01
Operating scale
The brand has enough existing units and operating history to prove repeatability.
U.S. Readiness Score
A fast diagnostic for international franchisors considering America.
Use the score to start the right conversation. The paid assessment goes deeper into economics, capitalization, localization, structure, and execution.
U.S. Readiness Score
Use the framework openly. Unlock the diagnostic when your answers are complete.
This short version of the assessment helps leadership pressure-test whether America should be an active expansion priority. The full FranLaunch assessment goes deeper into economics, launch structure, capitalization, localization, and first-market execution.
02
Franchise system quality
Franchisee support, training, manuals, field operations, and reporting are documented and working.
03
Unit economics
Leadership can clearly show sales, margins, investment range, returns, and franchisee-level economics.
04
U.S. consumer fit
The customer proposition is likely to translate under American buying behavior and competition.
05
Localization requirements
The brand understands what may need to change in menu, product, service model, pricing, language, or culture.
06
Supply chain readiness
Key vendors, product standards, import issues, and U.S. sourcing options are realistic.
07
Management commitment
Senior leadership is prepared to give the U.S. launch sustained time, attention, and decision authority.
08
Capital readiness
The company has capital available for a serious 12- to 24-month U.S. entry effort.
09
First-market strategy
Leadership has a disciplined view of where the first U.S. market should be tested and why.
10
Ownership and entry structure
Have you chosen how the U.S. business will be owned and launched—through a company-owned pilot, franchise development, joint venture, or another structure?
11
Legal and franchise readiness
Trademark, FDD, disclosure, entity, and compliance work are understood as launch-critical items.
12
U.S. launch team requirements
Leadership knows which U.S. functions must be built, hired, outsourced, or managed through a launch office.
13
Franchisee and operator profile
The company knows what kind of American operator or franchisee should be recruited first.
14
Capital and growth story
Do you have enough capital to fund the launch, and can you explain the U.S. opportunity credibly to lenders or investors?
15
Risk and timing
Leadership has a realistic view of what could delay, weaken, or derail a U.S. launch.
What the full assessment scores