A&W Legacy: How Relationships Have Built the Brand

“Apparently, root beer does run in my veins because I couldn’t get away!” said Linda Mulder, a second-generation A&W Restaurants owner and vice chair of the A&W Franchise Association.

Linda first began working at A&W Restaurants when she was 12 years old, washing dishes in the location that her father, Dale Mulder, had purchased. Now, Linda says she is working on bringing the third generation into the business, establishing the importance of the operation with her own children. This is in line with the larger A&W Restaurants network, and it is exactly what has allowed A&W to become a legacy brand.

Family business model

The all-American restaurant concept has grown to nearly 1,000 units nationwide by centering a family approach, encouraging an inter-generational model and emphasizing the voices of everyone within the franchise system.

Dale Mulder first invested in A&W in 1963 when he bought a small, seasonal A&W operation in Lansing, Michigan. Through operational changes, menu expansions and system-wide growth, Mulder says there were times when it didn’t even feel like work.

“It was really an unbelievable experience. It was like going to spend the day with your family,” he said. “The kids became family; you became their second moms and dads in the business… The best experience and the best memories about all this are the things that you did with human beings.”

It truly is all about the people. Whether you’re a franchise owner involved with your employees and customers or a member of the A&W Franchise Association, the connecting thread is the human experience.

As the business continues growing, adapting to recessions, pandemics, changes in the workforce and much more, the A&W Restaurants franchise network has remained a strong family. Through these changes, and as the brand looks to the future, this connection, and the Franchise Association more specifically, remains a focal point.

Franchise system governance

Unlike some models that are run in a more authoritarian way, A&W truly is run by the franchise system. Each owner has a voice, and decisions that impact the brand's future include the voices of everyone within the system. Everything that touches a restaurant is discussed and filtered through a group of franchise operators.

The Franchise Association also holds two of five seats on the company Board of Directors. This ensures that real franchise owners are involved directly in the decisions that will impact them as well as the strategic planning necessary to carry on the generational trajectory and family model of the brand.

“When you talk to people associated with this brand and you do a word cloud, the word that comes out every single time as one of the largest if not the largest in the cloud is family,” said Kevin Bazner, CEO of A&W. “Everybody has to do their bit, but that’s what families do.”

The total investment necessary to begin an A&W operation, not including rent or land costs, is $871,000 to $1,454,750 for a Freestanding Restaurant; $401,000 to $1,013,750 for an Inline Restaurant; and $276,000 to $704,000 for a Captive Restaurant, including a $15,000 to $30,000 franchise fee.

Established in 1919 in Lodi, California, as a roadside stand, A&W Restaurants now stands as a thriving part of the American experience. With 500-plus locations across the country, including 300 standalone restaurants, the brand remains a one-of-a-kind true original. Even its signature A&W Root Beer, served in an iconic frosty mug, is handcrafted at the restaurant. Today, that traditional approach is resonating strongly with consumers looking for authentic brands. For more information, visit