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“By partnering with an international brand that’s been here before, you’re buying into a mature system that’s already weathered previous storms” understanding of what resonates with UK consumers. What’s more, we witnessed first-hand the importance of offering a comprehensive dessert experience where customers could enjoy a leisurely sit-down experience with a coffee and pastry. “Through consumer studies, we have also found that there is a genuine appetite and demand among UK consumers for Häagen-Dazs shops in this territory,” she continues. “The post-COVID landscape has seen a resurgence in OOH consumption, with the snacking and indulgent ‘treat’ category experiencing significant growth. Consumers are once again seeking out indulgent experiences, including premium ice cream treats, so the time is ripe for expansion. Häagen-Dazs, with its strong brand recognition and reputation in the UK, is well-positioned to meet this demand.” This presents a real opportunity for entrepreneurs, but for now those operating outside the capital will have to wait. While the brand remains open to expanding into other cities in the future, primary focus is on re- establishing a presence in London. “We believe that by concentrating our efforts on this key market, we’ll be able to gauge the success of our reintroduction and finetune our approach, building a strong foundation for future expansion,” explains Lory – showing a reassuringly thorough strategy aimed to inspire confidence from franchisees who might be reticent after the brand’s previous departure. “We’re carefully evaluating potential multi-unit franchisees based on a set of criteria and qualities that align with our brand values and objectives. It’s crucial they demonstrate a genuine passion for the Häagen-Dazs brand, as well strong operational skills managing multiple units, relevant experience in the retail and food service industries as well as being familiar with the London landscape as we have learned to lean heavily on local expertise when it comes to pinpointing the ideal locations for our shops.” Buying into something big The thrill of being part of something bigger, something grander than oneself, is a compelling reason to partner with an internationally popular brand like Häagen-Dazs. “Aligning with a globally recognised franchise can inject a sense of pride and purpose, knowing you’re contributing to a brand’s global success story while also carving out your own path to prosperity,” says managing consultant, Phil Mowat. He adds that the UK holds a certain charm for international franchises, being a bustling hub of commerce, innovation, and diverse consumer preferences, as well as having an established legal framework and strategic geographical location. “Established international brands tend to be at the forefront of industry trends and technological advancements, equipped with robust systems, tried-and-tested operational procedures, and comprehensive training programmes – a godsend for franchisees who need to hit the ground running and navigate the complexities of running a business with confidence.” By partnering with an international brand that’s been to the UK before, you’re buying into a mature system that’s already weathered previous storms, gained valuable experience in navigating the unique market and learned from past lessons in building a growth strategy that’s both robust and secure. It surely is a win-win situation. DOYOUR DUE DILIGENCE Consultant Phil Mowat on the checklist franchisees should followwhen navigating a potential partnership with a returning franchisor. Enquire about the franchisor’s international performance over the years. What have been the hiccups and successes, and how has it weathered various market conditions? Ask the right questions: What’s the current state of the franchise network? Are there any ongoing legal or financial matters? Conduct thorough due diligence from your end – examining financial statements, franchise agreements, and of course, speaking with existing franchisees to get a sense of their experiences. INS IGHT 60 WHAT FRANCHISE | ISSUE 19.3