunch, and lunch restaurants Spartanburg, S.C. Breakfast, brunch, lunch, cocktails Spring, Texas

N OT R AN K E D Breakfast, brunch, and lunch cafes Orlando, Fla. Breakfast and lunch restaurants Prairie Village, Kan. Breakfast, brunch, and lunch restaurants San Diego Breakfast, brunch, and lunch restaurants Davidson, N.C. Southern breakfast/brunch restaurants Atlanta Breakfast, brunch, and lunch restaurants Orange Park, Fla. Breakfast and lunch restaurants Spartanburg, S.C.

P I Z Z A R ESTAURAN TS

414

Casual-dining restaurants/sports bars Addison, Texas

N OT R AN K E D Pizza, pasta, salad, and dessert buffets Coppell, Texas

Pizza, sandwiches, wings, salads, craft beer Austin, Texas Pizza, pasta, salads, buffet, desserts The Colony, Texas

Pizza and Italian-food restaurants Houston Pizza restaurants Alhambra, Calif.

S E L F- P OUR BARS

410

Self-service beer and wine restaurants/kiosks/mobile units Naperville, Ill.

N OT R AN K E D Self-pour beer, wine, and cocktail taprooms Charlotte, N.C.

S P ORTS BAR S/ P UBS

128

Buffalo Wild Wings

1982/1991

ALL

C,I

593/659

598/652

602/645

$2.5M-$4.9M/ $12.5K-$25K

YES

356

Walk-On’s Sports Bistreaux

2003/2015

ALL

67/6

73/6

$1.6M-$7M/$60K

YES

390

Wings Etc.

1994/2005

MW,NE, S,W

55/25

54/26

56/26

$368.7K-$2.9M/$25K

YES

Barrel House

2011/2021

MW,NE, S,W

1/6

1/5

$680K-$1.7M/$40K

YES

Wings, bar food, alcohol Atlanta Louisiana-inspired family sports bars Atlanta Restaurants and pubs Ft. Wayne, Ind.

N OT R AN K E D Full-service restaurants Davenport, Iowa

184 / E N T R E P R E N E U R . C O M / January-February 2026

KEY

K Thousands ($), M Millions ($), $ U.S. dollars, * Selling multiple units/master licenses only, ** Selling int’l. master licenses only

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Beef ‘O’ Brady’s Family Sports Pub

1985/1998

MW,NE, S,W

108/30

99/33

99/26

$812.9K-$1.5M/$25K

YES

Brass Tap

2008/2010

MW,NE, S,W

41/2

48/1

48/2

$792.95K-$1.3M/$25K

YES

Gigglewaters

2018/2021

0/1

1/1

$113.5K-$1.3M/ $37.9K-$59.5K

YES

Twin Peaks

2005/2007

ALL*

C,I**

73/30

81/32

79/35

$2.96M-$7.6M/$50K

YES

Wings and Rings

1984/1988

ALL

C,I**

79/8

79/6

77/6

$1.5M-$2M/TO $40K

TO 5%

YES

REGIONS

MW Midwest, NE Northeast, S South, W West, C Canada, I Other International

Family sports restaurants Tampa, Fla. Craft-beer bars Tampa, Fla.

Restaurants with bars and movie theaters; food trucks Clearwater, Fla. Restaurants and sports bars Dallas Sports restaurants and bars Loveland, Ohio

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MI S C E LL AN EOUS FUL L-SERVICE RESTAURANTS Applebee’s Neighborhood Grill & Bar

1983/1988

ALL

C,I**

1,644/0

1,576/ 47

1,568/47

$1.8M-$5.8M/$35K

Denny’s

1953/1963

ALL

C,I

1,522/ 66

1,470/ 64

1,412/62

$953.4K-$3.1M/$30K

4.5%-7%

YES

Gyu-Kaku Japanese BBQ Restaurant

1996/1997

MW,NE, S,W

C,I

750/33

709/32

707/34

$2.3M-$4.3M/$50K

4%-5%

Golden Corral

1973/1987

ALL

C,I

358/4

352/3

350/3

$2.2M-$8.7M/$50K

YES

291

Sonny’s BBQ

1968/1977

90/1

89/1

$831.5K-$1.4M/$35K

4.5%

YES

297

Black Bear Diner

1995/2002

ALL

92/64

92/69

95/70

$1.5M-$2.3M/$55K

4.5%

YES

307

Perkins American Food Co.

1958/1958

MW,NE, S,W

191/81

182/80

172/82

$1.3M-$3.6M/$40K

YES

Angry Crab Shack

2013/2016

MW,NE, S,W

C,I

16/5

19/5

21/5

$411.8K-$1.2M/$50K

YES

Buffalo’s Cafe

1985/1990

ALL

C,I**

13/0

12/0

$857.3K-$2.9M/$50K

YES

Curry House CoCo Ichibanya

2011/2023

ALL

0/6

1/6

$907K-$1.4M/$40K

East Coast Wings + Grill

1995/2004

MW,NE, S

30/4

29/5

$419.4K-$1.2M/$40K

YES

Friendly’s

1935/1996

MW,NE, S,W

C,I

48/66

97/1

91/1

$1.1M-$2.7M/$30K

YES

Huddle House

1964/1966

MW,NE, S

223/54

212/55

211/57

$555.4K-$1.7M/$35K

4.75%

YES

Johnny Rockets

1986/1987

ALL

C,I**

263/3

258/2

248/1

$517.3K-$2.7M/$50K

YES

la Madeleine

1983/2011

MW,NE, S,W

C,I**

62/27

66/26

59/28

$448.3K-$2.3M/ $20K-$40K

YES

Melting Pot

1975/1984

MW,NE, S,W

C,I**

90/4

88/5

86/5

$1.6M-$2.7M/$45K

Rock N Roll Sushi

2010/2015

ALL

61/3

67/4

73/0

$332.7K-$797.8K/$36K

YES

Wingers Alehouse

1993/1997

MW,S,W

C,I**

14/7

13/7

15/6

$419.8K-$1.7M/$40K

YES

165/28

239/24

312/26

$255.9K-$1M/$35K

YES

149 156 171 217

Family restaurants Pasadena, Calif.

Full-service restaurants Spartanburg, S.C.

Japanese barbecue restaurants Torrance, Calif. Family steakhouses, buffets, and bakeries Raleigh, N.C. Barbecue restaurants Winter Park, Fla. Family restaurants Redding, Calif.

Family-style restaurants Atlanta

N OT R AN K E D Seafood boil restaurants Mesa, Ariz.

Chicken wings and tenders, steaks, burgers, salads Beverly Hills, Calif. Japanese-style curry restaurants Torrance, Calif.

Chicken wings, burgers, craft beer Winston-Salem, N.C. Family restaurants Dallas Family restaurants Sandy Springs, Ga. Burgers, shakes, fries Beverly Hills, Calif. French bakeries and cafes Dallas Fondue restaurants Tampa, Fla. Sushi restaurants Destin, Fla.

Casual-themed restaurants and bars Salt Lake City

Food: Quick-Service Restaurants ACAI B OWLS Playa Bowls

273

Acai, pitaya, coconut, kale, banana, mango, and oatmeal bowls; smoothies, juices, cold brew Belmar, N.J.

2014/2016

ALL

January-February 2026 / E N T R E P R E N E U R . C O M / 185

RANK

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

437

Everbowl

2016/2019

ALL

64/2

72/19

99/2

$189.3K-$370.9K/ $39.8K

YES

476

Acai Express Superfood Bowls

2013/2014

NE,S

I**

47/7

55/10

62/9

$91.5K-$433.5K/$25K

YES

SoBol

2013/2016

ALL

66/3

65/2

74/2

$195.6K-$470.7K/$35K

YES

Baya Bar

2016/2018

ALL

23/3

26/3

32/5

$160.99K-$340.5K/ $35K

YES

Bare Fruit Acai Bar

2022/2024

ALL

C,I

0/1

0/2

$120K-$205K/$30K

Frutta Bowls

2016/2017

MW,NE, S,W

28/2

31/2

23/0

$387.5K-$632.5K/$35K

YES

Goodness Bowls

2019/2023

MW,NE, S,W*

0/2

2/3

$334.4K-$540.5K/$40K

YES

Grain & Berry

2017/2017

MW,NE, S,W

12/2

18/2

28/1

$258K-$848K/$49.5K

YES

Nautical Bowls

2018/2020

ALL

C,I**

50/3

75/2

70/2

$239.7K-$459.4K/ $39.5K

YES

3Natives Acai Cafe

2013/2015

MW,NE, S,W

19/6

30/7

38/8

$310.5K-$523.5K/ $39.5K

YES

Vitality Bowls

2011/2014

MW,NE, S,W

64/6

63/6

67/4

$208.8K-$683.1K/$40K

YES

275

Jinya Ramen Bar

2010/2012

ALL*

C,I**

54/3

60/3

73/5

$1.6M-$3.5M/$40K

YES

409

Teriyaki Madness

2003/2005

ALL

C,I**

130/1

153/1

186/1

$376.2K-$975.9K/$45K

YES

441

Rakkan Ramen

2011/2019

ALL

C,I

12/7

14/7

12/7

$379.5K-$865K/$20K

YES

489

Pepper Lunch

1994/1994

MW,NE, S,W*

C,I**

377/126

390/126

410/133

$657K-$1.7M/$50K

YES

Aloha Poke Co.

2016/2019

MW,NE, S,W

3/13

4/13

4/121

$140.9K-$475.9K/$35K

YES

Cupbop

2013/2017

MW,NE, S,W*

C,I**

181/29

205/29

244/32

$296.4K-$664.4K/$40K

YES

Curry Up Now

2009/2017

MW,NE, S,W*

C,I**

10/8

9/8

5/7

$312.4K-$1.7M/$35K

YES

Fish & Things Poke Bar

2017/2021

ALL

1/1

2/1

3/1

$497.1K-$711.6K/$35K

YES

Jayasri Sweets

2010/2025

ALL

C,I

0/1

$243K-$497K/$30K

YES

Koibito Poke

2018/2019

MW,NE, S,W

C**

6/3

8/3

$275.8K-$598.2K/$30K

YES

Lime House

2016/2023

0/1

$348.3K-$781.7K/$35K

YES

480 493

Acai bowls and smoothies Vista, Calif. Acai bowls, smoothies, juices, toast San Juan, Puerto Rico Acai bowls, smoothies, smoothie bowls, waffles Patchogue, N.Y. Acai, pitaya, and coconut bowls; smoothies, juices, avocado toast, coffee Staten Island, N.Y.

N OT R AN K E D Acai bowls, smoothies, toast, waffles Southaven, Miss. Acai, pitaya, and kale bowls; smoothies, toast, coffee St. Petersburg, Fla. Fruit bowls, smoothies, toast, salads, wraps Villanova, Pa. Acai, pitaya, and spirulina bowls; smoothies, juices, yogurt, toast, plant-based flatbreads and quesadillas Trinity, Fla. Acai bowls Minnetonka, Minn.

Acai bowls, smoothies, cold-pressed juices, wraps, salads Jupiter, Fla. Acai bowls, smoothies, juices, wraps, salads, grain bowls, panini Danville, Calif.

AS I AN FOOD Ramen, tapas, craft beer Woodland Hills, Calif. Asian food Denver

Ramen and Japanese food Gardena, Calif. DIY teppanyaki Westlake Village, Calif.

N OT R AN K E D Poke bowls Chicago

Korean barbecue Draper, Utah Indian-inspired food San Francisco Poke bowls and sushi Elk Grove, Calif.

Indian sweets and snacks Herndon, Va. Poke bowls Scottsdale, Ariz. Sushi and ramen Hamburg, N.Y.

ALOHA POKE CO. HAS 2 ADDITIONAL NONFRANCHISE UNITS.

186 / E N T R E P R E N E U R . C O M / January-February 2026

FRANCHISE FUNDING COMPANY

#1...not once, not twice, but three years running — find out why we’re still on top.

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Nippon Curry

2021/2025

ALL

0/1

0/2

0/3

$226.6K-$730.5K/$30K

YES

Pokeworks

2015/2016

ALL

C,I**

63/7

66/7

72/6

$314.7K-$608.96K/$40K

YES

Tabla

2008/2024

MW,NE, S,W*

C,I**

0/4

5/3

$185.2K-$629.2K/ $36K-$45K

YES

Take A Sushi

2018/2025

ALL

C,I

0/1

$302.5K-$520K/$40K

YES

Uncle Sharkii Poke Bar

2019/2019

ALL

C,I**

10/1

16/5

15/7

$95K-$303.5K/$38.5K

YES

Great American Cookies

1977/1977

ALL

C,I

410/0

412/0

414/0

$340.5K-$462.7K/$25K

YES

Cookie Plug

2021/2022

ALL

C,I**

14/18

31/3

28/4

$174.3K-$567.8K/ $29.9K-$39.9K

Le Macaron French Pastries

2009/2012

MW,NE, S,W

64/5

59/5

53/4

$164.2K-$452K/$45K

YES

Shipley Do-Nuts

1936/1987

MW,S, W*

332/12

345/11

369/12

$503.5K-$1M/$40K

YES

Randy’s Donuts

1952/2019

ALL

C,I**

23/9

31/9

37/11

$240.5K-$788.5K/$35K

YES

DonutNV

2014/2018

MW,NE, S,W

98/1

135/1

146/2

$184.9K-$337.3K/$59.5K

$750/MO.

YES

Desert Donuts

2013/2024

MW,NE, S,W

0/1

2/1

$637.3K-$846.2K/$60K

7.48%

Dippidy Donuts

2020/2025

ALL

C,I

0/0

0/1

0/3

$91.5K-$140.8K/$25K

YES

Doughnuttery

2012/2018

ALL

C,I**

2/4

4/4

$172.9K-$450.2K/$30K

YES

Duck Donuts

2006/2013

MW,NE, S,W

C,I**

125/1

156/1

160/1

$514.7K-$737K/$40K

YES

Hurts Donut Company

2013/2015

MW,NE, S,W

C,I**

18/2

18/1

16/1

$504K-$825K/$35K

YES

Japanese curry Berkeley, Calif.

Poke and Asian fusion bowls Irvine, Calif. Indian food Orlando, Fla. Sushi rolls, customizable bowls and burritos, salads, and sides Orlando, Fla.

RANK

Poke bowls, boba tea, soft-serve desserts Houston

BAK E D GOODS : COOKI ES

216

Cookies, cookie cakes, brownies Beverly Hills, Calif.

N OT R AN K E D Cookies and desserts Evansville, Ind. Macarons, pastries, gelato, chocolates, candies, specialty coffee and tea Sarasota, Fla.

BAK E D GOODS : DOUGH N UTS

134 152 351

Doughnuts, kolaches, pastries, coffee Houston Doughnuts, breakfast sandwiches, croissants, coffee, tea, lemonades, milkshakes, boba drinks Inglewood, Calif. Mini doughnuts, juices, hot and iced coffee Clermont, Fla.

N OT R AN K E D Doughnuts, coffee, ice cream Phoenix Mini doughnuts Edwardsville, Ill. Mini doughnuts New York

Doughnuts and coffee Mechanicsburg, Pa. Doughnuts and coffee Springfield, Mo.

BAK E D GOODS : PRE T Z E L S

Auntie Anne’s

1988/1989

ALL

C,I**

1,974/11

2,006/ 11

2,076/11

$156.2K-$638.3K/ $35.5K

YES

232

Wetzel’s Pretzels

1994/1996

ALL

C,I**

341/38

388/38

426/35

$183K-$712.5K/ $20K-$40K

YES

Pretzelmaker

1991/1992

ALL

C,I**

215/0

199/0

196/0

$391.5K-$573K/$25K

YES

Cinnabon

1985/1986

ALL

C,I

1,860/ 22

1,956/ 28

2,127/29

$215.6K-$675K/$30.5K

YES

The Bagel Nook

2015/2019

ALL

2/1

7/1

10/1

$615.7K-$1.3M/$35K

YES

Soft pretzels Atlanta

Soft pretzels, lemonade, hot dogs Pasadena, Calif.

N OT R AN K E D Pretzels, lemonade Beverly Hills, Calif.

BAK E D GOODS : M I SCE L L AN EOUS

Cinnamon rolls, baked goods, coffee Atlanta

N OT R AN K E D Bagels Freehold, N.J.

188 / E N T R E P R E N E U R . C O M / January-February 2026

GoTo Foods® is more than our individual brands. Together, we have:

Expand Your Portfolio with These Seven Iconic Brands.

This information is not intended as an offer to sell a franchise. We will not offer you a franchise until we have complied with disclosure and registration requirements in your jurisdiction. Contact Auntie Anne’s Franchisor SPV LLC, Carvel Franchisor SPV LLC, Cinnabon Franchisor SPV LLC, Jamba Juice Franchisor SPV LLC, McAlister’s Franchisor SPV LLC, Moe’s Franchisor SPV LLC, or Schlotzsky’s Franchisor SPV LLC, located at 5620 Glenridge Drive, NE, Atlanta, GA 30342, to request a copy of their FDD. RESIDENTS OF NEW YORK: This advertisement is not an offering. An offering can only be made by a prospectus filed first with the Department of Law of the State of New York. Such filing does not constitute approval by the New York Department of Law. RESIDENTS OF MINNESOTA: MN Franchise Registration Numbers: Auntie Anne’s Franchisor SPV LLC: F-8191, Carvel Franchisor SPV LLC: F-8199, Cinnabon Franchisor SPV LLC: F-8190, Jamba Juice Franchisor SPV LLC: F- 6111, McAlister’s Franchisor SPV LLC: F-8196, Moe’s Franchisor SPV LLC: F-8188, and Schlotzsky’s Franchisor SPV LLC: F-8192.

Barry Bagels

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

1972/2013

MW,NE, S

9/6

13/7

$105K-$514K/$35K

YES

1990/1992

1/3

3/2

$378K-$525K/$25K

VARIES

YES

1996/2025

MW,NE, S,W

0/1

$227.5K-$580K/$45K

YES

1993/1993

MW,NE, S,W

26/4

27/4

28/4

$330.2K-$506.3K/$49K

7%-5%

1972/2021

ALL*

C,I**

0/3

0/5

4/5

$660.1K-$1M/$40K

2019/2023

ALL

0/2

2/5

8/7

$537.6K-$813.8K/$30K

YES

1982/2000

MW,NE, S,W

30/30

27/33

$641.9K-$937.4K/ $44.9K

YES

1972/2021

17/5

20/5

22/5

$626.7K-$1.2M/$35K

YES

1986/1988

ALL

C,I

3,807/19

3,883/ 19

3,884/ 139

$727.4K-$1.8M/$50K

YES

2019/2023

MW,NE, S,W

C,I**

0/2

2/3

6/3

$454.8K-$1.8M/$50K

YES

1994/1998

ALL*

C,I**

2,001/45 2,300/ 52

2,764/ 54

$298.2K-$1M/$25K

YES

1972/1976

ALL

C,I**

4,050/41 4,756/ 40

4,959/ 94

$504.5K-$3.9M/$50K

YES

1930/1952

ALL*

C,I**

28,257/ 218

31,920/ 482

$1.9M-$3.8M/$45K

4%-5%

YES

Bagels, sandwiches, soups, salads Toledo, Ohio

Between Rounds Bakery Sandwich Cafe Bagels, baked goods, deli items, sandwiches South Windsor, Conn.

BreadHaus Baked goods Grapevine, Texas

Breadsmith European-style breads Whitefish Bay, Wis.

H&H Bagels Bagels New York

Jeff’s Bagel Run Bagels, cream cheese, coffee Orlando, Fla.

Kolache Factory Kolaches, pastries, coffee Katy, Texas

Vicky Bakery Baked goods, breads, pastries, sandwiches, coffee Medley, Fla.

RANK

BAK E RY CAFES

Paris Baguette Bakery cafes Moonachie, N.J.

N OT R AN K E D Angelina Italian Bakery Baked goods, pizza, coffee, desserts New York

CH I CK E N Wingstop

6 18 30

Chicken wings, tenders, and sandwiches, fries, sides Dallas

Popeyes Louisiana Kitchen Fried chicken, seafood, biscuits Miami

KFC Chicken Louisville, Ky.

Get StartedLil for Orbits as low as $2,450

190 / E N T R E P R E N E U R . C O M / January-February 2025 2026

30,246/ 434

Social Instagram/ABBA

KEY K Thousands ($), M Millions ($), $ U.S. dollars, * Selling multiple units/master licenses only, ** Selling int’l. master licenses only

REGIONS

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

1990/1994

MW,NE, S,W*

776/146

815/145

835/145

$1.4M-$3.8M/$35K

YES

1967/1972

MW,S, W*

197/15

198/17

209/19

$497.5K-$2.3M/$30K

YES

1977/1978

ALL*

519/279

528/285

564/266

$2.7M-$3.8M/$35K

YES

2003/2011

ALL*

C,I**

203/11

240/11

279/11

$1.2M-$4.5M/ $15K-$30K

YES

2018/2019

ALL*

C,I**

133/19

190/21

308/23

$617.8K-$3.2M/$40K

YES

1952/2004

MW,NE, S,W

C,I**

1,092/0

1,062/0

1,028/0

$27.5K-$301.5K/$0

YES

1952/1969

ALL

C,I**

1,377/ 158

1,372/ 160

1,315/ 159

$644.4K-$1.8M/$20K

YES

1994/2018

MW,NE, S,W*

7/4

13/4

26/4

$451.5K-$1.1M/$45K

YES

2002/2006

ALL

C,I**

410/5

443/5

479/3

$775K-$1.3M/$35K

YES

2018/2023

ALL*

C,I**

0/22

0/26

2/28

$603K-$1.3M/$50K

YES

1989/2006

ALL

14/0

19/0

22/0

$222.2K-$860.8K/ $25K

YES

2017/2025

ALL*

C,I**

0/13

0/14

0/15

$702K-$2.4M/$50K

YES

2008/2012

ALL

173/68

190/78

236/70

$777K-$1M/$50K

YES

1975/1980

MW,NE, S,W*

309/188

334/171

335/174

$793.8K-$2.7M/$40K

RANK

MW Midwest, NE Northeast, S South, W West, C Canada, I Other International

Zaxbys Chicken wings, fingers, sandwiches, and salads Athens, Ga.

Golden Chick

Chicken Richardson, Texas

102

Bojangles Chicken, biscuits, and breakfast Charlotte, N.C.

Slim Chickens

104 245 290 335 366 432

Chicken tenders, chicken wings, salads, sandwiches, wraps Fayetteville, Ark.

Dave’s Hot Chicken Nashville-style hot chicken Pasadena, Calif.

Chester’s Fried chicken Birmingham, Ala.

Church’s Texas Chicken Chicken Atlanta

Layne’s Chicken Fingers Chicken tenders Frisco, Texas

Bonchon Korean Fried Chicken Korean fried chicken Dallas

N OT R AN K ED Angry Chickz Nashville hot chicken Sherman Oaks, Calif.

Atomic Wings Chicken wings College Park, Md.

Birdcall Chicken Denver

Chicken Salad Chick Chicken salads, soups, sides Atlanta

El Pollo Loco Grilled chicken and Mexican food Costa Mesa, Calif.

PARS

REPRINTS

Chester's

For Article Reprints, Permissions and Content Licensing Contact our Partner: PARS International Corp.

EntrepreneurReprints.com | (212) 221-9595 See our listing on page 191

January-February 2026 2025 / E N T R E P R E N E U R . C O M / 191

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Hangry Joe’s Hot Chicken & Wings

2021/2021

ALL

C,I**

43/1

78/0

109/0

$305.5K-$518K/$35K

6.5%

YES

Houston TX Hot Chicken

2020/2022

ALL*

I**

3/5

13/6

22/6

$670.95K-$1.8M/$50K

Hurricane Grill & Wings

1995/2006

ALL

C,I

41/0

37/0

$854.2K-$2.9M/$50K

YES

Lee’s Famous Recipe Chicken

1966/1967

MW,NE, S,W

110/16

97/33

100/33

$517.2K-$2.4M/$35K

YES

Love & Honey Fried Chicken

2017/2022

MW,NE, S

0/1

1/1

$521.4K-$864.7K/$40K

101 Chicken

2023/2025

MW,NE, S,W

C,I

0/0

2/1

$396.5K-$809.3K/$30K

YES

Rise Southern Biscuits & Righteous Chicken

2012/2014

MW,NE, S,W*

C,I**

14/4

17/6

19/6

$667.9K-$882.5K/$35K

YES

Starbird

2016/2022

ALL*

0/8

0/13

0/161

$842.6K-$2M/$40K

YES

Dunkin’

1950/1955

ALL

C,I

13,372/ 31

13,758/ 32

14,094/ 34

$437.5K-$1.8M/ $40K-$90K

5.9%

YES

Scooter’s Coffee

1998/2001

MW,NE, S,W

630/21

776/24

854/24

$692.2K-$1.5M/$40K

YES

The Human Bean

1998/2002

ALL

137/12

160/12

173/12

$582.1K-$1.3M/$35K

YES

107

PJ’s Coffee of New Orleans

1978/1989

MW,NE, S

164/0

180/0

188/0

$498.5K-$1.7M/$40K

YES

148

Travelin’ Tom’s Coffee

2020/2021

ALL

50/3

139/3

283/3

$201.8K-$255.3K/$15K

$3K-$5K/YR.

YES

Biggby Coffee

1994/1999

MW,NE, S,W

360/0

405/0

445/0

$296.3K-$1M/$20K

YES

Ellianos Coffee

2002/2003

MW,NE, S

39/0

51/0

69/0

$671.5K-$1.1M/$30K

6%+

YES

Aroma Joe’s

2000/2013

MW,NE, S

105/0

114/0

127/0

$597.8K-$1.8M/$25K

YES

Bad Ass Coffee of Hawaii

1989/1998

MW,NE, S,W*

31/2

31/1

36/0

$526.1K-$992.4K/ $40K-$100K

YES

Beans & Brews Coffee House

1993/2004

MW,S,W

44/27

51/28

58/31

$423.1K-$858.5K/ $30K

5.5%

YES

CC’s Coffee House

1995/2024

MW,NE, S,W*

0/18

1/182

$520K-$1.4M/$30K

YES

Dunn Brothers Coffee

1987/1994

ALL

49/3

44/4

$455.6K-$798.96K/ $40K

YES

Juan Valdez Colombian Coffee

2002/TKTK

ALL*

C,I**

276/285

308/292

320/292

$414.5K-$1.98M/$40K

YES

Mariam Coffee

2019/2024

ALL

C,I

0/1

3/1

4/0

$149K-$283.5K/$35K

YES

Ramblin’ Joe’s Coffee

1976/2023

ALL

0/2

1/1

1/13

$176.7K-$334K/$40K

YES

Hot chicken sandwiches and wings McLean, Va. Chicken Las Vegas

Chicken wings, tenders, sandwiches, salads Beverly Hills, Calif. Chicken, biscuits, sides Shalimar, Fla. Fried chicken Philadelphia

Korean fried chicken and sandwiches Fort Lee, N.J.

Biscuits and chicken Durham, N.C.

Chicken tenders, salads, sandwiches, wings San Francisco

RANK

C OFFE E

3 37

201 363

Coffee, doughnuts, baked goods Atlanta Coffee, espresso, smoothies, pastries, breakfast items Omaha, Neb. Specialty coffee Medford, Ore.

Coffee, tea, pastries, sandwiches Mandeville, La. Coffee and beverages Florence, Ky.

Specialty coffee, tea, smoothies, energy drinks, baked goods, sandwiches East Lansing, Mich. Specialty coffee and smoothies Lake City, Fla.

N OT R AN K E D Coffee, espresso, tea, energy drinks, baked goods Scarborough, Maine Hawaiian coffees, coffee blends, teas, blended drinks, food Centennial, Colo. Coffee, beverages, breakfast, and lunch Sandy, Utah Coffee and baked goods Baton Rouge, La. Coffee, baked goods, sandwiches, wraps, desserts Plano, Texas Coffee Doral, Fla.

Coffee Cleveland

Coffee Memphis, Tenn.

1 STARBIRD HAS 2 ADDITIONAL NONFRANCHISE UNITS. CC'S COFFEE HOUSE HAS 24 ADDITIONAL NONFRANCHISE UNITS. RAMBLIN' JOE'S COFFEE HAS 2 ADDITIONAL NONFRANCHISE UNITS. 2

192 / E N T R E P R E N E U R . C O M / January-February 2026

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

2004/2016

ALL

C,I

68/7

87/7

103/8

$581.5K-$2.1M/$40K

YES

Baskin-Robbins

1945/1948

ALL

C,I

7,682/0

7,755/0

7,910/0

$307.4K-$622.6K/$25K

5.9%

YES

Cold Stone Creamery

1988/1994

ALL

C,I**

1,306/1

1,373/1

1,479/21

$335.7K-$655.3K/$27K

YES

Carvel

1934/1947

ALL

C,I**

352/0

362/0

389/1

$392.4K-$785.9K/ $30.5K

YES

133

Handel’s Homemade Ice Cream

1945/1989

MW,NE, S,W

104/7

136/6

153/8

$460.9K-$996.5K/$50K

YES

Bruster’s Real Ice Cream

1989/1993

MW,NE, S,W

206/1

210/1

223/1

$409K-$2.6M/$40K

YES

Ben & Jerry’s

1978/1981

MW,NE, S,W

C,I

207/8

194/2

192/2

$154.2K-$550.8K/ $18K-$39.5K

3%-5%

YES

The Original Rainbow Cone

1926/2019

MW,NE, S,W

1/14

3/20

6/23

$205.2K-$3.2M/ $20K-$40K

YES

Alsies

2020/2024

MW,NE, S,W

0/2

0/3

19/5

$128.6K-$189.6K/$49.5K

YES

Chill-N Nitrogen Ice Cream

2012/2019

NE,S,W

6/8

9/6

9/8

$326.6K-$685.7K/$39K

YES

Crispy Cones

2018/2022

MW,NE, S,W

1/2

4/2

13/3

$350.7K-$594.9K/$35K

YES

Eiffel Waffle

2021/2024

MW,NE, S,W

0/6

$208.6K-$338.1K/$40K

YES

Fosters Freeze

1946/1946

MW,NE, S,W

C,I**

63/0

61/0

59/0

$585.5K-$1.2M/$25K

YES

Marble Slab Creamery

1983/1984

ALL

C,I**

375/0

392/0

399/0

$354.5K-$476.7K/$25K

YES

Pecan Jacks

2017/2024

ALL

0/3

2/2

$434.96K-$654.9K/ $50K

YES

Sub Zero Nitrogen Ice Cream

2004/2005

ALL*

I**

28/2

24/2

21/2

$42.96K-$356K/ $20K-$35K

YES

Swensen’s

1948/1963

C,I

453/0

457/0

412/0

$222.99K-$993.1K/ $25K-$35K

YES

Kona Ice

2007/2008

ALL

C,I

1,644/0

1,810/4

1,930/4

$178.9K-$226.8K/$15K

$3K-$5K/YR.

YES

Rita’s Italian Ice & Frozen Custard

1984/1989

ALL

C,I**

533/0

561/5

585/6

$315.2K-$905.5K/$35K

6.5%

YES

Jeremiah’s Italian Ice

1996/2019

S,W

100/19

140/19

157/19

$294.8K-$743.7K/$30K

YES

Pelican’s SnoBalls

2001/2011

ALL

209/0

202/0

204/0

$86.2K-$238.6K/$32K

YES

1986/1987

MW,NE, S,W

C,I

490/1

517/1

468/0

$285.1K-$754.7K/$25K

YES

Ziggi’s Coffee

RANK

Coffee, energy drinks, dirty soda, breakfast and lunch items Mead, Colo.

FROZ E N DES S E RTS: I CE CREAM

24 90

227 285 406

Ice cream, frozen beverages Atlanta Ice cream, sorbet, ice cream cakes, shakes Scottsdale, Ariz. Ice cream, ice cream cakes Atlanta Ice cream and milkshakes Canfield, Ohio

Ice cream, frozen yogurt, ices, sherbets Bridgewater, Pa. Ice cream, frozen yogurt, nondairy frozen desserts, sorbet South Burlington, Vt. Ice cream, ice cream cakes, doughnuts Burr Ridge, Ill.

N OT R AN K E D Ice cream trucks Durham, N.C.

Ice cream Miami

European-style ice cream and fruit cones Rexburg, Idaho Ice cream and desserts Chicago Ridge, Ill. Soft-serve ice cream, burgers, sandwiches, hot dogs, fries Atlanta Ice cream Los Angeles

Ice cream and candy Santa Rosa Beach, Fla. Ice cream, Italian ice, frozen yogurt, custard Provo, Utah Ice cream parlors and restaurants Markham, Ontario

FROZ E N DES S E RTS: I CES

33 198 211

Shaved-ice trucks Florence, Ky.

Italian ice and frozen custard Trevose, Pa. Italian ice, gelati, soft ice cream, ice cream cakes Orlando, Fla.

N OT R AN K E D Shaved ice Gastonia, N.C.

FROZ E N DES S E RTS: M I SCE L L ANEOUS

386

Yogen Fruz

Frozen yogurt, soft-serve ice cream Markham, Ontario

COLD STONE CREAMERY HAS 9 ADDITIONAL NONFRANCHISE UNITS.

194 / E N T R E P R E N E U R . C O M / January-February 2026

KEY

K Thousands ($), M Millions ($), $ U.S. dollars, * Selling multiple units/master licenses only, ** Selling int’l. master licenses only

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Frios Gourmet Pops

2014/2018

MW,NE, S,W

86/0

113/1

112/1

$59.5K-$101.4K/$37.5K

$125-$175/ WK.

YES

Morelia Gourmet Paletas

2016/2019

MW,NE, S,W

C,I**

8/5

13/3

15/3

$162.5K-$386.5K/ $49.5K

YES

Orange Leaf Frozen Yogurt

2008/2009

MW,NE, S,W

C,I

70/0

62/0

63/0

$349K-$521.5K/$30K

YES

Paciugo Gelato Caffe

2000/2004

ALL

C,I**

25/0

22/0

24/0

$109.7K-$612.3K/$20K

YES

Red Mango Cafe & Juice Bar

2006/2007

MW,NE, S,W

C,I**

58/0

52/0

32/0

$323K-$556.5K/$30K

YES

16 Handles

2008/2011

MW,NE, S,W

30/0

36/0

$249.5K-$656.5K/$30K

Streetpops

2011/2024

MW,NE, S,W

0/1

$75.9K-$127.6K/$45K

YES

Yogurtini

2008/2008

MW,NE, S,W

C,I**

57/0

54/0

$418.5K-$629.9K/$25K

YES

REGIONS

MW Midwest, NE Northeast, S South, W West, C Canada, I Other International

N OT R AN K E D Frozen pops Mobile, Ala.

Gelato and sorbet bars Coral Gables, Fla.

Frozen yogurt, shakes, smoothies, cakes Dallas Gelato, coffee, pastries, smoothies, iced beverages, paninis, flatbreads Dallas Frozen yogurt, smoothies, juices, wraps, salads, flatbreads, toast Dallas Self-serve frozen yogurt and ice cream New York Frozen fruit and dairy bars Cincinnati Self-serve frozen yogurt Atlanta

RANK

H AMB URGE RS

Culver’s

1984/1988

MW,S,W

911/7

971/7

1,013/7

$2.6M-$8.6M/$55K

YES

McDonald’s

1955/1955

ALL

C,I

38,674/ 2,127

40,238/ 2,168

42,059/ 2,054

$1.5M-$2.7M/$45K

YES

Wendy’s

1969/1971

ALL

C,I

6,724/ 403

6,870/ 412

6,945/ 402

$393.2K-$2.99M/$50K

4%-6%

YES

Dairy Queen

1940/1940

ALL

C,I**

7,395/2

7,633/2

7,771/2

$1.5M-$2.5M/$45K

YES

Freddy’s Frozen Custard & Steakburgers

2002/2004

ALL*

C,I**

457/33

497/34

529/36

$785.9K-$2.8M/$35K

Sonic

1953/1959

ALL

C,I

3,221/ 324

3,195/ 326

3,144/ 317

$669.2K-$3.1M/$15K

Burger King

1954/1961

ALL

C,I

19,688/ 50

18,223/ 1,161

18,555/ 1,177

$2.1M-$4.7M/$50K

4.5%

Habit Burger & Grill

1969/2013

ALL*

C,I**

70/312

68/314

76/303

$1M-$2.9M/$35K

5.5%

A&W Restaurants

1919/1925

ALL

C,I**

882/2

863/2

846/2

$298.9K-$1.6M/$30K

YES

229

Carl’s Jr.

1945/1984

S,W

C,I**

1,644/ 51

1,660/ 49

1,669/ 50

$1.5M-$3.2M/$25K

YES

293

Hardee’s

1960/1962

MW,NE, S,W

C,I**

1,904/ 194

1,839/ 204

1,835/ 202

$1.4M-$2.6M/$25K

YES

Jack in the Box

1951/1982

ALL*

I**

2,049/ 140

2,046/ 145

2,032/ 146

$1.9M-$4M/$50K

YES

Farmer Boys

1981/1997

70/31

71/31

72/30

$1.5M-$3.1M/$45K

YES

Wayback Burgers

1991/2006

ALL

C,I**

160/1

167/1

182/0

$256K-$850K/$35K

YES

19 45 85 105 114 135 210

359 443 461

Frozen custard, specialty burgers Prairie du Sac, Wis. Burgers, chicken, salads, beverages Chicago Burgers, chicken sandwiches, breakfast sandwiches, sides Dublin, Ohio Soft serve, burgers, chicken strips Bloomington, Minn.

Frozen custard, steakburgers, hot dogs Wichita, Kan. Burgers, hot dogs, chicken sandwiches, breakfast, ice cream, beverages Atlanta Burgers, fries, breakfast Miami Burgers, sandwiches, salads, sides, shakes Irvine, Calif. Root beer, burgers, hot dogs, chicken, sides, ice cream Lexington, Ky. Burgers Franklin, Tenn. Burgers Franklin, Tenn. Burgers, chicken sandwiches, tacos, salads, bowls, sides San Diego Burgers, breakfast, sandwiches, salads Riverside, Calif. Burgers, chicken, fries, onion rings, shakes Cheshire, Conn.

January-February 2026 / E N T R E P R E N E U R . C O M / 195

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Beef-a-Roo

1967/2022

MW,NE, S,W*

0/8

2/15

2/21

$466.7K-$1.4M/$49.5K

YES

Burganic Hub

2019/2024

ALL

C,I

0/1

$422.1K-$737.3K/$40K

YES

BurgerFi

2011/2011

ALL

C,I**

87/26

75/27

61/16

$704.8K-$1.2M/$35K

5.5%

YES

Checkers and Rally’s

1986/1989

MW,NE, S,W

554/246

530/236

509/219

$514.9K-$2.1M/$30K

YES

Elevation Burger

2005/2008

ALL

C,I

36/0

34/0

31/0

$517.3K-$1.99M/$50K

YES

Fatburger

1952/1990

ALL

C,I**

205/0

185/0

180/0

$517.3K-$2.7M/$50K

YES

Harlem Shake

2013/2022

MW,NE, S,W

0/2

$411.7K-$848.95K/$40K

YES

iniBurger

2020/2022

ALL

1/2

2/1

4/1

$302.2K-$686K/$30K

YES

Krystal

1932/1990

MW,NE, S,W

C,I**

128/160

156/122

157/119

$469.5K-$2.2M/$35K

YES

Mooyah Burgers, Fries, & Shakes

2007/2007

ALL

C,I

82/1

78/2

$372.5K-$1.2M/$40K

YES

Roy Rogers Restaurants

1968/1980

MW,NE, S

17/24

15/24

16/24

$755.3K-$2.1M/$30K

YES

Sammy’s Sliders

2023/2024

MW,NE, S,W

0/0

0/1

0/2

$328.3K-$712.6K/$40K

YES

Smalls Sliders

2018/2021

ALL*

7/2

12/2

30/2

$1.3M-$1.99M/$35K

YES

Steak ‘n Shake

1934/1939

ALL

C,I

302/149

278/145

270/135

$184.1K-$2.7M/ $10K-$25K

1%-5%

YES

L&L Hawaiian Barbecue

1976/1991

ALL

C**

221/7

220/7

224/7

$253.95K-$838.5K/$35K

1.5%-4%

YES

Hawaiian Bros Island Grill

2018/2022

MW,NE, S,W*

13/26

28/29

41/26

$1.2M-$4.1M/$50K

Wienerschnitzel

1961/1965

MW,S,W

316/0

320/0

$519.1K-$2.5M/ $20K-$40K

YES

Crave Hot Dogs and BBQ

2018/2018

ALL

C,I**

25/0

27/0

18/0

$260.6K-$1.1M/ $30K-$45K

YES

Dog Haus

2010/2013

ALL*

C,I

54/1

59/1

54/5

$357.4K-$1.3M/$40K

YES

Hot Dog on a Stick

1946/1997

ALL

C,I**

18/31

19/30

21/29

$540.5K-$678.5K/$25K

YES

Nathan’s Famous

1916/1988

ALL

C,I**

232/4

209/4

212/41

$82.2K-$2M/$15K-$30K

5.5%

YES

N OT R AN K E D Burgers, roast beef sandwiches, cheese curds, milkshakes, cheddar fries, salads, and wraps Dallas Organic beef, chicken, fish, and vegan burgers Houston Burgers, chicken tenders and sandwiches, hot dogs, sides, desserts, milkshakes Ft. Lauderdale, Fla. Burgers and hot dogs Tampa, Fla.

Organic burgers, fries, shakes Beverly Hills, Calif. Burgers, fries, chicken wings Beverly Hills, Calif. Burgers and shakes New York Halal burgers, wings, fries, shakes Pleasanton, Calif. Burgers, hot dogs, chicken sandwiches, breakfast, milkshakes Dunwoody, Ga.

Burgers, fries, shakes Plano, Texas

Burgers, roast beef sandwiches, fried chicken Frederick, Md. Sliders, chicken fingers, fries, shakes Winston-Salem, N.C. Cheeseburger sliders, fries, shakes Atlanta

RANK

Steakburgers, fries, milkshakes Indianapolis

H AWAI I AN FOOD

138

Hawaiian-style food Honolulu

N OT R AN K E D Hawaiian plate lunches Kansas City, Mo.

H OT DOGS

103

Hot dogs, ice cream Tustin, Calif.

N OT R AN K E D Hot dogs, barbecue, beer, ax throwing Casper, Wyo. Hot dogs, sausages, burgers, fried chicken, plant-based proteins, craft beer Pasadena, Calif. Corn dogs, lemonade, fries, funnel cakes Beverly Hills, Calif. Hot dogs, burgers, seafood, chicken, cheesesteaks Jericho, N.Y.

NATHAN'S FAMOUS HAS 137 ADDITIONAL NONFRANCHISE UNITS.

196 / E N T R E P R E N E U R . C O M / January-February 2026

KEY K Thousands ($), M Millions ($), $ U.S. dollars, * Selling multiple units/master licenses only, ** Selling int’l. master licenses only

REGIONS

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

2005/2024

ALL

C,I

0/14

52/16

106/191

$192K-$410K/$25K-$30K 5%

YES

2023/2024

MW,NE, S,W

0/1

1/2

$366.96K-$640.7K/$35K

YES

2019/2024

ALL*

C,I**

2/2

6/2

10/0

$498K-$1M/$40K

YES

2008/2009

MW,NE, S,W

19/10

20/8

17/8

$511.5K-$805K/$35K

YES

2011/2018

ALL

C,I**

28/8

53/7

67/8

$583.5K-$1.1M/$39.5K

YES

1974/1983

MW,NE, S,W

37/0

36/0

35/0

$267.7K-$952.5K/ $7.5K-$25K

5.5%

YES

2007/2025

ALL

C,I**

0/4

0/7

0/14

$182K-$353K/$35K

YES

2004/2011

ALL

45/2

48/2

52/2

$172K-$606K/$35K

2015/2025

ALL

C,I

0/2

0/3

$229.95K-$444.3K/$35K

YES

1998/2013

MW,NE, S,W*

62/29

58/39

62/43

$567K-$1.2M/$35K

YES

1962/1964

ALL

C,I**

7,847/ 473

8,077/ 488

8,225/ 521

$934.8K-$4.3M/ $25K-$45K

5.5%

YES

1964/1967

MW,NE, S,W*

340/255

458/138

472/116

$1.5M-$3.3M/$35K

YES

1969/1969

ALL

359/7

357/7

326/7

$390K-$2.1M/$15K-$40K 5%

YES

MW Midwest, NE Northeast, S South, W West, C Canada, I Other International

Royalty Fee

RANK

ME DI T E R R AN E AN FOOD

381

Shah’s Halal Halal food Amityville, N.Y.

N OT R AN K ED Doner Haus German-style doner kebabs Miami Beach, Fla.

Doner Shack Mediterranean food Miami Beach, Fla.

Garbanzo Mediterranean Fresh Mediterranean food St. Petersburg, Fla.

The Great Greek Mediterranean Grill Greek and Mediterranean food West Palm Beach, Fla.

GW Gyro & Wings Gyros, wings, cheesesteaks, wraps, smoothies Atlanta

Hamza & Madina Halal Food Gyros, burgers, sandwiches, falafel, rice platters Fresh Meadows, N.Y.

Little Greek Fresh Grill Greek food Oviedo, Fla.

SemSem Mediterranean Mediterranean food Tinley Park, Ill.

Taziki’s Mediterranean Cafe Mediterranean and Greek food Birmingham, Ala.

ME X I CAN FO OD

2 183 193

Taco Bell Mexican-inspired food Irvine, Calif.

Del Taco Mexican/American food Lake Forest, Calif.

Taco John’s Mexican food St. Louis Park, Minn.

SHAH'S HALAL HAS 35 ADDITIONAL NONFRANCHISE UNITS.

TURN PASSION INTO PROFIT What makes Huntington Learning Center stand out is the combination of a strong mission and a strong business model. Huntington delivers in helping franchise owners succeed.

Huntington Learning Center

Cara Murray, Franchise Owner

READY TO FIND YOUR FRANCHISE? WE’LL MATCH YOU BASED ON YOUR SPECIFIC NEEDS!

Franchise Quiz SCAN TO GET STARTED!

866-844-2690 • HUNTINGTONFRANCHISE.COM See our listing on page 180

January-February 2026 2025 / E N T R E P R E N E U R . C O M / 197

RANK

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

310

Bubbakoo’s Burritos

2008/2015

ALL*

102/12

114/13

132/9

$356K-$757K/$35K

YES

333

Barrio Burrito Bar

2005/2009

ALL*

C,I**

273/1

327/1

377/1

$423.3K-$773.9K/$25K

YES

362

Moe’s Southwest Grill

2000/2001

ALL

C,I**

615/6

600/5

570/5

$624.7K-$1.9M/$30.5K

YES

Barberitos

2002/2002

MW,NE, S,W

41/4

42/0

43/0

$521K-$830.4K/$35K

YES

Burrito Shak

2015/2018

MW,NE, S,W

7/1

11/1

14/2

$370.2K-$928.5K/$45K

YES

Chronic Tacos

2002/2006

ALL

C,I

34/3

25/5

20/5

$284K-$909K/$30K

YES

District Taco

2009/2021

MW,NE, S,W*

0/14

4/13

5/13

$622.8K-$1.7M/$25K

YES

Fuzzy’s Taco Shop

2003/2009

ALL

137/1

124/1

116/1

$647K-$1.6M/$40K

YES

Hot Head Burritos

2007/2009

MW,NE, S

67/12

69/11

75/11

$215.1K-$704.9K/$26K

YES

Lime Fresh Mexican Grill

2004/2012

MW,NE, S,W

C,I**

11/1

9/2

8/2

$1.1M-$2M/$30K

8.5%

YES

Pancheros Mexican Grill

1992/1995

MW,NE, S,W

47/26

48/26

50/26

$752.5K-$1.5M/$30K

YES

Qdoba Mexican Eats

1995/1997

ALL*

C,I**

435/196

494/166

524/1671

$545.5K-$1.3M/$40K

YES

Quesadilla Gorilla

2013/2022

MW,NE, S,W*

0/4

2/3

$407.4K-$767.2K/$35K

Rusty Taco

2010/2010

ALL

32/1

31/1

33/1

$528.4K-$1.1M/$30K

YES

Taco Cabana

1978/1981

MW,S, W*

6/143

6/140

$1.3M-$2.8M/$45K

YES

Taco Casa

1972/1972

MW,S,W

91/0

99/0

100/0

$857K-$3.1M/$35K

YES

Taco Works

1992/2014

ALL

C,I

2/5

3/4

$154.8K-$340.8K/ $49.9K

YES

Tremendo Taco

2021/2025

ALL

C,I

0/1

$334K-$796K/$35K

YES

Papa Johns

1985/1986

ALL

C,I**

5,356/ 612

5,501/ 570

5,623/ 554

$261.2K-$853.4K/$25K

YES

Pizza Hut

1958/1959

ALL

C,I**

17,974/ 21

18,591/ 7

18,583/ 59

$462K-$2.1M/$25K

YES

Marco’s Pizza

1978/1979

MW,NE, S,W

C,I**

1,124/ 42

1,161/ 43

1,203/ 45

$286.7K-$807.2K/$25K

5.5%

YES

Little Caesars

1959/1962

ALL

C,I**

3,599/ 574

3,641/ 575

3,705/ 5802

$446.5K-$1.8M/$20K

YES

Mountain Mike’s Pizza

1978/1981

ALL

272/0

287/0

311/0

$476.5K-$982.6K/$30K

YES

Hungry Howie’s

1973/1982

ALL

488/33

483/33

465/33

$358.9K-$519.3K/$25K

5.5%+

YES

Rosati’s Pizza

1964/2006

ALL

122/1

127/0

133/0

$147.2K-$1.2M/$35K

YES

Mexican food Wall Township, N.J.

Mexican food North York, Ontario Mexican food Atlanta

N OT R AN K E D Southwestern food St. Petersburg, Fla.

Burritos, tacos, quesadillas, nachos Hampstead, N.C. Mexican food Aliso Viejo, Calif.

Mexican food Falls Church, Va. Mexican food Pasadena, Calif. Mexican food Kettering, Ohio

Tex-Mex food St Petersburg, Fla. Mexican food Coralville, Iowa Mexican food San Diego Quesadillas Visalia, Calif. Tacos Plano, Texas

Mexican food San Antonio

Mexican food Ft. Worth, Texas Mexican food Doral, Fla. Mexican food Laredo, Texas

PIZZA

50 51 75 242 308

Pizza Louisville, Ky.

Pizza, pasta, wings Plano, Texas Pizza, pizza bowls, subs, wings, salads, cheese bread Toledo, Ohio Carry-out pizza Detroit

Pizza, wings, salad bar, appetizers, desserts Irvine, Calif. Pizza Madison Heights, Mich. (Rosati's Pizza Enterprises) Pizza, Italian food Geneva, Ill.

198 / E N T R E P R E N E U R . C O M / January-February 2026

1 QDOBA MEXICAN EATS HAS 115 ADDITIONAL NONFRANCHISE UNITS. U.S. UNITS ONLY. LITTLE CAESARS HAS ADDITIONAL INTERNATIONAL UNITS, WHICH THE COMPANY CHOSE NOT TO DISCLOSE.

AMERICA’S LARGEST AND BEST ATTENDED REGIONAL FRANCHISE SALES EVENTS SCHEDULE OF FRANCHISE EVENTS: NEW YORK / NEW JERSEY JANUARY 24 & 25, 2026 DALLAS, TX JANUARY 31 & FEBRUARY 1, 2026 CLEVELAND,OH FEBRUARY 14 & 15, 2026 HOUSTON,TX MARCH 14 & 15, 2026 CHICAGO, IL APRIL 11 & 12, 2026

ORLANDO, FL APRIL 25 & 26, 2026 NEW ENGLAND – PROVIDENCE / BOSTON MAY 2 & 3, 2026 WASHINGTON - BALTIMORE MAY 16 & 17, 2026 PORTLAND, OR JUNE 13 & 14, 2026 DETROIT, MI SEPTEMBER 12 & 13, 2026

PHILADELPHIA, PA OCTOBER 3 & 4, 2026 TAMPA, FL OCTOBER 17 & 18, 2026 LOS ANGELES / PASADENA, CA OCTOBER 31 & NOVEMBER 1, 2026 ATLANTA, GA NOVEMBER 14 & 15, 2026

PLUS 12 MORE EVENTS ACROSS CANADA!

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PRODUCED BY:

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Pizza Guys

319

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

1986/1995

S,W

79/6

85/5

92/6

$215.5K-$476.95K/$25K

1981/1984

MW,S,W

209/6

215/6

210/6

$2.1M-$4.9M/$30K

YES

1988/1995

MW,S

34/0

$121K-$437K/$20K

YES

2011/2019

MW,NE, S,W

2/27

4/28

5/28

$138.4K-$479.5K/$50K

2007/2025

0/1

$190.6K-$423.1K/$30K

YES

2011/2012

ALL

C,I**

312/8

285/12

269/0

$666.9K-$1.1M/$30K

YES

2011/2018

ALL*

18/6

22/6

27/7

$766.5K-$1.4M/$50K

YES

1963/1991

MW,NE, S,W*

124/51

127/51

128/51

$541.8K-$1M/$30K

YES

1981/1986

MW,W

C,I**

29/0

32/0

31/0

$86.5K-$549K/$39K

YES

1971/1974

ALL

194/0

192/0

197/0

$108.8K-$236K/$15K

$500/MO.

YES

1972/1973

ALL

C,I**

38/3

37/3

36/3

$546.7K-$1.4M/$40K

YES

1954/1967

MW,NE, S

57/9

54/9

50/10

$1.4M-$2.6M/$35K

YES

1955/1989

MW,NE, S,W

C,I

116/0

119/0

$206.3K-$672.5K/$30K

Pizza Rancho Cordova, Calif.

Pizza Ranch Pizza, chicken, salad bar, buffet, arcade Orange City, Iowa

427 N OT R AN K E D

B.C. Pizza Pizza, pasta, subs, calzones, appetizers Boyne City, Mich.

Benny’s Pizza Pizza Roanoke, Va.

Big Pie in the Sky Pizzeria Pizza Kennesaw, Ga.

Blaze Pizza Build-your-own pizza Atlanta

Crust Pizza Co. Pizza, pasta, sandwiches, salads The Woodlands, Texas

Donatos Pizza Pizza, subs, salads Columbus, Ohio

Figaro’s Pizza Pizza, take-and-bake pizza Salem, Ore.

Fox’s Pizza Den Pizza, sandwiches, stromboli, wings, salads, appetizers Murrysville, Pa.

Happy Joe’s Pizza & Ice Cream Pizza, pasta, sandwiches, salads, ice cream Davenport, Iowa

LaRosa’s Pizzeria Pizza, Italian food Cincinnati

Ledo Pizza Pizza, subs, pasta Annapolis, Md.

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200 / E N T R E P R E N E U R . C O M / January-February 2025 2026

Oppt Finder/Lowcost

KEY

K Thousands ($), M Millions ($), $ U.S. dollars, * Selling multiple units/master licenses only, ** Selling int’l. master licenses only

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Papa Murphy’s Take ‘N’ Bake Pizza

1981/1982

MW,S,W

C,I**

1,166/12

1,108/12

1,037/41

$367.4K-$733.1K/$25K

YES

Pizza Factory

1979/1985

ALL

107/1

112/1

107/1

$324K-$854K/ $20K-$25K

YES

Pizza Schmizza

1993/2002

MW,S,W

C,I**

13/1

16/0

$203.5K-$591.5K/$39K

YES

Round Table Pizza

1959/1962

ALL

C,I**

407/2

398/1

383/1

$1.1M-$1.5M/$25K

YES

Singas Famous Pizza

1967/2004

ALL

C,I**

21/3

28/3

35/3

$257K-$792.3K/$30K

YES

Slice House by Tony Gemignani

2010/2022

ALL

C,I**

8/1

13/1

22/11

$455.3K-$1.2M/$35K

YES

Smokin’ Oak Wood-Fired Pizza & Taproom

2015/2016

MW,NE, S,W

7/0

8/0

$448.7K-$891.2K/ $49.5K

YES

Straw Hat Pizza

1959/1969

27/0

26/0

$165.5K-$1.7M/$20K

YES

Vocelli Pizza

1988/1989

MW,NE, S,W

I**

72/1

74/1

76/1

$156K-$598K/$30K

YES

Westside Pizza

1996/2006

32/4

31/5

30/6

$214.4K-$569.95K/$30K

YES

Charleys Cheesesteaks & Wings

1986/1991

ALL

724/59

742/57

823/69

$203.7K-$984.7K/ $24.5K

YES

Penn Station East Coast Subs

1985/1987

MW,NE, S

321/1

318/1

321/1

$473.8K-$768.4K/$25K

TO 8%

YES

Philly Creations

2018/2025

ALL

C,I

0/1

$107.4K-$207.5K/$30K

5.5%

YES

REGIONS

MW Midwest, NE Northeast, S South, W West, C Canada, I Other International

Take-and-bake pizza Vancouver, Wash.

Pizza, pasta, wings, sandwiches, salads Oakhurst, Calif. Pizza Salem, Ore.

Pizza, wings, salads Beverly Hills, Calif.

Pizza, wings, sandwiches, pasta, salads Colonia, N.J. Pizza Henderson, Nev.

Pizza and self-pour beer, wine, and cocktails St. Petersburg, Fla. Pizza Dublin, Calif.

Pizza, subs, wings Pittsburgh Pizza Boise, Idaho

RANK

SAN DWI C H ES: PH I L LY CHEESESTEAK

41 459

Philly cheesesteaks, fries, wings, lemonade Columbus, Ohio

Grilled and cold subs, wraps, salads, fries, lemonade, cookies Milford, Ohio

N OT R AN K E D Philly cheesesteaks, fries, Italian water ice Douglasville, Ga.

SAN DWI C H ES: SUBM ARINE

Jersey Mike’s Subs

1956/1987

ALL

C,I**

2,530/ 27

2,825/ 36

3,107/ 242

$181.9K-$1.4M/$18.5K

6.5%

YES

Firehouse Subs

1994/1995

MW,NE, S,W

C,I

1,241/39

1,268/ 42

1,372/ 42

$379.7K-$1.4M/$20K

YES

188

Subway

1965/1974

ALL

C,I

36,514/0 36,455/ 0

35,622/ 0

$238.6K-$536.7K/$15K

YES

Port of Subs

1972/1985

ALL

116/14

119/7

116/7

$419.9K-$859.4K/$25K

YES

Cheba Hut Toasted Subs

1998/2002

ALL*

C,I**

53/1

64/2

76/3

$631.2K-$2.1M/$50K

YES

PrimoHoagies

1992/2002

MW,NE, S,W

102/0

117/0

113/13

$388.1K-$668.2K/$20K

YES

Capriotti’s Sandwich Shop

1976/1991

ALL

C,I**

140/10

141/14

145/16

$594.7K-$935K/ $30K-$40K

6%-7%

YES

Cousins Subs

1972/1985

MW,NE, S,W*

43/50

37/55

35/59

$464.7K-$1.2M/$25K

YES

228 376 405

Subs and Philly cheesesteaks Manasquan, N.J. Subs Jacksonville, Fla. Subs, salads Miami Subs, wraps, salads, desserts, breakfast, catering Castle Rock, Colo. Toasted sandwiches, salads, chips, brownies, alcohol Ft. Collins, Colo.

Subs and Philly cheesesteaks Westville, N.J.

N OT R AN K E D Sandwiches Las Vegas

Hot/cold subs, salads, soups, shakes, cookies Menomonee Falls, Wis.

SLICE HOUSE BY TONY GEMIGNANI HAS 25 ADDITIONAL NONFRANCHISE UNITS. 2 JERSEY MIKE'S SUBS HAS 8 ADDITIONAL NONFRANCHISE UNITS.

January-February 2026 / E N T R E P R E N E U R . C O M / 201

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Goodcents

1989/1991

MW,NE, S,W

64/1

62/1

$328.7K-$464.99K/ $30K

YES

Groucho’s Deli

1941/2001

26/2

28/2

28/3

$129.1K-$619.2K/ $18K-$28K

YES

Lennys Grill & Subs

1998/2001

MW,S

59/4

58/4

$283.2K-$577.4K/$25K

YES

Pickleman’s Gourmet Cafe

2005/2008

MW,NE, S,W

27/1

30/1

32/1

$416.3K-$1M/$35K

YES

Sub-Ology

2013/2023

ALL

C,I**

0/1

$284.6K-$443.5K/$35K

YES

Sandwiches, pasta, cookies De Soto, Kan. Subs, sandwiches, salads, sauces Columbia, S.C. Subs, deli sandwiches, Philly cheesesteaks, salads, desserts Memphis, Tenn. Toasted sandwiches, pizza, salads, soups, cookies Hallsville, Mo. Subs, sandwiches, wraps, salads, soups Cranford, N.H.

RANK

SAN DWI C H ES : M I SCE L L AN EOUS

Arby’s

1964/1965

ALL*

C,I**

2,492/ 1,110

2,516/ 1,097

2,507/ 1,063

$644.95K-$2.5M/ $12.5K-$37.5K

YES

Jimmy John’s

1983/1993

ALL

C,I

2,598/ 40

2,604/ 42

2,653/ 42

$366.2K-$728.2K/$35K

TO 6%

YES

McAlister’s Deli

1989/1994

ALL

497/32

516/34

520/41

$1M-$2.4M/$35.5K

YES

189

Schlotzsky’s

1971/1976

ALL

300/22

284/28

275/28

$647.9K-$1.95M/$35.5K

YES

442

West Coast Sourdough

2018/2021

ALL

32/0

44/0

56/1

$297K-$442K/$25K

YES

Potbelly Sandwich Works

1977/2009

MW,NE, S,W*

67/360

84/345

106/340

$654K-$1.3M/$40K

YES

Buona

1981/2021

MW,NE, S,W

0/27

0/30

0/32

$2.9M-$5.3M/$40K

YES

EggBred

2020/2020

MW,NE, S,W*

0/1

1/1

5/1

$275K-$499.8K/$37.5K

YES

Pop’s Italian Beef and Sausage

1980/2009

MW,NE, S,W

16/1

15/1

$577.2K-$1.2M/$25K

YES

Sandwich Masterz

2015/2025

ALL

C,I

0/1

$160K-$300K/$35K

YES

The Sandwich Spot

2008/2024

MW,NE, S,W

0/2

0/21

$188K-$649.5K/$40K

YES

Which Wich

2003/2004

ALL

C,I**

219/1

154/0

148/0

$253.5K-$822.3K/$30K

YES

294

Captain D’s

1969/1969

ALL

C,I

224/309

242/295

232/291

$898.6K-$1.4M/$35K

4.5%

YES

457

Cousins Maine Lobster

2011/2014

ALL

54/8

63/7

82/6

$193.5K-$969.3K/$40K

6%-8%

YES

On the Hook Fish and Chips

2016/2024

MW,NE, S,W

0/6

1/6

3/6

$359.4K-$1.1M/ $35K-$50K

1997/1997

ALL

1,311/1

1,463/1

1,595/1

$340.8K-$814.5K/$35K

YES

484

Sandwiches, fries, shakes Atlanta Sandwiches Atlanta

Sandwiches, salads, baked potatoes Atlanta Sandwiches, pizza, soups, salads Atlanta Sandwiches, soups, salads Sacramento, Calif.

Toasted sandwiches, soups, salads, shakes, desserts Chicago

N OT R AN K E D Italian beef sandwiches, burgers, salads, pasta Burr Ridge, Ill. Breakfast sandwiches La Habra, Calif. Italian beef and sausage sandwiches, gyros, burgers, hot dogs, chicken Palos Heights, Ill. Sandwiches, wraps, and salads Goodyear, Ariz. Sandwiches Reno, Nev.

Sandwiches Dallas

S E AFOOD Seafood Nashville, Tenn. Lobster rolls and seafood South Portland, Maine

N OT R AN K E D Seafood food trucks Laramie, Wyo.

S M OOT H I ES/JUI CES

Tropical Smoothie Cafe Smoothies, salads, wraps, sandwiches, flatbreads Atlanta

THE SANDWICH SPOT HAS 29 ADDITIONAL NONFRANCHISE UNITS.

202 / E N T R E P R E N E U R . C O M / January-February 2026

Powerful. Positive. Proven.

60/40

1.28M AUV*

Powerful growth path

A top opportunity

Refreshing blend

$1.28M* Average Unit Volume for the top 50% of cafes. 1,600+ cafes open nationwide.

Ranked the #1 Smoothie/ Juice franchise for 6 consecutive years.

This 60/40 smoothie-to-food menu mix needs no hoods or fryers and means multiple dayparts and revenue streams.

“ The economics, volume and

footprint make Tropical Smoothie Cafe an attractive brand that you can develop quickly.”

ROGER WAGNER Multi-Unit/Multi-Brand Franchise Owner

Own your piece of the tropics 770-580-2333 tropicalsmoothiefranchise.com

*$1,282,144 Top 50% Average Net Revenues, with 249 of 634 (39% of the top 50%) Restaurants attaining or surpassing this figure. $1,005,063 System Wide Average Net Revenues, with 562 of 1,268 (44%) Restaurants attaining or surpassing this figure. Based on our fiscal year ending 12/29/2024 and includes 1,268 restaurants (including one company-owned restaurant) that were open for at least 12 months as of 12/29/2024. Excludes non-traditional locations and restaurants that were not open for at least 357 days in 2024. This information appears in Item 19 of our Franchise Disclosure Document. Your results may differ. There is no assurance that you will do as well. This information is not intended as an offer to sell or the solicitation of an offer to buy a franchise. It is for information purposes only. The offering is by prospectus only. Currently, the following states regulate the offer and sale of franchises: California, Hawaii, Illinois, Indiana, Maryland, Michigan, Minnesota (File No. F-11356), New York, North Dakota, Oregon, Rhode Island, South Dakota, Virginia, Washington and Wisconsin. If you are a resident of or want to locate a franchise in one of these states, we will not offer you a franchise unless and until we have complied with applicable pre-sale registration and disclosure requirements in your state. New York State Disclaimer: This advertisement is not an offering. An offering can only be made by prospectus filed first with the Department of Law of the State of New York. Such filing does not constitute approval by the Department of Law. © 2026 TSC Franchisor, LLC, 1117 Perimeter Center West, Suite W200, Atlanta, GA 30338

CALIFORNIA DISCLAIMER: THESE FRANCHISES HAVE BEEN REGISTERED UNDER THE FRANCHISE INVESTMENT LAW OF THE STATE OF CALIFORNIA. SUCH REGISTRATION DOES NOT CONSTITUTE APPROVAL, RECOMMENDATION OR ENDORSEMENT BY THE COMMISSIONER OF CORPORATIONS NOR A FINDING BY THE COMMISSIONER THAT THE INFORMATION PROVIDED HEREIN IS TRUE, COMPLETE AND NOT MISLEADING.

RANK

17 243 462

Smoothie King

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

1973/1988

ALL

1,297/57

1,212/ 65

1,221/44

$346.4K-$1.3M/ $15K-$30K

YES

1991/1993

ALL

C,I**

794/2

789/1

783/1

$468.9K-$928.8K/ $35.5K

YES

1995/1998

S,W

85/1

89/1

95/1

$247.8K-$711K/ $20K-$30K

YES

2005/2017

ALL

40/3

44/3

46/3

$366.2K-$497.2K/$30K

YES

2015/2016

MW,NE, S,W

117/10

78/0

60/0

$243K-$419K/$30K

YES

2019/2022

ALL

I**

2/9

3/11

$153.2K-$303.9K/$35K

YES

2015/2023

S,W

3/12

3/13

11/11

$412.5K-$530K/$40K

YES

2010/2012

ALL

C**

168/31

182/31

184/26

$243.2K-$647.2K/$35K

YES

2014/2019

ALL

C,I**

23/9

43/9

61/9

$177.5K-$493.9K/$40K

YES

1996/2001

ALL

97/2

100/3

105/3

$298.1K-$511.5K/$30K

YES

2017/2022

MW,NE, S,W*

0/3

1/3

3/3

$233.7K-$420.8K/$35K

YES

1996/1997

MW,NE, S,W

C,I**

55/0

52/1

48/0

$278.5K-$475K/$30K

YES

2019/2023

MW,NE, S,W

1/3

7/3

13/4

$236.1K-$634.5K/$25K

YES

2006/2009

ALL

C,I**

1,952/ 92

2,027/ 90

2,069/ 93

$184.5K-$627.1K/$34.5K

YES

Smoothies and smoothie bowls Dallas

Jamba Smoothies, juices, bowls Atlanta

Juice It Up! Smoothies, raw juices, acai bowls Irvine, Calif.

N OT R AN K E D Beyond Juicery + Eatery Smoothies, juices, smoothie bowls, wraps, salads, soups Madison Heights, Mich.

Clean Juice Organic juices, smoothies, acai bowls, wraps, sandwiches, salads, toasts Dallas

Fresca Palapa Juices, fruit cups, smoothies Dallas

Movita Juice Bar Juices, smoothies, acai bowls, functional beverages Commerce, Calif.

Nekter Juice Bar Juices, smoothies, acai bowls, nondairy ice cream Costa Mesa, Calif.

Pure Green Smoothies, cold-pressed juices, acai and pitaya bowls Sunrise, Fla.

Robeks Fresh Juices & Smoothies Juices, smoothies, bowls, toasts Los Angeles

Sip Fresh Fruit-based beverages Pasadena, Calif.

Smoothie Factory + Kitchen Smoothies, juices, nutritional supplements, sandwiches, salads, wraps, toasts Dallas

Vara Juice Juices, smoothies, fruit bowls Dearborn, Mich.

T E AS

142

Gong cha Bubble tea Boston

Join One of the Fastest Growing Global Leaders in Bubble Tea • Over 2,200 locations in 33 global markets Gong with 240+ in the USA. Cha • Low start up, low labor, high margins with a simple “no cook” digital kitchen • Future proof business model designed to scale • Prime territories selling quickly TO LEARN MORE PLEASE VISIT US at www.gongchausofficial.com

See our listing on page 204

204 / E N T R E P R E N E U R . C O M / January-February 2025 2026

THE TAX RULES HAVE CHANGED— YOUR BUSINESS SHOULD, TOO. Through real-world examples and step-by-step strategies, you’ll learn how to: Choose the right business entity Strengthen personal and business credit Implement aﬀordable assetprotection strategies

With the biggest tax overhaul in 30+ years, small-business owners face more complexity than ever. CPA and Attorney Mark J. Kohler gives you the clarity you need to make the new laws work for you.

Maximize overlooked smallbusiness deductions Select smart health-care, retirement, and estate plans Bring on partners and investors correctly Use self-directed retirement funds to drive your future Whether you read it cover to cover or keep it as your go-to reference, this book gives you the tools and conﬁdence to make smarter decisions for your business and your ﬁnancial future.

RANK

407

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

HTeaO

2009/2018

MW,NE, S,W

83/5

120/7

135/14

$387.1K-$1.9M/$40K

YES

Bambu

2009/2014

ALL

C,I**

68/1

65/0

58/0

$159K-$328K/$49K

3.5%

YES

Boba Nation

2021/2022

MW,NE, S,W

C,I**

1/2

1/3

$350K-$495.5K/$30K

YES

Chicha San Chen

1998/2019

ALL*

C,I**

85/2

108/2

116/2

$155.5K-$249.5K/$60K

YES

Junbi

2017/2020

ALL

C,I**

4/2

5/2

12/1

$273.8K-$581.3K/$35K

YES

Kung Fu Tea

2010/2011

ALL

C,I**

373/2

405/2

368/4

$169K-$378K/ $25K-$37K

YES

Tapioca Express

1999/2000

ALL

C,I

22/2

21/2

17/2

$217.9K-$479.1K/$15K

2.5%

YES

TeaCupFuls Boba Tea

2017/2022

ALL

0/3

1/4

2/4

$160.3K-$390.5K/$48K

YES

ThirsTea

2019/2023

ALL

C,I**

0/2

1/2

10/0

$213.3K-$291.4K/$40K

YES

Iced tea and coffee Ft. Worth, Texas

N OT R AN K E D Vietnamese dessert drinks and coffee drinks, boba and fruit tea, smoothies, waffles, mochi ice cream Centennial, Colo. Bubble tea and other beverages San Jose, Calif. Teas, milk teas, juices Sacramento, Calif. Matcha and tea Glendora, Calif. Bubble tea New York

Tea and snow-bubble beverages, snacks South El Monte, Calif. Boba tea Bend, Ore.

Bubble, milk, and iced teas, other beverages, ice cream, acai bowls Temecula, Calif.

MI S C E LL AN EOUS QUI CK-SE RVICE RESTAURANTS N OT R AN K E D Aww Shucks

2020/2024

ALL

C,I**

0/2

0/1

$72K-$153.5K/$25K

5%-6%

YES

Bango

2017/2023

0/7

1/6

3/7

$181.1K-$614.7K/$40K

YES

Bread & Vine

2021/2024

ALL

C,I

0/1

$409.3K-$947.3K/$40K

YES

Churromania

1997/1998

ALL*

C,I**

102/0

106/0

$184.5K-$509K/$30K

YES

Clean Eatz

2012/2015

MW,NE, S,W

93/1

107/2

114/2

$353.7K-$798K/$49.5K

ClusterTruck

2016/2023

MW,S

0/5

1/5

0/4

$338K-$982K/$50K

YES

Crepe Delicious

2004/2005

ALL

C,I

69/1

44/1

$177.95K-$977.6K/$35K

YES

Currito

2005/2008

MW,NE, S,W

14/8

15/8

15/9

$343.5K-$959K/$35K

YES

D.P. Dough

1987/1996

ALL

51/2

55/3

58/6

$120.98K-$359.9K/$40K

FiiZ Drinks

2014/2017

MW,NE, S,W

C**

63/6

65/7

66/3

$249.5K-$774.5K/$40K

YES

Fork and Greens

2016/2024

0/1

$357.9K-$513.7K/$35K

YES

Fresh Monkee

2014/2022

MW,NE, S,W

0/5

6/4

19/4

$181.2K-$380.3K/$50K

YES

Frylicious

2024/2025

MW,NE, S,W

C,I**

0/0

0/1

$48.9K-$1.1M/$30K

YES

Green + The Grain

2014/2024

MW,NE, S,W

0/6

$352K-$1.3M/$50K

YES

Fire-roasted corn and potatoes Birmingham, Ala. Salads, poke, grain bowls, acai bowls Bay Shore, N.Y. French-inspired food Galena, Ill. Churros with fillings and toppings, coffee, hot chocolate Miami Healthy food Wilmington, N.C. Delivery- and pickup-only restaurants Indianapolis Crepes, gelato, panini, coffee Concord, Ontario Grain bowls, wraps, salads, smoothies Cincinnati Calzones, wings, sides, salads, desserts East Freetown, N.Y. Mixed sodas and snacks Salt Lake City Salads Calgary, Alberta

Protein shakes and smoothies Glastonbury, Conn. Food trucks Laguna Niguel, Calif. Salads Minneapolis

206 / E N T R E P R E N E U R . C O M / January-February 2026

KEY K Thousands ($), M Millions ($), $ U.S. dollars, * Selling multiple units/master licenses only, ** Selling int’l. master licenses only

REGIONS

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

2023/2024

ALL

C,I

0/1

0/2

0/3

$428.5K-$750.5K/$40K

YES

2004/2005

ALL*

69/29

65/29

65/31

$1M-$1.4M/$40K

YES

2007/2022

ALL

0/1

0/3

$67.8K-$109.5K/$35K

YES

2019/2024

MW,NE, S,W

0/4

1/2

1/1

$467.1K-$506.8K/$45K

YES

2017/2023

MW,NE, S,W

0/1

0/3

$139K-$296K/$39K

YES

2011/2016

NE,S

9/2

15/2

17/3

$303.7K-$750.5K/$40K

YES

1986/1992

MW,NE, S,W

89/7

89/3

84/1

$590K-$764.5K/$35K

YES

2014/2024

ALL

C,I

0/2

0/1

$361.5K-$611.5K/$35K

YES

2000/2020

5/13

5/14

6/14

$960.3K-$1.3M/$40K

2012/2017

ALL*

I**

7/7

10/7

14/9

$1M-$1.6M/$45K

YES

2018/2019

MW,NE, S,W

13/6

24/5

38/8

$370.1K-$846.3K/$55K

YES

2018/2022

MW,NE, S,W

0/6

1/7

3/7

$799K-$1.3M/$40K

YES

2017/2024

MW,NE, S,W

0/1

$303.5K-$473.7K/$40K

YES

MW Midwest, NE Northeast, S South, W West, C Canada, I Other International

Konala Protein bowls and salads Post Falls, Idaho

Newk’s Eatery Sandwiches, salads, soups, pizzas, desserts Jackson, Miss.

Pacific Perks Mobile event catering Vancouver, Wash.

Pastanito Build-your-own pasta York, Pa.

Puffles Hong Kong egg waffles, ice cream, and bubble tea Hollywood, Fla.

Salad House Salads, soups, sandwiches, wraps, smoothies Westfield, N.J.

Saladworks Salads, sandwiches, wraps, soups St. Petersburg, Fla.

Sleek Creperie & Cafe Sweet and savory crepes and desserts Houston

Smokey Mo’s BBQ Barbecue Cedar Park, Texas

Sweet Paris Creperie & Cafe Crepes, waffles, salads, panini, milkshakes, coffee, alcohol Houston

Toastique Toast-style meals, fruit bowls, juices, smoothies Washington, D.C.

Vicious Biscuit Biscuits, breakfast, and brunch Mount Pleasant, S.C.

Virgin Island Thyme Caribbean food and beverages Orlando, Fla.

ACTIVE COLLABORATION, SERVANT LEADERSHIP AND RELENTLESS CUSTOMER SERVICE

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See our listing on page 235

January-February 2026 2025 / E N T R E P R E N E U R . C O M / 207

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Kilwins

1947/1982

MW,NE, S,W

159/4

163/4

174/4

$295.4K-$880.3K/ $20K-$40K

YES

Rocky Mountain Chocolate Factory

1981/1982

ALL

C,I**

154/2

146/2

140/2

$465.8K-$871.7K/$35K

4%-6%

YES

Peterbrooke Chocolatier

1983/2006

I**

22/5

20/6

19/5

$298.2K-$444.4K/$25K

YES

Rocket Fizz Soda Pop and Candy Shop

2009/2010

ALL

C,I

90/0

98/0

104/0

$125.9K-$274.5K/$25K

YES

Food: Retail Sales RANK

CAN DY

113 415

Chocolates, fudge, ice cream Petoskey, Mich.

Chocolates, confections Durango, Colo.

N OT R AN K E D Chocolates, candy, gelato, frozen yogurt, baked goods Jacksonville, Fla.

Candy, soda, and gift stores Reno, Nev.

R E TAI L BAK E D GOODS

Nothing Bundt Cakes

1997/2006

ALL

C**

501/16

595/17

714/8

$667.1K-$1M/$45K

YES

463

Magnolia Bakery

1996/2011

ALL*

C,I**

21/10

29/10

38/10

$594K-$1.2M/$49K

YES

Bundt cakes and gifts Dallas Bakeries New York

MI S C E LL AN EOUS FOOD/ BE VERAGE BUSINESSES

108

The Honey Baked Ham Co.

1957/1998

MW,NE, S,W

209/230

214/229

212/233

$581.4K-$876.95K/$15K

YES

Beef Jerky Experience

1995/2010

MW,NE, S,W

80/6

74/5

64/5

$196.8K-$407.4K/$49.9K

YES

Break Coffee Co.

2003/2004

MW,NE, S,W

9/1

8/1

9/1

$102.5K-$146K/$59.5K

12%

YES

Clusters Handcrafted Popcorn

2011/2021

ALL

4/1

5/1

$170.8K-$404.9K/$35K

YES

The Good Pour

2022/2023

MW,NE, S,W

0/0

1/2

3/1

$143.5K-$2.6M/ $50K-$70K

4%-2.25%

YES

Graze Craze

2020/2021

ALL

C,I**

42/0

71/1

94/1

$167.1K-$325.6K/$49.5K

YES

Heart to Home Meals

2008/2009

MW,NE, S,W

18/3

21/3

19/3

$129.4K-$339.95K/ $40K

YES

Lean Kitchen Company

2016/2018

ALL

31/2

33/1

27/1

$151.5K-$472.3K/$40K

YES

Pepper Palace

2006/2025

ALL

C,I

0/114

0/81

$211K-$288K/$50K

YES

Project LeanNation

2012/2021

ALL

17/1

26/1

29/1

$237.5K-$354K/$60K

YES

Southern Steer Butcher

2013/2020

ALL

3/1

5/1

7/1

$334.2K-$640.2K/ $59.5K

6%-4%

YES

The Spice & Tea Exchange

2008/2008

ALL

87/1

91/1

95/1

$298.6K-$532.2K/ $38.8K

YES

Totally Nutz

1990/2014

ALL

59/17

60/19

60/20

$66.4K-$229K/$27.5K

YES

WineStyles Tasting Station

2002/2012

MW,NE, S,W

10/1

9/1

$298K-$609.5K/$25K

Retail specialty foods, catering, cafes Alpharetta, Ga.

N OT R AN K E D Jerky, sausages, specialty foods and beverages Kodak, Tenn.

Subscription-based workplace coffee service New York Popcorn New Hope, Pa.

Wine, spirits, and specialty item stores Maitland, Fla. Charcuterie boards and boxes West Palm Beach, Fla. Meal home delivery service for seniors Marlborough, Mass. Healthy prepared meals, beverages, nutritional supplements St. Joseph, Mo. Hot, barbeque, and wing sauces, salsas, seasonings, and rubs Sevierville, Tenn. Healthy prepared meals and health coaching Rochester, N.Y. Butcher shops and groceries Palm Harbor, Fla. Spices, teas, salts, sweeteners, olive oils, honeys, soy candles St. Augustine, Fla. Cinnamon-glazed almonds, pecans, and cashews St. George, Utah Wine bars, wine and craft beer retail sales, food, events, wine club memberships West Des Moines, Iowa

208 / E N T R E P R E N E U R . C O M / January-February 2026

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

StretchLab

2015/2017

ALL

C,I**

371/3

514/0

528/0

$269K-$610.2K/$65K

YES

StretchMed

2019/2019

ALL

16/0

23/0

35/0

$118.2K-$253.3K/ $49.5K

YES

Stretch Zone

2013/2016

ALL

C,I**

303/0

369/0

402/0

$138.7K-$320.1K/$59.5K

Success on the Spectrum

2015/2018

MW,NE, S,W

C,I**

28/2

41/1

72/1

$320.5K-$848.2K/$45K

TO $5K/MO.

YES

Essential Speech and ABA Therapy

2017/2022

MW,NE, S,W

2/3

9/3

11/3

$267.5K-$698.8K/ $49.5K

YES

RCG Behavioral Health

2012/2023

MW,NE, S,W

0/3

1/3

$282.1K-$584.1K/$50K

YES

The Joint Chiropractic

1999/2003

ALL

762/135

837/127

880/83

$245.3K-$543K/$39.9K

YES

AlignLife Chiropractic & Natural Health Centers

1999/2009

MW,NE, S,W

34/3

32/2

30/2

$227.8K-$595.7K/$49K

YES

BodyWorkz

2013/2021

ALL

1/1

$127K-$197K/$25K

YES

BPR Method Chiropractic

2015/2025

MW,NE, S,W*

0/1

$275K-$610K/$55K

FreeForm Chiropractic

2016/2021

MW,NE, S,W

2/3

4/3

7/2

$379.7K-$599.7K/$40K

YES

HealthSource Chiropractic

1998/2006

MW,NE, S,W

136/0

145/0

136/0

$115.8K-$618.4K/$60K

YES

100% Chiropractic

2004/2015

ALL

114/3

111/13

75/5

$356.7K-$837.2K/$50K

6.5%

YES

Health & Wellness RANK

AS S I ST E D ST R ETCH I N G

260

Assisted stretching Irvine, Calif.

N OT R AN K E D Assisted stretching San Juan, Puerto Rico Assisted stretching Ft. Lauderdale, Fla.

AUT I S M S E RVI C ES

352

Autism treatment services for children and young adults Houston

N OT R AN K E D

ABA, speech, and occupational therapy for children 18 months to 6 years diagnosed with autism Missouri City, Texas

Therapy services for children on the autism spectrum Richmond, Va.

C H I ROP R ACT I C SE RVI CES

Chiropractic services Scottsdale, Ariz.

N OT R AN K E D

Chiropractic and wellness services Chicago

Chiropractic, acupuncture, and massage services Mesa, Ariz. Chiropractic services Gulf Breeze, Fla. Chiropractic services Ft. Worth, Texas

Chiropractic, rehabilitation, spinal decompression, laser therapy, and wellness services and products Lakewood, Ohio Chiropractic services, massage therapy, stretch therapy, nutritional supplements Scottsdale, Ariz.

FI T N ES S ( G E N E RAL )

Planet Fitness

1992/2003

ALL

C,I**

2,230/ 242

2,358/ 259

2,487/ 275

$1.5M-$5.2M/$20K

YES

Crunch

2010/2010

ALL*

C,I**

401/41

423/35

494/32

$804K-$6.7M/ $35K-$50K

YES

Hotworx

2017/2017

ALL

C,I

514/4

671/5

771/7

$252.2K-$1.2M/$19.95K

$695/MO.

YES

Anytime Fitness

2001/2002

ALL

C,I**

5,184/ 12

5,261/ 12

5,612/ 11

$458.8K-$907.6K/ $42.5K

$820/MO.

YES

Orangetheory Fitness

2010/2010

ALL

C,I

1,505/ 22

1,489/ 15

1,436/15

$821.6K-$1.4M/$59.95K

YES

Gold’s Gym

1965/1980

ALL

C,I**

537/60

530/60

520/60

$1.8M-$4.5M/$40K

YES

120 179

Fitness clubs Hampton, N.H.

Fitness centers Portsmouth, N.H. 24-hour infrared sauna fitness studios Marrero, La. Fitness centers Woodbury, Minn.

Heart-rate-based group interval workout classes Boca Raton, Fla. Health and fitness centers Dallas

210 / E N T R E P R E N E U R . C O M / January-February 2026

KEY

K Thousands ($), M Millions ($), $ U.S. dollars, * Selling multiple units/master licenses only, ** Selling int’l. master licenses only

REGIONS

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

RANK

MW Midwest, NE Northeast, S South, W West, C Canada, I Other International

271

The Exercise Coach

2000/2010

MW,NE, S,W

I**

229/4

250/4

248/4

$259.8K-$389.97K/ $49.5K

YES

311

F45 Training

2011/2013

ALL

C,I

1,813/4

1,579/4

1,435/2

$349.2K-$786.1K/$60K

7%+

YES

315

D1 Training

2001/2015

ALL

90/0

115/1

155/2

$474.8K-$906.98K/ $59.5K

YES

394

Burn Boot Camp

2012/2015

ALL

330/9

345/10

366/9

$281.9K-$645.3K/$60K

YES

Body Fit Training

2017/2017

ALL

C,I

259/0

305/0

335/0

$509.8K-$1.2M/$60K

YES

451

Madabolic

2011/2012

ALL

C,I

27/0

36/0

43/0

$295.5K-$583.3K/$50K

YES

453

Jazzercise

1969/1982

ALL

C,I

7,346/2

7,139/2

7,071/2

$2.2K-$40.7K/$1.3K

20%

496

YogaSix

2012/2018

ALL

C,I**

185/3

200/0

196/0

$529.2K-$826.3K/$60K

YES

Alloy Personal Training

1992/2019

ALL

24/1

51/1

101/1

$298.7K-$541.1K/$60K

Body20

2017/2018

ALL

30/1

58/1

65/1

$265.5K-$427.8K/$65K

YES

The Camp Transformation Center

2010/2016

MW,NE, S,W

103/3

87/3

76/4

$349.4K-$472.4K/ $49.5K

YES

CycleBar

2014/2015

ALL

C,I**

280/13

218/0

171/0

$410.8K-$1.1M/$60K

YES

Discover Strength

2006/2020

ALL

3/6

12/8

21/8

$472K-$838.5K/$58K

YES

Fitness Together

1984/1996

ALL

100/0

92/0

89/0

$221.5K-$524.5K/$40K

YES

Fit4Mom

2001/2005

ALL

226/1

225/0

208/0

$2.7K-$28.7K/ $1.99K-$13.4K

4%-5%

YES

Fly Dance Fitness

2019/2023

MW,NE, S,W

0/1

5/1

$176.3K-$365.4K/$35K

FS8

2020/2020

ALL

C,I

42/0

31/1

50/1

$343.7K-$781.6K/$60K

7%+

YES

The Gravity Vault

2005/2012

MW,NE, S,W

C,I**

8/4

11/4

$1.7M-$3.3M/$79.5K

6.5%

YES

GYMGUYZ

2008/2013

ALL

C,I**

160/2

172/3

171/20

$92.1K-$174K/$49.5K

YES

HomeFit

2011/2022

MW,NE, S,W

3/1

4/1

3/1

$41.5K-$79.7K/$30K

YES

ISI Elite Training

2011/2019

ALL*

32/2

41/1

53/1

$266K-$645K/$60K

YES

MaxStrength Fitness

2007/2023

MW,NE, S,W

0/2

1/3

4/3

$437.6K-$638.99K/ $54.9K

YES

Moms on the Run

2008/2012

MW,NE, S,W

36/12

20/16

16/16

$13.9K-$21.1K/$9.99K

$195+/MO.

YES

Ohm Fitness

2021/2022

ALL

1/1

10/2

13/1

$378.5K-$890K/$49K

YES

Powerflex Gym

2018/2022

ALL

C,I

0/4

$193.1K-$314.8K/$30K

5.5%

YES

425

Personal training Lake Zurich, Ill. Fitness studios Austin, Texas

Athletic training and fitness programs Franklin, Tenn. Gyms Cornelius, N.C.

Group strength and conditioning training Irvine, Calif. Group strength training Charlotte, N.C. Dance fitness classes Carlsbad, Calif. Yoga studios Irvine, Calif.

N OT R AN K E D Small-group personal training Roswell, Ga. Personal training using electrical muscle stimulation Newport Beach, Calif.

Fitness/weight-loss services Chino Hills, Calif. Indoor cycling classes Charlottesville, Va. Strength training St. Louis Park, Minn. Personal training Englewood, Colo.

Prenatal and postnatal fitness and wellness programs for mothers Encinitas, Calif. Dance-based fitness studio Sarasota, Fla. Pilates, tone, and yoga classes Austin, Texas Indoor rock-climbing gyms Upper Saddle River, N.J. In-home and on-site personal training Melville, N.Y. In-home/on-site personal training Birmingham, Ala. Group fitness Charlotte, N.C.

Personal training Westlake, Ohio

Fitness programs for women Columbus, Minn. Group fitness training using electro muscle stimulation Scottsdale, Ariz. Fitness training facilities Albuquerque, N.M.

January-February 2026 / E N T R E P R E N E U R . C O M / 211

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Pure Physique

2004/2018

ALL

2/1

3/1

$197.7K-$270.9K/$50K

YES

Pvolve

2017/2020

ALL

1/3

11/3

22/3

$454.3K-$799.6K/ $52.5K

YES

RevStrong

2020/2025

MW,NE, S,W

0/2

0/3

$424K-$710K/$40K

YES

Special Strong

2016/2020

ALL

7/1

8/1

18/0

$85K-$102.8K/$47.3K

7%-8%

YES

Spenga

2014/2015

MW,NE, S,W

61/1

54/1

48/1

$480.3K-$789.6K/ $49.5K

YES

Strive 11 Fitness

2021/2023

ALL

0/1

1/1

$150.5K-$250K/$35K

YES

Sweat440

2017/2019

ALL*

13/3

15/5

23/3

$284.9K-$667.9K/$60K

YES

Vertica Fitness

2015/2022

MW,NE, S,W

C**

3/2

5/2

11/2

$194.4K-$324.3K/ $59.95K

8.25%

YES

Workout Anytime 24/7

1999/2005

MW,NE, S,W

C,I**

188/0

195/0

175/19

$1.1M-$1.8M/$45K

YES

Fitness and wellness centers Shrub Oak, N.Y. Functional fitness training studios Chicago Fitness centers Ft. Worth, Texas Adaptive fitness for individuals with physical, mental, and cognitive challenges Allen, Texas Fitness studios Homer Glen, Ill. Full-body group fitness Tarzana, Calif. Fitness studios Miami Beach, Fla. Pole-based group fitness training Oro Valley, Ariz. 24-hour gyms Alpharetta, Ga.

RANK

FI T N ES S : BAR R E

344

Barre3

2008/2010

MW,NE, S,W

C,I

131/6

156/6

170/6

$408.7K-$650.9K/$50K

YES

379

Pure Barre

2001/2009

ALL

C,I**

640/10

631/0

626/0

$314.4K-$629.3K/$60K

YES

The Bar Method

2001/2008

ALL

C,I

74/1

76/1

80/0

$304.3K-$511.2K/ $42.5K

YES

Neighborhood Barre

2011/2015

MW,NE, S,W

22/2

21/1

21/2

$94K-$266K/$49K

YES

Rumble Boxing

2017/2021

ALL

I**

52/15

98/1

99/1

$509.6K-$1.1M/$60K

YES

RockBox Fitness

2017/2017

MW,NE, S,W

57/0

55/0

41/0

$388.4K-$622.9K/ $59.9K

YES

30 Minute Hit

2004/2006

ALL

C,I

81/0

82/0

63/1

$145.4K-$342.95K/ $45K

$500-$900/ MO.

YES

Fitness centers Portland, Ore. Barre fitness classes and apparel Irvine, Calif.

N OT R AN K E D Barre fitness studios Woodbury, Minn.

Barre fitness classes, apparel, merchandise Charlottesville, Va.

FI T N ES S : B OX I N G/ KI CKBOXING

487

Boxing and strength training group fitness studios Charlottesville, Va.

N OT R AN K E D Boxing, kickboxing, and functional strength training fitness studios Huntersville, N.C.

Boxing/kickboxing circuit-training programs for women North Vancouver, British Columbia

FI T N ES S : P I L AT ES

Club Pilates

2007/2012

ALL

C,I**

891/8

1,082/0

1,319/0

$385K-$839.1K/$65K

YES

323

Studio Pilates International

2002/2010

ALL

C,I

84/4

99/1

119/1

$486.95K-$818.2K/ $50K

YES

497

Bodybar Pilates

2011/2015

MW,NE, S,W

25/0

39/0

59/0

$389.96K-$759.4K/ $60K

YES

BodyRok

2012/2015

ALL

C,I

18/12

34/13

41/16

$269K-$1M/$40K

YES

JetSet Pilates

2010/2022

ALL

C,I

0/4

5/4

28/2

$413.1K-$806.9K/$60K

7.5%

YES

Pilates Addiction

2011/2011

ALL

8/2

9/2

11/0

$238.7K-$646.5K/$65K

YES

Group Reformer Pilates classes Irvine, Calif. Reformer Pilates studios Wimington, Del. Reformer Pilates studios Ft. Worth, Texas

N OT R AN K E D Pilates fitness programs Pearland, Texas

Pilates fitness classes Miami Beach, Fla. Pilates studios Newport Beach, Calif.

212 / E N T R E P R E N E U R . C O M / January-February 2026

KEY

K Thousands ($), M Millions ($), $ U.S. dollars, * Selling multiple units/master licenses only, ** Selling int’l. master licenses only

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Gameday Men’s Health

2017/2022

MW,NE, S,W

9/4

103/6

368/6

$224.6K-$410.5K /$49.5K

YES

Anderson Longevity Clinic

2013/2025

MW,NE, S,W

0/3

0/5

0/6

$173.5K-$309.3K/$50K

YES

Prime IV Hydration & Wellness

2017/2020

MW,NE, S,W

76/1

135/1

186/2

$187.7K-$631.2K/$49K

YES

Vital Care Infusion Services

1986/1986

ALL

71/2

97/2

119/2

$555.8K-$1M/$60K

1.75%$19.25%

Hydrate IV Bar

2016/2020

MW,NE, S,W

6/4

12/4

17/5

$242.1K-$448.1K/$50K

YES

B12 RX & More

2020/2025

MW,NE, S,W

0/1

0/2

$83.9K-$179.3K/$50K

IV Nutrition

2018/2018

ALL

16/5

23/8

26/8

$198.1K-$402.6K/ $49.5K

Ellie Mental Health

2015/2021

MW,NE, S,W*

122/24

252/23

255/0

$392.3K-$679.6K/$60K

7.5%

YES

Arubah Emotional Health Services

2012/2025

0/3

0/4

$44.4K-$69.6K/$25K

YES

Zion Healing Centers

2013/2021

ALL

6/1

10/1

13/1

$395.2K-$578.3K/$50K

YES

Next Day Access

2012/2012

ALL

28/2

39/0

68/0

$176.2K-$352.1K/ $48K-$98K

8%-5%

YES

GreenLight Mobility

2007/2016

MW,NE, S,W

C,I**

1/1

2/1

4/1

$160.9K-$287.1K/ $59.5K

YES

Mobility City

1999/2017

MW,NE, S,W

36/1

45/1

52/1

$255.4K-$653.8K/ $47.5K-$267.5K

YES

101 Mobility

2008/2010

ALL

184/16

188/16

191/16

$181.9K-$258.6K/$74K

7%-5%

YES

2012/2013

MW,NE, S,W

466/60

535/60

561/54

$167.9K-$518.6K/$49K

YES

ALL

26/64

26/60

24/60

$192.9K-$522.95K/ $35K

YES

REGIONS

MW Midwest, NE Northeast, S South, W West, C Canada, I Other International

RANK

H OR M ON E RE PL ACE M E NT THERAPY

199

Men’s hormone replacement therapy and wellness services Carlsbad, Calif.

N OT R AN K E D Hormone replacement, injury treatment, sexual health therapies, anti-aging therapies, and other treatments Jacksonville, Fla.

I V T H E R APY

234 355 477

IV therapy, micronutrient injections, NAD+ therapy, weight-loss solutions, hormone replacement therapy, wellness plans Colorado Springs, Colo. Infusion drugs, supplies, and equipment, infusion nursing, and related services Brentwood, Tenn. IV therapy spas Denver

N OT R AN K E D Vitamins and IV infusions Cape Coral, Fla. IV vitamins, intramuscular and peptide injections, wellness panels, oral supplements, ozone therapy Overland Park, Kan.

ME N TAL H E A LT H SE RVI CES

342

Outpatient mental health services Mendota Heights, Minn.

N OT R AN K E D

Emotional health services Minneapolis Mental and behavioral health services St. George, Utah

MOB I LI T Y PRODUCTS & SERVICES

469

Wheelchair ramps, grab bars, stairlifts, and other accessibility and mobility products Troy, Mich.

N OT R AN K E D Mobility equipment and home modifications for safety and accessibility Randolph, N.J.

Mobility equipment repairs, rentals, and sales Boca Raton, Fla. Mobility and accessibility equipment sales and services Wilmington, N.C.

P H YS I CAL T H E RAPY

177

Fyzical Therapy & Balance Centers Physical therapy, balance and vestibular therapy, preventive wellness services Sarasota, Fla.

N OT R AN K E D ApexNetwork Physical Therapy 1999/2008 Physical therapy Springfield, Mo.

January-February 2026 / E N T R E P R E N E U R . C O M / 213

RANK

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

1982/2008

ALL

252/82

293/82

321/82

$955.5K-$1.5M/$60K

YES

2004/2025

ALL

C,I

0/5

$306K-$474.5K/$60K

YES

1995/2003

ALL*

I**

213/26

254/21

297/0

$256.3K-$617.9K/$25K

1.75%-5%

YES

1948/1983

ALL*

1,277/ 293

1,212/ 379

1,203/ 412

$120K-$402.5K/$30K

$48.80/AID

YES

2018/2020

MW,NE, S,W

289/1

221/10

183/12

$95.8K-$151.1K/$20K

YES

1961/1980

ALL

461/109

461/106

460/106

$71K-$1.3M/$30K

YES

2015/2025

0/1

$405.95K-$605.3K/ $50K

2018/2025

ALL

C,I

0/2

$98K-$155K/$45K

YES

2004/2008

ALL

88/17

87/17

95/17

$251K-$494K/$60K

10%

YES

2016/2023

ALL

C,I**

0/5

5/6

$1.6M-$2.2M/$80K

YES

2016/2024

MW,NE, S,W

0/9

0/10

1/18

$101.3K-$192.8K/ $49.5K

YES

URGE N T/ P R I MA RY CARE CL INICS

American Family Care Urgent care/primary care centers Birmingham, Ala.

N OT R AN K E D Millennium Medical Care Urgent care and primary care health clinics Manassas, Va.

MI S CE LL AN EOUS H E ALT H PRODUCTS

109 324

The Good Feet Store Arch supports, related products San Diego

Miracle-Ear Hearing aids Minneapolis

N OT R AN K E D Sunmed - Your CBD Store CBD stores Palmetto, Fla.

MI S CE LL AN EOUS H E ALT H SERVICES

Pearle Vision Eye care and eyewear New York

N OT R AN K E D Alpha Sports Performance Medicine Sports performance medicine College Station, Texas

Broad Zero Medicare plans, life and individual health insurance Runnemede, N.J.

Medi-Weightloss Medical weight-loss and wellness programs Tampa, Fla.

Next Health Health, wellness, longevity, medical, aesthetic, and related services West Hollywood, Calif.

OccMed Connect Occupational health services, including substance abuse testing, physicals, and OSHA exams Garden City, Mich.

IS PROUD TO CELEBRATE

Good Feet

See our listing on page 214

214 / E N T R E P R E N E U R . C O M / January-February 2025 2026

Social Twitter

KEY

K Thousands ($), M Millions ($), $ U.S. dollars, * Selling multiple units/master licenses only, ** Selling int’l. master licenses only

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

QC Kinetix

2017/2020

MW,NE, S,W

187/12

180/13

124/9

$250.1K-$655.1K/$55K

YES

Reef Health

2024/2024

ALL

0/0

$53.3K-$56.7K/$49.5K

YES

The Smile Home

2020/2025

ALL

C,I

0/2

$513K-$893.5K/$50K

YES

Sports Acupuncturist

2021/2025

ALL

C,I

0/1

$125.8K-$221.3K/$40K

REGIONS

MW Midwest, NE Northeast, S South, W West, C Canada, I Other International

Regenerative medicine and nonsurgical pain management therapies Charlotte, N.C. Group and individual health care plans Phoenix General and cosmetic dentistry Winter Garden, Fla. Acupuncture for pain relief, recovery, and injury prevention Northbrook, Ill.

RANK

Home Improvement FE N C I N G

Superior Fence & Rail

2002/2017

MW,NE, S,W

230/2

292/2

322/21

$133.5K-$275.3K/ $59.5K

6%-4%

YES

267

Stand Strong Fencing

2021/2023

MW,NE, S,W

1/0

93/0

199/0

$160.2K-$241.1K/ $59.5K

2%-6%

YES

76 Fence

2020/2023

MW,NE, S,W

0/1

1/1

5/1

$165.6K-$315.7K/ $60K-$185K

YES

Top Rail Fence

2014/2022

MW,NE, S,W

51/0

166/0

212/0

$161.4K-$297.4K/ $59.9K-$73.9K

5%-7%

YES

Floor Coverings International

1988/1989

ALL

256/0

273/0

296/0

$182K-$247K/ $53K-$93K

YES

ProSource Wholesale

1990/1991

ALL

146/3

145/3

148/3

$945.8K-$961.99K/ $46.5K

YES

Glass Doctor

1962/1977

MW,NE, S,W

187/0

186/0

187/0

$152.9K-$323.1K/ $59.9K

4%-7%

YES

Gatsby Glass

1985/2022

MW,NE, S,W

35/0

100/0

111/0

$195.7K-$255.7K/ $59.5K

3%-5%

YES

The Glass Guru

2004/2007

ALL

82/1

80/1

85/1

$140.8K-$369.3K/ $49.5K-$199.5K

YES

Koala Insulation

2018/2020

ALL

384/0

443/0

395/0

$189.1K-$234.3K/ $49.5K

6.5%-3.5%

YES

USA Insulation

1985/2007

MW,NE, S,W

113/1

126/1

115/1

$299.5K-$470K/ $45K-$55K

YES

iFoam

2012/2012

MW,NE, S,W

95/4

117/4

86/4

$250.3K-$337.3K/ $59.5K

3%-5%

YES

Five Star Bath Solutions

1996/2008

ALL

104/3

203/3

322/3

$162K-$293.5K/$59.5K

6%-5%

YES

Kitchen Tune-Up

1988/1988

ALL

290/0

283/0

260/0

$129.9K-$188.9K/ $19.95K

4%-7%

YES

Fence sales and installation Glen Allen, Va. Fencing, railing, staining, and sealing Omaha, Neb.

N OT R AN K E D Residential and commercial fence installation King of Prussia, Pa. Residential and commercial fencing Huntersville, N.C.

FLOOR I N G

140 181

Flooring Norcross, Ga.

Wholesale kitchen, bath, and flooring products Earth City, Mo.

G L AS S I N STAL L AT I ON / REPAIRS

172 255

Auto/residential/commercial glass installation, repair, and replacement Waco, Texas Commercial and residential glass installation products and services Omaha, Neb.

N OT R AN K E D Window and glass restoration, repair, and replacement Plano, Texas

I N S UL AT I ON

166 375

Insulation services Melbourne, Fla.

Home insulation and energy-efficient products Cleveland

N OT R AN K E D Residential and commercial insulation services Omaha, Neb.

K I TCH E N & BAT H RE M ODEL ING

123 136

Bathroom remodeling Springville, Utah

Kitchen remodeling and cabinetry updates Aberdeen, S.D.

SUPERIOR FENCE & RAIL HAS 5 ADDITIONAL NONFRANCHISE UNITS.

January-February 2026 / E N T R E P R E N E U R . C O M / 215

RANK

203 357 486

Re-Bath

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

1978/1991

ALL

125/0

131/0

139/3

$275.9K-$606.9K/$50K

5%-6%

YES

1977/1980

MW,NE, S,W

173/1

194/0

204/0

$101.95K-$147.1K/$50K

5.5%

YES

2020/2020

ALL

52/0

57/0

$109.9K-$173.9K/ $19.95K

4%-7%

YES

2016/2022

MW,NE, S,W

0/2

15/2

39/2

$298.4K-$454.8K/ $59.5K

YES

2007/2021

MW,NE, S,W

4/0

46/0

117/0

$185.4K-$420.4K/ $54.9K-$68.9K

5%-7%

YES

1971/1972

MW,NE, S,W

41/0

42/0

43/0

$235.1K-$507.2K/ $48K-$75.6K

7%-3%

YES

1999/2007

ALL

22/1

23/1

24/1

$58.6K-$97.7K/ $45K-$75K

YES

2001/2003

ALL

378/0

338/0

293/0

$70.99K-$196.99K/ $22.5K-$45K

$466-$874/ MO.

YES

2010/2023

MW,NE, S,W

0/3

$294.7K-$378.8K/ $45K

YES

2008/2018

MW,NE, S,W

C**

73/0

80/0

92/0

$140.3K-$227.5K/ $75K-$110K

YES

1981/1982

MW,NE, S,W

48/0

45/0

$43.2K-$56K/$36K

YES

1995/1998

MW,NE, S,W

126/0

136/0

137/0

$179K-$222.2K/$59.5K

YES

Bathroom remodeling Phoenix

Miracle Method Surface Refinishing Kitchen and bathroom surface refinishing Colorado Springs, Colo.

Bath Tune-Up Bathroom remodeling Aberdeen, S.D.

N OT R AN K E D Cabinet IQ Kitchen cabinet and countertop design and installation Cedar Park, Texas

The Designery Kitchen, bath, and closet design services Huntersville, N.C.

DreamMaker Bath & Kitchen Kitchen, bath, and interior remodeling Waco, Texas

Get A Grip Resurfacing Countertop, cabinet, tub, tile, and shower resurfacing; fiberglass repair Albuquerque, N.M.

N-Hance Wood Refinishing Cabinet and floor refinishing and color changes, cabinet installation and door replacement, organization solutions Ann Arbor, Mich.

Simply Cabinetry Cabinetry design and sales Willow Grove, Pa.

Surface Experts Interior hard surface repairs Spokane, Wash.

Surface Specialists Bathtub repair and refinishing, tub liners, bath remodeling Matthews, N.C.

L I G H T I N G S E RVI CES Outdoor Lighting Perspectives

430

Residential landscape, architectural, holiday, and hospitality lighting Glen Allen, Va.

Snap-On Tools

See our listing on page 256

216 / E N T R E P R E N E U R . C O M / January-February 2025 2026

Proud to be recognized by Entrepreneur Magazine.

Proud to support entrepreneurs everywhere. We’re proud to be in the 2025 Franchise 500—but we’re not surprised. Our franchisees enjoy the reputation of the nation’s largest bathroom remodeler and a complete, in-place system of operational and sales support. Re-Bath wants to help motivated entrepreneurs like you build meaningful businesses and join our growing, thriving brand.

INVEST IN US & WE INVEST IN YOU* Ranked #1 in bathroom remodeling by Qualiﬁed Remodeler

(4.8) customer reviews

Entrepreneur Franchise 500 List $4.25M Average Annual Sales 51.3% Average Gross Margins

130+ locations nationwide

40 Years Industry Experience

IMMEDIATE FRANCHISE OPPORTUNITIES IN SELECT CITIES

8 6 6 . 2 1 9 .1 3 6 1

R E B AT H F R A N C H I S E .C O M

*The figures reflect the average gross sales per franchise unit and average gross profit for 95 Re-Bath franchised businesses that opened prior to 2022. These averages are based on a 52-week fiscal period from January 1, 2024 through December 31, 2024. Of these 95 franchised businesses, 35 (or 36.8%) attained or exceeded the average gross sales per unit and 41 (or 43.2%) attained or exceeded the average gross margin. Some outlets have sold this amount. Individual results may vary. There is no assurance that you will sell as much as the average. See 2025 Re-Bath Franchise Disclosure Document for details.

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

2015/2021

MW,NE, S,W

142/0

88/0

73/0

$172.6K-$227.4K/ $59.5K

3%-5%

YES

1984/1996

MW,NE, S,W

254/0

264/0

259/0

$31.8K-$236.9K/ $9.4K-$78.9K

YES

2022/2022

MW,NE, S,W

14/1

40/1

39/1

$123.6K-$142.4K/ $29.5K

YES

1982/1998

MW,NE, S,W

77/6

85/6

86/6

$154K-$511K/$20K

7.25%

YES

2000/2008

MW,NE, S,W*

260/17

296/17

286/15

$55.3K-$148.1K/ $35K-$69.5K

5%-7%

YES

1983/1985

ALL

C,I

74/6

80/6

92/0

$392.5K-$663.5K/ $58.5K

6.75%

YES

2006/2006

ALL

175/0

165/0

157/0

$177.1K-$270.7K/ $19.95K

YES

2020/2022

ALL*

C**

15/0

44/0

93/0

$71.4K-$218K/ $39K-$117K

$1K-$4K/MO.

YES

1987/2000

ALL

34/5

35/5

36/4

$150.1K-$626.1K/ $49.5K-$59.5K

YES

2021/2021

ALL

51/0

74/0

68/5

$70.3K-$137K/ $39K-$78K

$800-$3K/ MO.

YES

2008/2008

ALL

109/0

103/0

107/0

$93.6K-$226K/ $35K-$50K

4%-6%

YES

N OT R AN K E D Blingle! Holiday, landscape, patio, permanent, and event lighting Omaha, Neb.

The Decor Group/ Christmas Décor Holiday, event, landscape, and permanent architectural lighting Irving, Texas

Wonderly Lights Outdoor lighting design and installation Virginia Beach, Va.

RANK

ORGAN I Z AT I ON /STORAGE SYSTEM S Closets By Design

252

Custom closet and home/ office organization systems Garden Grove, Calif.

ShelfGenie

254 464

Custom pull-out shelving for cabinets, pantries, and closets Waco, Texas

Closet Factory Custom closet and storage systems Los Angeles

The Tailored Closet

474

Home organization and storage solutions Irvine, Calif.

Up Closets

475

Custom closets and home organization services Nashville, Tenn.

N OT R AN K E D Closet & Storage Concepts/ More Space Place Residential/commercial closet and storage systems; Murphy beds West Berlin, N.J.

Clozetivity Custom closet design and installation Toms River, N.J.

GarageExperts Epoxy and polyaspartic floor coatings, garage cabinets, slatwall, organization products Grapevine, Texas

Closets by Design

See our listing on page 218

218 / E N T R E P R E N E U R . C O M / January-February 2025 2026

KEY K Thousands ($), M Millions ($), $ U.S. dollars, * Selling multiple units/master licenses only, ** Selling int’l. master licenses only

REGIONS

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

2005/2014

ALL

C,I

44/1

50/1

49/3

$244.5K-$321.7K/$60K

6.5%

YES

2016/2017

MW,NE, S,W

7/0

6/0

$119.1K-$198K/$65K

YES

2006/2006

ALL

175/0

168/0

155/0

$186.7K-$284.3K/ $19.95K

YES

1980/1984

MW,NE, S,W

86/0

94/0

87/0

$120.4K-$139.3K/ $59.5K

6.5%-3.5%

YES

1988/2014

ALL

124/1

128/1

127/1

$58.95K-$119K/$45K

3.5%-4%

YES

1989/2013

ALL

72/2

96/2

100/2

$92.8K-$150.9K/$67K

YES

2011/2021

MW,NE, S,W

51/6

105/6

274/16

$113K-$189K/$59K

YES

1992/1992

ALL

359/1

340/3

331/4

$171K-$320.5K/$65K

4%-6%

YES

2002/2007

ALL

246/0

260/0

256/0

$77.5K-$184.6K/$45K

YES

2015/2016

ALL

15/1

36/1

61/1

$87.7K-$143K/$50K

6%-4.5%

YES

1999/2019

ALL

18/2

22/1

25/1

$60.2K-$109.5K/ $39.95K

YES

MW Midwest, NE Northeast, S South, W West, C Canada, I Other International

Garage Living Garage renovation products and services Vaughan, Ontario

Kitchen Wise & Closet Wise Home organization solutions Charlottesville, Va.

PremierGarage

RANK

Garage organizing units, storage, and flooring Irvine, Calif.

OUT DOOR SPACE CON STRUCTION/REM ODEL ING Archadeck Outdoor Living

455

Outdoor living space design and construction Glen Allen, Va.

N OT R AN K ED Premier Pools & Spas Residential pool construction Franklin, Tenn.

Sam the Concrete Man Residential and commercial concrete services Centennial, Colo.

PAI N T I N G That 1 Painter

230

Residential and commercial painting and cosmetic repairs Austin, Texas

CertaPro Painters

237 396

Painting, home services, and decorating services Audubon, Pa.

Five Star Painting Residential and commercial painting Waco, Texas

PaintEZ

400 401

Residential and commercial painting, drywall and carpentry repairs, concrete coatings, pressure washing, shingle sealing Orem, Utah

Richard’s Painting Painting Salisbury, N.C.

Closets by Design

See our listing on page 218

January-February 2026 2025 / E N T R E P R E N E U R . C O M / 219

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

2005/2005

ALL

172/0

181/0

183/0

$81.2K-$120.3K/ $49.9K

YES

2022/2022

MW,NE, S,W

31/0

53/0

$157.5K-$204.5K/ $59.5K

4%-6%

YES

2014/2018

ALL*

79/3

84/2

86/17

$126.7K-$277.1K/$60K

7%-4%

YES

2017/2017

ALL

11/5

29/3

43/1

$234.4K-$441.1K/$75K

YES

2012/2016

MW,NE, S,W

43/0

45/0

49/0

$80.3K-$168.4K/$54.5K

YES

2010/2014

ALL*

C**

87/2

85/2

70/1

$191K-$255.4K/$54.5K

YES

2005/2006

MW,NE, S,W

136/0

141/0

132/0

$112.4K-$196K/$65K

YES

2010/2010

ALL

66/0

56/0

$92.1K-$182.2K/ $40K-$60K

YES

2018/2019

MW,NE, S,W

354/0

388/0

362/0

$171.5K-$223.97K/ $59.5K

2%-6%

YES

2019/2023

MW,NE, S,W

0/4

25/4

55/4

$171.99K-$313.8K/ $49.5K

6.5%-4.5%

YES

2017/2022

ALL

7/4

14/4

17/4

$77K-$222.3K/$40K

YES

2007/2017

MW,NE, S,W

15/4

17/5

$212.6K-$342.7K/ $59.5K

YES

N OT R AN K E D Fresh Coat Painters Residential and commercial painting Cincinnati

Groovy Hues Painting, power washing, soft washing, gutter and shutter replacement Omaha, Neb.

LIME Painting Residential and commercial painting, coatings, and surface restoration Greenwood Village, Colo.

Painter Bros Residential and commercial painting Lehi, Utah

Painter1 Residential and commercial painting Spanish Fork, Utah

Spray-Net Residential exterior and interior spray painting and coating services Boucherville, Quebec

360 Painting Interior and exterior painting Charlottesville, Va.

Wow 1 Day Painting Residential and commercial painting Vancouver, British Columbia

RANK

ROOFI N G Mighty Dog Roofing

283 428

Residential and commercial roofing, siding, window, gutter, and solar panel services Omaha, Neb.

Bumble Roofing Roofing Glen Allen, Va.

N OT R AN K E D CR3 American Exteriors Roofing and exterior remodeling Hanover, Pa.

Honest Abe Roofing Roofing consultations, installations, and repairs Terre Haute, Ind.

That 1 Painter

PaintEZ

See our listing on page 219

220 / E N T R E P R E N E U R . C O M / January-February 2025 2026

KEY

K Thousands ($), M Millions ($), $ U.S. dollars, * Selling multiple units/master licenses only, ** Selling int’l. master licenses only

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Roof It Forward

2009/2025

ALL

C,I

0/5

0/8

$63.3K-$125K/$35K

YES

Rydel Roofing

2013/2021

11/1

15/1

18/1

$86.1K-$223.9K/$30K

7%-9%

YES

Storm Guard Roofing & Construction

2003/2011

MW,NE, S,W

35/1

34/1

$209.3K-$247.6K/$65K

6.25%

YES

Budget Blinds

1992/1994

ALL

1,472/0

1,498/0

1,476/0

$100.5K-$211.3K/ $19.95K

3.5%+

YES

Bumble Bee Blinds

2022/2022

MW,NE, S,W

12/0

149/0

204/0

$164.7K-$210.8K/ $59.5K

4%-6%

YES

Bloomin’ Blinds

2001/2014

MW,NE, S,W

101/9

147/4

150/4

$115.7K-$212.1K/ $49.5K

YES

Gotcha Covered

1991/2001

ALL

161/0

158/0

167/0

$111.8K-$145.5K/ $69.9K

$350-$2K+/ MO.

YES

Made in the Shade

2004/2013

ALL

139/0

138/0

150/0

$78K-$107.7K/ $67.5K-$77.5K

YES

REGIONS

MW Midwest, NE Northeast, S South, W West, C Canada, I Other International

Commercial and residential roofing services Woodstock, Ga. Roofing, siding, windows, and doors Ottawa, Ontario

RANK

Roofing, exterior restoration, construction, and contracting Ft. Worth, Texas

WI N DOW COVE RI N GS

28 266

Window coverings, window film, rugs, accessories Irvine, Calif. Installation and repair of blinds, shades, and shutters Omaha, Neb.

N OT R AN K E D Window covering sales, installation, and repairs Plano, Texas Window treatments Springville, Utah Window coverings San Antonio

MI S C E LL AN EOUS H OM E-IMPROVEMENT BUSINESSES

478

Window World

1995/2011

ALL

C,I

211/0

213/0

211/0

$123.1K-$331K/$45K

VARIES

YES

ABC Seamless

1973/1978

ALL

76/4

71/4

68/4

$187.7K-$331.6K/$55K

YES

Border Magic

1987/2002

ALL

C,I

44/0

38/0

37/0

$138.2K-$162.3K/$63K

$750-$1.5K/ MO.

YES

Cossette Wallpaper

2017/2024

0/1

2/1

$90.5K-$133.8K/$50K

YES

dClutterfly

2014/2024

MW,NE, S,W

0/1

$83.4K-$208.9K/ $39.5K

YES

DDH Home Organizing & Move Management

2012/2025

MW,NE, S,W

0/1

0/2

$61.9K-$83.1K/$45K

YES

Decorating Den Interiors

1969/1970

MW,NE, S,W

241/0

235/0

217/0

$52.7K-$73.4K/ $29.9K-$39.9K

7%-9%

YES

Footprints Floors

2008/2013

MW,NE, S,W

78/1

84/1

87/1

$79.96K-$114.5K/$68K

YES

Granite Garage Floors

2011/2013

ALL

19/1

50/0

57/0

$227.4K-$390.4K/$60K

6.5%

YES

Ideal Siding

2019/2019

MW,NE, S,W

34/0

56/0

79/0

$73.5K-$111.8K/$55K

8%-5%

YES

Level Up Automation

2016/2021

ALL

C,I

7/1

8/1

9/1

$51.8K-$68.2K/$35K

YES

MrCool

2014/2023

MW,NE, S,W

0/0

1/0

3/1

$777.2K-$2.5M/$50K

YES

Preserve Services

1995/2018

MW,NE, S,W

8/1

$93.5K-$124.7K/ $45K-$59K

YES

Sales and installation of windows, doors, siding, roofing, and other exterior remodeling products North Wilkesboro, N.C.

N OT R AN K E D Seamless siding, soffit, fascia, gutters, windows, roofing Lincoln, Neb.

Concrete edging and landscape curbing Waco, Texas Wallpaper sales and installation Doral, Fla. Home decluttering and organizing Sherman Oaks, Calif.

Home organizing and move management Montclair, N.J.

Interior design and decorating services and products Easton, Md. Flooring installation and restoration Englewood, Colo. Garage floor coatings and shelving Cleveland Home siding renovation Burnaby, British Columbia Design and installation of commercial and residential technology modifications and integrations Northborough, Mass. HVAC equipment and service Hickory, Ky. Exterior residential remodeling Salem, Mass.

January-February 2026 / E N T R E P R E N E U R . C O M / 221

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Steel Coated Epoxy Floors

2018/2018

ALL

8/1

9/1

$137K-$262K/$59K

7%/WK.

YES

UBuildIt

1988/1998

ALL

C,I

64/15

60/15

66/15

$78.4K-$220.2K/$35K

$2K+/MO.

YES

Waterloo Turf

2021/2024

MW,NE, S,W

0/3

0/5

31/5

$106.3K-$151.5K/$59K

4%-6%

YES

Wise Coatings

2020/2021

MW,NE, S,W

14/1

27/1

28/2

$174.8K-$199.6K/$50K

YES

Hampton by Hilton

1983/1984

ALL

C,I

2,919/0

3,040/0

3,148/0

$15.2M-$25.96M/ $100K

YES

Holiday Inn Express

1952/1954

ALL

C,I

3,115/0

3,190/0

3,264/0

$12.8M-$19.5M/$75K

YES

DoubleTree by Hilton

1969/1989

ALL

C,I

511/0

524/0

541/0

$30.6M-$122.6M/$85K

YES

Home2 Suites by Hilton

2008/2009

ALL

C,I

614/0

705/0

821/0

$15.7M-$24.4M/$100K

YES

Homewood Suites by Hilton

1988/1988

ALL

C,I

538/0

541/0

548/0

$20.8M-$32.5M/$100K

3.5%-5.5%

YES

Hilton Garden Inn

1990/1990

ALL

C,I

985/0

1,025/0

1,093/0

$21.9M-$32.4M/$100K

5.5%

YES

Tapestry Collection by Hilton

2016/2016

ALL

C,I

113/0

137/0

176/0

$3.9M-$129.5M/$100K

YES

Tru by Hilton

2015/2016

ALL

C,I

246/0

267/0

319/0

$12.8M-$18.6M/$100K

YES

Embassy Suites by Hilton

1983/1984

ALL

C,I

245/0

246/0

248/0

$50.1M-$82.2M/$100K

3.5%-5.5%

YES

Fairfield by Marriott

1987/1998

ALL

C,I

1,191/ 77

1,227/ 84

1,285/ 59

$12M-$33.8M/$75K

5.5%

YES

106

Baymont by Wyndham

1974/1987

ALL

C,I

528/0

546/0

556/0

$224.9K-$10.5M/$26K

YES

115

Hilton Hotels and Resorts

1919/1965

ALL

C,I

495/47

507/46

514/43

$49.7M-$204.3M/$85K

YES

117

Candlewood Suites

1995/1996

ALL

C,I

371/0

384/0

410/0

$14.2M-$21.4M/$50K

5.5%

YES

127

Wyndham

1981/1996

ALL

C,I

168/0

183/0

212/0

$1.9M-$94.6M/$50K

YES

146

SpringHill Suites by Marriott

1995/1996

ALL

C,I

511/25

534/23

547/22

$12.99M-$37.99M/$75K

5.5%

YES

161

TownePlace Suites by Marriott

1996/1996

ALL

C,I

489/6

511/6

530/6

$12.8M-$37.9M/$75K

5.5%

YES

170

Spark by Hilton

2022/2023

ALL

C,I

0/0

55/0

185/0

$3.1M-$5.5M/$75K

5.5%

YES

196

AmericInn by Wyndham

1987/1987

ALL

215/0

218/0

226/0

$307.9K-$10.96M/$35K

YES

223

Curio Collection by Hilton

2014/2014

ALL

C,I

144/0

175/0

185/0

$4.7M-$143.5M/$85K

YES

240

Staybridge Suites

1997/1997

ALL

C,I

319/0

330/0

337/0

$19.8M-$29.9M/$75K

5.5%

YES

270

Element by Westin

2006/2006

ALL

C,I

82/3

86/3

95/18

$15.3M-$45.4M/$75K

5.5%

YES

282

Aloft Hotels

2006/2006

ALL

C,I

180/46

189/46

195/43

$13.3M-$36.2M/$75K

5.5%

YES

Epoxy coatings for concrete floors Livonia, Mich. Construction consulting Oklahoma City Artificial turf Austin, Texas

Floor coatings Lake Mary, Fla.

RANK

Lodging Upper midscale hotels McLean, Va. Hotels Atlanta

Upscale hotels and resorts McLean, Va. Upper midscale extended-stay hotels McLean, Va. Upscale extended-stay hotels McLean, Va. Upscale hotels McLean, Va. Upscale hotels McLean, Va.

Midscale hotels McLean, Va. Upper upscale extended-stay hotels McLean, Va. Hotels Bethesda, Md.

Hotels Parsippany, N.J.

Upper upscale hotels and resorts McLean, Va. Hotels Atlanta

Hotels Parsippany, N.J. Hotels Bethesda, Md. Hotels Bethesda, Md.

Premium economy hotels McLean, Va. Hotels Parsippany, N.J.

Upper upscale hotels McLean, Va. Hotels Atlanta

Hotels Bethesda, Md. Hotels Bethesda, Md.

222 / E N T R E P R E N E U R . C O M / January-February 2026

BUILD WEALTH. ACHIEVE FLEXIBILITY. LEAVE A LEGACY. Become a Master Franchisor with STRATUS and get your share of the 90 billion dollar a year commercial cleaning industry without doing the cleaning!

FASTEST GROWING FRANCHISE Find out more at

STRATUSFRANCHISING.com

RANK

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

321

Canopy by Hilton

2014/2014

ALL

C,I

39/0

41/0

45/0

$64.1M-$141.7M/$85K

YES

338

voco hotels

2018/2018

ALL

C,I

48/4

67/4

103/4

$5.8M-$44.5M/$75K

YES

339

avid hotels

2017/2017

ALL

C,I

61/0

73/0

81/0

$10.4M-$15.7M/$50K

YES

341

Red Roof

1972/1996

ALL

C,I

550/51

586/42

589/33

$259K-$14.8M/$30K

Trademark Collection by Wyndham

2017/2017

ALL

C,I

185/0

271/0

283/0

$225.1K-$19M/$35K

5.5%

YES

Wyndham Garden

1996/1996

ALL

C,I

149/0

162/0

189/0

$488.7K-$20.3M/$35K

YES

InterContinental Hotels & Resorts

1946/1946

ALL

C,I

211/4

220/4

227/4

$106.8M-$153.1M/ $100K

YES

La Quinta by Wyndham

1968/2000

ALL

C,I

918/0

909/0

$4.3M-$17.2M/$55K

5.5%-6%

YES

Atwell Suites

2019/2019

ALL

C,I

2/0

3/0

6/0

$15.7M-$23.6M/$50K

YES

Crowne Plaza Hotels & Resorts

1983/1983

ALL

C,I

400/0

407/0

415/0

$17.4M-$80.7M/$75K

YES

Days Inn by Wyndham

1970/1972

ALL

C,I

1,516/0

1,501/0

1,515/0

$243.99K-$9.4M/$35K

5.5%

YES

Dolce by Wyndham

2015/2015

ALL

C,I

18/0

17/0

16/0

$462.6K-$50.8M/$50K

YES

ECHO Suites Extended Stay by Wyndham

2022/2022

ALL

C,I

0/0

2/0

5/0

$11.5M-$17.3M/$35K

5%-5.5%

YES

Even Hotels

2012/2014

ALL

24/0

31/0

43/0

$17.7M-$27.4M/$75K

YES

GrandStay Hotels

2000/2000

ALL

32/0

31/0

32/0

$306.4K-$24.2M/$35K

YES

Hawthorn Extended Stay by Wyndham

1986/1986

ALL

C,I

72/0

75/0

87/0

$329.2K-$14.3M/$40K

5.5%

YES

Holiday Inn

1952/1954

ALL

C,I

1,191/2

1,204/2

1,237/2

$17.5M-$31.4M/$50K

YES

HomeTowne Studios

1973/2018

ALL

25/48

45/39

46/37

$420K-$13.2M/$30K

5.5%

Hotel Indigo

2004/2004

ALL

C,I

145/0

158/0

174/0

$10.2M-$46.9M/$75K

YES

Howard Johnson by Wyndham

1925/1954

ALL

C,I

287/0

285/0

292/0

$347.2K-$11.5M/$35K

YES

Kampgrounds of America (KOA)

1962/1963

ALL

456/51

458/51

$109K-$16.4M/ $15K-$45K

YES

Kimpton Hotels & Restaurants

1981/1981

ALL

C,I

71/4

76/5

$67.5M-$94.7M/$100K

YES

Microtel by Wyndham

1987/1988

ALL

C,I

356/0

363/0

360/0

$7.2M-$9.2M/$40K

YES

Motto by Hilton

2018/2018

ALL

C,I

5/0

7/0

8/0

$19.2M-$90.96M/$100K

YES

373 398 408 471

Upper upscale hotels McLean, Va. Hotels Atlanta Hotels Atlanta

Economy hotels Columbus, Ohio

Hotels Parsippany, N.J. Hotels Parsippany, N.J.

Hotels Atlanta

Hotels Parsippany, N.J.

N OT R AN K E D Hotels Atlanta

Hotels Atlanta

Hotels Parsippany, N.J. Hotels Parsippany, N.J.

Hotels Parsippany, N.J. Hotels Atlanta

Hotels White Bear Lake, Minn.

Hotels Parsippany, N.J. Hotels Atlanta

Extended-stay hotels New Albany, Ohio Hotels Atlanta

Hotels Parsippany, N.J.

Campgrounds and RV Parks Billings, Mont. Hotels Atlanta

Hotels Parsippany, N.J.

Upscale micro-unit hotels McLean, Va.

224 / E N T R E P R E N E U R . C O M / January-February 2026

KEY

K Thousands ($), M Millions ($), $ U.S. dollars, * Selling multiple units/master licenses only, ** Selling int’l. master licenses only

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Ramada by Wyndham

1954/1990

ALL

C,I

851/0

844/0

850/0

$235.3K-$23.1M/$35K

YES

Registry Collection Hotels by Wyndham

2021/2021

ALL

C,I

16/0

21/0

34/0

$999.7K-$47.4M/$50K

YES

Super 8 by Wyndham

1974/1976

ALL

C,I

2,691/0

2,663/0

2,616/0

$281K-$6.9M/$25K

5.5%

YES

Tempo by Hilton

2019/2023

ALL

C,I

0/0

3/0

4/0

$23.2M-$57.8M/$100K

YES

Travelodge by Wyndham

1939/1966

ALL

441/0

439/0

423/0

$226.9K-$10.99M/$35K

YES

Tryp by Wyndham

1975/2011

ALL

C,I

53/0

54/0

55/0

$1.3M-$32.4M/$35K

YES

Vignette Collection

2021/2021

ALL

C,I

4/0

12/0

26/0

$18M-$85M/$75K

YES

WaterWalk Extended Stay by Wyndham

2014/2014

ALL

C,I

2/91

11/0

$1.2M-$27M/$75K

YES

Wingate by Wyndham

1995/1995

ALL

C,I

196/0

205/0

210/0

$403.8K-$16.1M/$36K

5.5%

YES

Wyndham Grand

1996/1996

ALL

C,I

70/0

78/0

80/0

$1.6M-$106.1M/$50K

YES

Yogi Bear’s Jellystone Park Camp-Resort

1969/1969

ALL

78/0

77/0

78/0

$324K-$14.4M/$75K

4.5%-6%

YES

Steri-Clean

1995/2014

ALL

42/1

58/1

61/0

$85.8K-$262.7K/ $40K-$80K

6%-8%

YES

Bio-One

2008/2011

ALL

131/0

146/0

128/0

$134.6K-$221.1K/$60K

7.5%

YES

Chem-Dry Carpet & Upholstery Cleaning

1977/1978

ALL

C,I**

2,027/0

1,683/0

1,545/0

$99.6K-$240.99K/ $18K-$42K

4%-7%

YES

Stanley Steemer

1947/1972

ALL

213/57

212/57

210/57

$158.2K-$522.2K/ $20K-$100K

YES

Heaven’s Best Carpet & Upholstery Cleaning

1983/1983

ALL

C,I

423/0

435/0

$55.96K-$110.1K/ $36K-$41.9K

$300+/MO.

YES

MilliCare

1967/1996

ALL

60/0

67/0

64/0

$198.5K-$253K/$49K

YES

Oxi Fresh Carpet Cleaning

2006/2006

ALL

476/12

475/12

459/12

$53.8K-$83.8K/$47.9K

$475/MO.

YES

2004/2006

ALL

3,464/0

4,182/0

4,909/0

$4.7K-$79.8K/ $3.6K-$69K

YES

REGIONS

MW Midwest, NE Northeast, S South, W West, C Canada, I Other International

Hotels Parsippany, N.J.

Hotels Parsippany, N.J. Hotels Parsippany, N.J. Upscale hotels McLean, Va.

Hotels Parsippany, N.J. Hotels Parsippany, N.J. Hotels Atlanta

Hotels Parsippany, N.J.

Hotels Parsippany, N.J. Hotels Parsippany, N.J.

Family camping resorts Southfield, Mich.

RANK

Maintenance B I OH AZ AR D CL E AN I N G

353

Biohazard cleaning Hailey, Idaho

N OT R AN K E D Biohazard and decontamination cleaning Springville, Utah

CAR P E T & U PH OL ST E RY SERVICES

182 207 277

Carpet, upholstery, wood floor, and area rug cleaning, tile and stone care, granite countertop renewal Ann Arbor, Mich. Carpet, upholstery, HVAC, and air-duct cleaning; water damage restoration Dublin, Ohio

Carpet, upholstery, tile, and wood floor cleaning Rexburg, Idaho

N OT R AN K E D Flooring, carpet, and textile maintenance and hygiene services Orlando, Fla.

Carpet, upholstery, hardwood floor, tile, and grout cleaning; odor control; home disinfection Lakewood, Colo.

C OM M E RC I AL CL E AN I N G

Stratus Building Solutions Commercial cleaning North Hollywood, Calif.

WYNDHAM ACQUIRED THIS SYSTEM IN 2024 AND HAS NOT EVER OWNED OR OPERATED ANY OF THE LOCATIONS.

January-February 2026 / E N T R E P R E N E U R . C O M / 225

RANK

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Corvus Janitorial Systems

2004/2004

MW,S,W

1,959/0

2,253/0

2,538/0

$7.6K-$32.5K/ $6.5K-$16.5K

10%

YES

Jan-Pro Cleaning & Disinfecting

1991/1992

ALL

C,I

11,411/0

12,202/ 0

12,756/0

$4.8K-$58.1K/ $2.5K-$44K

10%

YES

Anago Cleaning Systems

1989/1991

ALL

1,835/0

1,873/0

1,823/01

$12.2K-$68.3K/ $5K-$31K

10%

YES

City Wide Facility Solutions

1961/2001

ALL

C,I

92/1

102/0

108/0

$226.8K-$393.1K/$70K

YES

130

ServiceMaster Clean

1959/1959

MW,NE, S,W

C,I

985/0

949/0

968/0

$104.3K-$179.8K/ $32.5K

4%-7%

YES

288

Buildingstars

1994/2000

MW,NE, S,W

1,042/13

1,187/14

1,259/14

$2.4K-$53.2K/ $995-$46.99K

10%

YES

Jantize America

1988/1988

MW,NE, S,W

102/0

107/0

125/0

$8.2K-$49K/ $5.9K-$29.6K

YES

Office Pride Commercial Cleaning Services

1992/1996

ALL

148/2

150/1

143/0

$70K-$133K/$45K

YES

Coverall

1985/1985

MW,NE, S,W

C,I

7,679/0

7,521/0

7,491/0

$17.9K-$64K/ $15.6K-$40.3K

YES

Enviro-Master Services

2009/2011

ALL*

100/2

109/3

148/20

$120.8K-$251.5K/$60K

YES

Executive Image Building Services

2012/2012

MW,NE, S,W

C**

51/1

58/1

$34.1K-$78K/$30K

YES

Image One USA

2010/2011

MW,NE, S,W

20/0

23/0

$49.9K-$72K/$39.8K

10%

YES

JDI Cleaning Services

1992/1992

154/0

167/0

175/0

$37.2K-$61.8K/ $15K-$19.5K

13%

Mint Condition

1996/1996

MW,NE, S,W

395/0

428/0

440/0

$4.6K-$32.4K/ $3K-$22K

YES

OpenWorks

1983/1988

ALL

693/0

447/0

370/0

$4.3K-$134.5K/ $2.5K-$72K

15%

YES

360clean

2005/2008

MW,NE, S,W

67/0

71/0

69/0

$43K-$58.8K/$25K

7%-14%

YES

Filta Environmental Kitchen Solutions

1996/1996

ALL

344/0

356/0

379/0

$131.1K-$153.8K/ $39.95K

$650+/MO.

YES

Cleanest Restaurant Group

2017/2022

MW,NE, S,W

5/1

10/1

14/1

$102.7K-$144.2K/$60K

YES

Hoodz

2008/2009

ALL

131/6

127/6

132/6

$199K-$244.3K/$59.9K

7%-10%

YES

Kitchen Guard

2009/2023

ALL

0/1

0/2

20/0

$197.95K-$264.2K/$49K

10%

YES

The Seals

2019/2019

ALL

3/1

4/1

5/1

$101.2K-$147.3K/$49K

8%-10%

YES

126

349 374

Commercial cleaning Westlake, Ohio Commercial cleaning Alpharetta, Ga. Commercial cleaning Pompano Beach, Fla.

Commercial cleaning and facility maintenance Lenexa, Kan. Commercial cleaning Atlanta

Commercial cleaning Maryland Heights, Mo. Facility services and commercial cleaning Concord, N.C.

Commercial cleaning Palm Harbor, Fla.

N OT R AN K E D Commercial cleaning Deerfield Beach, Fla.

Restroom hygiene services, drain line management, window cleaning, power washing, paper and chemical products Charlotte, N.C.

Commercial cleaning and building maintenance Greenwood, Ind. Commercial cleaning Rolling Meadows, Ill. Commercial cleaning Burlington, Ontario

Commercial cleaning, building maintenance Ft. Mill, S.C. Commercial cleaning and facility management services Phoenix Commercial cleaning Mount Pleasant, S.C.

C OM M E RC I AL K ITCH E N M AINTENANCE

143

Commercial kitchen maintenance services Orlando, Fla.

N OT R AN K E D Restaurant cleaning services New York

Commercial kitchen exhaust cleaning and maintenance Ann Arbor, Mich. Commercial kitchen exhaust cleaning Orlando, Fla. Sales and installation of gaskets for refrigeration door units, freezer doors, oven doors, hardware and cutting boards Orlando, Fla.

ANAGO CLEANING SYSTEMS HAS 96 ADDITIONAL NONFRANCHISE UNITS.

226 / E N T R E P R E N E U R . C O M / January-February 2026

PROVEN RECOGNIZED TRUSTED Justin Douglas Founder Co-CEO

ANNUAL RANKINGS

2022: #364 2023: #190 2024: #124 2025: #78

Entrepreneur’s Franchise 500 names Corvus a Top 100 franchise. Scan the QR code or call 855-203-3286 for more information

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Dryer Vent Wizard

2004/2006

ALL

151/0

166/0

192/0

$82.9K-$159.4K/$49.9K

10%

YES

Dryer Vent Squad

2019/2019

ALL

31/0

50/7

$65.7K-$83.4K/$39K

7%+

YES

Dryer Vent Superheroes

2016/2022

MW,NE, S,W*

3/0

20/0

46/0

$71.1K-$212.8K/ $39K-$117K

$1K-$3K/MO.

YES

DryerVentz - DuctVentz WindowZ

2018/2020

ALL

11/0

14/0

15/0

$74K-$120.8K/$45K

8%-5%

YES

EcoKleen

2020/2025

ALL

C,I

0/1

$95.6K-$164.9K/$54K

YES

PatchMaster

2016/2017

ALL

119/3

122/3

161/4

$122.95K-$157.95K/ $54.5K

9%-5%

YES

Hole in the Wall Drywall Repair

2014/2022

ALL*

0/1

2/1

5/1

$82.5K-$130.3K/$59.5K

YES

The Patch Boys

2006/2015

ALL*

317/0

290/0

275/0

$60.5K-$91.9K/$29.5K

YES

PatchitUp

2023/2024

MW,NE, S,W

0/0

1/2

1/6

$101.8K-$155K/$49.5K

YES

Mr. Electric

1994/1994

ALL

C,I**

212/0

237/0

238/0

$152K-$314.9K/$42.5K

YES

Mister Sparky

1996/2006

MW,NE, S,W

155/7

187/6

220/6

$133.3K-$276.7K/$33K

YES

Precision Garage Door Service

1997/1999

ALL

118/0

132/0

143/0

$164.3K-$360.3K/ $75K-$150K

4%-6%

YES

Access Garage Doors

2005/2019

MW,NE, S,W

6/1

13/1

20/1

$55.99K-$170.6K/$20K

4%-5%

YES

ProLift Garage Doors

2015/2016

MW,NE, S,W

68/0

62/0

55/0

$139.1K-$224K/$65K

YES

Ace Handyman Services

1998/2001

ALL

352/7

367/13

382/18

$131.99K-$223.8K/ $70K-$100K

YES

Mr. Handyman

2000/2000

ALL

334/0

350/0

351/0

$143.2K-$179.6K/$65K

YES

Mr. Appliance

1996/1996

ALL

343/0

328/0

321/0

$116.5K-$214.9K/ $63.8K

5%-7%

YES

Screenmobile

1982/1984

MW,NE, S,W

150/1

138/0

$144.5K-$206.1K/ $49.5K

YES

Hands on Duty

2020/2025

ALL

C,I

0/1

0/3

$93.4K-$135.9K/$40K

YES

RANK

DRY E R VE N T CLEAN I N G

318

Dryer vent cleaning, replacement, installation, and maintenance Waco, Texas

N OT R AN K E D Dryer vent cleaning and repair Toms River, N.J. Dryer vent and duct cleaning and repair Franklin, Tenn.

Dryer vent, air duct, window, and solar panel cleaning Northport, N.Y.

Dryer vent and air duct cleaning and sanitizing Overland Park, Kan.

DRY WALL R E PAIR

426

Drywall repair and painting Mendham, N.J.

N OT R AN K E D Drywall repair Orlando, Fla.

Drywall patching, repair, and installation Ann Arbor, Mich. Drywall repair and installation Pearland, Texas

E L ECT R I CAL S E RVI CES

174 235

Electrical services Waco, Texas Residential electrical maintenance, repair, and replacement services Columbia, Md.

GAR AG E- DOOR R E PAI R/ I N STAL L ATION

279 384

Residential garage door repair, installation, and service Titusville, Fla.

Garage door sales, installation, and repairs Hixson, Tenn.

N OT R AN K E D Garage door installation and repairs Charlottesville, Va.

H OME R E PAI R S/ H AN DYM AN SERVICES

259 289 302 326

Residential and commercial repairs, restoration, and maintenance Lakewood, Colo. Residential and commercial repair, maintenance, and improvement services Waco, Texas Residential and commercial appliance installation and repairs Waco, Texas Mobile window and door screen installation and maintenance Columbia, Md.

N OT R AN K E D Residential and commercial property maintenance Brighton, Mass.

228 / E N T R E P R E N E U R . C O M / January-February 2026

BECOME A CHAMPION IN FRANCHISING FRANCHISE YOUR BUSINESS + GROW WITH SMB

PREPARE, LAUNCH AND GROW WITH OUR FRANCHISE

HELPING OVER 600 BRANDS ACROSS 100+ INDUSTRIES

WILL YOUR BUSINESS BE NEXT? 855.SMB.2009

SCAN HERE

SMBFRANCHISING.COM

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Handyman Connection

1990/1991

ALL

58/0

69/0

$110.7K-$231.1K/$70K

YES

The Handyman Group

2017/2017

MW,NE, S,W*

8/0

9/0

19/1

$85.7K-$111.6K/$60K

10%-6%

YES

House Doctors

1994/1997

MW,NE, S,W

50/0

48/0

77/0

$119.9K-$191K/$65K

YES

Kaminskiy Care and Repair

2005/2024

ALL

0/2

0/5

12/5

$166.5K-$195.5K/ $74.99K

YES

TruBlue Home Service Ally

2011/2011

ALL

96/0

99/0

126/0

$70.1K-$96.4K/$49.9K

YES

Aire Serv

1992/1992

ALL

C,I

225/0

242/0

224/0

$113.8K-$271.7K/$45K

5%-7%

YES

One Hour Heating & Air Conditioning

1999/2003

MW,NE, S,W

392/33

390/28

403/28

$143.3K-$286.7K/$43K

YES

Varsity Zone

2001/2024

MW,NE, S,W

0/0

6/0

42/0

$204K-$268.7K/$59.5K

3%-5%

YES

Ductz

2002/2003

ALL

70/5

69/5

60/5

$166.9K-$227.97K/ $49.9K-$74.9K

10%

YES

Fuse Service

2017/2021

MW,NE, S,W

13/1

34/1

46/1

$91.7K-$222.8K/$24K

3%-1.5%

YES

Heating + Air Paramedics

2011/2021

ALL

5/1

16/0

20/0

$124.4K-$309K/$40K

YES

Service Experts

1996/2025

MW,NE, S,W

0/72

0/91

1/83

$119.9K-$226.8K/ $59.9K

YES

Green Home Solutions

2010/2010

ALL

212/0

191/0

216/0

$115.96K-$199.3K/$55K

7%-10%

YES

Mold Medics

2019/2020

ALL

1/3

6/0

9/0

$141.3K-$250K/$50K

YES

Lawn Doctor

1967/1967

MW,NE, S,W

635/0

644/0

660/1

$150.1K-$177.1K/$50K

10%

YES

119

Weed Man

1970/1976

ALL

C,I

317/31

320/33

336/33

$81.2K-$109.4K/ $30K-$50K

5.5%-6.5%

YES

168

Spring-Green Lawn Care

1977/1977

ALL

130/26

125/30

126/30

$117.5K-$134.3K/ $27K-$45K

10%-8%

YES

The Grounds Guys

2010/2010

MW,NE, S,W

266/0

259/0

251/0

$74.6K-$224.8K/$35K

5%-6%

YES

399

Lawn Pride

1993/2023

MW,NE, S,W

5/1

35/1

42/1

$141.2K-$243.7K/ $40.1K-$62.3K

YES

403

Augusta Lawn Care Services

2014/2019

ALL

C,I

126/7

143/2

163/2

$49.5K-$150K/ $24K-$35K

$1.6K/MO.

YES

466

U.S. Lawns

1986/1987

ALL

206/0

212/0

215/0

$113K-$200K/$49K

4%-6%

YES

Home repairs, remodeling Cincinnati Handyman services Bradenton, Fla.

Handyman services and home repairs Charlottesville, Va. Home improvement services San Diego

RANK

Home repairs and maintenance; home modifications for seniors Cincinnati

H VAC S E RVI C ES

251 286 421

HVAC services Waco, Texas

Heating and cooling repairs, replacements, and maintenance; indoor air quality services Columbia, Md. HVAC services Omaha, Neb.

N OT R AN K E D Air duct cleaning, HVAC restoration, indoor air quality services Ann Arbor, Mich.

HVAC, appliance, electrical, and plumbing services Las Vegas Residential heating, air conditioning, and air quality services Cleveland HVAC home services Richardson, Texas

I N DOOR AI R QUAL I T Y SE RVICES

419

Indoor air quality and remediation services Spring Mills, Pa.

N OT R AN K E D Mold mitigation and indoor environmental health services Cleveland

L AWN & T R E E CARE

111

268

Lawn, tree, and shrub care; mosquito and tick control Holmdel, N.J. Lawn care Orono, Ontario Lawn and tree care, pest control Plainfield, Ill. Lawn and landscape design and maintenance Waco, Texas Lawn care Waco, Texas

Lawn care and landscaping Blaine, Wash. Commercial grounds care Orlando, Fla.

230 / E N T R E P R E N E U R . C O M / January-February 2026

WHAT SMART BUYERS ARE CHOOSING IN

2026 Choose an essential, recession-resistant restoration franchise backed by proven systems and a support team committed to your growth.

It’s not about starting something new. It’s about owning something that works.

500+

500+ Units Across North America

44%

44% Systemwide Sales Growth Since 2022

$1M

Nearly $1M in Annual Average Gross Sales*

86%

of Franchise Owners would recommend PuroClean (FBR, 2025)

Become a PuroClean Franchise Owner and help rebuild commercial & residential properties while growing a thriving business. *Average gross sales $953,564. See Item 19 of the 2025 PuroClean Franchise Disclosure Document for additional information.

WATER

FIRE

MOLD

www.PuroCleanFranchise.com

BIOHAZARD

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Canopy Lawn Care

2016/2022

MW,NE, S,W

0/4

28/4

34/4

$97.9K-$185.2K/ $49.5K

YES

Clintar Commercial Outdoor Services

1973/1983

19/0

23/0

22/0

$288K-$446K/$69K

YES

EcoGreen Lawn Care

2011/2023

MW,NE, S

0/1

$161.2K-$190.9K/$40K

YES

GrassRoots Turf

2002/2019

MW,NE, S,W

19/1

21/1

22/1

$136.3K-$313.6K/ $49.5K

YES

Heroes Lawn Care

2015/2022

MW,NE, S,W

62/0

82/0

72/0

$159.4K-$215.2K/$59.5K

$1.8K-$500/ MO.

YES

LawnCreationsUSA.com

1979/2018

ALL

C,I

15/10

$85K-$254.3K/$59.9K

7.5%

YES

Lawn Squad

2001/2023

MW,NE, S,W

0/10

2/9

16/9

$79.4K-$118.1K/$45K

YES

Monster Tree Service

2006/2012

MW,NE, S,W

231/3

215/3

146/0

$415.6K-$534.5K/ $49.5K

3.5%-6.5%

YES

Fibrenew

1985/1987

ALL

C,I

308/0

307/1

309/1

$100.6K-$121.8K/$47K

$795+/MO.

YES

Color Glo

1975/1983

ALL

C,I**

122/0

115/0

$85.5K-$98.5K/$45.5K

5%+

YES

Creative Colors International

1980/1991

MW,NE, S,W

70/3

$101.4K-$122.9K/ $59.5K

7.5%

YES

EverLine Coatings and Services

2012/2017

ALL

71/1

92/1

115/1

$185K-$319.8K/$59.5K

YES

SealMaster

1969/1991

ALL

43/4

42/4

$579.8K-$924.5K/$35K

YES

Jet-Black/Yellow Dawg Striping

1988/1993

ALL

118/6

126/3

127/3

$94.8K-$173.8K/ $48K-$80K

1%-8%

YES

G-Force Parking Lot Striping

2017/2018

MW,NE, S,W

42/0

46/0

51/0

$47.8K-$153.3K/ $20K-$57.5K

7%-5%

YES

N OT R AN K E D Lawn care Raleigh, N.C.

Landscape management services Markham, Ontario Lawn and pest control treatments East Norriton, Pa. Lawn, tree, and shrub care; mosquito control Acworth, Ga. Lawn fertilization and irrigation, landscaping, pet waste removal, mosquito control, snow removal Omaha, Neb. Commercial and residential lawn care and landscaping Sylvania, Ohio Lawn care and fertilization Columbia, Md.

RANK

Residential and commercial tree and plant care services Columbia, Md.

L E AT H E R & VI N Y L RE PAI R

382

Leather, plastic, and vinyl restoration and repair Diamond Valley, Alberta

N OT R AN K E D Leather, vinyl, fabric, carpet, and surface repair and restoration Eden Prairie, Minn.

Upholstery repair and replacement Mokena, Ill.

PAVE M E N T MAI N T E N AN CE

258 262 448

Parking lot striping and pavement maintenance Houston Pavement maintenance products and equipment Sandusky, Ohio

Driveway and parking lot sealcoating, striping, and repair Savage, Minn.

N OT R AN K E D Pavement marking services Amherst, N.H.

P EST CON T ROL

250

Pest Authority

2011/2018

ALL

228/0

263/1

346/1

$40.5K-$105.7K/ $12.5K-$25K

7.5%

YES

269

Mosquito Shield

2001/2013

ALL

375/0

435/0

392/23

$120.5K-$157.95K/ $54.5K

YES

387

Mosquito Joe

2010/2012

MW,NE, S,W

417/2

439/2

413/0

$151.2K-$193.1K/$42.5K

10%

YES

391

Mosquito Authority

2002/2008

ALL

543/1

550/2

546/1

$54K-$127.7K/ $25K-$45K

10%

YES

Clear Pest Pros

2025/2025

ALL

0/0

0/4

$111.4K-$253.7K/$35K

YES

Pest control Charlotte, N.C.

Outdoor pest control Springville, Utah Outdoor pest control Virginia Beach, Va. Mosquito control Charlotte, N.C.

N OT R AN K E D Pest control Ann Arbor, Mich.

232 / E N T R E P R E N E U R . C O M / January-February 2026

KEY

K Thousands ($), M Millions ($), $ U.S. dollars, * Selling multiple units/master licenses only, ** Selling int’l. master licenses only

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Deer Solution

1981/2022

ALL

4/1

13/2

$96.8K-$149K/$49.5K

YES

First Strike Pest Elimination

2022/2025

ALL

0/1

$62.5K-$109.3K/$25K

YES

MosquitoNix

2003/2008

ALL*

0/7

1/7

18/7

$121.4K-$157.4K/$49K

10%-7%

YES

Mosquito Sheriff

2019/2021

ALL*

3/1

4/1

6/1

$79.5K-$81.5K/$40K

10%

YES

Mosquito Squad

2004/2005

MW,NE, S,W

224/15

232/15

$162.4K-$220.4K/ $35K-$50K

8%-10%

YES

ohDeer

2007/2013

MW,NE, S,W

12/2

13/2

17/2

$95.5K-$127.4K/$49.5K

YES

Pest Hunters Mosquito Hunters & Humbug Holiday Lighting

2013/2015

MW,NE, S,W

133/6

135/6

145/6

$141.3K-$170.7K/$50K

10%

YES

Pestmaster

1979/1991

MW,NE, S,W

46/6

55/4

69/4

$103.9K-$206.3K/ $42.5K

YES

Skedaddle Humane Wildlife Control

1989/2013

MW,NE, S,W*

C**

12/23

13/26

18/27

$145.1K-$295K/$49.5K

6.5%

YES

DoodyCalls

2000/2004

MW,NE, S,W

77/2

97/2

123/0

$76.5K-$93.9K/$39.9K

7.5%

YES

Cooper’s Scoopers

2024/2025

MW,NE, S,W

0/0

4/0

$21.9K-$75K/$40K

12%

YES

Pet Butler

1988/2005

ALL

36/2

39/2

$94.9K-$117.9K/$46K

12%

YES

Mr. Rooter Plumbing

1968/1972

ALL

244/3

256/3

259/3

$122.3K-$263.8K/ $42.5K

YES

Benjamin Franklin Plumbing

2000/2001

MW,NE, S,W

321/10

332/10

400/10

$143.3K-$286.7K/$43K

YES

1-Tom-Plumber

2018/2020

ALL

12/4

31/6

41/6

$515.7K-$2.8M/$50K

YES

RooterMan

1970/1981

MW,NE, S,W

722/0

703/0

581/0

$45.1K-$82.5K/$4.97K

VARIES

YES

bluefrog Plumbing + Drain

2013/2014

MW,NE, S,W

41/0

37/0

42/0

$144.5K-$345.6K/ $59.9K-$67.4K

YES

1-800-Plumber +Air

1983/2017

ALL

42/4

53/4

50/4

$153.6K-$327K/$54.5K

6%-4%

YES

Order A Plumber

2007/2021

MW,NE, S,W*

0/3

$142.8K-$257K/$45K

YES

Plumbing Paramedics

2011/2021

ALL

4/1

15/0

$124.4K-$309K/$40K

YES

REGIONS

MW Midwest, NE Northeast, S South, W West, C Canada, I Other International

Deer repellant services Parsippany, N.J. Pest control services Woodstock, Ga.

Outdoor pest control and holiday lighting services Jacksonville, Fla. Natural pest control Centreville, Md.

Outdoor pest control Columbia, Md. Natural deer, tick, and mosquito control Wayland, Mass.

Mosquito control, perimeter pest control, rodent control, and holiday lighting Holmdel, N.J.

Pest and rodent control, wildlife exclusion, vegetation management Reno, Nev.

RANK

Humane wildlife removal, pest control, holiday lighting installation, attic restoration Ancaster, Ontario

P E T WAST E RE M OVAL

350

Pet waste management Columbia, Md.

N OT R AN K E D Pet waste management Virginia Beach, Va. Pet waste removal and pet care services Plainfield, Ill.

P LUMB I N G

116 194 296 298

Plumbing, drain, and sewer cleaning Waco, Texas Residential and light commercial plumbing services Columbia, Md. Emergency plumbing and drain services Milford, Ohio Plumbing and drain cleaning Charlottesville, Va.

N OT R AN K E D Plumbing and drain-cleaning services Dallas Plumbing and HVAC services Pearland, Texas Plumbing service and repair Islip Terrace, N.Y. Residential plumbing services Cleveland

January-February 2026 / E N T R E P R E N E U R . C O M / 233

Z Plumberz

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

2007/2017

ALL

32/7

31/7

41/7

$256.7K-$418.7K/ $44.9K

8%-6%

YES

1974/1976

S,W

276/3

292/1

302/1

$519.9K-$837.2K/$60K

YES

2001/2005

MW,NE, S,W

379/0

387/0

395/0

$84.4K-$210.1K/ $40K-$90K

5%-7%

YES

2021/2025

C,I

0/1

4/1

$74.3K-$182.8K/$40K

YES

2016/2016

MW,NE, S,W

76/2

82/2

69/2

$115.4K-$152.9K/$50K

YES

1992/1992

ALL

356/1

367/0

424/0

$94.4K-$350.5K/$49.5K

YES

1979/1981

ALL

1,454/ 152

1,486/ 142

1,496/ 142

$117.7K-$141.2K/$60K

6.9%-3.9%

YES

1979/1979

MW,NE, S,W

457/0

456/0

444/0

$139.9K-$197.2K/$14.9K

3%-6.5%

YES

1977/1996

ALL

222/3

235/3

245/3

$76.6K-$147.1K/ $15K-$20K

4%-6%

YES

2003/2013

ALL

122/0

139/0

165/0

$93.4K-$149.9K/ $19.95K

4%-7%

YES

1979/1980

ALL

C,I

1,640/0

1,692/0

1,556/0

$126.9K-$170.1K/$55K

YES

RANK

Plumbing Ann Arbor, Mich.

P OOL MAI N T E N AN CE Pinch A Penny Pool Patio Spa

139 160

Swimming pool and spa retail; pool and backyard maintenance and repair services Clearwater, Fla.

ASP-America’s Swimming Pool Company Swimming pool maintenance, repairs, renovations, and construction Columbia, Md.

N OT R AN K E D LWR Pool Care Swimming pool maintenance and repairs Bradenton, Fla.

Pool Scouts Pool cleaning and maintenance Virginia Beach, Va.

Poolwerx Pool and spa maintenance, service, remodeling, and supplies Farmers Branch, Texas

R ES I DE N T I AL CL E AN I N G

56 67 173 212 248

The Maids Residential cleaning Omaha, Neb.

Molly Maid Residential cleaning Waco, Texas

The Cleaning Authority Residential cleaning Columbia, Md.

Two Maids Residential cleaning Birmingham, Ala.

Merry Maids Residential cleaning Atlanta

Escapology

See our listing on page 253

234 / E N T R E P R E N E U R . C O M / January-February 2025 2026

KEY K Thousands ($), M Millions ($), $ U.S. dollars, * Selling multiple units/master licenses only, ** Selling int’l. master licenses only

REGIONS

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

1979/1980

ALL

C,I

78/2

78/3

73/0

$120.6K-$136.4K/ $49.9K

6.9%-3.5%

YES

1991/1997

ALL

253/0

250/0

$109.9K-$158.7K/$45K

YES

2013/2013

MW,NE, S,W

37/0

32/0

28/0

$147.1K-$218.5K/$65K

YES

2013/2020

ALL

13/2

23/2

32/2

$56.3K-$71.7K/$42.5K

YES

1967/1969

ALL

2,199/0

2,284/0

2,345/0

$258.8K-$379.5K/ $100K

3%-10%

YES

1990/1991

ALL

C,I**

436/0

471/0

505/0

$226.3K-$262.1K/$59K

10%-3%

YES

1966/1970

ALL

297/0

316/0

332/0

$298.8K-$804.9K/ $65K-$208K

YES

1981/1981

ALL

C,I

369/0

380/0

379/0

$159.3K-$330.9K/$40K

3%-8%

YES

1929/1952

MW,NE, S,W

I**

2,308/0

2,199/0

2,129/0

$266.6K-$442.9K/ $72.5K

10%

YES

1971/1996

MW,NE, S,W

27/16

54/22

79/22

$196.3K-$318.9K/$45K

5%-7%

YES

2019/2019

ALL

91/1

129/1

136/1

$298.6K-$596K/$59.9K

YES

1984/2021

MW,NE, S,W

10/1

18/0

23/0

$139.5K-$233.3K/ $49.5K

YES

RANK

MW Midwest, NE Northeast, S South, W West, C Canada, I Other International

295 395

Maid Brigade Residential cleaning Atlanta

MaidPro Residential cleaning Boston

N OT R AN K ED Maid Right Residential and commercial cleaning Charlottesville, Va.

MaidThis Cleaning Vacation-rental and residential cleaning Carson City, Calif.

R ESTOR AT I ON SE RVI CES Servpro

Fire, water, and other damage cleanup, restoration, and reconstruction Gallatin, Tenn.

PuroClean

91 93 101

Property damage restoration and remediation Tamarac, Fla.

Paul Davis Restoration Insurance restoration Jacksonville, Fla.

Rainbow Restoration Restoration and remediation Waco, Texas

ServiceMaster Restore

157 247 332 336

Commercial/residential disaster restoration Atlanta

DRYmedic Restoration Services Disaster restoration and remediation Columbia, Md.

Blue Kangaroo Packoutz Contents restoration Ann Arbor, Mich.

True North Restoration Restoration services St. Louis

Escapology

See our listing on page 253

January-February 2026 2025 / E N T R E P R E N E U R . C O M / 235

RANK

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

1-800 Water Damage

1988/2002

ALL

185/0

179/0

$220.8K-$321.4K/$59K

3%-10%

YES

911 Restoration

2003/2007

ALL

288/6

330/6

337/4

$124.9K-$327.7K/ $29K-$49K

3%-9%

YES

445

Voda Cleaning & Restoration

2009/2023

MW,NE, S,W

0/1

41/1

95/1

$201.4K-$357.6K/ $59.5K

YES

490

Best Option Restoration

2016/2018

MW,NE, S,W

39/0

68/0

73/0

$185.9K-$230.4K/$35K

YES

AdvantaClean

1994/2006

ALL

132/0

92/0

77/0

$116.9K-$197.4K/$5K

2%-8%

YES

All Dry Services

2014/2020

ALL

125/1

109/1

$155.6K-$344.5K/ $54.5K

YES

Content Recovery Specialists

2020/2022

MW,NE, S,W

4/1

36/1

65/1

$201.3K-$422.7K/$55K

YES

Disaster Blaster

2006/2021

MW,NE, S,W

0/1

$139.8K-$216.4K/ $47.5K-$57.5K

3%-6%

YES

FRSTeam

1988/2006

ALL

41/12

38/11

36/11

$138.9K-$553.5K/ $65K-$75K

YES

Lightspeed Restoration

2023/2023

ALL

3/0

24/0

38/0

$154.2K-$334K/$5K

2%-8%

YES

1-800-Packouts

2013/2015

ALL

47/0

45/0

55/0

$269.3K-$514K/$62.5K

YES

1-800-Textiles

2020/2022

ALL

46/0

47/0

61/0

$40.2K-$572K/ $12.5K-$45K

3%-8%

YES

Preservan

2016/2022

MW,NE, S,W

2/1

10/1

15/1

$117.3K-$185.9K/$54K

YES

Prism Specialty Restoration

1993/2012

ALL

153/3

165/0

178/0

$162.1K-$356.1K/ $49K-$84K

YES

ReBuild

2013/2025

ALL

C,I

0/1

4/1

$87.7K-$162.3K/$40K

YES

Restoration 1

2008/2009

ALL

296/0

310/0

298/0

$126.5K-$309.5K/ $59.9K-$64.4K

YES

Rytech Restoration

1995/1996

ALL

85/2

94/2

98/2

$166.5K-$258.1K/ $60K-$85K

YES

Steamatic

1948/1967

ALL

C,I**

130/3

131/3

$222.4K-$444.7K/ $40K-$70K

2%-8%

YES

United Water Restoration Group

2008/2015

MW,NE, S,W

29/12

37/10

42/10

$300K-$700K/$49K$210K

YES

Fish Window Cleaning

1978/1998

ALL

265/1

273/1

$107.2K-$173.7K/ $49.9K-$74.9K

5%-8%

YES

Window Genie

1994/1998

MW,NE, S,W

115/0

107/0

104/0

$125.6K-$300K/ $40K-$47.5K

YES

Sparkle Squad

2022/2023

ALL

0/0

17/0

90/0

$161.4K-$185.2K/$50K

10%

YES

347 422

Property restoration Ann Arbor, Mich.

Residential and commercial property restoration Van Nuys, Calif. Cleaning and restoration Madison, Wis. Disaster restoration Littleton, Colo.

N OT R AN K E D Mold removal and remediation and water damage restoration Coppell, Texas

Water and mold remediation and restoration Tequesta, Fla. Personal property restoration Coraopolis, Pa. Property damage mitigation and reconstruction Dover, Del. Restoration of textiles, electronics, and contents Hayward, Calif. Residential and commercial water and fire restoration Flower Mound, Texas Contents packing, cleaning, storage, and restoration Springville, Utah Textile insurance restoration Ball Ground, Ga. Wood rot repair Oklahoma City Restoration of electronics, art, textiles, and documents Orlando, Fla. Restoration services Oakland, N.J. Residential and commercial water, fire, smoke, and mold restoration Dallas Water, mold, fire, and smoke restoration; COVID sanitation Kennesaw, Ga. Insurance/disaster restoration, cleaning, mold remediation, air quality control Carrollton, Texas Water, fire, and mold restoration Ormond Beach, Fla.

WI N DOW CLE ANI N G

185 340 467

Low-rise commercial and residential window cleaning Chesterfield, Mo. Residential window cleaning, window tinting, pressure washing Waco, Texas Window and gutter cleaning, house washing, pressure washing, holiday lighting Holmdel, N.J.

236 / E N T R E P R E N E U R . C O M / January-February 2026

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

2012/2016

7/1

14/1

16/1

$142.5K-$151K/$65.5K

10%

YES

2002/2010

ALL

42/0

40/0

46/0

$98.6K-$151.5K/$38K

YES

2020/2023

ALL

0/1

12/2

112/2

$128K-$166.5K/$59K

YES

2013/2015

MW,NE, S,W

59/0

45/1

43/1

$162.6K-$283.8K/ $40K-$60K

YES

1998/2012

MW,NE, S,W

53/0

71/0

74/0

$141.6K-$189.3K/ $49.9K

YES

1999/2005

ALL

C,I

57/3

68/2

80/1

$69.5K-$235.6K/$50K$120K

8%-4%

YES

1986/1996

ALL

48/0

50/0

49/0

$131.1K-$241.5K/$65K

YES

2005/2012

MW,NE, S,W

35/0

63/0

91/0

$198.6K-$358.9K/ $54.9K-$67.4K

YES

2012/2017

MW,NE, S,W

195/0

205/0

202/0

$125.8K-$159.5K/ $49.5K

5%-8%

YES

1990/2022

ALL*

7/1

47/2

76/2

$186.2K-$251.9K/ $54.9K

YES

1999/2014

ALL

104/1

103/1

$143.8K-$217K/$49.5K

YES

N OT R AN K E D Elite Window Cleaning Window and gutter cleaning, house washing, pressure washing, holiday lighting Kingston, Ontario

Men In Kilts Window Cleaning Window and exterior cleaning Boston

Pink’s Window Service Residential and commercial window services Austin, Texas

Shack Shine Window washing, gutter cleaning, house washing, pressure washing, Christmas light installation Vancouver, British Columbia

Shine Window cleaning, pressure washing, Christmas and outdoor lighting installation Grandville, Mich.

Squeegee Squad Residential and high-rise window cleaning, pressure washing, gutter cleaning, building maintenance Maple Grove, Minn.

Window Gang Window, gutter, roof, and dryer-vent cleaning; pressure washing; chimney sweeping Charlottesville, Va.

Window Hero Exterior window cleaning, power washing, gutter cleaning, gutter guard installation Huntersville, N.C.

RANK

MI S CE LL AN EOUS M AI N T E N ANCE BUSINESSES Conserva Irrigation

306

Irrigation repair, maintenance, installation, and efficiency upgrades Glen Allen, Va.

Rolling Suds

327 372

Commercial and residential power washing Hermitage, Tenn.

The Brothers that just do Gutters Gutter service and installation Poughkeepsie, N.Y.

Great Clips

See our listing on page 239

238 / E N T R E P R E N E U R . C O M / January-February 2025 2026

KEY K Thousands ($), M Millions ($), $ U.S. dollars, * Selling multiple units/master licenses only, ** Selling int’l. master licenses only

REGIONS

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

2011/2013

ALL

31/1

68/1

107/1

$78.2K-$136.6K/$49.5K

YES

2014/2016

ALL

48/1

53/1

$93.3K-$207K/$49.5K

6%-4%

YES

1992/2001

ALL

83/2

82/1

81/2

$23.8K-$37.8K/ $15K-$20K

9%-6%

YES

2001/2001

ALL

58/0

53/0

65/0

$102K-$175K/$65K

YES

1992/2010

MW,NE, S,W

49/1

48/1

$42.5K-$49.4K/$34.9K

TO $1.25K/ MO.

YES

2016/2020

ALL*

5/1

32/1

43/1

$148.1K-$201.8K/ $59.5K

YES

1979/2014

MW,NE, S,W

36/0

35/0

$73.1K-$145.6K/$49K

YES

1991/2002

MW,NE, S,W

C,I

65/5

66/5

$155K-$181.5K/$135K

YES

2004/2007

ALL

57/0

66/0

76/0

$127.4K-$197.7K/$60K

YES

1982/1983

ALL

4,427/0

4,439/0

$187.8K-$419.9K/$20K

YES

1993/1995

ALL

C**

1,822/ 74

1,820/ 82

1,791/ 88

$288.5K-$475K/ $30K-$69.5K

YES

2013/2015

ALL

29/0

37/0

50/0

$653.5K-$866.5K/ $49.95K

YES

MW Midwest, NE Northeast, S South, W West, C Canada, I Other International

N OT R AN K E D Bar-B-Clean Barbecue cleaning Yorba Linda, Calif.

Gorilla Property Services Exterior cleaning and maintenance Sorrento, British Columbia

The Grout Doctor Grout, tile, and stone cleaning, restoration, and maintenance Salt Lake City

The Grout Medic Grout and tile cleaning and restoration Charlottesville, Va.

The Groutsmith Tile and grout restoration Sarasota, Fla.

HomeSmiles Residential and commercial property maintenance services Redwood City, Calif.

Midtown Chimney Sweeps Chimney sweeping, inspections, repairs, and installation Littleton, Colo.

Precision Concrete Cutting Uneven-sidewalk repairs Provo, Utah

Sir Grout Residential hard surface restoration and maintenance Cleveland

Personal-Care Businesses RANK

H AI R CAR E (GE N E RAL )

40 81

Great Clips Hair salons Minneapolis

Sport Clips Haircuts Haircuts for men and boys Georgetown, Texas

Hammer & Nails

276

Haircuts, beard trims, shaves, face treatments, waxing, manicures, and pedicures for men Folsom, Calif.

Great Clips

See our listing on page 239

January-February 2026 2025 / E N T R E P R E N E U R . C O M / 239

RANK

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Floyd’s 99 Barbershop

2001/2005

MW,NE, S,W

57/76

64/73

67/73

$399.5K-$767.5K/ $49.5K

YES

473

Blo Blow Dry Bar

2007/2009

ALL

C,I**

102/0

115/1

126/0

$308.5K-$402.6K/$45K

YES

482

Drybar

2010/2012

ALL

C,I**

153/0

166/0

188/0

$409.98K-$1M/$50K

YES

Fantastic Sams Cut & Color

1974/1976

ALL*

605/0

550/0

501/0

$171.5K-$462K/$40K

YES

Ginger & Maude Hair Salons

2008/2021

MW,NE, W

0/4

1/4

$199.8K-$302.3K/$35K

Lemon Tree Hair Salons

1974/1976

ALL

34/11

34/12

36/11

$180.8K-$273.9K/$35K

Lu’s Barber Shop Haircut & Shave

2013/2024

ALL

C,I

0/5

0/6

$201K-$353K/$35K

YES

Salon 809

2015/2021

NE,S

0/2

$147.1K-$424.4K/$30K

V’s Barbershop

1999/2005

MW,NE, S,W

58/0

60/0

$265K-$630.9K/$40K

3.5%-6%

Sharkey’s Cuts For Kids

2001/2004

ALL

C,I**

134/1

157/1

189/1

$197.4K-$336.2K/$45K

$1K-$1.75K/ MO.

YES

Cookie Cutters Haircuts for Kids

1994/1996

ALL

C,I

113/1

119/1

121/1

$118.2K-$365.2K/$40K

YES

Pigtails & Crewcuts

2002/2004

MW,NE, S,W

71/2

76/2

82/1

$130K-$283K/$30K

YES

Shear Madness Haircuts for Kids

1997/2010

ALL

10/3

11/3

13/2

$166.7K-$426.5K/$25K

YES

Hand & Stone Massage and Facial Spa

2004/2006

ALL

552/15

590/15

645/15

$578.5K-$871.6K/ $49.5K

5%-6%

YES

Massage Envy

2002/2003

ALL

1,083/0

1,028/0

1,001/0

$719.4K-$1.1M/$45K

YES

331

Woodhouse Spa

2001/2003

ALL

77/4

83/4

88/4

$1.5M-$2.7M/$60K

YES

371

MassageLuXe

2007/2008

ALL

79/0

89/0

100/0

$570.9K-$799K/$42.5K

5%-6%

YES

450

The Now Massage

2015/2019

MW,NE, S,W

44/4

60/4

77/4

$476.5K-$813.1K/$60K

YES

Brilliant Massage & Skin

2016/2025

MW,NE, S,W

C,I

0/2

1/2

$120.8K-$255K/$35K

YES

Elements Massage

2000/2006

ALL

C,I**

249/1

245/1

241/0

$515.8K-$729.6K/$40K

YES

Heights Wellness Retreats

2004/2005

MW,NE, S,W

C**

110/2

112/1

110/1

$622.4K-$819.7K/ $49.5K

YES

Recline & Unwind Social Spa

2021/2025

MW,NE, S,W

0/1

1/1

$184.4K-$359K/$40K

YES

301

Haircuts, hair coloring, shaves, retail products Greenwood Village, Colo. Hairstyling and makeup services Toronto Hair care and blowouts Denver

N OT R AN K E D Hair salons Maple Grove, Minn.

Hair services and products Portland, Ore. Hair salons Parsippany, N.J.

Haircuts, shaves, beard trims, and facials League City, Texas Hair salons specializing in textured and natural hair care Hyattsville, Md. Barbershops Phoenix

H AI R CAR E : CH I L DRE N ’S

346 348

Children’s hair salons Westport, Conn.

Children’s hair care Salt Lake City

N OT R AN K E D Children’s hair salons Atlanta

Children’s hair salons Overland Park, Kan.

MAS SAGE & S PA SE RVI CES

219 231

Massage, facial, skincare, body contouring, and waxing services Trevose, Pa. Therapeutic massage, hot stone massage, stretch therapy, facial and skincare services Scottsdale, Ariz. Spa treatments Lakewood, Colo.

Therapeutic massage, facials, waxing Chesterfield, Mo. Massage services Beverly Hills, Calif.

N OT R AN K E D Massage therapy and aesthetic services South Burlington, Vt.

Therapeutic massage services Denver Therapeutic massage and facial services San Antonio

Massage and spa services Asheville, N.C.

240 / E N T R E P R E N E U R . C O M / January-February 2026

This book is about helping people create a relationship with money that supports their life—not the other way around. E R I C B U TOW

Owner of Butow Communications Group

GET THE TOOLS AND STRATEGIES YOU NEED TO PURSUE FINANCIAL FREEDOM Master key financial concepts, develop better habits, and navigate life’s major financial transitions with clarity and confidence with Marc Butler and Eric Butow’s book, Master Your Money, Secure Your Future.



Learn how to assess where you are ﬁnancially healthy and where you need to improve



Create your own personalized ﬁnancial well-being plan



Budget to give you a solid ﬁnancial ﬂoor



Manage your debt, credit, and savings



Learn how to safeguard against ﬁnancial risks and how to bounce back from ﬁnancial setbacks

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Sabai Thai Spa

2005/2024

0/7

$626.2K-$939.5K/$60K

YES

Soma Massage Therapy

2011/2024

ALL

C,I

0/1

0/2

$163.5K-$404.7K/ $30K-$40K

YES

Spavia Day Spa

2005/2007

ALL

54/0

59/0

60/0

$496.5K-$795.95K/ $59.5K

YES

Zen Massage

2006/2006

MW,NE, S,W

9/0

8/0

$295.5K-$362.5K/$39K

YES

VIO Med Spa

2017/2018

ALL

30/6

43/3

61/2

$794.3K-$1.2M/$50K

YES

4Ever Young

2014/2019

MW,NE, S,W

36/3

46/3

62/3

$386.8K-$747.4K/$60K

YES

ARock Beauty and Wellness

2016/2024

ALL

C,I

0/3

0/1

$98K-$226K/$35K

YES

Bellezza Studios

2022/2025

ALL

C,I

0/1

$131K-$275K/$50K

YES

Facial Mania Med Spa

2017/2019

MW,NE, S,W*

C,I**

8/4

8/5

$280.3K-$718.5K/$69K

YES

M Browz

2017/2024

MW,NE, S,W

0/1

0/2

$273.5K-$439.9K/$40K

Medloft Spa

2018/2025

ALL*

C,I**

0/0

0/1

1/1

$741.7K-$1.4M/$50K

YES

The Natural Place Med Spa

2010/2025

ALL

C,I

0/1

$183K-$270.3K/$90K

YES

Skinovatio Medical Spa

2015/2018

MW,NE, S,W

C,I

5/1

6/1

$632K-$1.5M/$50K

YES

Massage and facial services Port Coquitlam, British Columbia Massage therapy Denton, Texas

Massage, facials, waxing, skincare Greenwood Village, Colo.

RANK

Massage and skincare services Cornelius, N.C.

ME D S PAS

147 412

Skincare, cosmetic health, and wellness products and services Medina, Ohio Preventative health, wellness, and aesthetic services Boca Raton, Fla.

N OT R AN K E D Spa and aesthetic services San Angelo, Texas

Non-surgical cryo slimming, shaping, toning, and skin tightening Mansfield, Texas Spa, aesthetic, and med spa services Delray Beach, Fla. Aesthetic and med spa services Toledo, Ohio Wellness spas Saint Augustine, Fla. Medical beauty services Broomfield, Colo. Medical spas Chicago

SALON S UI T ES

Sola Salons

2004/2005

ALL

C,I

621/63

661/67

671/69

$1.2M-$1.9M/$60K

5.5%

YES

121

My Salon Suite

2010/2012

MW,NE, S,W

C**

258/31

290/49

314/51

$675.1K-$1.7M/$50K

5.5%

YES

132

Phenix Salon Suites

2007/2010

MW,NE, S,W

C,I

346/16

364/31

377/44

$721.3K-$1.4M/$52.5K

$0.34/SQ. FT./MO.

YES

265

Image Studios

2010/2015

MW,NE, S,W

59/1

83/1

115/2

$832.6K-$1.7M/$64.5K

YES

435

Salons by JC

1997/2011

MW,NE, S,W

132/11

149/11

157/13

$1.3M-$2M/$60K

5.5%

YES

Beauty Bungalows

2017/2021

ALL

C,I

0/2

0/3

1/4

$936.7K-$1.96M/ $49.9K

5.5%

bex+Co

2015/2025

MW,NE, S,W

0/7

$378.6K-$551.5K/ $49.5K

YES

Perspire Sauna Studio

2010/2017

ALL

C**

36/4

55/6

83/3

$565.5K-$989.6K/$50K

YES

beem Light Sauna

2021/2022

ALL

2/2

16/1

45/0

$392K-$666.9K/$65K

YES

Glow Sauna Studios

2019/2023

MW,NE, S,W

C,I**

0/2

1/1

2/2

$262.1K-$454.3K/$49K

YES

Salon studios Lakewood, Colo. Salon suites Carrollton, Texas Salon suites Las Vegas

Salon suites Salt Lake City Salon suites San Antonio

N OT R AN K E D Salon suites Costa Mesa, Calif.

Salon suites Georgetown, Texas

SAUN AS

481

Infrared sauna and wellness services Costa Mesa, Calif.

N OT R AN K E D Light therapy studios Newport Beach, Calif.

Infrared saunas, light therapy, halotherapy, related services Dallas

242 / E N T R E P R E N E U R . C O M / January-February 2026

JOIN THE FASTEST GROWING SENIOR CARE FRANCHISE NOW is the perfect time to start building a lasting financial future with a purpose-driven, high-growth potential business.

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• Support and coaching from business, marketing, and industry experts • Exclusive, nationally trusted senior care brand with nationwide referral and vendor networks (949) 996-4491 AmadaSeniorCare.com/Franchise

*See Item 19 of our 2025 Franchise Disclosure Document for further information

This information is not an offer to sell, or the solicitation of an offer to buy a franchise. It is for information purposes only. The offer of a franchise can be made only through the delivery of a Franchise Disclosure Document (“FDD”).

HaloHeat Sauna Studios

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

2024/2025

MW,NE, S,W

0/0

0/1

$504K-$796.1K/$42.5K

5.5%

YES

2020/2023

MW,NE, S,W

0/1

$443.3K-$687.8K/$45K

YES

2019/2022

ALL*

C**

1/12

10/12

47/16

$569.8K-$1.2M/$45K

6%-8%

YES

2001/2005

MW,NE, S,W

C,I

356/13

374/13

417/13

$149K-$201K/$55K

YES

1995/2000

ALL

C,I**

690/26

716/18

766/9

$92.3K-$165.5K/$49.5K

YES

2002/2005

ALL

344/29

365/35

384/35

$132.5K-$235K/$50K

5.25%

YES

2007/2012

ALL

C,I**

156/1

197/6

275/6

$118.2K-$430.1K/$57K

YES

2002/2003

MW,NE, S,W

136/0

170/0

191/0

$54.4K-$233.9K/ TO $49.5K

5%-10%

YES

2009/2010

MW,NE, S,W

C**

199/0

231/0

273/0

$126.8K-$218.8K/$50K

YES

1976/1996

MW,NE, S,W

222/0

248/0

243/0

$121.6K-$177.8K/$50K

5%+

YES

1994/1995

ALL

C,I

1,213/ 4

1,263/ 10

1,209/ 9

$91K-$269.8K/$54K

YES

1996/2001

MW,NE, S,W

229/0

250/0

281/0

$72.97K-$163.9K/ $29.5K-$59K

5%-7%

YES

1998/1999

ALL

638/105

660/64

729/5

$116.95K-$188.2K/$55K

YES

1982/1984

ALL

170/16

183/16

195/11

$99.6K-$180.6K/ $49.5K-$54.5K

YES

Sauna and wellness memberships Aurora, Ill.

sek Sauna Studio Infrared saunas, blue and red light therapy, pressotherapy, and cold plunge Franklin, Tenn.

SWTHZ

RANK

Private infrared saunas, cold plunge therapy, vitamin-C showers Atlanta

S E N I OR CAR E

112

Senior Helpers In-home senior care Towson, Md.

Right at Home

145

In-home senior care and personal care Omaha, Neb.

BrightStar Care

159

Medical/nonmedical home care, medical staffing Bannockburn, Ill.

Amada Senior Care

167 208

Home care, medical staffing, assisted-living placement San Clemente, Calif.

HomeWell Care Services Home care Burkburnett, Texas

FirstLight Home Care

244 246 287 299 303 304

Nonmedical home care Cincinnati

Homewatch CareGivers Home care services Columbia, Md.

Home Instead Nonmedical senior care Omaha, Neb.

ComForCare Nonmedical home care Troy, Mich.

Comfort Keepers In-home senior care Irvine, Calif.

Griswold Nonmedical home care Blue Bell, Pa.

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24 4 / E N T R E P R E N E U R . C O M / January-February 2025 2026

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KEY

K Thousands ($), M Millions ($), $ U.S. dollars, * Selling multiple units/master licenses only, ** Selling int’l. master licenses only

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Home Helpers Home Care

1997/1997

MW,NE, S,W

308/0

332/0

352/0

$114.3K-$162.5K/$49.9K

6%-4.5%

YES

360

Assisting Hands Home Care

2006/2006

ALL

C,I

188/5

197/5

217/5

$94.9K-$176.5K/$55K

5%-4%

YES

449

CarePatrol

1993/2009

MW,NE, S,W

160/0

193/0

214/0

$64.9K-$135.8K/ $20K-$57K

10%-12%/15% YES

YES

Always Best Care Senior Services

1996/2006

ALL

236/0

260/0

285/0

$89.7K-$145.9K/$49.9K

Synergy HomeCare

2001/2005

ALL

453/0

519/0

577/0

$51.9K-$159.1K/ $26.3K-$52.5K

YES

Acti-Kare

2007/2007

ALL

C,I

147/0

145/0

148/0

$32.5K-$57.6K/ $19.8K-$39.8K

3%-5%

YES

AmeriCare

2003/2004

ALL

C**

31/0

33/0

34/0

$168.3K-$207.9K/$54K

YES

A Place At Home

2012/2017

MW,NE, S,W

24/2

43/1

48/1

$91.2K-$166K/$49.5K

5%-5.5%

YES

Assisted Living Locators

2003/2006

MW,NE, S,W

141/3

152/4

167/3

$74.6K-$94.5K/$49.9K

8%+

YES

Avendelle Assisted Living

2005/2013

ALL

C,I

11/4

11/5

$121.5K-$1.3M/$40K

Boost Home Healthcare

2021/2021

MW,NE, S,W

6/0

$157.7K-$312.8K/$60K

YES

Care with Love

2014/2022

MW,NE, S,W

1/2

2/2

2/3

$132K-$207.3K/$49K

YES

Caring Senior Service

1991/2002

ALL

50/5

51/5

52/5

$97.4K-$148.7K/$49K

YES

Chefs For Seniors

2013/2017

ALL

83/1

88/1

94/1

$17.4K-$36.5K/ $9.5K-$16.5K

YES

Compassionate Connections Home Care

2018/2025

ALL

0/1

$90.7K-$159.7K/$40K

YES

Executive Home Care

2004/2012

ALL

18/0

22/0

60/0

$99.95K-$143.7K/ $49.9K

YES

Interim HealthCare

1966/1966

ALL

509/5

512/4

509/4

$156K-$628K/ $75K-$195K

3.5%-5.5%

YES

Loyal Care

2020/2025

ALL

C,I

0/1

$90.4K-$138.5K/$45K

YES

New Life Assisted Living

2001/2024

MW,NE, S,W

C,I**

0/5

1/7

$109.5K-$202K/$35K

YES

Nurse Next Door Home Care Services

2001/2007

ALL

C,I

182/1

209/1

213/1

$119.1K-$216.6K/$72K

YES

Oasis Senior Advisors

2013/2014

MW,NE, S,W

102/17

120/20

137/39

$67.6K-$113.7K/ $40K-$80K

10%

YES

Qualicare

2001/2011

MW,NE, S,W

67/5

81/3

94/3

$95.7K-$218.7K/$49.7K

YES

2nd Family

2012/2017

MW,NE, S,W

6/1

10/1

$119.8K-$217.5K/$60K

5.5%

YES

REGIONS

RANK

MW Midwest, NE Northeast, S South, W West, C Canada, I Other International

316

454 491

Nonmedical/skilled home care; monitoring products and services Blue Ash, Ohio Home care Nampa, Idaho

Senior care advisory services Troy, Mich.

In-home care, assisted-living referral services, home health care Rocklin, Calif. Nonmedical home care Tempe, Ariz.

N OT R AN K E D Nonmedical home care Tampa, Fla. Nonmedical home care Atlanta Nonmedical home care, care coordination, senior-living placement, staffing solutions Omaha, Neb. Senior-living placement and referral services Scottsdale, Ariz. Senior assisted-living homes Raleigh, N.C. Home healthcare Troy, Mich.

In-home senior care Fairfax, Va. Nonmedical home care San Antonio

In-home meal preparation service for seniors Madison, Wis.

Senior home care Eustis, Fla. Home healthcare Scottsdale, Ariz.

Medical and nonmedical home care, medical staffing Sunrise, Fla. In-home care Roswell, Ga. Assisted living Elkridge, Md.

Medical/nonmedical home care Vancouver, British Columbia Senior-living placement Hendersonville, Tenn.

Medical/nonmedical home care, concierge services, and patient advocacy Etobicoke, Ontario In-home senior care Eldersburg, Md.

January-February 2026 / E N T R E P R E N E U R . C O M / 245

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Seek Wellbeing

2017/2025

ALL

0/1

$102.5K-$132K/$60K

YES

Senior Care Authority

2009/2014

MW,NE, S,W

C,I**

84/4

102/2

$85.9K-$105.8K/$52.5K

YES

Talem Home Care & Placement Services

2012/2015

MW,NE, S,W

8/2

6/2

$51.7K-$250.5K/ $38.5K-$81.5K

5%-8%

YES

Touching Hearts At Home

1996/2007

ALL

65/0

64/0

65/0

$84.6K-$147.2K/$49.5K

3%-6%

YES

Trua Senior Living Locators

2019/2024

ALL

0/1

4/1

$74K-$116.9K/$50K

YES

Clean Your Dirty Face

2015/2015

ALL*

19/1

26/1

31/0

$131.8K-$330.8K/$50K

YES

Glo30

2012/2022

MW,NE, S,W*

C,I**

0/4

13/4

$295.5K-$599.5K/$45K

YES

Oasis Face Bar

2018/2020

MW,NE, S,W

9/1

14/2

17/1

$163.9K-$384.5K/$42K

YES

Palm Beach Beauty & Tan

1990/2001

ALL

400/249

402/256

395/249

$648.5K-$1.1M/$30K

4%-6%

YES

328

Glo Tanning

2010/2020

ALL*

45/12

68/10

86/6

$757.2K-$1.5M/$45K

6.5%

YES

goGlow

2010/2023

MW,NE, S,W

0/3

14/3

$282.9K-$497K/$60K

YES

Tan Republic

2005/2008

MW,NE, S,W

64/1

55/1

$117.3K-$582K/ $7.5K-$25K

6.25%

YES

European Wax Center

2004/2006

ALL

1,002/6

1,053/5

1,060/5

$327.6K-$836.95K/ $45K

YES

Hello Sugar

2015/2021

ALL

51/13

78/14

136/18

$90.98K-$736.3K/$50K

YES

370

The Pampered Peach Wax Bar

2019/2022

MW,NE, S,W

7/0

9/0

14/0

$67.7K-$195.9K/$0

YES

494

Waxing the City

2003/2010

ALL

133/6

150/0

166/0

$310.8K-$646.4K/ $42.5K

YES

Foxy Box Laser + Wax Bars

2012/2016

MW,NE, S,W

C,I

12/3

16/2

22/2

$222.8K-$565.95K/$45K

YES

Radiant Waxing

2010/2013

ALL

C,I**

71/0

63/0

57/0

$387.8K-$554.9K/$50K

YES

Take it Off! Spa

2007/2025

ALL

C,I

0/1

$109.9K-$250.5K/$39K

YES

Home-based medical primary care, transitional care, and advanced illness management services Bristow, Va. Senior-care consulting and placement Incline Village, Nev.

Senior care and placement services Broomfield, Colo. In-home senior care Edina, Minn.

RANK

Assisted-living placement services Ft. Mitchell, Ky.

S K I N CAR E

465

Facials, skincare products Chicago

N OT R AN K E D Skincare studios Washington, D.C.

Skincare services Columbus, Ohio

TAN N I N G Tanning and wellness services Irving, Texas Tanning Oklahoma City

N OT R AN K E D Sunless tanning and skincare services Edina, Minn.

Tanning, spray tanning, red light therapy, and wellness services Salem, Ore.

WA X I N G

92 197

Body waxing services, skin and beauty products Plano, Texas Waxing, sugaring, and laser hair removal Mesa, Ariz. Waxing spas Cedar Park, Texas

Facial and body waxing Woodbury, Minn.

N OT R AN K E D Hair removal Vancouver, British Columbia

Body waxing Denver

Permanent electrolysis, laser hair removal, waxing, and facials Matteson, Ill.

MI S C E LL AN EOUS PE RSON AL-CARE BUSINESSES

345

Restore Hyper Wellness

2014/2016

ALL

211/16

221/12

205/12

$777.2K-$1.3M/$44.5K

YES

Amazing Lash Studio

2010/2013

ALL

C,I**

266/0

242/0

187/0

$464.5K-$719.8K/$50K

YES

Wellness and recovery services Austin, Texas

N OT R AN K E D Eyelash-extension studios Denver

246 / E N T R E P R E N E U R . C O M / January-February 2026

THE FUTURE IS

STEP INTO THE GROWING $1.5 BILLION-DOLLAR LIGHT-BASED BEAUTY BUSINESS. JOIN THE FRANCHISE BUILT TO OUTSHINE.

650 Salons Nationwide. Ranked #1 in The 2026 Entrepreneur Franchise 500, Tanning Category.

INFRARED SAUNAS • SUNBED & SPRAY TANNING • RED LIGHT THERAPY This is not intended as an offer to sell or the solicitation of an offer to buy a franchise. Offerings made by prospectus only and in compliance with the applicable presale registration and disclosure requirements in your state. ©2025 Palm Beach Tan®. All rights reserved.

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Beheld Beauty Collective

2017/2025

ALL

0/3

$66.1K-$78K/$49.5K

YES

Cereset

2004/2018

ALL

C,I

55/1

61/1

62/1

$102.9K-$226.6K/$35K

Deka Lash

2012/2016

ALL

129/1

129/0

120/0

$285.9K-$460.9K $59.9K

YES

Idolize Brows and Beauty

2009/2017

ALL

7/5

6/4

$77K-$573.8K/ $25K-$49.5K

YES

LashKind

2016/2018

ALL

14/0

16/0

23/0

$202.2K-$294.7K/$45K

YES

MiniLuxe

2006/2024

ALL

0/19

0/21

2/20

$547.6K-$924.8K/$50K

My Beer Spa

2021/2024

MW,NE, S,W

0/1

$647.5K-$797.7K/$45K

New Mom School

2012/2023

ALL

0/1

1/0

17/0

$125.6K-$202.8K/$45K

The Ten Spot

2006/2011

ALL

C,I

45/1

42/0

39/0

$377.5K-$530K/$50K

The Tox

2019/2021

ALL

1/10

2/11

26/9

$285.3K-$448.8K/ $49.5K

True REST Float Spa

2009/2014

ALL

C,I

41/3

47/3

50/0

$422.5K-$1.1M/$39.95K

YES

Zivel

2018/2021

MW,NE, S,W

3/2

8/2

17/0

$327.4K-$429K/$39.5K

YES

Zoom Room

2007/2009

MW,NE, S,W

C,I**

52/1

64/4

60/4

$318.5K-$497.1K/$49.5K

YES

Sit Means Sit Dog Training

2006/2009

ALL

160/0

154/0

$66.7K-$163.8K/$59.9K

9%+

YES

Tropical Dog Training Success Center

2009/2025

ALL

0/2

$59.95K-$83.1K/$35K

YES

Dogtopia

2002/2005

ALL

238/6

259/6

265/6

$543.1K-$1.4M/$49.5K

YES

Hounds Town USA

2001/2008

MW,NE, S,W

47/1

65/1

90/1

$475.9K-$1.3M/$49K

YES

Camp Bow Wow

2000/2003

ALL

C**

207/7

219/1

224/1

$1.2M-$2M/$50K

YES

All American Pet Resorts

1983/2005

MW,NE, S,W

10/0

12/0

$798K-$1.7M/$60K

YES

Central Bark

1997/2004

MW,NE, S,W

C,I

35/0

40/0

45/0

$569.2K-$1.4M/$55K

YES

Bridal beauty services Lexington, Ky.

Neurotechnology to help the brain relax and reset Scottsdale, Ariz. Eyelash extensions and lifts, brow services, skincare Bountiful, Utah Eyebrow threading, waxing, facials, and lash services Charlotte, N.C.

Eyelash extensions and beauty services Toronto Nail care, waxing, massage, and beauty products Boston Hot tubs, saunas and unique spa treatments Orlando, Fla. Training and communities for new mothers Laguna Niguel, Calif. Nail care, waxing, facials, laser hair removal Toronto Lymphatic-based body sculpting services Vero Beach, Fla. Floatation therapy, contrast therapy Tempe, Ariz. Cryotherapy, float therapy, infrared saunas, red light therapy, body contouring Franklin, Tenn.

RANK

Pets DOG T R AI N I N G

325

Indoor dog training and socialization, pet products Culver City, Calif.

N OT R AN K E D Dog training Las Vegas

Dog training Bradenton, Fla.

P E T CAR E : DAYCARE / BOARDING

65 141 499

Dog daycare, boarding, and spa services Phoenix Dog daycare, pet boarding, pet grooming Ronkonkoma, N.Y. Dog daycare, boarding, training, grooming Westminster, Colo.

N OT R AN K E D Pet boarding, daycare, and grooming Novi, Mich.

Dog daycare, boarding, grooming, training, and retail West Allis, Wis.

248 / E N T R E P R E N E U R . C O M / January-February 2026

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Dog Unleashed

2014/2025

ALL

0/3

$530K-$981.5K/$35K

YES

Happy Cat Hotel & Spa

2014/2020

ALL

2/2

4/2

6/2

$464.5K-$781K/$50K

YES

K9 Resorts Luxury Pet Hotel

2005/2011

ALL

20/5

28/6

45/0

$2.3M-$3.6M/$49.5K

YES

Woofie’s

2004/2018

MW,NE, S,W

23/2

47/0

95/0

$180.4K-$294.7K/ $57.5K

6.5%

YES

Fetch! Pet Care

2002/2004

MW,NE, S,W

137/16

143/18

153/20

$75.1K-$140.2K/ $49K-$97K

YES

Hike Doggie

2016/2024

MW,NE, S,W

0/1

1/1

$94.5K-$213.8K/ $44.9K

YES

Tails N’ Trails

2016/2025

ALL

C,I

0/3

$52.6K-$68K/$35K

YES

Dog boarding, daycare, grooming, and cat services Boynton Beach, Fla. Cat boarding and grooming East Granby, Conn. Luxury dog daycare and boarding Berkeley Heights, N.J.

RANK

P E T CAR E : DOG -WAL KI N G/ PET-SITTING

369

Pet-sitting, dog-walking, mobile pet grooming Columbia, Md.

N OT R AN K E D Pet-sitting, dog-walking Livonia, Mich.

Dog hiking Golden, Colo.

Dog hikes, daycare, boarding, and in-house sitting Maple Grove, Minn.

P E T G ROOM I N G

151

Aussie Pet Mobile

1996/1999

ALL*

82/0

93/0

152/0

$167.3K-$208.7K/ $19.95K

4%-7%

YES

233

Zoomin Groomin

2003/2006

ALL

43/0

134/0

211/0

$64.97K-$205.4K/$45K

YES

284

Woof Gang Bakery & Grooming

2007/2008

ALL

179/0

212/0

273/0

$184.4K-$506.6K/ $49.9K

YES

Scenthound

2015/2018

MW,NE, S,W*

50/5

96/6

135/6

$328.1K-$549.9K/ $49.9K

YES

Angie’s Mobile Pet Styling

2017/2025

ALL

C,I

0/13

$115K-$175K/$30K

YES

Bowie Barker

2022/2024

MW,NE, S,W

0/1

4/2

$315.3K-$618K/$40K

YES

Furry Land Mobile Grooming

2019/2019

ALL

48/1

73/1

71/1

$137K-$309.7K/ $65K-$190K

YES

Onyva

2022/2023

ALL

0/1

1/1

$410.9K-$807.7K/ $59.5K

6.25%

YES

Royal Pet Bakery & Grooming

2023/2025

ALL

0/1

$147.2K-$235.6K/$35K

YES

Salty Dawg Pet Salon + Bakery

2018/2020

MW,NE, S,W

0/1

3/0

$194.8K-$470.5K/ $49.5K

YES

Vanity Fur

2010/2021

MW,NE, S,W

2/1

$90.2K-$116.4K/$45K

YES

Pet Supplies Plus

1987/1990

MW,NE, S,W

468/235

500/232

502/225

$536.5K-$1.97M/$49.9K

2%-3%

YES

Wild Birds Unlimited

1981/1983

MW,NE, S,W

360/0

361/1

363/1

$226.6K-$378.98K/$40K

YES

Petland

1967/1971

MW,NE, S,W

C,I**

280/27

297/22

268/18

$315.5K-$1.1M/$50K

4.5%

YES

Wag N’ Wash

1999/2006

MW,NE, S,W

18/7

19/6

23/4

$520.5K-$1.4M/$49.9K

2%-4%

YES

292

Mobile pet grooming Irvine, Calif. Mobile pet grooming Virginia Beach, Va.

Pet stores and pet grooming Orlando, Fla.

Routine hygiene and wellness care for dogs Jupiter, Fla.

N OT R AN K E D In-home dog and cat grooming Lutz, Fla.

Pet grooming Beverly Hills, Calif. Mobile pet grooming Livonia, Mich. Dog grooming Danvers, Mass. Pet bakeries and grooming Boynton Beach, Fla.

Dog grooming, food, treats, and accessories Virginia Beach, Va. Mobile pet grooming Eastvale, Calif.

P E T STOR ES

31 192 204 458

Pet food and supplies, bathing/ grooming services Livonia, Mich. Backyard bird feeding supplies and nature gift items Carmel, Ind. Pets, pet supplies, boarding, daycare, grooming Chillicothe, Ohio Self-service pet bathing, grooming, pet supplies Livonia, Mich.

250 / E N T R E P R E N E U R . C O M / January-February 2026

In each episode, an entrepreneur opens up about their biggest problem—and the step-by-step way they solved it.

I was failing as a leader. Ben Chestnut, Mailchimp

Image of Brian Kelly courtesy of The Points Guy

I couldn’t scale my company. Brian Kelly, The Points Guy Scan this QR to Listen:

A PODCAST ABOUT FIXING YOUR BIGGEST CHALLENGES New Episodes Every Monday: ENTM.AG/PROBLEMSOLVERS Available On:

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

EarthWise Pet

2005/2008

ALL

161/46

138/60

157/57

$288K-$863K/ $39.5K-$45K

YES

Pet Evolution

2012/2021

ALL

7/2

14/2

19/3

$595.3K-$1.2M/$59K

5%-7%

YES

Pet Wants

2010/2015

ALL

132/0

135/0

162/0

$137.9K-$219K/$48.5K

YES

Barx Parx

2018/2025

ALL

0/1

$220.3K-$419.1K/$40K

YES

Orlando Cat Cafe

2016/2024

0/1

$424.2K-$663.6K/ $42.8K

YES

Pet Passages

2009/2016

MW,NE, S,W

12/3

14/3

18/2

$285.4K-$524.7K $55K-$95K

YES

Salty Paws

2018/2019

MW,NE, S,W

7/3

14/2

18/2

$72.3K-$255.6K/$35K

YES

Wagbar

2019/2023

MW,NE, S,W

0/1

$487.5K-$1.2M/$50K

YES

N OT R AN K E D Pet food and supplies, grooming, self-wash, and veterinary services Bellevue, Wash. Healthy pet food, pet products, grooming, self-wash stations Afton, Minn. Natural pet-food stores/delivery Cincinnati

MI S C E LL AN EOUS PE T BUSI NESSES N OT R AN K E D Indoor dog parks and social clubs Las Vegas

Cafes offering cat adoptions Clermont, Fla. Pet funeral and cremation services and products Ontario, N.Y. Dog ice cream shops and trucks Rehoboth Beach, Del. Off-leash dog parks and bars Weaverville, N.C.

RANK

Recreation ADVE N T UR E PAR KS/ E N T E RTAINMENT CENTERS

178

Urban Air Adventure Park

2011/2013

ALL

173/5

189/4

201/4

$3.1M-$8.4M/$100K

YES

Altitude Trampoline Park

2013/2016

ALL

C,I

70/9

73/10

76/10

$1.6M-$2.96M/$50K

YES

FunBox

2017/2022

MW,NE, S,W

6/2

37/2

34/1

$647K-$1.6M/$75K

YES

Hyper Kidz

2018/2018

MW,NE, S,W*

2/2

5/2

6/2

$748.6K-$1.8M/$42.5K

Launch Entertainment

2012/2013

MW,NE, S,W

C,I**

22/5

22/3

28/1

$3.5M-$6.5M/$75K

YES

Monster Mini Golf

2004/2005

ALL

C,I**

22/6

27/2

33/3

$885.2K-$1.5M/$60K

YES

Nana’s Wonderland

2021/2025

ALL

C,I

0/2

0/3

$370K-$920K/$40K

YES

Play Street Museum

2014/2016

MW,NE, S,W

C,I

15/2

23/2

29/2

$448.9K-$698.6K/$40K

YES

Sky Zone

2004/2009

ALL

C,I**

147/44

124/116

131/121

$2.3M-$5.2M/$75K

Slick City Action Park

2022/2023

MW,NE, S,W

0/2

0/5

2/15

$1.9M-$4.9M/$75K

YES

Color Me Mine

1992/1995

ALL

C,I

119/2

125/1

136/1

$180K-$437.7K/$30K

YES

Blank Mason Candle Bar

2021/2024

MW,NE, S,W

0/1

$231.4K-$596.4K/$28K

YES

Adventure parks Bedford, Texas

N OT R AN K E D Family entertainment centers Dallas Outdoor and indoor inflatable amusement parks Westlake Village, Calif. Indoor play areas Clarksville, Md. Family entertainment centers Warwick, R.I. Indoor mini golf and family entertainment centers Huntersville, N.C. Indoor playgrounds, cafes, and lounges Little Neck, N.Y. Children’s play museums Plano, Texas Trampoline parks/entertainment centers Provo, Utah Family entertainment centers Chesterfield, Mo.

DI Y/ PAI N T- &- S IP ST UDI OS

334

Paint-your-own-pottery studios Mandeville, La.

N OT R AN K E D Candles, home decor, perfume, workshops Morton Grove, Ill.

252 / E N T R E P R E N E U R . C O M / January-February 2026

KEY

K Thousands ($), M Millions ($), $ U.S. dollars, * Selling multiple units/master licenses only, ** Selling int’l. master licenses only

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Craft Loft

2022/2025

MW,NE, S,W

0/1

$100.9K-$178K/$30K

YES

Crafty Cruiser by AR Workshop

2016/2025

MW,NE, S,W

C,I

0/0

3/1

$64.2K-$99.9K/$20K

YES

Creatif

2018/2020

MW,NE, S,W

C,I**

2/1

3/1

4/1

$131.6K-$342.5K/ $25K-$35K

7%-10%

YES

Painting with a Twist

2007/2009

MW,NE, S,W

223/1

217/1

206/1

$119K-$255.5K/$25K

YES

Pinot’s Palette

2009/2010

MW,NE, S,W

C**

71/0

69/0

70/0

$119K-$259K/$25K

YES

Sea Love

2018/2022

MW,NE, S,W

2/1

6/1

13/1

$109K-$292.3K/$49.5K

Shot of Art

2022/2024

MW,NE, S,W

C,I**

0/3

0/4

1/4

$137.2K-$330.1K/$49K

Tipsy Tie Dye

2021/2023

MW,NE, S,W

0/1

0/2

$140.7K-$253.7K/$45K

YES

Escapology

2014/2016

ALL

C,I

63/8

72/12

82/17

$626.5K-$2.3M/$45K

YES

Trapped

2014/2015

ALL

C,I**

11/1

13/1

19/1

$538.4K-$958.3K/$35K

7.5%

YES

X-Golf

2005/2015

ALL

C,I**

84/0

114/1

129/4

$993.5K-$1.9M/$40K

YES

The Back Nine Golf

2020/2022

ALL

0/1

12/2

53/1

$276.1K-$603.6K/$50K

YES

Five Iron Golf

2015/2022

ALL

C,I**

2/22

6/25

9/26

$1.7M-$4.4M/$50K

YES

The Swing Bays

2022/2024

MW,NE, S,W

C,I

0/1

$226.4K-$924K/$40K

YES

Tee Box

2021/2024

ALL

0/5

5/3

$496K-$797.5K/$49.5K

YES

TourScale

2011/2020

MW,NE, S,W

C,I

20/15

25/11

70/10

$140.1K-$683.6K/ $49.95K

YES

City Brew Tours/Flavor Walks

2008/2018

MW,NE, S,W

9/11

11/11

17/4

$81K-$99.3K/$35K

5.5%-8.5%

YES

Get Up And Go Kayaking

2016/2018

ALL

C,I

22/2

28/2

29/2

$68.4K-$110.2K/$45K

YES

Destination Athlete

2008/2008

MW,NE, S,W*

229/0

259/0

280/0

$28.3K-$93.6K/ $20K-$50K

5%-9%

YES

Play It Again Sports

1983/1988

ALL

290/0

298/0

305/0

$343.1K-$456.5K/$25K

YES

Team Up Athletics

2017/2022

ALL

10/1

19/0

39/0

$51.5K-$129.5K/ $35K-$65K

YES

REGIONS

MW Midwest, NE Northeast, S South, W West, C Canada, I Other International

Arts and crafts workshops and retail Cambridge, Mass. Mobile DIY classes, to-go kits Pineville, N.C.

DIY art projects, art classes, parties, summer camps, kits Pleasanton, Calif. Paint-and-sip studios Mandeville, La.

Paint-and-sip studios Mandeville, La. Candle-making workshops Biddeford, Maine Art experience studios Los Angeles DIY tie-dye experience Hoboken, N.J.

RANK

ES CAP E ROO M S

280

Escape rooms Orlando, Fla.

N OT R AN K E D Escape rooms Markham, Ontario

G OLF

202

Indoor golf entertainment venues Torrance, Calif.

N OT R AN K E D Indoor golf simulators Saint George, Utah

Indoor golf simulators, lessons, and events New York Indoor golf instruction and fitness Parker, Colo. Indoor golf training, fitting, driving range, and simulators Centerville, Utah

R ECR E AT I ON AL TOURS

314

Mobile entertainment tours Raleigh, N.C.

N OT R AN K E D Educational craft brewery and food tours Chestnut Hill, Mass. Guided clear kayak tours St. Petersburg, Fla.

S P ORTS EQUI PM E N T & APPAREL

220 354 420

Equipment, apparel, fundraising, and performance solutions for youth, high school, and college athletic teams Lebanon, N.J. New and used sporting goods/ equipment Minneapolis Team sport uniforms, jerseys, apparel, and equipment; corporate apparel and promotional items Kaysville, Utah

January-February 2026 / E N T R E P R E N E U R . C O M / 253

RANK

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

T R AVE L AGE N CI ES

Dream Vacations

1991/1992

ALL

1,874/0

2,078/0

2,363/0

$2.6K-$20.97K/ $495-$10.5K

1.5%-3%

YES

Cruise Planners

1994/1999

ALL

2,719/1

2,961/1

3,062/1

$1.9K-$20.5K/ $695-$10.99K

1.5%-3%

YES

Expedia Cruises

1987/1987

MW,NE, S,W

234/0

238/0

243/0

$149.5K-$258.7K/$49K

YES

Sandbox VR

2016/2018

ALL

C,I

9/33

12/37

26/37

$250.7K-$2.9M/$50K

YES

Ctrl V

2016/2016

MW,NE, S,W

C,I

5/1

3/1

2/3

$217.7K-$395.2K/$50K

YES

Travel agencies Ft. Lauderdale, Fla. Travel agencies Coral Springs, Fla.

N OT R AN K E D Retail travel agencies Vancouver, British Columbia

VI RT UAL R E ALI T Y

431

Virtual reality games Pleasanton, Calif.

N OT R AN K E D Virtual reality arcades Waterloo, Ontario

MI S C E LL AN EOUS RECRE AT I ON BUSINESSES

209

American Poolplayers Association

1981/1982

ALL

C,I

334/6

351/6

373/5

$22.2K-$30.7K/ $10K-$14K

$2.50+/ TEAM/WK.

YES

Ace Pickleball Club

2023/2023

ALL

C,I**

0/1

2/1

13/3

$817.8K-$2.4M/$60K

YES

Bouquet Box Flower Bar

2019/2024

MW,NE, S,W

0/1

2/1

3/0

$20.6K-$75.3K/ $15K-$50K

10%

YES

Dill Dinkers

2022/2023

ALL

C,I

0/1

0/5

17/3

$425.8K-$922.8K/$50K

YES

DivaDance

2015/2017

ALL

C,I

26/4

34/4

41/4

$54K-$262.95K/$36K

10%+

YES

810 Entertainment

2015/2018

ALL*

2/5

3/5

5/5

$2.9M-$4.97M/$50K

YES

Freedom Boat Club

1989/2000

ALL

C,I

258/124

280/126

284/147

$223.5K-$502.5K/$50K

YES

Fun Fieldz

2011/2017

MW,NE, S,W

0/1

$47K-$83K/ $30K-$37.5K

YES

iSmash

2018/2021

ALL

1/2

3/2

6/2

$277.6K-$753.7K/ $54.95K

YES

More Than Pickleball

2023/2025

ALL

C,I

0/0

0/1

$190.4K-$590K/$40K

YES

Nautical Boat Club

1992/2012

ALL

24/0

25/1

26/1

$503.7K-$902.3K/$60K

YES

Pickleball Kingdom

2022/2023

ALL

C,I**

0/1

1/1

14/1

$940K-$2.3M/$60K

YES

Smash Room

2020/2025

ALL

C,I

0/2

$82.8K-$154.6K/$35K

YES

Pro Image Sports

1985/1986

ALL

C,I

160/0

158/0

172/0

$109.8K-$605.5K/$30K

YES

Plato’s Closet

1998/1999

ALL

502/0

513/0

526/0

$327.2K-$449K/$25K

YES

Recreational billiard leagues Lake St. Louis

N OT R AN K E D Indoor pickleball clubs Roswell, Ga.

Flower-arranging event experience Davie, Fla. Indoor pickleball clubs Columbia, Md. Dance classes and parties for adults Austin, Texas Bowling, billiards, arcades, and sports bars and restaurants Myrtle Beach, S.C. Membership boat clubs Venice, Fla.

Mobile sports-themed parties and events East Norriton, Pa. Entertainment centers offering rage rooms, splatter paint, and ax throwing Rochester, N.Y. Indoor pickleball facilities Buford, Ga. Membership boat clubs Austin, Texas Indoor pickleball Gilbert, Ariz. Rage rooms Fairfield, Calif.

Retail AP PAR E L & AC CESSORI ES

200 239

Licensed sports apparel and accessories Centerville, Utah Teen- and young-adult-clothing resale stores Minneapolis

254 / E N T R E P R E N E U R . C O M / January-February 2026

G AT E

ANYWHERE

FROM

WORKING FOR THE BOSS

D E PA R T U R E

PA S S E N G E R

NOW

YOU

BEING YOUR OWN BOSS

Your Ticket to Starting a First-Class Travel Business DiscoverDreamVacations.com 800.822.6506

Join the #1 Travel Franchise of 2026

*Entrepreneur Franchise 500 is published in Entrepreneur’s 2026 issues, and is evaluated by franchise cost & fees, size & fees, size & growth, support, brand strength, financial strength, and stability.

RANK

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Uptown Cheapskate

2008/2008

ALL

109/13

116/20

138/14

$328K-$596.5K/$25K

YES

Apricot Lane Boutique

1991/2004

ALL

114/0

115/0

92/0

$168.95K-$360.3K/ $39.5K

5.5%

YES

Clothes Mentor

2001/2007

ALL

121/0

120/0

113/0

$305K-$428.5K/$25K

YES

Monkee’s

1995/2011

MW,NE, S,W

45/0

57/0

61/0

$296.8K-$534.9K/$60K

Scout and Molly’s Boutique

2002/2014

ALL

22/0

23/0

19/0

$319K-$388K/$60K

YES

Statemint

2014/2022

ALL

2/1

20/1

31/1

$39.4K-$59.1K/$25K

YES

Style Encore

2013/2013

ALL

69/0

68/0

69/0

$322.7K-$449K/$25K

YES

Slumberland Furniture

1967/1974

MW,S,W

71/53

70/51

69/50

$829.5K-$3.2M/ $45K-$55K

YES

Buddy’s Home Furnishings

1961/2009

MW,NE, S,W

303/35

301/34

262/33

$375.7K-$797.5K/ $39.9K

TO 6%

YES

Massage Chairs by Osaki

2018/2019

ALL

C,I**

23/0

18/0

$59K-$156K/$0

YES

Patina’d

2022/2025

ALL

C,I

0/1

$53.5K-$109K/$40K

YES

Snap-on Tools

1920/1991

ALL

C,I

4,485/ 239

4,461/ 213

4,396/ 212

$221.8K-$500.1K/$16K

$152/MO.

YES

Matco Tools

1979/1993

ALL

1,942/8

1,888/ 15

1,857/0

$108.1K-$382.8K/$10K

YES

Mac Tools

1938/2011

ALL

C,I

1,159/0

1,183/0

1,198/0

$122.9K-$346.7K/$8K

YES

118

Cornwell Quality Tools

1919/1997

MW,NE, S,W

796/0

802/0

813/0

$79.5K-$323.8K/$0

YES

Ace Hardware

1924/1976

ALL

C,I**

5,582/ 231

5,712/ 253

5,520/ 262

$603.9K-$2M/$5K

YES

Wireless Zone

1988/1989

ALL

501/0

743/0

790/0

$201.9K-$532.6K/ $1K-$25K

9%-22% OF GROSS PROFIT

YES

169

Circle K

1951/1995

ALL

C,I**

2,562/ 9,637

2,838/ 11,191

2,873/ 11,049

$934.5K-$8.3M/$25K

3.5%+

YES

176

Metal Supermarkets

1985/1987

ALL

C,I**

111/10

119/9

135/1

$350.5K-$612.5K/ $44.5K

6%-3%

YES

Batteries Plus

1988/1992

ALL

C,I**

614/117

610/120

604/135

$262.6K-$496.99K/ $44.5K

YES

Buff City Soap

2013/2018

MW,NE, S,W

252/8

262/9

222/8

$395.4K-$1.3M/$50K

YES

300

Young-adult-clothing resale stores North Salt Lake, Utah

N OT R AN K E D Women’s clothing stores Fairfield, Calif.

Women’s clothing and accessories resale stores Plymouth, Minn. Women’s clothing, shoes, and accessories Winston-Salem, N.C. Women’s clothing and accessories King of Prussia, Pa. Pop-up apparel consignment shops Powell, Tenn. Adult clothing and accessories resale stores Minneapolis

FUR N I T UR E & APPL I AN CES

249 495

Home furnishings Oakdale, Minn.

Rent-to-own home furnishings, electronics, and appliances Orlando, Fla.

N OT R AN K E D Massage chair and accessories stores Carrollton, Texas Furniture restoration and sales Overland Park, Kan.

TOOL S DI ST R I B U T I ON

27 66

Professional tools and equipment Kenosha, Wis. Mobile sales of mechanics’ tools and equipment Stow, Ohio Automotive tools and equipment Dublin, Ohio Automotive tools and equipment Wadsworth, Ohio

MI S C E LL AN EOUS RE TAI L BUSINESSES

4 87

281

Hardware and home improvement stores Oak Brook, Ill. Wireless devices, services, and accessories Fishers, Ind. Convenience stores Tempe, Ariz. Metal stores Toronto

Batteries, light bulbs, and related products; device repair Hartland, Wis.

N OT R AN K E D Plant-based soaps; laundry, personal-care, and household products Dallas

256 / E N T R E P R E N E U R . C O M / January-February 2026

GLOBALLY KNOWN, LOCALLY OWNED

INVEST IN A TRUSTED BRAND NO ONGOING FRANCHISE FEES NO ROYALTY FEES FREE INITIAL INVENTORY *

SCAN FOR MORE INFORMATION

RANKED #1 RANKED #1

Best Customer Service

Forbes Magazine’s 2025 rankings in the Home Improvement category

5TH LARGEST

in our category by Entrepreneur Magazine’s Franchise 500 List

*Incentive varies by store. Format/size are based on Discovery recommended products and quantities. Incentive given as a credit, not as cash or a loan.

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Daddy’s Smoke Shop

2018/2024

ALL

C,I

0/3

0/7

6/3

$170.3K-$298.5K/ $29.9K

YES

French Florist

1978/2023

ALL

0/3

4/3

$63.7K-$367.7K/ $22.5K-$45K

YES

Magnolia Soap and Bath Co.

2018/2021

ALL

19/12

36/10

49/111

$271.9K-$498.5K/$60K

YES

MoreFun

2021/2024

ALL

0/2

0/3

$325.1K-$634.8K/$40K

YES

Music Go Round

1986/1994

ALL

37/0

35/0

34/0

$337.1K-$430.5K/$25K

YES

Wake N Vape

2014/2019

MW,NE, S,W

1/1

2/1

$131.5K-$206.4K/$40K

10%

YES

World of Smoke & Vape

2017/2022

ALL*

5/25

8/34

11/40

$250K-$400K/$45K

YES

Smoke and vape products Tampa, Fla. Florist shops Los Angeles

Bath and home products New Albany, Miss.

Novelties and lifestyle merchandise Boston New and used musical instruments and sound equipment Minneapolis Cannabis dispensaries Miami Smoke and vape shops Hollywood, Fla.

RANK

Services DRY CLE AN I N G & L AUN DRY SERVICES

309

Tide Cleaners

2008/2009

MW,NE, S,W*

223/9

246/0

256/0

$709.7K-$1.5M/$50K

6.5%

YES

367

Martinizing

1949/1949

ALL

C,I**

305/0

333/0

325/0

$40.9K-$777.3K/ $27K-$60K

YES

CD One Price Cleaners

2000/2005

ALL

40/0

46/0

53/0

$1.6M-$2.99M/$30K

6.5%

YES

Comet Cleaners

1947/1967

ALL

C,I

122/0

126/0

120/0

$93K-$970K/$15K-$30K

YES

Lapels Cleaners

2000/2001

MW,NE, S,W

C,I**

85/0

81/0

$40.9K-$1.7M/ $27K-$60K

YES

Mulberrys Garment Care

2009/2012

ALL

7/7

7/5

13/0

$761.7K-$1.2M/$30K

YES

Zips Cleaners

1996/2006

ALL

65/3

68/2

71/2

$761.7K-$1.2M/$30K

YES

Bin There Dump That

2001/2003

ALL

246/0

259/0

279/0

$116.2K-$235.4K/ $29K-$55K

$600-$1.4K/ TRUCK/MO.

YES

Dumpster Dudez

2015/2019

MW,NE, S,W

17/1

31/1

49/1

$358K-$439K/ $40K-$50K

YES

DumpStor

2003/2021

MW,NE, S,W

8/2

16/1

20/1

$124.6K-$507.9K/ $49.95K

VARIES

YES

redbox+ Dumpsters

2007/2014

ALL

270/0

262/0

255/0

$643.2K-$1.1M/$59.5K

YES

Fully Promoted

2000/2001

ALL

C,I**

269/0

273/0

289/0

$129.4K-$393.6K/ $49.5K

$500+/MO.

YES

Big Frog Custom T-Shirts & More

2007/2008

MW,NE, S,W

75/0

78/0

74/0

$163.99K-$323.1K/$60K

YES

Instant Imprints

1992/2001

MW,NE, S,W

C,I**

41/3

44/3

39/4

$159.3K-$364.9K/ $39.95K

YES

Dry cleaning Cincinnati

Dry cleaning and laundry services Naples, Fla.

N OT R AN K E D Dry cleaning and laundry services Oakbrook Terrace, Ill.

Dry cleaning and laundry services Arlington, Texas Dry cleaning and laundry services Naples, Fla. Dry cleaning and laundry services Savage, Md. Dry cleaning and laundry services Savage, Md.

DUMP ST E R R E NTAL S

124 320

Residential-friendly dumpster rentals Oakville, Ontario Residential and commercial dumpster rentals; weekly/monthly trash collection Reading, Pa.

N OT R AN K E D Dumpster and jobsite storage container rentals Sterling, Va.

Construction dumpsters with attached portable restrooms Ann Arbor, Mich.

E MB ROI DE RY & SCRE E N PRINTING

404

Branded products and marketing services West Palm Beach, Fla.

N OT R AN K E D

Custom printed apparel, embroidery, branded promotional products Dunedin, Fla.

Embroidery, signs, banners, promotional products, custom T-shirts San Diego

MAGNOLIA SOAP AND BATH CO. HAS 1 ADDITIONAL NONFRANCHISE UNIT.

258 / E N T R E P R E N E U R . C O M / January-February 2026

KEY

K Thousands ($), M Millions ($), $ U.S. dollars, * Selling multiple units/master licenses only, ** Selling int’l. master licenses only

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

WIN Home Inspection

1993/1994

ALL

280/0

291/0

276/0

$38.3K-$45.5K/$15K

YES

HouseMaster Home Inspections

1971/1979

MW,NE, S,W

245/0

255/0

215/0

$58.8K-$92.7K/$42.5K

5%-7.5%

YES

HomeTeam Inspection Service

1992/1992

ALL

203/0

200/0

191/0

$65.1K-$91.8K/ $45K-$65K

4%-6%

YES

Pillar To Post Home Inspectors

1994/1994

ALL

510/0

467/0

435/0

$102.7K-$134.3K/ $58.5K

YES

The Inspection Boys

2015/2017

MW,NE, S,W

14/1

7/4

$51.1K-$61.8K/$40K

YES

Morrison Plus Property Inspections

2007/2017

MW,NE, S,W

13/1

14/1

15/1

$49.3K-$88.3K/ $40K-$60K

7%-5.5%

YES

National Property Inspections

1987/1987

ALL

223/0

217/0

216/0

$41K-$54.95K/$34.9K

YES

PIRTEK

1980/1986

ALL

647/0

707/0

772/0

$235.1K-$666.6K/$55K

YES

Rapid Hose

2012/2024

MW,NE, S,W

0/2

0/3

1/3

$152.7K-$239.8K/$50K

YES

Any Lab Test Now

1992/2007

MW,NE, S,W

218/7

227/7

241/7

$60K-$298.4K/ $27.2K-$54.5K

YES

Fastest Labs

2008/2010

ALL*

137/1

216/1

237/1

$130.5K-$199.5K/ $59.5K

YES

WaveMax Laundry

2012/2016

ALL

49/1

55/1

63/1

$356.5K-$1.5M/ $54.95K

YES

Speed Queen

1908/2019

ALL

9/15

13/15

$1.2M-$1.98M/$49.5K

YES

Pop-A-Lock

1991/1994

MW,NE, S,W*

C,I**

456/7

445/7

423/7

$117.6K-$190.6K/ $23K-$63K

YES

FlyLock Security Solutions

1984/2015

ALL

93/1

92/1

94/1

$146.7K-$397.6K/ $75K-$300K

YES

Two Men and a Truck

1985/1989

ALL

C,I

345/3

361/1

384/1

$92.1K-$506.5K/ $30K-$165K

YES

The Junkluggers

2006/2012

MW,NE, S,W

124/4

146/4

148/4

$96K-$359.2K/$50K

YES

College Hunks Hauling Junk & Moving

2003/2007

MW,NE, S,W

201/4

203/4

172/5

$158.1K-$355.5K/ $55K-$75K

YES

REGIONS

MW Midwest, NE Northeast, S South, W West, C Canada, I Other International

RANK

H OME I N S P ECT I ON S

241 256 413 492

Home inspections and residential maintenance inspections Chicago Home inspections and related services Waco, Texas

Home and commercial property inspections and related services Milford, Ohio Home inspections Tampa, Fla.

N OT R AN K E D Home inspections Virginia Beach, Va.

Home inspections Glendora, Calif.

Home and commercial property inspections Omaha, Neb.

H YDR AULI C H OSE SE RVICES

110

Hydraulic and industrial hose maintenance, repair, and replacement Rockledge, Fla.

N OT R AN K E D Onsite hydraulic hose replacement Houston

L AB OR ATORY SE RVI CES

411 498

Direct-to-consumer health, wellness, and DNA lab testing services Atlanta Drug, alcohol, and DNA testing, background screening San Antonio

L AUN DROMATS

485

Laundromats Livermore, Calif.

N OT R AN K E D Laundromats Ripon, Wis.

LOCKS M I T H SE RVI CES

213

Mobile locksmith and security services Lafayette, La.

N OT R AN K E D Locksmith and security services and products Livermore, Calif.

MOVI N G/JU N K-RE M OVAL SERVICES

184 264 383

Moving, storage, and packing services Lansing, Mich. Environmentally concious residential and commercial junk removal Columbia, Md.

Junk removal, moving, and labor services Tampa, Fla.

January-February 2026 / E N T R E P R E N E U R . C O M / 259

RANK

434

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Junk King

2005/2010

MW,NE, S,W

172/5

184/1

191/1

$121.2K-$236K/ $55K-$77K

YES

Accelerated Waste Solutions

2008/2019

MW,NE, S,W

27/5

36/6

32/4

$90.99K-$352K/ $59.9K-$64.9K

YES

Cool-Binz

2017/2023

ALL

0/3

7/3

$734.8K-$1.3M/ $59.9K-$69.9K

YES

Go Mini’s

2002/2012

ALL

96/0

105/0

107/0

$759K-$1.2M/$85K

YES

Gone for Good

2008/2018

ALL

2/2

3/1

4/0

$79.4K-$101K/$40K

YES

JunkCo+

2018/2024

ALL

0/1

0/2

$200.8K-$297.8K/ $55K

4%-8%

YES

Let’s Get Moving

2010/2023

ALL

11/5

29/9

50/11

$111.9K-$244.5K/ $40K-$60K

6.5%

YES

NorthStar Moving Company

1994/2015

ALL

1/3

2/3

3/3

$99.5K-$191K/$50K

7.5%

YES

1-800-Got-Junk?

1989/1998

ALL

C,I

164/11

129/46

124/42

$183.8K-$294K/ $65K-$97.5K

YES

Pink Zebra Moving

2020/2022

MW,NE, S,W*

9/0

18/0

16/0

$131K-$249.4K/$30K

7%-5%

YES

Rubbish Works

2009/2020

MW,NE, S,W

10/0

2/0

3/0

$117.4K-$195K/$65K

YES

Square Cow Moovers

2008/2022

MW,NE, S,W*

1/7

1/8

5/5

$167.3K-$233.5K/ $59.5K

YES

STORsquare

2016/2023

MW,NE, S,W

0/1

1/2

1/4

$166K-$437.9K/$54.9K

7.5%

YES

Two Men and a Junk Truck

2023/2023

MW,NE, S,W

20/0

62/0

68/0

$83.2K-$349.3K/ $30K-$130K

YES

Units Moving and Portable Storage

2004/2005

MW,NE, S,W

C,I**

72/2

72/4

70/5

$732.6K-$1.3M/ $55.5K-$222K

YES

VETS Junk Removal & Dumpster Rentals

2020/2022

ALL

6/1

13/1

15/1

$62.1K-$178.4K/ $39K-$59K

10%

YES

The UPS Store

1980/1980

ALL

5,568/2

5,678/15

5,818/15

$57.1K-$608.98K/ $9.95K-$29.95K

YES

Postal Annex

1985/1986

ALL

C,I

313/0

322/0

326/0

$249.1K-$349.8K/$35K

YES

Pak Mail

1983/1984

ALL

C,I

323/0

308/0

289/0

$249.1K-$349.8K/$35K

YES

PostNet

1985/1993

ALL

C,I

730/0

753/0

768/0

$230.2K-$296.8K/ $39.95K

YES

AIM Mail Centers

1985/1989

ALL

C,I

43/0

42/0

$249.1K-$349.8K/$35K

YES

Junk removal and recycling Waco, Texas

N OT R AN K E D Junk removal and apartment/condo doorstep trash pickup Tampa, Fla.

Climate-controlled mobile storage Ann Arbor, Mich. Portable storage containers Ft. Myers, Fla. Residential and commercial junk removal; thrift stores Mead, Colo. Residential and commercial junk removal, property cleanouts, and light demolition Ann Arbor, Mich. Local residential and commerical moving services Phoenix Moving services Northridge, Calif.

Junk removal Vancouver, British Columbia Local moving services Birmingham, Ala. Eco-friendly junk removal and dumpster rental Charlottesville, Va. Moving services Cedar Park, Texas

Portable storage and moving solutions Marietta, Ga. Commercial/residential junk removal Atlanta

Portable storage and long-distance moving services Daniel Island, S.C.

Junk removal and dumpster rentals Matthews, N.C.

P OSTAL & B US I N ESS CE N T ERS

7 164 257 272

Shipping, packing, package management, mailboxes, printing, faxing, shredding, notary services San Diego Packing, shipping, postal, and business services San Diego Packing, shipping, crating, freight, mailboxes, business services San Diego Packing, shipping, printing, signs, marketing solutions Lakewood, Colo.

N OT R AN K E D Packing, shipping, postal, and business services San Diego

260 / E N T R E P R E N E U R . C O M / January-February 2026

KEY K Thousands ($), M Millions ($), $ U.S. dollars, * Selling multiple units/master licenses only, ** Selling int’l. master licenses only

REGIONS

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

2000/2000

ALL

C,I

46/0

47/0

48/0

$111.6K-$191.1K/$35K

YES

1986/1988

ALL

C,I

22/0

21/0

$249.1K-$349.8K/$35K

YES

1985/1995

ALL

39/0

38/0

36/0

$56.5K-$239.2K/ $25K-$35.9K

YES

2005/2012

MW,NE, S,W

C,I

390/12

425/12

456/13

$47.3K-$227.5K/ $19K-$25K

1983/1987

ALL

C,I**

1,107/44

1,081/44

1,047/11

$183.6K-$336.5K/$35K

1973/1975

ALL

C,I

9,111/0

8,833/0

8,588/0

$45K-$245.5K/ $17.5K-$35K

VARIES

YES

2014/2014

ALL

594/0

606/0

599/0

$16.8K-$221.6K/ $5K-$10K

$200-$210/ MO.

YES

2012/2018

ALL

105/0

106/0

91/0

$31.1K-$159.5K/$25K

YES

2024/2025

ALL

0/0

3/1

$44.2K-$162.4K/ $30K-$45K

YES

2013/2018

ALL

37/7

44/7

45/8

$58.5K-$206.5K/$20K

$150/TRANSACTION SIDE

1969/2000

ALL

364/103

364/78

346/77

$77.3K-$359.8K/$25K

2005/2022

MW,NE, S,W

55/1

94/1

141/9

$59.5K-$257.8K/$34.5K

$6K+/YR.

YES

1996/1996

ALL

1,124/5

1,022/20

959/22

$107.5K-$477.3K/ $42.5K-$85K

VARIES

YES

MW Midwest, NE Northeast, S South, W West, C Canada, I Other International

Navis Pack & Ship Packing, crating, and shipping of fragile, large, awkward, and valuable items San Diego

Parcel Plus Packing, shipping, postal, and business services San Diego

Postal Connections & iSold It Postal, business, and internet services Frisco, Texas

RANK

R E AL ESTATE

163 175 180 423

Realty One Group Real estate Las Vegas

Keller Williams Realty Real estate Austin, Texas

RE/MAX Real estate Denver

NextHome Real estate Pleasanton, Calif.

N OT R AN K ED 1st Class Real Estate Real estate Sarasota, Fla.

FranReal Commercial real estate services Phoenix

Iron Valley Real Estate Real estate Hershey, Pa.

Weichert Real estate Morris Plains, N.J.

R E AL ESTATE I N VEST I NG

218

Red Barn Homebuyers Real estate investing Woodstock, Ga.

HomeVestors of America

329

Property buying, renovating, and selling Dallas

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January-February 2026 2025 / E N T R E P R E N E U R . C O M / 261

Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Founding Fathers Affordable Housing

2006/2023

MW,NE, S,W

0/1

$77.4K-$500K/$35K

$500-$2.5K/ HOME

YES

New Again Houses

2009/2018

ALL

40/1

48/1

53/1

$127K-$208K/$45K

2.25%

YES

N OT R AN K E D Buying and selling of manufactured homes in mobile home communities Colorado Springs, Colo.

RANK

Home purchasing, remodeling, and selling Bristol, Tenn.

S E N I OR R E LOCAT I ON / T RAN SITION SERVICES

221

Caring Transitions

2006/2006

ALL

278/0

344/0

405/0

$70.8K-$117.2K/$53.9K

YES

Family Nest

2024/2025

ALL

0/0

0/1

33/1

$55K-$118.6K/$34.5K

YES

Golden Years Relocation

2019/2022

ALL*

0/1

$134.6K-$388.7K/ $45K

YES

Signal

2003/2008

ALL

C,I

1,084/0

1,465/0

1,647/0

$157.7K-$5.2M/ $150K-$5M

YES

Generator Supercenter

2005/2017

ALL

50/4

62/6

66/9

$474.95K-$868.3K/$50K

4%-6%

YES

Send Me a Pro

2007/2019

ALL

C,I

66/0

112/0

160/0

$49.1K-$94.8K/$34.99K

YES

Temporary Wall Systems

2017/2021

MW,NE, S,W

C**

75/0

250/0

324/0

$154.4K-$366.4K/ $59.9K-$69.9K

YES

Shrunk 3D

2019/2021

ALL

C,I**

15/0

48/0

55/0

$187.5K-$267.2K/$49.9K

YES

Clothes Bin

2014/2015

MW,NE, S,W

35/5

60/5

86/4

$161.9K-$216.98K/ $49.5K

$6/BIN/WK.

YES

Fitness Machine Technicians (FMT)

2002/2012

MW,NE, S,W

115/1

119/2

136/1

$65.95K-$127.99K/ $25K-$45K

5%-6%

YES

AR Homes

1990/1991

MW,NE, S,W

43/0

42/0

37/0

$535K-$2.2M/$65K

3.5%-4.25%

YES

As You Wish Lifestyle

2010/2022

ALL

C,I

0/1

2/1

3/0

$73.2K-$89.4K/$60K

YES

Auto Appraisal Network

1989/2007

ALL

21/3

22/3

24/3

$16.7K-$44.3K/ $12K-$20K

$110/ APPRAISAL

YES

BGM Science of Beauty University

2021/2025

ALL

C,I

0/1

$94.7K-$120.3K/$40K

YES

Blue Moon Estate Sales

2009/2013

MW,NE, S,W

92/0

100/0

127/0

$57K-$113.3K/ $24.5K-$57K

5.5%/8%

YES

Bud's Place

2019/2019

MW,NE, S,W

0/0

$576K-$1.2M/$75K

YES

Card My Yard

2014/2017

ALL

530/2

531/2

519/2

$10.4K-$18.6K/$8.5K

25%

YES

Class 101

1998/2007

ALL

55/1

61/1

81/0

$75.3K-$130.2K/$39.9K

YES

Complete Weddings & Events

1974/1983

ALL

69/1

75/1

82/1

$35.8K-$81.9K/ $15K-$50K

13%-8%

YES

Senior transition and relocation, online auctions, and estate liquidation management Cincinnati

N OT R AN K E D Senior relocation services Woodstock, Ga. Moving solutions, asset liquidation, and real estate services for seniors Omaha, Neb.

MI S C E LL AN EOUS SE RVI CES

52 322 417 438 444 456 470

Private security guard and patrol services Omaha, Neb. Standby generator sales, installation, and service Tomball, Texas Home services Miami

Rental, installation, and service of modular containment systems Huntersville, N.C. Mobile 3D scanning and printing studios Charleston, S.C. Clothing, shoe, and textile recycling bins Davie, Fla.

Exercise equipment maintenance and repairs Charlotte, N.C.

N OT R AN K E D Luxury home building St. Petersburg, Fla.

On-demand personal assistant and event planning services Denver Vehicle appraisals Laguna Niguel, Calif.

Beauty schools Garland, Texas Estate sales Troy, Mich.

Social cannabis consumption lounges West Bloomfield, Mich. Special-occasion yard sign rentals Springville, Utah College planning services Bedford, Texas Event photography, DJ, video, photo-booth, and coordination services Omaha, Neb.

262 / E N T R E P R E N E U R . C O M / January-February 2026

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Year Began/ Franchising Since

Available U.S. Regions

Seeking Int’l?

2023 Number of Franchises/ CompanyOwned

2024 Number of Franchises/ CompanyOwned

2025 Startup Costs/ Number of Franchise Fee Franchises/ CompanyOwned

Royalty Fee

Financing Available?

HomeBased/ Mobile Opportunity

Kiosk/ Express Unit Available?

Cortz

1997/2004

MW,NE, S,W

0/1

1/1

6/1

$103.1K-$202.8K/$50K

6%-4%

YES

GoliathTech

2004/2013

MW,NE, S,W

C,I

150/0

163/0

162/0

$100K-$244K/$49.5K

YES

Grasons Estate Sales & Business Liquidations

2011/2014

ALL

35/0

58/0

69/0

$71.6K-$118.8K/$49.9K

6.5%

YES

Green Food Solutions

2016/2024

MW,NE, S,W

0/1

0/5

$90.9K-$253.2K/$45K

YES

Inner Image

2015/2025

ALL

C,I

0/6

$68.8K-$105K/$40K

YES

Kindle Trucking School

2021/2025

ALL

C,I

0/1

$218.5K-$393K/$45K

10%

YES

NEST Protection Plan

2010/2022

ALL

C,I

3/1

4/1

5/1

$73.2K-$93.7K/$50K

YES

Smash My Trash

2016/2018

ALL

501/23

496/23

504/16

$372.1K-$492.2K/ $49.5K

YES

SnapHouss

2020/2021

ALL

C,I

33/1

54/1

80/0

$31.3K-$129.7K/ $9.9K-$99K

YES

SoCal Candle Rentals

2022/2025

MW,NE, S,W

0/1

$65.5K-$136.1K/ $32K-$42K

YES

Spoiled Rotten Photography

2003/2012

MW,NE, S,W

18/2

21/4

37/1

$52.7K-$64.4K/$39K

YES

360 Tour Designs

2009/2019

ALL

15/4

12/4

10/5

$66.1K-$77.4K/$34.5K

YES

TSS Photography

1983/1984

ALL*

153/0

156/0

153/0

$21.4K-$81.7K/$8.5K

YES

Up in the Air Balloons

2020/2025

MW,NE, S,W*

0/1

$79.9K-$181.6K/$45K

YES

Techy

2012/2014

ALL

C,I**

68/10

102/7

164/3

$112.5K-$399.5K/$15K

YES

PayMore

2010/2012

ALL*

C,I**

18/1

41/1

98/1

$131.8K-$256.5K/$35K

5%+

CPR Cell Phone Repair

2004/2007

ALL

428/1

435/1

434/1

$104.8K-$310.4K/$19.9K

5.8%

YES

Tech Hospital

2018/2024

MW,NE, S,W

0/2

0/5

$169.3K-$322.2K/$35K

YES

274

TeamLogic IT

2004/2005

ALL

C,I**

269/0

293/0

318/0

$109.5K-$144.7K/ $49.5K

YES

488

CMIT Solutions

1994/1998

ALL

251/3

266/6

294/7

$106.5K-$159.5K/ $49.95K-$60.5K

YES

Pickleball, tennis, and basketball court construction, resurfacing, and repair Auburn, Calif. Foundation systems for the construction industry Magog, Quebec

Estate sales, business liquidations, online auctions Scottsdale, Ariz. Vertical farm equipment, supplies, seedlings, and workshops Jersey City, N.J. Transitional and sober living facilities Long Beach, Calif. Truck driver and CDL training schools Houston Annual mold-free home service plans Simpsonville, S.C. Mobile waste-compaction services Carmel, Ind. Real estate photography, videography, 3D virtual tours, aerial/ drone photos/videos Las Vegas Candle rentals for weddings and events Wildomar, Calif. On-site preschool and school photography Huntsville, Ala.

Real estate and commercial photography, videography, aerial drone services, 3D virtual tours Camp Hill, Pa. Youth sports, school, and event photography Oklahoma City Balloon decor, design, and fulfilment Philadelphia

Tech Businesses RANK

E L ECT RON I CS RE PAI RS/ SAL ES

312 468

Selling, buying, trading, and repair of consumer electronics Ft. Lauderdale, Fla. Electronics buying, selling, and trading Cary, N.C.

N OT R AN K E D Electronics repairs and sales Independence, Ohio Sales and repairs of phones, tablets, and computers Ponte Vedra Beach, Fla.

I T S E RVI CES IT managed services for businesses Mission Viejo, Calif. Outsourced IT services Austin, Texas

264 / E N T R E P R E N E U R . C O M / January-February 2026

INDEX

AAMCO Transmissions and Total Car Care.......................................................... 164 A&W Restaurants................................................... 195 ABC Seamless............................................................. 221 Abra Auto Body & Glass ................................... 164 Abrakadoodle ............................................................... 174 Acai Express Superfood Bowls.............. 186 Accelerated Waste Solutions................. 260 Access Garage Doors....................................... 228 Ace Handyman Services............................... 228 Ace Hardware............................................................. 256 Ace Pickleball Club ................................................ 254 ACFN ....................................................................................... 182 Acti-Kare .......................................................................... 245 AdvantaClean ............................................................ 236 AIM Mail Centers...................................................... 260 Aire Serv ............................................................................ 230 AlignLife Chiropractic & Natural Health Centers ...................................................... 210 All American Pet Resorts .............................. 248 All County Property Management....... 170 All Dry Services ......................................................... 236 Allegra Marketing Print Mail......................... 170 Alloy Personal Training....................................... 211 Aloft Hotels .................................................................... 222 Aloha Poke Co.............................................................. 186 AlphaGraphics ............................................................. 170 Alpha Sports Performance Medicine ........................................................................ 214 Alsies ...................................................................................... 194 The Alternative Board (TAB)...................... 168 Altitude Trampoline Park ............................... 252 Always Best Care Senior Services.... 245 Amada Senior Care .............................................. 244 Amazing Athletes..................................................... 177 Amazing Lash Studio ......................................... 246 American Family Care........................................ 214 American Poolplayers Association............................................................... 254 AmeriCare ....................................................................... 245 AmericInn by Wyndham................................. 222 AmSpirit Business Connections ............ 170 Anago Cleaning Systems ............................. 226 Anderson Longevity Clinic ........................... 213 Angelina Italian Bakery..................................... 190 Angie’s Mobile Pet Styling ............................ 250 Angry Chickz .................................................................. 191 Angry Crab Shack ................................................... 185 Another Broken Egg Cafe.............................. 184 Any Lab Test Now................................................... 259

Anytime Fitness........................................................ 210 Apex Leadership Co............................................... 178 ApexNetwork Physical Therapy ........... 213 A Place At Home ....................................................... 245 Applebee’s Neighborhood Grill & Bar ....................................................................... 185 Apricot Lane Boutique...................................... 256 Aqua-Tots Swim Schools................................ 178 Arby’s .................................................................................... 202 Archadeck Outdoor Living............................ 219 AR Homes ........................................................................ 262 ARock Beauty and Wellness..................... 242 Aroma Joe’s .................................................................... 192 Arubah Emotional Health Services .................................................... 213 ASP-America’s Swimming Pool Company........................................................ 234 Assisted Living Locators............................... 245 Assisting Hands Home Care ..................... 245 As You Wish Lifestyle ........................................ 262 ATAX ........................................................................................ 182 ATC Healthcare Services ............................... 172 Atomic Wings ................................................................ 191 Atwell Suites ................................................................ 224 AtWork Group ............................................................... 172 Augusta Lawn Care Services.................. 230 Auntie Anne’s ............................................................... 188 Aussie Pet Mobile ................................................... 250 Auto Appraisal Network................................. 262 Avendelle Assisted Living............................. 245 avid hotels....................................................................... 224 Aww Shucks................................................................. 206

Bach to Rock .................................................................. 176 The Back Nine Golf ................................................ 253 Bad Ass Coffee of Hawaii............................... 192 The Bagel Nook .......................................................... 188 Bambu.................................................................................. 206 Bango.................................................................................... 206 Bar-B-Clean................................................................... 239 Barberitos ........................................................................ 198 Bare Fruit Acai Bar.................................................. 186 The Bar Method ......................................................... 212 Barrel House.................................................................. 184 Barre3 ................................................................................... 212 Barrio Burrito Bar ..................................................... 198 Barry Bagels .................................................................. 190 Barx Parx........................................................................... 252 Baskin-Robbins ......................................................... 194 Bath Tune-Up ............................................................... 216

266 / E N T R E P R E N E U R . C O M / January-February 2026

Batteries Plus.............................................................. 256 Baya Bar.............................................................................. 186 Baymont by Wyndham .................................... 222 B.C. Pizza ........................................................................... 200 Beans & Brews Coffee House.................. 192 Beauty Bungalows ............................................... 242 Beef-a-Roo...................................................................... 196 Beef Jerky Experience ..................................... 208 Beef ‘O’ Brady’s Family Sports Pub .................................................................. 185 beem Light Sauna .................................................. 242 Beheld Beauty Collective ............................. 248 Bellezza Studios ...................................................... 242 Ben & Jerry’s .................................................................. 194 Benjamin Franklin Plumbing....................... 233 Benny’s Pizza............................................................... 200 Best Brains Learning Centers .................. 180 Best Option Restoration ................................ 236 Between Rounds Bakery Sandwich Cafe ................................ 190 bex+Co................................................................................ 242 Beyond Juicery + Eatery................................ 204 BGM Science of Beauty University... 262 The Big Biscuit ............................................................. 184 Big Blue Swim School........................................... 178 Big Frog Custom T-Shirts & More ........ 258 Biggby Coffee .............................................................. 192 Big O Tires ......................................................................... 166 Big Pie in the Sky Pizzeria.............................. 200 Bin There Dump That.......................................... 258 Bio-One............................................................................... 225 Birdcall................................................................................... 191 Black Bear Diner ........................................................ 185 Black Optix Tint........................................................... 166 Blank Mason Candle Bar ................................ 252 Blaze Pizza...................................................................... 200 Blingle!................................................................................... 218 Blo Blow Dry Bar ....................................................... 240 Bloomin’ Blinds ............................................................ 221 bluefrog Plumbing + Drain............................ 233 Blue Kangaroo Packoutz............................... 235 Blue Moon Estate Sales.................................. 262 BNI.............................................................................................. 170 Boba Nation................................................................... 206 Bodybar Pilates.......................................................... 212 Body Fit Training......................................................... 211 BodyRok ............................................................................. 212 Body20.................................................................................. 211 BodyWorkz ..................................................................... 210 Bojangles............................................................................ 191 Bonchon Korean Fried Chicken............... 191 Boost Home Healthcare ................................ 245 BooXkeeping................................................................. 180 Border Magic................................................................. 221 Boston’s Pizza Restaurant & Sports Bar.................................................................... 184 Bouquet Box Flower Bar................................. 254 Bowie Barker................................................................ 250 BPR Method Chiropractic.............................. 210 Brass Tap........................................................................... 185 Bread & Vine ................................................................. 206 BreadHaus....................................................................... 190 Breadsmith ..................................................................... 190 Break Coffee Co. ...................................................... 208

Bricks & Minifigs......................................................... 178 BrightStar Care......................................................... 244 Brightway Insurance .......................................... 182 Brilliant Massage & Skin ................................. 240 British Swim School............................................... 178 Broad Zero ....................................................................... 214 Broken Yolk Cafe ...................................................... 184 Brooklyn Robot Foundry .................................. 176 The Brothers that just do Gutters ...... 238 Bruster’s Real Ice Cream ................................ 194 B12 RX & More.............................................................. 213 Bubbakoo’s Burritos............................................. 198 Buddy’s Home Furnishings ......................... 256 Budget Blinds ............................................................... 221 Bud’s Place ..................................................................... 262 Buffalo’s Cafe............................................................... 185 Buffalo Wild Wings................................................. 184 Buff City Soap ............................................................. 256 Building Kidz School............................................... 174 Buildingstars................................................................ 226 Bumble Bee Blinds .................................................. 221 Bumble Roofing......................................................... 220 The Bunny Hive ........................................................... 176 Buona.................................................................................... 202 Burganic Hub ................................................................ 196 BurgerFi............................................................................... 196 Burger King...................................................................... 195 Burn Boot Camp ......................................................... 211 Burrito Shak ................................................................... 198

Cabinet IQ.......................................................................... 216 Camp Bow Wow....................................................... 248 The Camp Transformation Center....... 211 Candlewood Suites ............................................. 222 Canopy by Hilton ..................................................... 224 Canopy Lawn Care ............................................... 232 Capriotti’s Sandwich Shop .......................... 201 Captain D’s...................................................................... 202 Card My Yard................................................................ 262 Car Doctor Plus .......................................................... 164 CarePatrol....................................................................... 245 Care with Love ........................................................... 245 Caring Senior Service ....................................... 245 Caring Transitions ................................................. 262 Carl’s Jr.................................................................................. 195 Carstar ................................................................................. 164 Carvel..................................................................................... 194 CC’s Coffee House ................................................. 192 CD One Price Cleaners ..................................... 258 Celebree School ........................................................ 174 Central Bark .................................................................. 248 Cereset............................................................................... 248 CertaPro Painters................................................... 219 Challenge Island......................................................... 176 Charleys Cheesesteaks & Wings........ 201 Cheba Hut Toasted Subs................................ 201 Checkers and Rally’s ........................................... 196 Chef It Up!/Chef It Up 2 Go!............................ 176 Chefs For Seniors .................................................. 245 Chem-Dry Carpet & Upholstery Cleaning ........................................................................ 225 Chester’s ............................................................................ 191 Chicha San Chen..................................................... 206

Chicken Salad Chick.............................................. 191 Children’s Art Classes......................................... 174 Children’s Lighthouse Early Learning School..................................................... 174 Chill-N Nitrogen Ice Cream........................... 194 Christian Brothers Automotive.............. 164 Chronic Tacos.............................................................. 198 Church’s Texas Chicken ................................... 191 Churromania ................................................................ 206 Cicis Pizza......................................................................... 184 Cinnabon ........................................................................... 188 Circle K................................................................................. 256 City Brew Tours/Flavor Walks................. 253 City Publications ...................................................... 168 City Wide Facility Solutions ....................... 226 Class 101............................................................................ 262 Clean Eatz ....................................................................... 206 Cleanest Restaurant Group ...................... 226 The Cleaning Authority ................................... 234 Clean Juice...................................................................... 204 Clean Your Dirty Face ........................................ 246 Clear Pest Pros.......................................................... 232 Clintar Commercial Outdoor Services........................................................................ 232 Closet & Storage Concepts/ More Space Place .............................................. 218 Closet Factory ............................................................ 218 Closets By Design................................................... 218 Clothes Bin...................................................................... 262 Clothes Mentor ......................................................... 256 Clozetivity ........................................................................ 218 Club Pilates...................................................................... 212 Club SciKidz ..................................................................... 176 Clusters Handcrafted Popcorn ............ 208 ClusterTruck ................................................................. 206 CMIT Solutions........................................................... 264 Code Ninjas...................................................................... 176 Coffee News ................................................................. 168 Cold Stone Creamery ......................................... 194 College Hunks Hauling Junk & Moving ........................................................ 259 Color Glo............................................................................. 232 Color Me Mine.............................................................. 252 Comet Cleaners ....................................................... 258 ComForCare ................................................................. 244 Comfort Keepers .................................................... 244 Compassionate Connections Home Care ................................................................. 245 Complete Weddings & Events ................ 262 Conserva Irrigation .............................................. 238 Content Recovery Specialists ............... 236 Cookie Cutters Haircuts for Kids......... 240 Cookie Plug...................................................................... 188 Cool-Binz .......................................................................... 260 Cooper’s Scoopers............................................... 233 Cordova ............................................................................... 172 Cornwell Quality Tools ...................................... 256 Cortz ...................................................................................... 264 Corvus Janitorial Systems .......................... 226 Cossette Wallpaper ............................................. 221 Cousins Maine Lobster.................................... 202 Cousins Subs................................................................ 201 The Coven ......................................................................... 170 Coverall............................................................................... 226 CPR Cell Phone Repair....................................... 264

Craft Loft .......................................................................... 253 Crafty Cruiser by AR Workshop............ 253 Crave Hot Dogs and BBQ ................................ 196 Crayola Imagine Arts Academy .............. 174 Creatif .................................................................................. 253 Creative Colors International .................. 232 Creative World School ....................................... 174 Crepe Delicious ......................................................... 206 Crestcom ........................................................................... 172 Crispy Cones................................................................. 194 Crowne Plaza Hotels & Resorts............ 224 CR3 American Exteriors................................. 220 Cruise Planners ........................................................ 254 Crunch.................................................................................. 210 Crust Pizza Co. ........................................................... 200 Ctrl V....................................................................................... 254 Culver’s ................................................................................ 195 Cupbop................................................................................. 186 Curio Collection by Hilton.............................. 222 Currito .................................................................................. 206 Curry House CoCo Ichibanya.................... 185 Curry Up Now ............................................................... 186 CycleBar.............................................................................. 211

Daddy’s Smoke Shop ......................................... 258 Dairy Queen.................................................................... 195 Dale Carnegie................................................................ 172 Dave’s Hot Chicken ................................................ 191 Days Inn by Wyndham...................................... 224 D-BAT Academies.................................................... 177 dClutterfly........................................................................ 221 DDH Home Organizing & Move Management ........................................................... 221 Decorating Den Interiors................................ 221 The Decor Group/Christmas Décor .. 218 Deer Solution............................................................... 233 Deka Lash ........................................................................ 248 Del Taco............................................................................... 197 Denny’s................................................................................ 185 Desert Donuts............................................................. 188 The Designery ............................................................. 216 Destination Athlete ............................................. 253 Digna Insurance........................................................ 182 Dill Dinkers....................................................................... 254 Dippidy Donuts ........................................................... 188 Disaster Blaster........................................................ 236 Discover Strength................................................... 211 Discovery Map............................................................ 168 District Taco................................................................... 198 DivaDance ...................................................................... 254 Dog Haus............................................................................ 196 Dogtopia............................................................................ 248 Dog Unleashed.......................................................... 250 Dolce by Wyndham .............................................. 224 Donatos Pizza............................................................. 200 Doner Haus ..................................................................... 197 Doner Shack .................................................................. 197 D1 Training ......................................................................... 211 DonutNV............................................................................. 188 DoodyCalls ..................................................................... 233 Dope CFO Certified Advisor ........................ 182 DoubleDave’s Pizzaworks ............................ 184 DoubleTree by Hilton........................................... 222 Doughnuttery.............................................................. 188

D.P. Dough ........................................................................ 206 DPF Alternatives ...................................................... 166 DPF Source ..................................................................... 166 Drama Kids ....................................................................... 176 DreamMaker Bath & Kitchen..................... 216 Dream Vacations.................................................... 254 DroneTogether ............................................................ 176 Drybar .................................................................................. 240 Dryer Vent Squad ................................................... 228 Dryer Vent Superheroes................................ 228 Dryer Vent Wizard ................................................. 228 DryerVentz - DuctVentz - WindowZ 228 DRYmedic Restoration Services ......... 235 Duck Donuts.................................................................. 188 Ducklings Early Learning Center............ 174 Ductz ..................................................................................... 230 Dumpster Dudez...................................................... 258 DumpStor......................................................................... 258 Dunkin’ .................................................................................. 192 Dunn Brothers Coffee........................................ 192

EarthWise Pet ............................................................ 252 East Coast Wings + Grill................................... 185 ECHO Suites Extended Stay by Wyndham ........................................................... 224 EcoGreen Lawn Care ......................................... 232 EcoKleen........................................................................... 228 EggBred ............................................................................. 202 Eggs Up Grill.................................................................... 184 Eiffel Waffle .................................................................... 194 810 Entertainment................................................ 254 Element by Westin................................................ 222 Elements Massage .............................................. 240 Elevation Burger ....................................................... 196 Elite Window Cleaning...................................... 238 Ellianos Coffee............................................................ 192 Ellie Mental Health.................................................. 213 El Pollo Loco..................................................................... 191 Embassy Suites by Hilton............................. 222 The Entrepreneur’s Source......................... 168 Enviro-Master Services................................. 226 ERA Group......................................................................... 168 Escapology .................................................................... 253 Essential Speech and ABA Therapy. 210 Estrella Insurance .................................................. 182 European Wax Center....................................... 246 Even Hotels.................................................................... 224 Everbowl ............................................................................ 186 EverLine Coatings and Services.......... 232 Executive Home Care........................................ 245 Executive Image Building Services .. 226 The Exercise Coach............................................... 211 Exit Factor ........................................................................ 168 Expedia Cruises........................................................ 254 Express Employment Professionals.. 171 Eye Level Learning Centers ........................ 180

Facial Mania Med Spa........................................ 242 Fairfield by Marriott ............................................. 222 Family Nest .................................................................... 262 Famous Toastery..................................................... 184 Fantastic Sams Cut & Color....................... 240 Farmer Boys .................................................................. 195

Fastest Labs................................................................. 259 FastSigns............................................................................ 171 Fatburger .......................................................................... 196 Fetch! Pet Care ......................................................... 250 F45 Training..................................................................... 211 Fibrenew........................................................................... 232 Fiesta Auto Insurance....................................... 182 Figaro’s Pizza............................................................... 200 FiiZ Drinks ........................................................................ 206 Filta Environmental Kitchen Solutions ...................................................................... 226 Firehouse Subs.......................................................... 201 First Choice Business Brokers ................ 168 1st Class Real Estate........................................... 261 FirstLight Home Care......................................... 244 First Strike Pest Elimination....................... 233 Fish & Things Poke Bar...................................... 186 Fish Window Cleaning ...................................... 236 Fit4Mom............................................................................... 211 Fitness Machine Technicians (FMT) ........................................... 262 Fitness Together....................................................... 211 Five Iron Golf................................................................. 253 Five Star Bath Solutions ................................. 215 Five Star Painting .................................................... 219 Fix Auto USA .................................................................. 164 Floor Coverings International................... 215 Floyd’s 99 Barbershop ..................................... 240 Fly Dance Fitness..................................................... 211 The Flying Biscuit Café ..................................... 184 FlyLock Security Solutions......................... 259 Footprints Floors ..................................................... 221 Fork and Greens....................................................... 206 Fortune Personnel Consultants (FPC).............................................. 172 Fosters Freeze ........................................................... 194 Founding Fathers Affordable Housing.......................................................................... 262 4Ever Young.................................................................. 242 Fox’s Pizza Den.......................................................... 200 Foxy Box Laser + Wax Bars......................... 246 FranNet................................................................................ 168 FranReal ............................................................................. 261 Freckled Frog Dance Studio........................ 177 Freddy’s Frozen Custard & Steakburgers .......................................................... 195 Freedom Boat Club ............................................... 254 FreeForm Chiropractic ..................................... 210 Freeway Insurance............................................... 182 French Florist .............................................................. 258 Fresca Palapa............................................................. 204 Fresh Coat Painters............................................. 220 Fresh Monkee............................................................. 206 Friendly’s............................................................................ 185 Frios Gourmet Pops .............................................. 195 FRSTeam........................................................................... 236 Frutta Bowls.................................................................. 186 Frylicious .......................................................................... 206 FS8 ............................................................................................. 211 Fully Promoted........................................................... 258 FunBox................................................................................. 252 Fundraising University....................................... 178 Fun Fieldz ......................................................................... 254 Fun 4 US Kids................................................................. 168 Furry Land Mobile Grooming ..................... 250

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Fuse Service ................................................................ 230 Fuzzy’s Taco Shop.................................................. 198 Fyzical Therapy & Balance Centers .... 213

Gameday Men’s Health .................................... 213 GarageExperts........................................................... 218 Garage Living................................................................ 219 Garbanzo Mediterranean Fresh............. 197 Gatsby Glass ................................................................. 215 Generator Supercenter.................................. 262 Get A Grip Resurfacing...................................... 216 Get Up And Go Kayaking................................. 253 G-Force Parking Lot Striping .................... 232 Gideon Math & Reading.................................... 180 Gigglewaters ................................................................ 185 Ginger & Maude Hair Salons ...................... 240 Glass Doctor.................................................................. 215 The Glass Guru............................................................ 215 Global Art ............................................................................ 174 Glo Tanning..................................................................... 246 Glo30 ..................................................................................... 246 Glow Sauna Studios............................................. 242 The Goddard School ............................................. 174 goGlow ................................................................................ 246 Golden Chick................................................................... 191 Golden Corral................................................................ 185 GoldenTrust Insurance ..................................... 182 Golden Years Relocation ............................... 262 Goldfish Swim School ......................................... 178 Gold’s Gym........................................................................ 210 GoliathTech.................................................................... 264 Go Mini’s ............................................................................. 260 Gone for Good............................................................. 260 Gong cha........................................................................... 204 Goodcents...................................................................... 202 The Good Feet Store............................................ 214 Goodness Bowls....................................................... 186 The Good Pour............................................................ 208 Goosehead Insurance....................................... 182 Gorilla Property Services.............................. 239 Gotcha Covered........................................................ 221 Grain & Berry ................................................................. 186 GrandStay Hotels................................................... 224 Grand Welcome.......................................................... 170 Granite Garage Floors........................................ 221 Grasons Estate Sales & Business Liquidations .............................................................. 264 GrassRoots Turf....................................................... 232 The Gravity Vault....................................................... 211 Graze Craze................................................................... 208 Grease Monkey.......................................................... 164 Great American Cookies................................. 188 Great Clips....................................................................... 239 GreatFlorida Insurance .................................... 182 The Great Greek Mediterranean Grill 197 Green + The Grain................................................... 206 Green Emblem Services.................................. 166 Green Food Solutions........................................ 264 Green Home Solutions ..................................... 230 GreenLight Mobility............................................... 213 Green Shine.................................................................... 164 Griswold............................................................................. 244 Groovy Hues................................................................. 220

Groucho’s Deli............................................................. 202 The Grounds Guys ................................................. 230 The Grout Doctor .................................................... 239 The Grout Medic....................................................... 239 The Groutsmith......................................................... 239 The Growth Coach................................................. 168 Grumpy’s Restaurant ......................................... 184 GW Gyro & Wings..................................................... 197 GYMGUYZ .......................................................................... 211 Gyu-Kaku Japanese BBQ Restaurant ................................................................. 185

Habit Burger & Grill ................................................. 195 HaloHeat Sauna Studios ............................... 244 Hammer & Nails ........................................................ 239 Hampton by Hilton................................................. 222 Hamza & Madina Halal Food....................... 197 Hand & Stone Massage and Facial Spa.................................................................... 240 Handel’s Homemade Ice Cream ............ 194 H&H Bagels..................................................................... 190 H&R Block ......................................................................... 182 Hands on Duty............................................................ 228 Handyman Connection................................... 230 The Handyman Group ....................................... 230 Hangry Joe’s Hot Chicken & Wings..... 192 Happy Cat Hotel & Spa ..................................... 250 Happy Joe’s Pizza & Ice Cream............... 200 Happy Windshield................................................... 166 Hardee’s.............................................................................. 195 HardTop Hotel.............................................................. 166 Harlem Shake............................................................... 196 Haven...................................................................................... 174 Hawaiian Bros Island Grill............................... 196 Hawthorn Extended Stay by Wyndham.................................................................... 224 HealthSource Chiropractic......................... 210 Heart to Home Meals ......................................... 208 Heating + Air Paramedics............................. 230 Heaven’s Best Carpet & Upholstery Cleaning ........................................................................ 225 Heights Wellness Retreats ........................ 240 Hello Sugar ..................................................................... 246 Heroes Lawn Care................................................. 232 Hike Doggie .................................................................... 250 Hilton Garden Inn..................................................... 222 Hilton Hotels and Resorts ............................ 222 Hole in the Wall Drywall Repair ............... 228 Holiday Inn....................................................................... 224 Holiday Inn Express.............................................. 222 HomeFit................................................................................ 211 Home Helpers Home Care............................ 245 Home Instead.............................................................. 244 HomeSmiles.................................................................. 239 HomeTeam Inspection Service ............. 259 HomeTowne Studios .......................................... 224 Home2 Suites by Hilton................................... 222 HomeVestors of America .............................. 261 Homewatch CareGivers ................................ 244 HomeWell Care Services .............................. 244 Homewood Suites by Hilton ...................... 222 Honest Abe Roofing ............................................ 220 Honest1 Auto Care................................................. 164

268 / E N T R E P R E N E U R . C O M / January-February 2026

The Honey Baked Ham Co............................ 208 Hoodz.................................................................................... 226 Hoppin’.................................................................................. 184 Hot Dog on a Stick................................................... 196 Hotel Indigo.................................................................... 224 Hot Head Burritos.................................................... 198 Hotworx .............................................................................. 210 Hounds Town USA................................................. 248 House Doctors........................................................... 230 HouseMaster Home Inspections........ 259 Houston TX Hot Chicken................................. 192 Howard Johnson by Wyndham ............. 224 HRBoost.............................................................................. 168 HTeaO ................................................................................... 206 Huddle House............................................................... 185 Hudson Valley Swim.............................................. 178 The Human Bean...................................................... 192 Hungry Howie’s.......................................................... 198 Huntington Learning Center...................... 180 Hurricane Grill & Wings ..................................... 192 Hurts Donut Company ...................................... 188 Hydrate IV Bar.............................................................. 213 Hyper Kidz........................................................................ 252

Ideal Siding ...................................................................... 221 Idolize Brows and Beauty ............................. 248 iFoam...................................................................................... 215 i4 Search Group.......................................................... 172 IHOP.......................................................................................... 182 Image One USA.......................................................... 226 Image Studios............................................................. 242 Image360 ........................................................................... 171 Inclyousion Sports.................................................. 177 iniBurger ............................................................................. 196 i9 Sports .............................................................................. 177 Inner Image .................................................................... 264 The Inspection Boys ........................................... 259 Instant Imprints........................................................ 258 Intelligent Office ....................................................... 170 InterContinental Hotels & Resorts ... 224 Interim HealthCare............................................... 245 InXpress .............................................................................. 172 Iron Valley Real Estate....................................... 261 ISI Elite Training ........................................................... 211 iSmash................................................................................. 254 IV Nutrition....................................................................... 213 Ivybrook Academy.................................................. 174 Ivy Kids Early Learning Center .................. 174

Jack in the Box ............................................................. 195 Jamba ................................................................................... 204 Jan-Pro Cleaning & Disinfecting........... 226 Jantize America........................................................ 226 Jayasri Sweets........................................................... 186 Jay Berry Signs ............................................................. 171 Jazzercise ......................................................................... 211 JDI Cleaning Services ........................................ 226 Jeff’s Bagel Run.......................................................... 190 JEI Learning Center ............................................... 180 Jeremiah’s Italian Ice ........................................... 194 Jersey Mike’s Subs................................................. 201 Jet-Black/Yellow Dawg Striping ........... 232

JetSet Pilates ............................................................... 212 Jiffy Lube............................................................................ 164 Jimmy John’s................................................................. 202 Jinya Ramen Bar........................................................ 186 Johnny Rockets......................................................... 185 The Joint Chiropractic........................................ 210 Jomsom Staffing....................................................... 172 Juan Valdez Colombian Coffee................ 192 Juice It Up!........................................................................ 204 Junbi ....................................................................................... 206 JunkCo+............................................................................. 260 Junk King ........................................................................... 260 The Junkluggers....................................................... 259

Kaminskiy Care and Repair ......................... 230 Kampgrounds of America (KOA).......... 224 Keke’s Breakfast Cafe....................................... 184 Keller Williams Realty.......................................... 261 Keyrenter Property Management ........ 171 KFC............................................................................................ 190 Kidcreate Studio........................................................ 176 Kiddie Academy.......................................................... 174 Kidokinetics .................................................................... 177 KidStrong ........................................................................... 177 Kid to Kid .............................................................................. 178 Kilwins.................................................................................. 208 Kimpton Hotels & Restaurants............................................................. 224 Kinderdance................................................................... 178 Kindle Trucking School..................................... 264 Kitchen Guard............................................................. 226 Kitchen Tune-Up....................................................... 215 Kitchen Wise & Closet Wise ....................... 219 KLA Schools .................................................................... 174 The Knight School.................................................... 176 K9 Resorts Luxury Pet Hotel ..................... 250 Koala Insulation ......................................................... 215 Koibito Poke.................................................................... 186 Kolache Factory ....................................................... 190 Kona Ice............................................................................... 194 Konala .................................................................................. 207 Krystal .................................................................................. 196 Kumon.................................................................................... 178 Kung Fu Tea.................................................................... 206 Kwik Kar Oil Change & Auto Care........... 164 Kwik Kopy.......................................................................... 170

la Madeleine................................................................... 185 L&L Hawaiian Barbecue .................................. 196 Lapels Cleaners........................................................ 258 La Quinta by Wyndham ................................... 224 LaRosa’s Pizzeria .................................................... 200 LashKind............................................................................ 248 Launch Entertainment .................................... 252 LawnCreationsUSA.com .............................. 232 Lawn Doctor ................................................................. 230 Lawn Pride ...................................................................... 230 Lawn Squad .................................................................. 232 Layne’s Chicken Fingers.................................. 191 Leadership Management International.............................................................. 172 Lean Kitchen Company................................... 208

The Learning Experience Academy of Early Education.................. 172 LearningRx........................................................................ 176 Ledgers................................................................................ 182 Ledo Pizza........................................................................ 200 Lee’s Famous Recipe Chicken ................. 192 Le Macaron French Pastries ..................... 188 Lemon Tree Hair Salons................................... 240 Lennys Grill & Subs................................................ 202 Let’s Get Moving ...................................................... 260 Level Up Automation........................................... 221 Liberty Tax Service ................................................ 182 Lightbridge Academy.......................................... 174 Lightspeed Restoration ................................. 236 Lime Fresh Mexican Grill.................................. 198 Lime House...................................................................... 186 LIME Painting ............................................................... 220 Little Caesars............................................................... 198 Little Greek Fresh Grill ......................................... 197 The Little Gym............................................................... 177 Little Kickers................................................................... 177 Little Kitchen Academy..................................... 176 Love & Honey Fried Chicken....................... 192 Loyal Care........................................................................ 245 Lu’s Barber Shop Haircut & Shave ..... 240 LWR Pool Care ............................................................ 234

Maaco ................................................................................... 164 Mac Tools ......................................................................... 256 Madabolic .......................................................................... 211 Made in the Shade.................................................. 221 Mad Science................................................................... 176 Magnolia Bakery...................................................... 208 Magnolia Soap and Bath Co....................... 258 Maid Brigade................................................................. 235 MaidPro .............................................................................. 235 Maid Right ........................................................................ 235 The Maids......................................................................... 234 MaidThis Cleaning ................................................. 235 Maple Bear........................................................................ 174 Marble Slab Creamery....................................... 194 Marco’s Pizza................................................................ 198 Mariam Coffee ............................................................ 192 Marigold Academy.................................................. 174 Mars Nation.................................................................... 166 Martinizing...................................................................... 258 Massage Chairs by Osaki.............................. 256 Massage Envy............................................................ 240 MassageLuXe............................................................. 240 Master Mechanic .................................................... 166 Matco Tools ................................................................... 256 Mathnasium Learning Centers............... 180 MaxStrength Fitness .......................................... 211 M Browz .............................................................................. 242 McAlister’s Deli.......................................................... 202 McDonald’s ..................................................................... 195 Medi-Weightloss ..................................................... 214 Medloft Spa.................................................................... 242 Melting Pot ...................................................................... 185 Men In Kilts Window Cleaning ................. 238 Merry Maids .................................................................. 234 Metal Supermarkets .......................................... 256 Microtel by Wyndham....................................... 224

Midas...................................................................................... 164 Midtown Chimney Sweeps ........................ 239 Mighty Auto Parts................................................... 166 Mighty Dog Roofing ............................................. 220 Milex Complete Auto Care/Mr. Transmission............................................................ 166 Millennium Medical Care................................. 214 MilliCare.............................................................................. 225 MiniLuxe............................................................................. 248 Mint Condition ............................................................ 226 Minuteman Press.................................................... 170 Miracle-Ear ..................................................................... 214 Miracle Method Surface Refinishing .................................................................. 216 Mister Sparky.............................................................. 228 Mobility City.................................................................... 213 Moe’s Southwest Grill ........................................ 198 Mold Medics.................................................................. 230 Molly Maid........................................................................ 234 Moms on the Run ...................................................... 211 Money Pages................................................................ 168 Monkee’s .......................................................................... 256 Monster Mini Golf.................................................... 252 Monster Tree Service........................................ 232 Montessori Kids Universe.............................. 174 Mooyah Burgers, Fries, & Shakes ........ 196 MoreFun ............................................................................ 258 Morelia Gourmet Paletas ............................... 195 More Than Pickleball .......................................... 254 Morrison Plus Property Inspections 259 Mosquito Authority.............................................. 232 Mosquito Joe................................................................ 232 MosquitoNix.................................................................. 233 Mosquito Sheriff...................................................... 233 Mosquito Shield........................................................ 232 Mosquito Squad....................................................... 233 Motivera Search Group..................................... 172 Motto by Hilton .......................................................... 224 Motto Mortgage ....................................................... 182 Mountain Mike’s Pizza ....................................... 198 Movita Juice Bar....................................................... 204 Mr. Appliance................................................................ 228 MrCool................................................................................... 221 Mr. Electric....................................................................... 228 Mr. Handyman............................................................. 228 Mr. Rooter Plumbing............................................. 233 Mulberrys Garment Care .............................. 258 Music Go Round........................................................ 258 My Beer Spa .................................................................. 248 My Gym Children’s Fitness Center....... 178 My Salon Suite ........................................................... 242

Nana’s Wonderland ............................................. 252 Nathan’s Famous .................................................... 196 National Academy of Athletics................ 177 National Property Inspections............... 259 The Natural Place Med Spa ........................ 242 Nautical Boat Club................................................. 254 Nautical Bowls............................................................ 186 Navis Pack & Ship.................................................... 261 Neighborhood Barre ............................................ 212 Nekter Juice Bar....................................................... 204 NEST Protection Plan ........................................ 264

Network In Action ................................................... 170 New Again Houses................................................ 262 Newk’s Eatery ............................................................ 207 New Life Assisted Living................................ 245 New Mom School.................................................... 248 New York Musician’s Center........................ 176 Next Day Access...................................................... 213 Next Health..................................................................... 214 NextHome ........................................................................ 261 N-Hance Wood Refinishing......................... 216 911 Restoration......................................................... 236 NinjaTrix ................................................................................ 178 Nippon Curry ................................................................. 188 NorthPoint Executive Suites..................... 170 NorthStar Moving Company .................... 260 Nothing Bundt Cakes......................................... 208 The Now Massage ................................................ 240 NTV360............................................................................... 168 Nurse Next Door Home Care Services........................................................................ 245 N Zone Sports............................................................... 177

Oasis Business & Insurance Solutions ........................................................................ 172 Oasis Face Bar ........................................................... 246 Oasis Senior Advisors ....................................... 245 OccMed Connect .................................................... 214 Office Evolution ......................................................... 170 Office Pride Commercial Cleaning Services............................................. 226 OGC Tax Pros................................................................. 182 ohDeer ................................................................................. 233 Ohm Fitness.................................................................... 211 Once Upon A Child.................................................... 178 1-800-Got-Junk? ..................................................... 260 1-800-Packouts....................................................... 236 1-800-Plumber +Air ............................................. 233 1-800-Textiles............................................................. 236 1-800 Water Damage ........................................ 236 One Hour Heating & Air Conditioning............................................................. 230 100% Chiropractic................................................. 210 101 Chicken..................................................................... 192 101 Mobility...................................................................... 213 1-Tom-Plumber........................................................... 233 On the Hook Fish and Chips........................ 202 Onyva.................................................................................... 250 OpenWorks.................................................................... 226 Orange Leaf Frozen Yogurt.......................... 195 Orangetheory Fitness....................................... 210 Order A Plumber ....................................................... 233 The Original Rainbow Cone.......................... 194 Orlando Cat Cafe..................................................... 252 Outdoor Lighting Perspectives .............. 216 Overtime Athletics.................................................. 177 Oxi Fresh Carpet Cleaning ........................... 225

Pacific Perks ................................................................ 207 Paciugo Gelato Caffe .......................................... 195 Padgett Business Services ........................ 180 Painter Bros................................................................... 220 Painter1 .............................................................................. 220

PaintEZ................................................................................. 219 Painting with a Twist........................................... 253 Pak Mail............................................................................... 260 Palm Beach Beauty & Tan ............................ 246 The Pampered Peach Wax Bar............... 246 Pancheros Mexican Grill ................................. 198 Papa Johns ...................................................................... 198 Papa Murphy’s Take ‘N’ Bake Pizza..... 201 Parcel Plus ....................................................................... 261 Paris Baguette............................................................ 190 Parker-Anderson Enrichment................... 176 Pastanito.......................................................................... 207 The Patch Boys......................................................... 228 PatchitUp......................................................................... 228 PatchMaster................................................................ 228 Patina’d ............................................................................... 256 Patrice & Associates ........................................... 172 Paul Davis Restoration .................................... 235 PayMore ............................................................................ 264 Payroll Vault ................................................................... 182 Pearle Vision.................................................................. 214 Pecan Jacks................................................................... 194 Pelican’s SnoBalls................................................... 194 PEL Learning Center............................................. 180 Penn Station East Coast Subs ................ 201 Pepper Lunch ............................................................... 186 Pepper Palace ............................................................ 208 Perkins American Food Co........................... 185 Perspire Sauna Studio ..................................... 242 Pest Authority............................................................ 232 Pest Hunters - Mosquito Hunters & Humbug Holiday Lighting.......................... 233 Pestmaster.................................................................... 233 Pet Butler.......................................................................... 233 Peterbrooke Chocolatier .............................. 208 Pet Evolution................................................................ 252 Petland................................................................................ 250 Pet Passages .............................................................. 252 Pet Supplies Plus..................................................... 250 Pet Wants........................................................................ 252 Phenix Salon Suites ............................................. 242 Philly Creations .......................................................... 201 Pickleball Kingdom ................................................ 254 Pickleman’s Gourmet Cafe.......................... 202 Pigtails & Crewcuts ............................................. 240 Pilates Addiction ...................................................... 212 Pillar To Post Home Inspectors .............. 259 Pinch A Penny Pool Patio Spa .................. 234 The Pineapple School.......................................... 174 Pink’s Window Service..................................... 238 Pink Zebra Moving................................................. 260 Pinot’s Palette ............................................................ 253 PIP Marketing, Signs, Print ............................ 170 PIRTEK.................................................................................. 259 Pizza Factory................................................................ 201 Pizza Guys....................................................................... 200 Pizza Hut ............................................................................ 198 Pizza Inn.............................................................................. 184 Pizza Ranch................................................................... 200 Pizza Schmizza .......................................................... 201 PJ’s Coffee of New Orleans .......................... 192 Planet Fitness.............................................................. 210 Plato’s Closet............................................................... 254 Playa Bowls .................................................................... 185

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Play It Again Sports .............................................. 253 Play Street Museum ........................................... 252 Plumbing Paramedics ....................................... 233 Pokeworks ...................................................................... 188 Pool Scouts ................................................................... 234 Poolwerx........................................................................... 234 Pop-A-Lock .................................................................... 259 Popeyes Louisiana Kitchen......................... 190 Pop’s Italian Beef and Sausage ............. 202 Port of Subs.................................................................... 201 Postal Annex................................................................ 260 Postal Connections & iSold It.................... 261 PostNet .............................................................................. 260 Potbelly Sandwich Works............................ 202 Powerflex Gym ............................................................ 211 Precision Concrete Cutting ....................... 239 Precision Garage Door Service.............. 228 Precision Tune Auto Care .............................. 164 PremierGarage........................................................... 219 Premier Pools & Spas.......................................... 219 Prepaze Academy .................................................. 180 Preservan........................................................................ 236 Preserve Services ................................................. 221 Pretzelmaker ................................................................ 188 PrideStaff .......................................................................... 172 Prime IV Hydration & Wellness................ 213 PrimoHoagies .............................................................. 201 Primrose Schools ..................................................... 174 Prism Specialty Restoration..................... 236 Pro Image Sports .................................................... 254 Project LeanNation .............................................. 208 ProLift Garage Doors ......................................... 228 Property Management Inc............................ 170 ProSource Wholesale........................................ 215 Puffles................................................................................... 207 Pure Barre......................................................................... 212 Pure Green...................................................................... 204 Pure Physique.............................................................. 212 PuroClean........................................................................ 235 Pvolve.................................................................................... 212

QC Kinetix.......................................................................... 215 Qdoba Mexican Eats............................................ 198 Qualicare........................................................................... 245 Quesadilla Gorilla...................................................... 198

Radiant Waxing......................................................... 246 Rainbow Restoration......................................... 235 Rakkan Ramen............................................................ 186 Ramada by Wyndham....................................... 225 Ramblin’ Joe’s Coffee .......................................... 192 Randy’s Donuts ......................................................... 188 Rapid Hose...................................................................... 259 RCG Behavioral Health...................................... 210 Real Property Management........................ 170 Realty One Group..................................................... 261 Re-Bath ............................................................................... 216

ReBuild................................................................................. 236 Recline & Unwind Social Spa .................... 240 Red Barn Homebuyers...................................... 261 redbox+ Dumpsters ............................................ 258 Red Mango Cafe & Juice Bar ...................... 195 Red Roof ............................................................................ 224 Reef Health ..................................................................... 215 Registry Collection Hotels by Wyndham.................................................................... 225 RE/MAX ............................................................................... 261 Restoration 1................................................................ 236 Restore Hyper Wellness ................................ 246 RevStrong........................................................................ 212 Rhea Lana’s ..................................................................... 178 Richard’s Painting ................................................... 219 Right at Home.............................................................. 244 Rise Southern Biscuits & Righteous Chicken ........................................................................... 192 Rita’s Italian Ice & Frozen Custard ...... 194 RNR Tire Express...................................................... 166 Robeks Fresh Juices & Smoothies .... 204 RockBox Fitness....................................................... 212 Rocket Fizz Soda Pop and Candy Shop................................................................................... 208 Rock N Roll Sushi ...................................................... 185 Rocky Mountain Chocolate Factory........................................................................... 208 Rolling Suds ................................................................... 238 Romp n’ Roll ...................................................................... 176 Roof It Forward .......................................................... 221 RooterMan...................................................................... 233 Rosati’s Pizza (Rosati’s Pizza Enterprises)............................................................... 198 Round Table Pizza ................................................... 201 Royal Pet Bakery & Grooming.................. 250 Roy Rogers Restaurants................................ 196 RSVP Direct Mail Advertising .................... 168 Rubbish Works........................................................... 260 Rumble Boxing............................................................. 212 Russo’s New York Pizzeria & Italian Kitchen ............................................................................ 184 Rusty Taco....................................................................... 198 Rydel Roofing ............................................................... 221 Rytech Restoration ............................................. 236

Sabai Thai Spa............................................................ 242 Safari Kid............................................................................. 174 SafeSplash Swim School................................ 178 Salad House.................................................................. 207 Saladworks.................................................................... 207 Salon 809......................................................................... 240 Salons by JC .................................................................. 242 Salty Dawg Pet Salon + Bakery ............. 250 Salty Paws...................................................................... 252 Sammy’s Sliders ....................................................... 196 Sam the Concrete Man .................................... 219 Sandbox VR ................................................................... 254 Sandler.................................................................................. 172

270 / E N T R E P R E N E U R . C O M / January-February 2026

Sandwich Masterz ............................................... 202 The Sandwich Spot.............................................. 202 Satellite Teams............................................................ 172 Scenthound.................................................................. 250 Schlotzsky’s ................................................................. 202 School of Rock ............................................................. 176 Scooter’s Coffee ...................................................... 192 Scout and Molly’s Boutique........................ 256 Screenmobile.............................................................. 228 Sculpture Hospitality........................................... 172 SealMaster..................................................................... 232 Sea Love............................................................................ 253 The Seals .......................................................................... 226 2nd Family ....................................................................... 245 Seek Wellbeing.......................................................... 246 sek Sauna Studio.................................................... 244 SemSem Mediterranean................................ 197 Send Me a Pro ............................................................. 262 Senior Care Authority ....................................... 246 Senior Helpers............................................................ 244 Service Experts........................................................ 230 ServiceMaster Clean......................................... 226 ServiceMaster Restore .................................. 235 Servpro............................................................................... 235 76 Fence............................................................................. 215 Shack Shine .................................................................. 238 Shah’s Halal .................................................................... 197 Shakey’s Pizza Restaurant ......................... 184 Sharkey’s Cuts For Kids .................................. 240 Shear Madness Haircuts for Kids....... 240 ShelfGenie ....................................................................... 218 Shine...................................................................................... 238 Shipley Do-Nuts........................................................ 188 Shoot 360.......................................................................... 177 Shot of Art ....................................................................... 253 Shrunk 3D ........................................................................ 262 Signal..................................................................................... 262 Signarama.......................................................................... 171 Simply Cabinetry...................................................... 216 Singas Famous Pizza .......................................... 201 Sip Fresh............................................................................ 204 Sir Grout ............................................................................. 239 Sir Speedy Print Signs Marketing......... 170 Sit Means Sit Dog Training ........................... 248 16 Handles........................................................................ 195 Skedaddle Humane Wildlife Control ............................................................................ 233 Skinovatio Medical Spa................................... 242 Skyhawks & SuperTots Sports Academy........................................................................ 177 SkyRun Vacation Rentals................................ 171 Sky Zone ........................................................................... 252 Sleek Creperie & Cafe ....................................... 207 Slice House by Tony Gemignani ............. 201 Slick City Action Park ......................................... 252 Slim Chickens................................................................ 191 Slumberland Furniture..................................... 256 Smalls Sliders............................................................... 196 Smash My Trash....................................................... 264

Smash Room................................................................ 254 The Smile Home......................................................... 215 Smokey Mo’s BBQ................................................... 207 Smokin’ Oak Wood-Fired Pizza & Taproom......................................................................... 201 Smoothie Factory + Kitchen..................... 204 Smoothie King ............................................................ 204 SnapHouss..................................................................... 264 Snapology ......................................................................... 176 Snap-on Tools............................................................. 256 SoBol....................................................................................... 186 SoCal Candle Rentals........................................ 264 Soccer Shots................................................................. 177 Soccer Stars.................................................................. 177 Social Indoor.................................................................. 168 Sola Salons..................................................................... 242 Soma Massage Therapy................................ 242 Sonic ....................................................................................... 195 Sonny’s BBQ................................................................... 185 Southern Steer Butcher ................................ 208 Spark by Hilton........................................................... 222 Sparkle Squad ............................................................ 236 Spavia Day Spa ......................................................... 242 Special Strong............................................................. 212 SpeeDee Oil Change & Auto Service ............................................................. 164 SpeedPro............................................................................. 171 Speed Queen ............................................................... 259 Speedy Lube.................................................................. 164 Spenga................................................................................. 212 Spherion Staffing & Recruiting................ 172 The Spice & Tea Exchange .......................... 208 Spoiled Rotten Photography.................... 264 Sport Clips Haircuts ............................................ 239 Sports Acupuncturist........................................ 215 Spray-Net........................................................................ 220 Spring-Green Lawn Care .............................. 230 SpringHill Suites by Marriott ..................... 222 Square Cow Moovers........................................ 260 Squeegee Squad .................................................... 238 Stand Strong Fencing ....................................... 215 Stanley Steemer ..................................................... 225 Starbird................................................................................ 192 Statemint......................................................................... 256 Staybridge Suites.................................................. 222 Steak ‘n Shake............................................................. 196 Steamatic........................................................................ 236 Steel Coated Epoxy Floors.......................... 222 STEM For Kids ............................................................... 176 Stemtree ............................................................................ 176 Steri-Clean..................................................................... 225 Sticky Fingers Cooking ..................................... 177 Storm Guard Roofing & Construction............................................................ 221 STORsquare.................................................................. 260 Stratus Building Solutions........................... 225 Straw Hat Pizza ......................................................... 201 Streetpops...................................................................... 195 StretchLab ...................................................................... 210

StretchMed.................................................................... 210 Stretch-n-Grow ......................................................... 178 Stretch Zone................................................................. 210 Strive 11 Fitness........................................................ 212 Stroll ........................................................................................ 166 Studio Pilates International ........................ 212 Style Encore ................................................................. 256 Sub-Ology........................................................................ 202 Subway................................................................................ 201 Sub Zero Nitrogen Ice Cream.................... 194 Success on the Spectrum............................ 210 Success Tutoring .................................................... 180 Sunmed - Your CBD Store.............................. 214 Super 8 by Wyndham ........................................ 225 SuperGlass Windshield Repair................ 166 Superior Fence & Rail.......................................... 215 Surface Experts ....................................................... 216 Surface Specialists .............................................. 216 Sweat440 ........................................................................ 212 Sweet Paris Creperie & Cafe ..................... 207 Swensen’s ....................................................................... 194 The Swing Bays ........................................................ 253 SWTHZ................................................................................ 244 Sylvan Learning......................................................... 180 Synergy HomeCare ............................................. 245

Tabla ........................................................................................ 188 Taco Bell............................................................................... 197 Taco Cabana ................................................................. 198 Taco Casa ......................................................................... 198 Taco John’s....................................................................... 197 Taco Works ..................................................................... 198 The Tailored Closet ................................................ 218 Tails N’ Trails .................................................................. 250 Take A Sushi ................................................................... 188 Take 5 Oil Change..................................................... 164 Take it Off! Spa ........................................................... 246 Talem Home Care & Placement Services........................................................................ 246 Tan Republic.................................................................. 246 Tapestry Collection by Hilton................... 222 TAPinto................................................................................. 168 Tapioca Express....................................................... 206 Tapville Social............................................................... 184 Taste Buds Kitchen ................................................ 177 Taziki’s Mediterranean Cafe ....................... 197 TeaCupFuls Boba Tea ........................................ 206 TeamLogic IT................................................................. 264 Team Up Athletics.................................................. 253 Tech Hospital............................................................... 264 Techy..................................................................................... 264 Tee Box ................................................................................ 253 Tempo by Hilton ........................................................ 225 Temporary Wall Systems.............................. 262 The Ten Spot................................................................. 248 Teriyaki Madness .................................................... 186 TGA Premier Sports ............................................... 177 That 1 Painter................................................................ 219

ThirsTea.............................................................................. 206 30 Minute Hit................................................................. 212 3Natives Acai Cafe................................................ 186 360clean .......................................................................... 226 360 Painting ................................................................. 220 360 Tour Designs.................................................... 264 Tide Cleaners .............................................................. 258 Tierra Encantada...................................................... 174 Tiger Adjusters........................................................... 182 Tint World.......................................................................... 166 Tipsy Tie Dye ................................................................ 253 Tire Pros.............................................................................. 166 The Toasted Yolk Café ....................................... 184 Toastique ......................................................................... 207 Tommy’s Express Car Wash ....................... 164 Top Rail Fence.............................................................. 215 Totally Nutz .................................................................... 208 Touching Hearts At Home ............................ 246 TourScale......................................................................... 253 TownePlace Suites by Marriott............. 222 Town Money Saver................................................ 168 The Tox ................................................................................ 248 Trademark Collection by Wyndham 224 Transworld Business Advisors ............... 168 Trapped .............................................................................. 253 Travelin’ Tom’s Coffee......................................... 192 Travelodge by Wyndham .............................. 225 Tremendo Taco........................................................... 198 Tropical Dog Training Success Center.............................................................................. 248 Tropical Smoothie Cafe................................... 202 Trua Senior Living Locators........................ 246 TruBlue Home Service Ally........................... 230 Tru by Hilton................................................................... 222 True Install.......................................................................... 171 TrueNest Property Management .......... 171 True North Restoration ................................... 235 True REST Float Spa............................................. 248 Tryp by Wyndham .................................................. 225 TSS Photography ................................................... 264 Turbo Tint .......................................................................... 166 Tutors Who Care....................................................... 180 Tutu School...................................................................... 178 Twin Peaks....................................................................... 185 Two Maids........................................................................ 234 Two Men and a Junk Truck ........................... 260 Two Men and a Truck .......................................... 259

UBuildIt................................................................................ 222 Uncle Sharkii Poke Bar ...................................... 188 Unishippers ..................................................................... 172 United Water Restoration Group......... 236 Units Moving and Portable Storage 260 Univista Insurance ................................................ 182 Up Closets........................................................................ 218 Up in the Air Balloons.......................................... 264 The UPS Store ............................................................ 260 Uptown Cheapskate.......................................... 256

Urban Air Adventure Park............................. 252 urSwim .................................................................................. 178 USA Insulation............................................................. 215 USA Ninja Challenge ............................................. 177 U.S. Lawns ....................................................................... 230

Valenta................................................................................. 170 Valvoline Instant Oil Change ...................... 164 Vanity Fur......................................................................... 250 Vara Juice......................................................................... 204 Varsity Zone ................................................................. 230 Venture X........................................................................... 170 Vertica Fitness........................................................... 212 VETS Junk Removal & Dumpster Rentals ........................................................................... 260 Vicious Biscuit............................................................ 207 Vicky Bakery.................................................................. 190 Vignette Collection .............................................. 225 VIO Med Spa .................................................................. 242 Virgin Island Thyme.............................................. 207 Vital Care Infusion Services....................... 213 Vitality Bowls................................................................ 186 Vocelli Pizza.................................................................... 201 voco hotels .................................................................... 224 Voda Cleaning & Restoration................... 236 V’s Barbershop.......................................................... 240

Wagbar ............................................................................... 252 Wag N’ Wash ................................................................ 250 Wake N Vape ................................................................ 258 Walk-On’s Sports Bistreaux........................ 184 Waterloo Turf............................................................... 222 WaterWalk Extended Stay by Wyndham.................................................................... 225 Water Wings Swim School............................ 178 WaveMax Laundry................................................ 259 Waxing the City......................................................... 246 Wayback Burgers ................................................... 195 WCH Service Bureau........................................... 182 Wed Society .................................................................. 168 Weed Man ....................................................................... 230 Weichert ............................................................................ 261 Wendy’s .............................................................................. 195 We Sell Restaurants............................................ 168 West Coast Sourdough .................................. 202 Westside Pizza........................................................... 201 Wetzel’s Pretzels ..................................................... 188 Which Wich.................................................................... 202 Whole Property Management................... 171 Wienerschnitzel ....................................................... 196 Wild Birds Unlimited............................................. 250 Window Gang.............................................................. 238 Window Genie............................................................. 236 Window Hero ............................................................... 238 Window World............................................................. 221 WineStyles Tasting Station....................... 208 Wingate by Wyndham ...................................... 225

Wingers Alehouse .................................................. 185 Wings and Rings ....................................................... 185 Wings Etc. ......................................................................... 184 Wingstop ........................................................................... 190 WIN Home Inspection ....................................... 259 Wireless Zone............................................................. 256 Wise Coatings ............................................................ 222 Wise Wonder Enrichment.............................. 177 Wize Computing Academy ........................... 176 Wonderly Lights ........................................................ 218 Woodhouse Spa ...................................................... 240 Woof Gang Bakery & Grooming............. 250 Woofie’s ............................................................................. 250 Workout Anytime 24/7 ..................................... 212 World of Smoke & Vape................................... 258 Wow 1 Day Painting.............................................. 220 Wushu Central’s Kung Fu Kids .................. 178 Wyndham ........................................................................ 222 Wyndham Garden.................................................. 224 Wyndham Grand ..................................................... 225

X-Golf .................................................................................... 253

YESCO Sign & Lighting Service ................. 171 YogaSix ................................................................................. 211 Yogen Fruz ....................................................................... 194 Yogi Bear’s Jellystone Park CampResort.............................................................................. 225 Yogurtini ............................................................................. 195 Young Chefs Academy ...................................... 177

Zaxbys................................................................................... 191 Zen Massage............................................................... 242 Ziebart .................................................................................. 164 Ziggi’s Coffee................................................................ 194 Zion Healing Centers........................................... 213 Zips Cleaners............................................................... 258 Zivel......................................................................................... 248 Zoomin Groomin....................................................... 250 Zoom Room.................................................................... 248 Z Plumberz...................................................................... 234

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The Card The Card That That Meant Meant II Made Made It It by Jonathan by Jonathan Goodman Goodman, author of Unhinged Habits

→ $80, → $80, BUT BUT PRICELESS PRICELESS

The Ken Griffey Jr. card that sits on the author’s desk.

WHAT INSPIRES YOU? Tell us about a story, person, object, or something else that pushes you forward, and we may include it in a future issue. And we may make you photograph it, too. Email INSPIRE@ENTREPRENEUR.COM with the subject line “WHAT INSPIRES ME.”

272 / E N T R E P R E N E U R . C O M / January-February 2026

P H O T O G R A P H C O U R T E S Y O F J O N AT H A N G O O D M A N

hen I was young, I dreamed of owning Ken Griffey Jr.’s Upper Deck rookie baseball card. “The Kid,” they called him. He defined the sport in the ’90s. The card cost $80, which might as well have been $1 million. My 10-year-old brain thought: I’ll know I’m a success when I can afford that card. Then life happened. I stopped collecting. After school I became a personal trainer, then started a business. And another. Eventually, I released 32 different products and services: a few strikeouts, mostly bloop singles, and two home runs. Somewhere along the way, my self-identity got wrapped up in the next project, with my mood dictated by short-term wins (yay!) and losses (dang it!). I’d become driven by external expectations—a continuous and ruinous cycle of ups and downs with no end. Then, about five years ago, baseball card videos started appearing in my social media feed. I don’t know why. Social media knows me better than I know me, I guess. I watched one, so more appeared. It stirred memories of a simpler time—when I did things because I loved doing them, before everything needed a reason or an ROI. I have $80 now. So one day, I bought the Ken Griffey Jr. card. I owned three businesses at the time, was creating content, writing a book, and had a young son. I wanted a larger family, but with such a busy life, I couldn’t figure out how to make space for one. I was doing so many things and enjoying so few of them. Then I looked at that card behind me, and I realized something: In the eyes of my younger self, I was already a success. I had $80 to spend! I owned the card! So what else was I chasing? That day, I decided to sell my businesses and become a full-time author. That was the life I really wanted, and I’ve now written 12 books. All I needed was a reminder that I’d already made it—I just hadn’t noticed. Now the card stays on my desk, in case I ever doubt myself again.

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