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We thrive in the small towns other brands pass over — and that creates unique opportunities to serve enthusiastic, welcoming communities.

Huddle House has been a thriving restaurant franchise for over 50 years, and we currently have nearly 400 units nationwide. Small towns are such an inherent strength of our brand that many of them come courting us. Towns like Aberdeen, MS, and Giddings, TX, both set up financial incentives to entice franchise investors to open a Huddle House in their towns.

Huddle House was founded on the principles of small towns, and we pride ourselves on creating a community gathering place where folks can come together and celebrate while enjoying delicious, homestyle food.

We were born in a small town

In 1964, founder John Sparks had a vision. He wanted to build a restaurant that was known as much for its warm, welcoming atmosphere and Southern hospitality as it was for its delicious food at a great price. He wanted to build a place where the citizens of Decatur, GA, could gather to celebrate after Friday night football or enjoy a big breakfast before church on Sundays. And so Huddle House was born and soon spread across the South.

Other franchises have minimum population requirements that make them overlook smaller towns and communities with less than 25,000 residents, but Huddle House franchises have found their sweet spot in those places, sometimes as the only sit-down dinner option available that isn’t fast food. While there may not be as many residents within 5 miles, people from both town and countryside are regulars, giving Huddle House an extremely high rate of repeat business.

We still hold true to our founder’s core values, even as we’ve grown into a major player that can offer scalability and large-scale investment options to modern-day buyers who want to build something big.

A sense of community

Multi-brand, multi-unit owner Robert Wiggins was drawn to Huddle House’s historical performance in small communities when he was looking for a sit-down restaurant for the tiny town of Hazlehurst, GA. He opened his Huddle House franchise there in 2015, though it wasn’t Wiggins first time owning a Huddle House — Wiggins and his father had operated a Huddle House in Hazlehurst 20 years before! The community of just over 4,100 people were so glad to have their Huddle House back and embraced the updated design of the restaurant, the increased quality of the food, and loved that the value pricing and warmth of the Huddle House they remembered was still very much intact.

Robert Wiggins Jr. Great franchise support

From his investor’s perspective, Wiggins was delighted with the support he received, and continues to receive, from Huddle House’s corporate team.

“Of all the brands I’m associated with, Huddle House has the lowest food costs of any of the brands,” Wiggins says. “They have a one-stop grocery program where we buy all our food from Huddle House. They work constantly at trying to bring down our food costs. And they’re very responsive. If I make a call, they answer me that day. They’ve got a great support team.”

We offer ongoing training and support, and we provide the latest in management tools to help our franchisees run their operations as efficiently and successfully as possible. For instance, we have an automated back-office tool that provides inventory and labor management, business analytics and a reporting platform, allowing both single- and multi-unit franchise partners to consolidate their daily, weekly, monthly and annual financial information.

Learn more

Huddle House franchises are strong on small-town values, no matter where we’re located, and we’re strong on franchise systems and support. Discover more about what our brand has to offer by exploring our research pages. You can also fill out the form on this page to receive your Huddle House Franchise Information Report.

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Hotel owner didn’t have to search long when looking for the best breakfast franchise for sale

Neil Mistry is an experienced hotel operator with Quality Inn by Choice Hotels, and has been in the hospitality business for almost two decades. He owns one hotel in Athens, TN, and another about 13 miles away in Sweetwater, TN. When he started looking around for a restaurant franchise for sale to compliment his property in the small town of Sweetwater, he didn’t have to look too far. Many restaurant franchises wouldn’t even consider the Sweetwater location, because, with a population of around 6,500, it’s just too small. But small towns happen to be Huddle House’s place to shine. This is Mistry’s story.

NEIL MISTRY

What you were looking for in a restaurant franchise partner for your hotel?

I was definitely looking for something big, you know, something like maybe Ruby Tuesday or Chili’s, that kind of thing. But the reason we don’t have something like that is because the location I have, no franchise wants to come to that location. This is a very small town.

What’s the population?

The city of Sweetwater has about 6,500 population. Most big franchises want a minimum population of at least 10,000 or more.

Sweetwater Franchisee - YouTube

How did you find out about Huddle House as an option?

We used to have a Cracker Barrel in town that left and went from Sweetwater to Athens, so there wasn’t any name-brand restaurant in the town. We had the land, and so when I was looking, I was looking for something like a family-oriented kind of business. Something that could bring family together. I started Googling.

When I was looking for something family-oriented I landed on Huddle House. I said, you know, let me go and see what Huddle House is all about. Before that I was very close to doing Arby’s in the same location, but the process was taking so long, in the end we didn’t go for it. When I landed on Huddle House I saw the new prototype that they just launched, and I thought, hey, this could be a good fit for Sweetwater. It’s more like family dining, and the new prototype has appealing colors and design and I kind of liked it.

Why was the Evolution design in particular so appealing?

This is the third hotel that I’ve owned, and I had the opportunity to build one. When I build one, I’m all about colors and the new building and new location. In today’s market, everybody’s changing, they’re doing facelifts. If you look at Arby’s, if you look at McDonald’s, if you look at Burger King, they all did something to catch new people, to capture Millennials. So this is more something that caught my eye, and I see that vision. We had land already open and available and the town was ready.

What has the reception been like in the town?

They were all excited as soon as they heard that Huddle House was coming. They were waiting for ground to be broken and they were waiting for the doors to be opened. There was a very good healthy response. Matter of fact, it was such a good response that even the competition thought about it and put a Waffle House in a neighboring town.

How have your hotel guests been responding? Have you seen any sort of uptick in your occupancy rates?

Yes. I see a lot of guests coming in now and noticing it, so the likelihood for them to return and stay here is higher. They love it, they love it.

The hotel has been here since 1990, so we have a lot of regular customers that come to this area to stay with us. They will definitely be appreciating the convenience of the restaurant next door. And of course, as time goes we believe we’ll see an increase in occupancy, so it’s a win-win.

How has the response been from the people of Sweetwater?

All the local communities are coming in and then we are also getting people from the neighboring communities such as Athens (TN). I’ve seen people come all the way from Louden, which is about 13 miles away in the other direction. Also we see people who pull over during the lunch hour. They take the exit off I-75 and then they see our sign, and they say, “Oh, there’s a Huddle House, let’s go down there.”

Nice, very nice. And tell me a little bit about your management structure. Have you hired a general manager or are you doing any of the oversight yourself?

We do have a general manager, and we also hired two assistant managers, so they are all on site and they are working as a team. We also have some shift leaders now to overlook some of the shifts.

And how has Huddle House corporate helped you train these folks?

A team came from corporate that stayed locally here at the hotel for 8-10 days before our soft opening, and then another 10 days after that until everything was getting settled in. I think we had three weeks total where trainers came out and stayed and trained us and pushed everybody in the right directions.

Do you think you’ll be opening more Huddle House franchises?

Yes. We’re going to be doing a second location shortly. The response is good here. Now what I want to try to do is go into a bigger market and open one up over there to see what kind of response we can get in a bigger market. And then after that we can decide which market works better.

Where will your second location be?

We’re looking to do something in Cleveland (TN), which is also off I-75. Cleveland has something like 40,000 – 45,000 population just for the city; the county is probably 100,000, maybe more.

What would you say if another hotel owner called you up and said “I’m thinking about bringing a Huddle House into or next to my hotel.” What would you want them to know?

I would definitely let them understand that this is going to be a win-win situation for both sides. It’s having a second business next door that’s going to feed your people, feed the hotel, and the hotel is going to feed back to the restaurant, so it will be a win-win situation.

Looking for a restaurant franchise for your hotel?

A family restaurant franchise like Huddle House in your hotel on adjoining property can not only create another revenue stream for you, it has the potential to boost occupancy rates. We invite you to explore our research pages to learn more about our franchise offering. You can also examine our sales performance by filling out the form on this page to receive a Huddle House Franchise Information Report. We look forward to hearing from you!

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Are there even any disadvantages? From where our 350 breakfast franchises are sitting, our in-house supply and distribution system is all pluses Everything on the table (except the bread) is provided by Huddle House’s in-house supply and distribution center.

One of the core strengths of the Huddle House business model is an in-house supply chain and distribution system, which benefits operators of our 350 breakfast franchises through lower costs, simpler inventory management, and predictable door-to-door delivery schedules.

Nathan Ballard, Senior Vice President of Supply Chain, oversees our systems. The in-house supply and distribution started the same time Huddle House did, back in 1964.

“We had a true commissary, and we actually baked pies and made stews and cut meat and all that good stuff, and we drove them around the city to all of our restaurants,” Ballard says. “So, it is in our DNA to be a franchise and to be a distributor.”

(Almost) everything, including the kitchen sink

Huddle House supplies franchise owners with everything they need to run a restaurant with the exception of bread, which is supplied via a third-party vendor. Because Huddle House’s supply chain focuses exclusively on our brand, with one set of standards for everyone, it improves service, consistency, and “also generates tremendous economies of scale,” Ballard says.

“Franchise partners benefit really well from exact spec products at the best price you can find anywhere. And then you top that off with the service that comes along with literally being the only customer we have? All the way around, it’s a value proposition that most franchisors cannot offer.”

Most of our locations get one delivery per week, and we bring the product into the back of the house. Most deliveries have a store operator or manager in attendance, along with extra staff to stock the products, and our supply team has a 95% on-time record, Ballard says.

“Our stores have true appointment times,” he says. “We’re not the cable company. We don’t tell them we’ll be there between 8 and 1. If their delivery time is 8 a.m., their delivery time is 8 a.m.”

Ballard says he is often asked why Huddle House operates its own in-house supply and distribution. “And the answer is, as long as we’ve run restaurants, we’ve distributed food,” he says. “It’s just what we do.”

Learn more about Huddle House

To learn more about our diner franchise opportunity, including startup costs and the average earnings for our franchisees, please fill out the form on this page. You’ll receive your own password to access the Huddle House Franchise Information Center, where you can review our financial information, read Q&As with longtime franchisees, review tutorials for first-time franchise buyers and more. You can also explore more about the business opportunity on our research pages.

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Our restaurant franchise believes in being a good corporate citizen because it’s the right thing to do. It also happens to pay off for franchisees.

It has always been important for Huddle House to be a part of the communities we serve. We are setting AUV records and have high rates of customer repeat business, and one of the key factors of our success is our efforts to support the community. And we’ve found that cultivating a successful restaurant franchise while being a philanthropic organization are values that go hand-in-hand.

We are already a brand that thrives in small towns, locating and succeeding in communities that are often skipped over by other sit-down dining chains. Being part of a small town means those 40-50 jobs we create are even more important, and becoming part of the fabric of the community is almost second nature. Consider one franchisee’s story below.

The causes that matter

Bobby Byram III grew up in a Huddle House family. Today, he runs the family Huddle House in Osceola, AR, and is overseeing a new second unit in Paragould, AR.

When tragedy touched the Osceola community recently after two Huddle House regulars were killed in the Branson, MO, tour boat accident, Byram stepped in to help their church raise money for a scholarship in the victims’ honor. He donated the proceeds from one night’s sales to go toward the scholarship.

“It was a father and son from Osceola who were taken in that accident, and the father was my third-grade teacher,” says Byram. “It really affected the community in such a profound way because everyone knew him, and he was such a nice guy.”

In addition to charitable efforts like these, franchisees like Byram also work to create marketing strategies that support the community while also building business.

Local marketing that works

Byram was named our Star Marketer at our annual convention this year for his innovative local marketing programs.

Ironically, it was a break-out session at the previous year’s convention that prompted Byram to step up his local marketing efforts. “That workshop was specifically geared toward store marketing efforts, to give us ideas to really jumpstart the business and get involved in the community. And I just really took it to heart,” Byram says.

Byram’s biggest marketing efforts centered around local schools: foam fingers with the Huddle House logo on one side and the school mascot on the other; coupons for free meals that were handed out as student rewards; Huddle-House branded cups dispensed at the concessions stands. He gets a lot of support from Huddle House corporate for his marketing strategies.

“Huddle House is very dedicated to providing any materials, any help or support when it comes to marketing to its franchisees,” he says. “Anytime I need something — a flyer or something to post on social media or coupons or banners — they’re so helpful. They’re just a phone call away.”

In one promotion that involved several area Huddle House restaurants, discount coupons were handed out at ball games. The participating Huddle House that received the most coupons redeemed were able to give $5,000 to their local school’s sports program, thanks to corporate’s national marketing fund.

Byram also implemented a Senior Night each week, where senior citizens could come in for discounted meals (or their kids or grandkids could buy the dinners for them at the same discounted price).

How giving benefits franchisees

As a local entrepreneur, Byram has been excited getting involved in his hometown in a way that goes beyond attending Chamber of Commerce meetings. And while he admits he upped his marketing budget quite a bit, he’s seen a big payoff, in ways financial and emotional.

“Over the past few months now we have seen consistent double-digit increases above last year in sales. Just for the month of August, we were up 13% or 14%, and I really credit most of that to the involvement in the community and the marketing approaches that I’ve taken.”

More about Huddle House

Huddle House, which began franchising in 1966, has almost 400 units open nationwide, with plenty of prime territory available. If you’d like to learn more about our restaurant franchises, please explore our research pages.

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By Danny Klein | September 18, 2018 – FSR Magazine

In February, Huddle House changed hands for the second time in six years. Private-equity firm Sentinel Capital Partners dealt the 55-year-old chain to Elysium Management for an undisclosed sum. In that span, the family-dining icon retracted its total unit count by 44 units to 349 locations generating more than $240 million in annual systemwide sales. However,

the brand’s average-unit volume increased 14 percent during that run. It also put together its most impressive growth spurt in 15 years in fiscal 2017, signing 36 new franchise agreements and entering new markets across 14 states.

There was another major strategic shift taking place during the due diligence process as well. Huddle House CEO Michael Abt, who joined the brand in 2012 after serving as senior vice president with Arby’s, overseeing 1,100 company restaurants, pitched Elysium on what he calls a “tremendous opportunity” for the chain. In the next five years, Abt says Huddle House plans to expand its company restaurant portfolio from 40 to 100 restaurants.

“I think what you will experience and see in the franchising industry is that there’s so many franchise offerings right now,” Abt says. “It is becoming more and more difficult to grow just through franchising. So our idea was we need to create a bifurcated growth strategy that can help accelerate unit growth in the system and provide more money to the ad fund to help increase awareness through marketing. The best way to do that in our estimation, where we can control our own destiny to some degree, is to go out and build company restaurants.”

Huddle House identified whitespace in its existing footprint to build these corporate units without infringing on its expanding franchise base, where there are currently 51 stores in development, Abt says. The aim is to build 12 or so company stores per year alongside the franchise expansion, for the next five fiscal calendars.

To get there, Huddle House needed to bolster its infrastructure, which Elysium was open to. The added capital allowed the brand to bring on an accountant, real estate director, construction manager, and contract administrator. Abt says another four or five positions could be added, including field personnel and trainers, to help Huddle House execute this strategy.

Positive returns and the strength of today’s sale-leaseback market are driving the strategy, but so is the health of Huddle House’s system overall. In many cases, Abt says, positive same-store sales can be a reflection of lapping a rough year, especially at a legacy brand. Huddle House, though, has stacked several

good years on top of each other lately. This past year, the brand saw its comp sales lift 2.5 percent and average-unit volume grow more than 7 percent.

Additionally, 69 percent of the system is upgraded to the new Evolution design— a model that’s significantly outperforming older boxes by an average of 31.3 percent. According to Huddle House’s franchise disclosure document, the top half of all Evolution design restaurants posted average annualized unit volumes of $1,002,796.

Abt believes customer trends are pointing to further momentum, too. Breakfast remains one of the fastest growing dayparts in foodservice. In 2017, Dataessential showed that 93 percent of more than 300 operators surveyed reported an increase in breakfast sales. The year before, the National Restaurant Association’s Restaurant Industry Forecast noted that 72 percent of adults wanted restaurants to serve all-day breakfast.

At Huddle house, roughly 70 percent of its sales come from breakfast items offered at all times of the day. Abt says breakfast incidents are forecasted to increase by 4 percent over the year few years.

Another sign of optimism: Huddle House’s latest fleet of restaurants are posting sales 35 percent higher than the system average. And the brand’s market penetration remains steady. Huddle House serves smaller, often waved-over markets that embrace the concept as a multi-occasion operation. The average populations in the towns Huddle House opens are 6,000.

This reality has guided Huddle House’s changing marketing direction. About two and half years ago, the brand had zero percent of its ad fund supporting digital. It also featured occasional billboards in franchised markets, but no overarching directive.

Now, digital is about 10 percent and billboards account for 15 percent of Huddle House’s media mix. Abt says digital promotions are growing transactions 2 percent versus the non-digital promoted restaurants. The company brought on agency Plein Air last year to fuel the growth.

The development of an aggressive outdoor program has led to between 100–120 billboards in Huddle House’s markets. “We’re local,” Abt says. “A couple of billboards go a long way.”

The challenge, Abt says, is how to grow the marketing business and digital investment without sapping money from other segments. Print remains a key local driver. Huddle House will layer billboard on print, digital on billboard, and so on, but is currently not looking to increase its ad fund to franchisees.

“So this is sort of the necessary evil of marketing in most businesses,” Abt says. “You have to find ways to spend more money on marketing so you don’t lose ground on those initiatives that were working in the past.”

What Huddle House did was adopt a systemwide billboard program a couple of years back where the chain pays for most of the billboards, and if the franchise partner is willing to pay for half of the cost, Huddle House will extend it, and place the board for an entire year. So instead of operators getting six months on Huddle House’s dime, they can offer up another half and the company will find ways to split the cost to get them covered for an entire year.

Operators are eager to link up given the results. Abt says billboards are extremely effective at promoting new offerings in rural markets. One example was the January launch of Two-Hand Sandwiches, like the Prime Rib Tips Sandwich, which Huddle House introduced on the front of billboards. The same was true with its May 2017 Sweet Cakes. The “Pancakes Perfected” are thick and fluffy platter-sized pancakes in flavors such as Oreo Cookie Crunch and Caramel Apple Cobbler.

Another reason this is critical for Huddle House is the fact that its late-night business is shrinking a bit. About 70 percent of the chain’s units are 24-hour operations. “What we have seen in our markets is that the late-night business is slowing declining,” Abt says. “In these smaller markets that we’re in, where you used to have a lot of clubs and bars, some of those bars and clubs are just kind of going away. And with that goes some of the nighttime business.” Huddle House, in other terms, is finding a sweet spot in marketing its menu promotions and LTOs, breakfast, and other dayparts through out-of-home advertising.

As for the Evolution design, Huddle House’s program covers new prototypes as well as remodels. It has remodeled almost half of its system in the last five-and- half years. When Abt started with the company, only 6 percent of Huddle House’s footprint reflected the updated look. By year’s end, he expects Huddle House to hit 73 percent.

Bright colors, contemporary wall finishes that reflect actual products on the menu, and production enhancements are the focal points. One addition is the heated pass throughs, which improve throughput and also keep the product warmer while waiting for servers to pick it up. A signature tower on the exterior and a refreshed logo is also reflecting a more modern image.

“When you combine not just the evolution building independently, but when you combine that with the product innovation that we’ve had, it’s really helping to provide a new elevated experience for a brand that’s 55 years old,” Abt says. The remodels are producing same-store sales lifts of 10 percent with a 31.3 percent increase in AUV versus non-Evolution image buildings.

Huddle House is offering cash back to operators when they complete the model as incentive, which also makes them “feel like we’re putting a little skin in the game,” Abt says. “But when they have one first-year same-store sales average growth of greater than 10 percent they like the results obviously. The consumers are telling us with their pocketbooks that they approve,” he says.

In regards to future growth, Huddle House is very focused on conversions where the return can be even greater. “We can turn anything into a Huddle House almost,” Abt says.

There is also a unique background for off-premises, given the small markets. In many of Huddle House’s restaurants, third-party delivery is simply not a logistical option. So the idea of implementing a systemwide delivery program is something that doesn’t currently fit. But what Huddle House has done is implement an online ordering platform, which has helped increased carryout business by about 4 percent, Abt says.

Regardless of how and where Huddle House innovates, creating a standout product in the booming breakfast space remains top of mind. “We just didn’t want to be another me too stack of pancakes,” he says, referencing the Sweet Cakes. “We feel like we can differentiate there a little bit. And if we keep doing that, from a product standpoint, we can drive top line and transactions.”

For more information on opening a Huddle House franchise, complete the form on this page and a member of our team will be in touch.

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Get started on the right foot: Here’s the support you can expect when you open your Huddle House diner franchise

In the restaurant business, there may be no better predictor of how your business will go than the grand opening. Those first few weeks after opening tend to be the busiest, and it’s vital to be prepared. At Huddle House, having been in operation for more than half a century, we understand this better than anyone. That’s why we offer such extensive pre-opening and grand opening support to our diner franchise owners.
As a franchise investor, you can rest assured that Huddle House provides extensive pre-opening and grand opening support.

Before your opening

Huddle House’s pre-opening support is extensive: full real estate selection and negotiation support, a dedicated construction manager to work with you throughout the building process, and up to 40 days of training, both in classroom and at an operating restaurant, for you and two of your designated managers, or three of your designated managers if you won’t be involved in day-to-day operations. You’ll also receive two to three weeks of pre-opening and post-opening assistance in your restaurant.

When Neil Mistry was looking to add a family restaurant franchise to property adjacent to his hotel, a Quality Inn by Choice Hotels franchise in Sweetwater, TN, the grand opening support was part of the draw.

“The soft opening we did was phenomenal,” says Mistry. “We had a very good response from the local community, and we also had a good response from Huddle House corporate,” Mistry says.

Record growth

We’ve been growing our diner franchise nationwide and currently have more than 400 locations open or in development. That growth is thanks, in part, to our stellar support systems and strong franchisor-franchisee relationships.

“We’ve proven ourselves to be a winning concept on several levels – for our guests, the communities we serve and our franchise partners,” says Senior Vice President of Franchise Development Christina Chambers. “The last two years broke new records for our brand and we look forward to continuing that pace in the year to come as we welcome more entrepreneurs and communities into the Huddle House family.”

Learn more about Huddle House

To learn more about our diner franchise opportunity, including startup costs and the average earnings for our franchisees, please fill out the form on this page. You’ll receive your own password to access the Huddle House Franchise Information Center, where you can review our financial information, read Q&As with longtime franchisees, review tutorials for first-time franchise buyers and more.

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Our top-performing remodeled franchise locations averaged a million dollars in annualized unit volume, according to our latest FDD Huddle House just wrapped one of our best years ever, with our top-performing restaurants hitting a median $1 million AUV mark

Huddle House is proud to announce a big milestone we’ve achieved in our last 12 months in business: Our diner restaurant franchise surpassed the million-dollar mark on our Annualized Unit Volume (AUV).

The $1 million AUV milestone is a significant benchmark sought out by experienced restaurant operators. In our case, it represents the last several years of hard work by both the leadership team as well as the franchisees themselves.

Big numbers, big opportunity

We saw a near-immediate effect on restaurant sales when we introduced the Evolution remodel to Huddle House restaurants. Evolution gave our diner franchise a modern makeover with a new building prototype, contemporary furniture, LED lighting and updated menu offerings. Franchisees who adopted the Evolution design saw averages sales increases of over 30% compared to non-Evolution locations.

Our benchmark AUV is included in Item 19 of our 2018 Franchise Disclosure Document (FDD), which was filed in August. The top 50% of our Evolution franchised locations experienced an AUV of $1,002,796, which is 31% higher than our non-Evolution design franchised locations.
All-day breakfast, great consumer value and a brand that’s accessible to everyone have contributed to a stellar year for Huddle House.

A diner restaurant franchise worth a closer look

The 2018 FDD includes data collected from 177 Evolution locations, 89 of which were in the top 50%. In addition to high sales, we show that our top performing stores can also achieve that all-important 40% gross margin number. That’s the gross profit after food, paper and labor costs, and it’s an important marker that experienced restaurateurs look for in a worthy investment.

Other details from the last fiscal year provide even more insight into our past financial performance. Qualified candidates can receive a free copy of our FDD by filling out the form on this page.

Huddle House is a 52-year-old brand with roots in the Southeast. Customers love our “Any Meal. Any Time.” philosophy and our delicious food served from the heart. Breakfast comprises more of our sales than any other day part, and with the relatively low cost of breakfast menu items, franchisees have an opportunity to earn bigger profit margins.

We’ve been expanding our presence in recent years beyond our core markets, and still have many prime territories available.

Open a Huddle House

We invite you to discover more about our winning franchise brand on our research pages. To get a copy of our FDD, fill out the form on this page to gain access to our proprietary Franchise Information Center.

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From multi-unit to owner/operators, our franchisees explain some of the compelling reasons they invested in our breakfast restaurant franchise

You show us a thriving breakfast restaurant franchise, and we’ll show you a veritable buffet of reasons people might choose to invest. And while it’s true that buyer motivations can be as unique as the individuals themselves, certain themes tend to crop up over and over again. Here are three of the reasons we’ve heard frequently from happy Huddle House investors.

Scalability

For multi-unit franchise investors, restaurants are a particularly attractive segment. It makes sense – Huddle House is 400 units open and under development and growing, and we can offer economies of scale through vendor relationships, buying power and an in-house supply chain.

Mike Lokhandwala of Valdosta, GA, immediately saw the big opportunity. When he bought his first unit, he was already eager to add another 8-10 over the next few years.

Robert Wiggins Jr.

And Robert Wiggins Jr. of Hazlehurst, GA, who also owns franchise concepts including Hardee’s, Pizza Inn and Dick’s Wings, was very happy with our efficient systems. “Of all the brands I’m associated with,” he says, “Huddle House has the lowest food costs.”

We offer a great value to consumers when it comes to our generous portions of delicious comfort food, and we also strive to offer a great value to our franchisees when it comes to purchasing multiple units. We frequently offer financial incentives and resale opportunities.

Small-town appeal

We’re a popular franchise opportunity in small towns, partly because we go in places other brands won’t, and we thrive there. Ben Hoover opened his first location in 2002 in Pelham, GA, which has a population today of about 3,600, and later took over his family’s Huddle House in Moultrie, GA, a somewhat larger town of about 15,000.

Ben Hoover

Hoover’s business sponsors the local high school football team, and the Huddle House is a favorite in Moultrie, even though the dining scene is a little more competitive there.

“We are real proud of what we do in town,” Hoover says. “We are really the family gathering place in Moultrie. We know most of our customers by name. It is comical at times, and we all have a good time with the customers. And the customers have a good time with the employees. It’s a fun gathering place.”

Brand culture

At our Sandy Springs, GA, headquarters, which we call the Support Center, you’ll see reminders everywhere of who our main focus is: the franchisees. Lokhandwala immediately got that, and he was immediately on board with what he describes as our servant leadership model.

Mike Lokhandwala

“From the CEO to the team operations and marketing development – it is phenomenal support,” Lokhandwala says. “That is a big plus for me. Secondly, Huddle House has a niche market in the local communities where no other franchisor goes. Huddle House serves the smaller communities with less than 5,000 people, and that is one thing that really attracts me. That and, of course, the food.”

Learn more about Huddle House

To learn more about our breakfast restaurant franchise, including the average earnings for our franchisees and startup costs, please fill out the form on this page. You’ll receive your own password to access the Huddle House Franchise Information Center. You can also explore our research pages.

The post 3 reasons franchisees choose to own Huddle House appeared first on .

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Newer diner franchises are cropping up, but Huddle House is a better franchise choice. Here’s why.

Breakfast is still the most important meal of the day, and since breakfast foods typically have a higher profit margin than other day parts, that’s great news for our franchise owners.
Breakfast is awesome no matter what time it is, and a lot of new diner concepts are starting to catch on. You’re probably noticing more places cropping up in a strip mall near you that sell all-day breakfast. That’s okay with us; we’re established and successful enough to welcome the competition. We just think it’s important that our prospective buyers understand that Huddle House has a lot of advantages over newcomers in the diner franchise space, not to mention decades more experience.

“Why is breakfast suddenly trending?” asks Franchise Chatter in a recent article. “Part of it is the growing desire among many consumers to eat a more protein-heavy diet but without doing the cooking themselves. For others, it’s about seeking out somewhat healthier options than typical fast-food offerings. Whatever the reasons for it, more than 50% of people now eat breakfast outside the home. The good news for would-be restaurateurs is that breakfast food ingredients tend to be less expensive, allowing for better margins.”

Compare these diner franchises to Huddle House

We understand there can be excitement around an emerging brand. There can also be a lot of uncertainty. Consider the size alone of these diner brands:

 Franchising since
No. of units
Black Bear Diner2002106
Another Broken Egg Cafe200567
Famous Toastery201326
Broken Yolk Cafe200925
Huddle House1966400

There’s a curious thing about franchise size. In the beginning, they tend to be so small that you have to be willing to incur greater risk. But later, some franchises grow so large that it’s hard for franchisees to feel like anything other than a small cog in a big wheel.

At Huddle House, you’ve got the security of a franchise system that’s large enough to have locked down some very successful protocols for running an efficient restaurant business, has a good enough reputation to have secured some very experienced leadership and yet still manages to prioritize the needs of franchise owners.

And, while no one can predict the future, there’s a lot of comfort in knowing we’ve been in business for more than half a century.

Too many new kids on the block?

With so many new concepts emerging, and many of them named some variation of an egg pun, it can be difficult for consumers to wade through the noise. How will they differentiate themselves and stand out? Which ones will fall to the wayside and which ones will survive?

By contrast, Huddle House is a well-known brand in the South and beyond, as we expand our traditional stronghold further north, east and west. We keep pushing ourselves forward – our Evolution redesign outperforms older-model stores on average by more than 30% – while staying true to our core values.

Since the 1960s, customers have known and loved Huddle House for for bringing friends and family together over delicious food served from the heart. We’re experiencing record growth as we consistently demonstrate how relevant our brand is to today’s diners.

Join a winning brand

Discover for yourself how our leadership, systems and our special franchise family combine to make for a winning franchise brand. Please explore our value proposition on our research pages. To discover more in-depth information, fill out the form on this page to gain access to our proprietary Franchise Information Center.

The post Joining a winning legacy brand vs. an emerging diner franchise appeared first on .

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