What the Global Franchise Forum in Lisbon teaches us about the future of international franchising

Growing a franchise formula internationally is very much in motion. That was perhaps the most important conclusion of the recent Franchise Pool International (FPI) Forum in Lisbon. Koelewijn & Partners attended this international gathering, where franchisors, advisers, trade associations and developers from a range of countries came together.

In a world shaped by geopolitical tension, changing consumer needs, staff shortages, rising costs and increasing regulation, one thing is clear: international franchising is not going away. But the way you grow successfully across borders is changing.

The conversations in Lisbon confirmed much of what we see every day in the Dutch franchise sector. At the same time, they produced fresh insights for Dutch franchisors who want to take their formula abroad, and for international brands looking at the Netherlands as a potential growth market.

These, in our view, are the most important lessons.

1. Food & Beverage remains strong, but differentiation matters more

Food & Beverage remains one of the strongest sectors in franchising worldwide. In the Netherlands too, hospitality is a major pillar of the franchise sector. At the same time, the market is becoming ever more competitive.

A good product or an appealing hospitality concept is no longer enough. International franchisors need to demonstrate convincingly why their formula is both locally relevant and internationally scalable.

Brand positioning, operational simplicity, distinctiveness and healthy unit economics all play an important role here. New operating models are also attracting more attention. Think of smaller outlets, delivery concepts and dark kitchens, where lower fixed costs and scalability are central.

For Dutch formulas looking abroad, this means the question is not only: "Can we export this concept?" It is above all: "Which parts of our success are transferable, and which need to be adapted locally?"

2. Health & Wellness is developing into a significant growth market

One of the sectors coming firmly into international view is Health & Wellness. Think of fitness, physiotherapy, personal coaching, prevention, beauty and other forms of health and wellbeing.

Consumers are paying increasingly conscious attention to health and vitality. That creates room for specialised concepts which solve a clear and measurable customer need. Internationally, we also see that such formulas appeal to franchisees who want to combine entrepreneurship with social relevance.

For the Netherlands this is an interesting development. Our country already has a range of franchise concepts in sport, health and personal services. A formula that is successful here may therefore have a strong basis for international expansion.

But the same caveat applies: a proven Dutch formula is not automatically a proven international formula. Local care structures, regulation, training requirements, consumer expectations and willingness to pay can differ significantly from one country to the next.

3. Candidates for a franchise formula are becoming more critical

Another clear development: good franchisees are choosing more deliberately.

That applies both to the individual entrepreneur who wants to open a single outlet and to investors who want to take on multiple locations or a larger territory. Candidates have access to more information, compare formulas more intensively and set higher expectations of the franchisor.

That has an important consequence for franchisors who want to grow internationally.

A professional franchise offer does not begin with the search for a partner, but with the evidence for the market.

Market research, competitor analysis, a realistic operating model, insight into local regulation and a clear profile of the ideal franchise partner are increasingly important. After all, potential partners do not only want to know what a formula does. Above all they want to know:

• Why will this formula succeed in my market?
• Who is my local competitor?
• What level of investment is realistic?
• What can I earn as a franchisee?
• What support will I receive from the franchisor?
• Which parts of the concept will be adapted to the local market?
• And: why is this market in particular attractive for the formula?

These are the questions a professional internationalisation plan needs to answer.

4. A single master franchisee for an entire country is not always the best solution

An interesting development that came up repeatedly during the FPI Forum is the shift from the traditional master franchise model towards area development.

The idea that one partner develops an entire country can be appealing. But Europe consists of many different markets. Even within a single country, consumers, the labour market, property, competition and buying behaviour can differ considerably.

That is true of the Netherlands as well. Although the country is geographically small, commercial conditions are not the same everywhere. The dynamics of Amsterdam or Utrecht differ from those of the northern provinces, Limburg or Zeeland. Location, catchment area and local competition can be decisive for the viability of an outlet.

For international franchisors it can therefore be wiser to work with regional development territories. An area developer takes on the responsibility of developing several outlets within a defined territory, without the whole country having to be allocated at once.

Another interesting variant is a phased model: first the local partner proves that they can operate and build the formula successfully. Only then does room emerge for further development or sub-franchising.

That demands more discipline up front, but it can significantly limit the risks for both parties.

5. The Netherlands is small, but by no means unimportant

From an international perspective the Netherlands may look like a relatively small market. Even so, it is a mature and professional franchise country.

According to the Dutch Franchise Association (NFV), in 2025 there were 936 franchise formulas and 34,937 outlets active in the Netherlands. Together these franchise businesses accounted for 50.5 billion euros in revenue and 438,800 jobs.

That makes the Netherlands attractive for international brands looking to continue their growth.

At the same time, the Netherlands is not a market where an international formula can simply copy its existing approach. Dutch consumers are critical, competition is strong, and entrepreneurs look closely at the quality of the formula, the earnings model and the support on offer.

On top of that comes the Dutch Franchise Act, in force since 1 January 2021. Franchisors and franchisees have to account for specific statutory rules covering, among other things, pre-contractual information, changes to the formula, and certain consultation and consent rights.

For an international formula entering the Netherlands, local knowledge is therefore not a luxury. It is a condition for a sound market introduction.

6. A financial model does not simply travel across the border

One of the most underestimated aspects of international expansion is adapting the operating model.

A formula that is successful in the Netherlands may face a completely different cost structure in Germany, Spain or the United Kingdom. Think of rents, wages, taxes, logistics, local purchasing, consumer spending and price levels.

But the operating model deserves critical scrutiny within the Netherlands as well. A formula with an outlet in a major city centre may have a very different revenue and cost structure than the same formula in a mid-sized municipality.

International expansion therefore does not begin with a translation of the franchise manual, but with a translation of the business model.

What is achievable locally? What level of investment is appropriate? What revenue is realistic? What margins are necessary? And how much support has to come from head office?

Only once those questions have been answered properly does a solid basis for further growth emerge.

7. The biggest lesson from Lisbon: real market knowledge comes from people

This was perhaps the key message of the FPI Forum.

Data, technology and AI offer excellent new possibilities. Market analyses can be carried out faster, information is more easily accessible and international communication keeps getting more efficient.

But international franchising remains a people business.

A report tells you what the average rent in a country is. A local entrepreneur can tell you which location is genuinely worth having.

Data shows you how many competitors there are. A local franchise professional can explain why one competitor succeeds and another does not.

AI can help you analyse a market. An experienced franchise manager can tell you what it is actually like to operate a formula there.

It is precisely that combination of data and practical experience that makes international expansion stronger.

What does this mean for franchisors?

For franchise organisations that want to grow internationally, we see a clear shift.

The question is no longer only "In which country can we franchise?", but:

"In which market can we demonstrably create value, with which partner, on what terms and with which development model?"

That calls for a more phased approach:

1. Define the international ambition. Which countries genuinely suit the formula?
2. Research the market. Look at consumers, competition, regulation, costs and growth potential.
3. Test the formula for international scalability. Which elements are universal and which need local adaptation?
4. Develop a realistic local operating model.
5. Choose the right partner model. A single master franchise partner, an area developer, own outlets or a combination?
6. Do not select on available capital alone. Look above all for a partner who understands the market, the culture and the formula.
7. Start in a controlled way and learn from the first outlets. International growth does not have to mean maximum growth straight away.

International growth calls for local knowledge and an international network

The conversations in Lisbon confirmed once again how valuable an international network of franchise partners and specialists is.

As a member of Franchise Pool International (FPI), we can connect franchisors with professionals who genuinely know their own market. Not only from theoretical market information, but from experience with franchise development, franchisees, local regulation and the day-to-day reality of doing business in that market.

At the same time, such a network gives us insight into what is happening outside the Netherlands. Which concepts are emerging? Where is demand developing? Which franchise models work in other countries? And which lessons can we translate back to the Dutch market?

That fits the way we at Koelewijn & Partners look at franchising: franchising is the duplication of success, but international success begins with understanding what is needed locally.

The future of international franchising will therefore not, in our view, be decided by how quickly a formula can be taken to as many countries as possible.

The real question is:

How carefully can we translate success into a new market?

That is where we believe the key to sustainable international growth lies.

Do you want to take your franchise formula across the border? Or are you an international franchise organisation exploring the Dutch market? We are glad to think along with you about market selection, internationalisation strategy, the right franchise model and the practical preparation for market entry.

International growth starts with a good conversation. Schedule a discovery call.