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For example, Little Caesars’ initial foray into the UK in 1985 failed to replicate the triumphant growth experienced in its homeland. Grievances over the US franchisor’s communication and support reportedly emerged and the brand failed to resonate with its British consumer base, causing tensions between franchisees and the US-based HQ to escalate until the last UK outlet of Little Caesars closed in 2000. Fast forward more than two decades, and a Little Caesars UK ‘second coming’ is a pivotal moment in the pizza brand’s revitalised international expansion strategy. Demonstrating a focused commitment to learning from past mistakes, the company has established a dedicated international team to provide operations senior executive. Rajan and Jas Sandhu, franchisees for Little Caesars Greenford, opened the first ever site for London and the south, viewing the arrival of the brand as an exciting opportunity to offer their local community top-quality ‘Hot-N-Ready’ pizzas starting at £5. “The enthusiastic response from our customers has been overwhelming,” they say. Little Caesars is now embracing a rapid growth approach by seeking franchisees who are interested in establishing 20 or more units within an initial five-year timeframe – presenting an opportunity for multi-unit operators. Why are they coming back? While Little Caesars and Chick- fil-A (the US burger brand which withdrew from the UK four years ago following boycotts) may have changed their corporate strategies to strengthen relationships with customers and franchisees, the main reason why many international franchises are returning now is simply due to improved market conditions. Wendy’s – the third largest burger chain in the world – returned to the UK in 2021 after a 20-year hiatus. It was armed with an Uber Eats delivery deal and a goal to open 400 outlets. Wendy’s originally left the UK citing high operating costs and overheads as the reason for exit. “Successful international expansion demands meticulous planning, strategic foresight, and a keen understanding of local nuances on the franchisor’s part” comprehensive support to franchise partners. The next phase of growth is backed by advancements in technology and ongoing innovation, as well as customers doubling down on value for money. “Given the backdrop of the cost-of-living crisis in the UK, we’ve realised there’s a distinct appetite for a value-first offering which doesn’t compromise on quality or fresh ingredients,” says Carlos Vidal, global franchise development and INS IGHT 58 WHAT FRANCHISE | ISSUE 19.3