S1Ep234 Elevate Your Franchise Growth Strategy with Joe Mathews

Franchise growth strategy is more than signing new franchisees—it's about building the right foundation, attracting the right people, and scaling smart. Few understand this better than Joe Mathews, Founder and CEO of Franchise Performance Group, who has spent nearly four decades shaping some of the world’s most recognized franchise brands.

From his early leadership roles with Subway and Fantastic Sams to advising brands like Marco’s Pizza and many others, Mathews has witnessed firsthand what separates long-term franchise success from short-term expansion. His experience writing five industry-leading books and contributing to major publications like Entrepreneur, USA Today, and Fortune underscores his authority on franchise development.

A true student of franchising, Mathews built Franchise Performance Group to provide brands with a full-service, outsourced franchise development solution. His work goes beyond lead generation; it focuses on aligning franchisee and franchisor goals, building systems that foster success, and creating sustainable brand growth that lasts well beyond the initial sale.

At the heart of Mathews’ approach to franchise growth strategy is the understanding that great franchise brands are built on great franchisees. It's not about awarding as many territories as possible—it's about recruiting partners who share the brand's mission, values, and long-term vision. He emphasizes that smart franchise expansion is a careful balance of ambition and discipline.

Mathews explains that many emerging franchisors fall into the trap of chasing growth for growth’s sake. Without the right systems in place—operational training, marketing support, real estate development, and leadership alignment—franchise networks become fractured and inconsistent. This, he argues, is where the real danger lies: rapid growth without operational excellence can undermine a brand’s reputation faster than anything else.

A successful franchise growth strategy requires brands to invest deeply in the success of their franchisees. Mathews points out that franchisors who view franchisees as customers, rather than partners, miss the opportunity to build truly high-performing networks. Franchisees need to be empowered, supported, and continually trained to deliver the brand experience at the highest level.

Another critical factor Mathews emphasizes is lead generation quality over quantity. Rather than relying on high-volume lead pipelines that attract the wrong candidates, he advocates for targeted, relationship-driven development strategies that focus on cultural fit, financial qualifications, and alignment with the brand's long-term mission. Strong franchise growth strategy starts with strong franchisee recruitment.

Mathews also addresses how the landscape of franchising is shifting. Post-pandemic dynamics, rising interest in semi-passive ownership models, and heightened franchisee expectations are changing how brands must approach development. He stresses that adaptability, transparency, and authenticity are now non-negotiable for brands that want to attract and retain top-tier franchisees.

Elevating a franchise growth strategy, Mathews explains, also means knowing when to say no. Not every prospective franchisee is the right fit, and franchisors must have the courage to protect their brand by being selective. A few wrong partnerships early on can have a cascading effect that damages unit economics, customer experience, and brand perception.

Franchise success, he insists, is about more than the franchise disclosure document or initial franchise fee. It's about creating a complete, ongoing support system that positions franchisees to succeed and scale within the system. When franchisors prioritize the succes