When Otto Othman decided to open his Latin-inspired fast-casual brand, PINCHO, it was 2010 and he and the other two cofounders were at a family Fourth of July cookout.
The team was inspired by Othman’s mother’s beloved kebab recipe, and soon after the cookout, they went to work building the concept, crafting a menu largely based on family tradition and finding a location in Miami. Now PINCHO has 11 stores and plans to open 100 locations in the next five years.
Taking the store from an idea inspired by a family favorite to a network of successful stores didn’t happen overnight. “We haven’t grown for the sake of growth, and we’ve only opened up new stores if we have the exact right partners and a strong enough team under us to get there. You can’t rush this,” Othman says.
Scaling up is a complex process for any concept. Brands looking to expand must consider a catalog of growth options, and each specific quick serve warrants its own unique growth strategy. Opening the doors to a new store (or several new stores) is the most satisfying step in the growth process, but it’s also a final step—one that comes after several months of preparing mentally, physically, and emotionally for brand expansion; tirelessly scoping out the best markets and sites; and establishing a strong team and customer base.
There isn’t a magic formula for scaling, and brand founders and operators on the brink of a growth phase have to first ask themselves: “Am I ready for this?”
Know thyself
To grow a brand, one must first know their brand. This means leaving no stone unturned when it comes to financials, staffing, replicability, and target audiences. When operators neglect to properly learn the ins and outs of their concept before expanding, it can result in a not-so-dependable foundation for growth.
“Before growth, operators first have to ask themselves if they’re ready for growth, what the vision is for themselves as operators, what they do extremely well, and what they don’t do well. It’s not just about growth. It’s about achieving what you want to achieve with your brand specifically,” says Larry Reinstein, president of LJR Hospitality Ventures, a consulting firm for fast casuals. When operators reflect on their brand vision and their vision of the role they will play within the growing brand, it lays the groundwork for a growth strategy that is built to achieve those personal goals, he adds.
