How Jollibee Embraces ‘Gatekeeping’ to Vet Franchisees

Looks can be deceiving in the franchisee lead generation process. Peter Wright, vice president of franchising for Jollibee’s North American operations, knows how this can affect an entire franchise system, which led the brand to implement a stronger vetting process to weed out bad actors and unqualified prospects.

“We’re looking to partner with the best franchise operators and developers,” Wright said. “We need a rigorous process to make sure we’re making the right decision in that regard.”

With 112 units across the U.S. and Canada, Jollibee is targeting a goal of 500 North American units by 2030. But the company isn’t giving the green light to everyone.

During its 90-day vetting process, Wright said the brand uses stress tests and regular communication to determine which prospects meet its criteria.

“We’ve laid out each step in our process, from initial inquiry … all the way through to signing a multi-unit development agreement with a new franchisee,” Wright said. “What we then did is look at that process—what steps and milestones are in our control—and make sure the franchisee knows what’s expected of them.”

Having proper capital and the ability to finance development, are essential, and Jollibee favors those with a successful track record in multi-unit restaurant operations. But numbers don’t paint the whole picture, said Wright, who emphasized the importance of aligned values. The company’s process prioritizes qualitative metrics more than ever, nixing those who lack humility and integrity or refuse to follow the system.

“We want franchisees who are aligned with our core values and what we’re trying to do,” Wright said. “As you get to know somebody, you can start to understand those things: Why are they in the business? Do they love being in this business? Are they focused on delighting their customers? Do they do things with excellence? Do they focus on trying to be the best and always learning?

Prospects are appreciative of the process, he added. “That’s a big thing … because they understand it’s a big investment on our part, and we take their investment in our business very seriously.”