Plato Coffee is set to open its first store in the UK in April of this year, with the coffee chain undergoing a massive expansion since its start in a shipping container in Centurion.

CEO Stephan Bredell said that Plato will open a new store in London at the following address: Bishopsgate, 8–9 Norton Folgate, E1 6DB

Bredell said that the new store will open on 7 April 2026. It will mark the franchise’s first foray out of Africa.

The franchise has over 100 stores across South Africa. It has already expanded out of South Africa, opening a store in Harare, Zimbabwe, in November last year.

Plato has undergone a massive expansion since it was opened by Stephan and his brother Petrus, who started the brand in a container store in Centurion.

Their first store was traded under an informal licence. The brothers would capitalise on the growing foot traffic during the COVID-19 lockdown periods.

The brothers’ expansion plan across South Africa differed from most coffee chains, with a greater focus on underserved areas, including lifestyle centres and smaller towns.

They quickly built a loyal customer base and created a recognisable brand without relying heavily on advertising.

Many customers shared their positive experiences online, helping boost the brand’s visibility. Many were drawn to some of the outlets’ long operating hours, which helped meet the varying needs of its clientele.

The chain’s clean, simple aesthetic held it apart, with stores also having a more intimate, community-focused character than its competitors.

In 2022, Plato introduced a franchise model, helping it expand to over 100 locations and hire 500 employees.

“People often think Plato is an overnight success, but I know better. What looks like momentum today was built on years of blood noses, heartaches, tough lessons, and many failures, long before the model finally clicked,” said Stephan.

“Plato isn’t just a 6-year story; it’s closer to a 20-year journey of learning, refining, testing and staying in the game long enough when things didn’t make sense.”

Not just stores

Plato Founders, Stephan and Petrus Bredell

Outside the store expansion, Plato has also undertaken a series of initiatives, including opening its own academy on Canterbury Street in District Six, Cape Town.

The academy serves as a training centre for franchise partners, baristas and the wider public.

The academy offers barista courses, workshops, classes on latte art, and other practical training for coffee lovers.

“From foundational barista training to latte art workshops and sensory experiences, each session is crafted to elevate your understanding and appreciation of coffee,” said Bredell.

The academy also features a showroom for professional coffee equipment, serving as a meeting point for professionals and casual coffee lovers.

While being a coffee retailer, Plato is also making an interesting play in loyalty, partnering with Yoco.

Plato was the first company in South Africa to roll out Yoyo’s bank card-linked loyalty system, where customers automatically earn rewards every time they tap to pay, with no other loyalty card needed.

Customers earn 5% cashback, which is reflected in their Plato app. The cashback can then be used at any Plato store in South Africa.

Rewards are embedded in the payment process, so customers only need to pay with their card or smart wallet at the payment terminal.

Source: BusinessTech – www.businesstech.co.za

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Seattle Coffee Company was started by Americans in London, and has quickly grown to over 300 locations in South Africa.

Seattle was founded in London by husband-and-wife team Alley and Scott Svenson, who wanted to bring the experience of speciality coffee brands from their hometown of Seattle.

The company was introduced to South Africa by friends Pete and Barry, who opened the first store in Cavendish, Cape Town, in 1997.

The South African entity now remains independent of any international parent company and runs as a local family-run business.

Food Lover’s Market acquired a majority stake in the business in 2015, but it continues to operate independently.

Speaking with BusinessTech, Jared Jabour, Managing Director of Seattle, broke down the business’s expansion plans

The group now has 325 locations across South Africa, with more stores set to open in the coming years.

Jabour said that the group plans to open 40 locations in the current financial year, which ends in February 2026 (2026 financial year).

The group also plans to open another 40 stores in each of the 2027 and 2028 financial years.

Jabour said that its current locations vary from cafes to convenience stores across the country, with the group having strong relationships with Sasol and Ashtron/Caltex.

In addition to its South African operations, the company also has locations in Namibia and Zimbabwe, with its first store opening this year to great success.

Seattle plans to open new locations in Swakopmund and Walvis Bay, Namibia, soon, with all prior locations having been in Windhoek.

Jabour added that many landlords have been knocking on Seattle’s doors to expand their presence in South Africa and its neighbouring countries.

However, the majority of its locations are company-owned, which means that the company acts with caution as it needs to build cash before expanding.

Jabour said that training, building infrastructure, and creating the supply chain are not easy endeavours.

The group has a franchise model with its regional partners, who have the right to expand Seattle in certain regions.

While the company has rights in the Western Cape, inland South Africa and Namibia, regional partners are present in Kimberly, Knysna, KZN, Mpumalanga and Zimbabwe.

Price relief potentially on the cards

Coffee has experienced some of the most significant price increases over the last couple of years, with September 2025 recording an improved inflation rate of 9.0%.

Coffee prices have risen amid adverse weather conditions, increasing production costs and stronger global demand.

Jabour said that Seattle speaks directly with its suppliers to understand the conditions facing farmers, and he believes that cost pressures should start to ease.

From his perspective, he believes that cost pressures should start easing in the coming year.

He said that cost pressures are starting to stabilise, but warned that other shocks are still possible.

Even if input costs do start declining, Jabour said that customers are unlikely to see the cost changes immediately, as retailers act with caution.

While coffee is the group’s dominant category, Jabour said that the company is expanding into other products, including smoothies with long shelf lives.

Although the company is keeping an eye on the growing trend of Matcha, he said that the company is not quick to move on trends, as it likes to perfect its offerings before going to market.

Seattle Coffee Co. Images

Source: BusinessTech – www.businesstech.co.za

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Most franchisor–franchisee conflict doesn’t begin with poor performance, market conditions, or even financial pressure. It begins much earlier, with unmet or misaligned expectations.

Franchisees often enter a system expecting consistent, hands-on support, powerful national marketing, and fast brand expansion. Franchisors, on the other hand, expect franchisees to be self-driven, financially disciplined, and operationally capable from day one. Neither side is inherently wrong, but when these expectations are not explicitly defined and reinforced, friction is inevitable.

Silence is the real culprit.

When expectations are assumed rather than communicated, both parties begin to fill in the gaps with their own interpretations. Franchisees may feel abandoned when support is less intensive than anticipated. Franchisors may grow frustrated when franchisees fail to meet performance standards they believed were clearly understood. Over time, this disconnect erodes trust which is the foundation of any successful franchise relationship.

Expectation-setting is often treated as part of the sales process, something to help close deals and onboard new franchisees. This is a critical mistake. It is not a sales function; it is a leadership function.

Strong franchise systems recognise that clarity upfront prevents conflict later. They invest time and effort in educating prospective franchisees not just on the opportunity, but on the reality. They communicate what success requires: the hours, the discipline, the financial resilience, and the operational standards. They are equally transparent about what the franchisor will provide, what support looks like in practice, and what falls outside their scope of responsibility.

This level of clarity may slow down recruitment, but it dramatically improves alignment. And alignment is what sustains long-term growth.

Franchise relationships don’t fail because of a lack of opportunity, they fail because of a lack of shared understanding. The most effective franchisors don’t leave this to chance. They lead with clarity, reinforce expectations through training, and maintain open, consistent communication.

Because in franchising, silence is never neutral, it is destructive.

Clarity prevents conflict.

It’s Not Who You Know, It’s Who Knows You™

CEO – SA FRANCHISE BRANDS

The post The Silent Franchisor – Franchisee Relationship Killer. appeared first on SA Franchise Brands.

Younger entrepreneurs are reshaping the franchising landscape, bringing technology fluency, a desire for purpose-driven work and a fresh approach to business ownership.

Opinions expressed by Entrepreneur contributors are their own.

Key Takeaways

• More young entrepreneurs are pursuing franchise ownership earlier in their careers compared to generations before them. This surge is driven by a number of factors.
• Franchisors that modernize training, streamline operations and provide clear growth paths can attract and empower this next generation of leaders.

Franchising has always been a pathway for people seeking a proven business model, an established brand and a long-term financial opportunity. However, in recent years, we’ve seen a dramatic shift in who is seizing this opportunity. More young entrepreneurs — particularly Gen Z and younger millennials — are pursuing franchise ownership earlier in their careers compared to generations before them. What was once considered a late-stage career move has become a launchpad for ambitious young business owners.

I’ve seen firsthand just how quickly younger owners are entering and excelling in this industry, with their motivations, skillsets and expectations reshaping franchising. Every brand needs to be ready for this shift in ownership as younger franchisees are seeking entrepreneurial endeavors. In fact, in a 2020 survey by WP Engine and the Center for Generational Kinetics, nearly two-thirds of Gen Z (62%) said they have started or want to start their own business.

Here’s what’s driving the surge of youth in franchising and what franchise brands and young entrepreneurs should both know.

Why younger entrepreneurs are choosing franchising

A safer on-ramp to business ownership

Starting a business from scratch can be overwhelming, especially for someone in their 20s or early 30s. Younger entrepreneurs are increasingly drawn to franchising because it provides a structured, lower-risk pathway into business ownership through pre-established systems — like marketing, operational frameworks, training and support — already built into the model.

For those without decades of industry experience, franchising offers a roadmap by eliminating guesswork, shortening the learning curve and giving younger owners the confidence that they aren’t navigating their journey alone.

A desire for flexibility and autonomy

Younger generations have redefined what they want from their work lives. Flexibility and autonomy matter more than ever. Many want to build something of their own, but not at the expense of their lifestyle goals.

Franchising offers a unique balance: the stability and backing of an established brand, combined with the freedom to own and operate a business on their terms. In service-based industries like commercial cleaning, franchise owners can control their schedules, scale at their own pace and manage teams with a high degree of independence.

Better access to capital

Historically, funding was a major barrier for younger entrepreneurs, but today, that challenge is minimized. Small-business loans, SBA programs and franchise-friendly financing options are making it easier for first-time business owners to access capital.

As financing becomes more accessible, we’re seeing more franchise candidates in their 20s and 30s making the leap — especially in lower-cost franchise systems where the initial investment is more within reach.

Digital natives are built for today’s franchise landscape

Nowadays, technology touches every part of the franchising experience, from marketing, scheduling, staffing and operations, to communication, customer experience and more. Younger entrepreneurs, having grown up with much of this technology, are uniquely equipped to thrive in this environment.

Tech as a competitive advantage

Younger franchise owners tend to embrace operational software, automation tools, CRM platforms and digital marketing at a pace that often outperforms more traditional owners. Their experience and familiarity with technology encourage them to leverage data and trends to improve efficiency and customer satisfaction.

At Image One USA, we’ve seen younger franchisees quickly adopt our technology systems — from inspection platforms to real-time customer communication apps — with enthusiasm. Their comfort with digital tools helps them hit the ground running.

Purpose and community matter more than ever

For many young entrepreneurs, owning a business isn’t just about income; it’s about alignment with values.

Younger business owners want to feel connected to what they do. They care about sustainability, ethical practices and meaningful impact. Those franchises that demonstrate strong values and community involvement will have a major advantage in attracting young talent.

Built-in mentorship and support

Younger entrepreneurs actively seek mentorship and hands-on guidance. Franchising provides a built-in support network, from training and operations to peer groups and ongoing coaching.

A collaborative support model can resonate strongly with younger owners who are looking for transparency, open communication and strong leadership from their franchisor — and they perform better because of it.

What this shift means for franchise brands

The growing youth movement in franchising is exciting, but it also requires franchisors to evolve. Younger entrepreneurs learn differently, expecting digital resources, multimedia modules and clear, accessible documentation. Franchise systems that still rely solely on in-person instruction or paper manuals risk alienating this demographic.

Technology must also be seamless, as brands with outdated operational systems will be immediately noticed by younger candidates. Franchisors should prioritize regular audits of their tech stack to ensure that communication, data management and operational tools are intuitive and efficient for those who will use them.

Equally important is communication. Younger owners value transparency and authenticity, and they expect real-time access to information. Brands that use digital message boards, shared workspaces and franchisee portals to maintain open lines of communication will earn their trust.

Finally, franchisors must recognize that clear growth paths matter. Many young franchisees are thinking well beyond single-unit ownership, looking for opportunities to scale, take on leadership roles and build long-term business portfolios. Brands that highlight and support these pathways will easily stand out in a competitive market.

The future of franchising is being built by young people

Younger entrepreneurs are bringing innovation, passion and a fresh approach to franchising. Their comfort with technology, desire for meaningful work and willingness to embrace structured business models make them a powerful force shaping the future of the industry.

For franchisors, this generational shift is an opportunity — not a challenge. Brands that modernize their systems, invest in support and align with the values of younger owners will thrive.

As someone who has spent decades in franchising, I’m more encouraged than ever by the next generation. They’re committed, capable and ready to lead. The surge of youth in franchising isn’t just a trend; it’s the beginning of a new era of entrepreneurship.

Source: Entrepreneur – www.entrepreneur.com

The post Why Young Entrepreneurs Are Flocking To Franchising — And What It Means For Your Brand. appeared first on SA Franchise Brands.

South Africa’s economy showed signs of improvement in 2025, but for most businesses the environment remains tight. Consumers are under pressure, growth is uneven, and even established retailers are reassessing their competitive strategies.

Karen Keylock, Head of Retail Services at Nedbank Commercial Banking. Image supplied

Yet in the midst of this cautious recovery, one model continues to demonstrate resilience: franchising.

Franchising is often discussed as a business format. I would argue it is something far more powerful. Done correctly, it is a system that converts entrepreneurial ambition into scalable, job-creating enterprises — and that makes it a meaningful lever for national growth.

Structure turns ambition into scale

South Africa does not lack entrepreneurial energy. What it often lacks is structure. Independent start-ups frequently struggle under the weight of rising costs, compliance complexity, and inconsistent consumer demand.

Franchising addresses this gap. It provides a proven operating model, brand equity, established systems, and ongoing support. But more importantly, it gives entrepreneurs a framework within which they can focus on execution rather than experimentation.

Through Nedbank’s franchiser mentorship sessions — hosted in partnership with franchise coaches and industry experts — one message consistently emerges: franchising works, provided it is done right.

The difference between average and exceptional franchise systems rarely lies in the product. It lies in the people.

People are the real multiplier

Strong franchise systems are built on aligned operators. Over time, a clear pattern has emerged: resilience, integrity, and passion for the brand are far more predictive of success than technical expertise alone.

The advice often shared in mentorship forums is simple but powerful: hire the values, then teach the skills.

Franchisees who believe in the brand stay longer, deliver consistent customer experiences, and often grow into multi-unit operators. That is where real economic impact begins to compound. A stable store in a small town creates jobs. A multi-unit owner creates many more.

When operators are aligned and committed, franchising does more than replicate stores — it replicates opportunity.

AI as an enabler, not a replacement

However, people alone are not enough. The modern franchise network also needs the right tools.

Artificial intelligence is becoming an increasingly important enabler across franchise systems — not as a substitute for leadership or judgment, but as a way to strengthen decision-making. From demand forecasting and compliance management to reducing manual administration and improving financial clarity, AI allows franchisees to focus on growth rather than firefighting.

In a pressured economy, clarity is power. Operators who understand their numbers make better decisions. Systems that anticipate demand perform more consistently. And consistent performance builds resilience.

Partnership drives performance

The most successful franchise networks share another common trait: strong partnerships.

Thriving systems are built on regular engagement, open communication, clear expectations, ongoing training, and recognition of strong performance. Franchisees who feel supported are more likely to reinvest, expand, and create stable employment.

Financial institutions also have a role that extends beyond funding. Franchisers repeatedly emphasise that what they value most is not simply capital, but a financial partner who understands their operating model, recognises their pressures, and backs their long-term ambition.

Alignment between franchiser, franchisee, and financial partner creates momentum. Without it, growth stalls.

A national growth engine

In uncertain economic cycles, many independent businesses struggle to survive. Well-structured franchise systems, by contrast, are designed to withstand pressure. They combine brand equity, operational discipline, trained operators, and increasingly, intelligent tools.

This is franchising’s broader contribution to South Africa. It builds businesses that stay open through volatility. It creates employment across metros and smaller towns. It keeps money circulating in local communities.

If we are serious about unlocking South Africa’s entrepreneurial potential, we must recognise franchising not as a niche sector, but as a scalable growth engine.

When strong operators, disciplined systems, enabling technology, and supportive financial partners align, franchising does more than grow brands. It builds resilience. It builds jobs. And ultimately, it helps build South Africa.

Source: BizCommunity – www.bizcommunity.com

The post Franchising Emerges As South Africa’s Unlikely Economic Saviour. appeared first on SA Franchise Brands.

For a franchise, choosing the right site is one of the most important decisions it will make and getting it wrong can cost millions in lost revenue. This is a reality faced by many franchises across South Africa today. The consequences can be severe, weakens a brands turnover, splitting its customer base, cannibalise nearby store revenue, and slowing growth across the entire network.

That is why expansion should never be based on gut feel, traffic at a traffic light, or a property developer’s sales pitch. It should be based on facts.

GeoScope’s approach helps brands decide where to locate stores and expand their franchises by using demographic, lifestyle, shopping mall, retail outlet and consumer data rather than simply using guesswork.

The reality is that customers do not always shop at the closest outlet. They shop where it is easiest, fastest, safest, or most convenient to access.

That is why franchise planning must ask those more difficult questions – where are the best customers located to help stores reach their income targets, where are the strongest opportunities to open new outlets that can reach revenue maturity quickly, and which retail nodes attract the customers are most likely to maximise a stores performance?

What makes this even more powerful for franchise brands is GeoScope’s unique South African data. Its 2024 demographic estimates show where people live at a neighbourhood level, while income and LSM data help brands understand local buying power and the type of customer each area can realistically support.

GeoMAPS consumer behaviour data adds another essential layer by showing what people buy, where they shop, and how much they spend. For franchise brands, this enables better site selection, sharper customer targeting, improved product fit, more focused marketing campaigns and a far greater chance of opening in the right place the first time.

Just as importantly, township data helps franchises identify opportunities that are often overlooked when decisions are based only on limited insights. Many franchises want growth, but real growth comes from knowing where demand is rising, where underserved customers are located, and where the brand is most likely to succeed.

GeoScope provides franchise brands with the data they need to make informed decisions about where to locate new stores and for more advanced planning it also offers gap analysis or white spot studies. This gives franchises a practical way to grow with less risk and more confidence.

Before you open your next outlet, make sure your data is working as hard as your brand is. Let GeoScope help you build your franchise brand on insight, not instinct.

It’s Not Who You Know, It’s Who Knows You™

CEO – SA FRANCHISE BRANDS

The post Why Franchise Growth Starts With Smarter Data-Driven Site Selection. appeared first on SA Franchise Brands.

Multi-unit franchising is expanding across South Africa, with growth no longer limited to the restaurant sector. Franchisees in grocery, liquor, retail and education are increasingly considering adding more outlets, but industry specialists warn that success with one store does not guarantee success with several.

Source: Pexels

Henk Botha, franchise specialist at FNB South Africa, says established brands are increasingly favouring existing operators when awarding new outlets. While this creates opportunities, he says expansion should be approached with the same level of scrutiny as entering franchising for the first time.

One of the main decisions facing franchisees is whether to grow within their current brand or move into another. Botha says cross-brand expansion is often restricted by franchise agreements, which typically limit outside business interests. Franchisors generally require owner-operators to remain focused on their brand and may only approve additional ventures if they do not compete for market share or management attention.

He adds that expansion works best when businesses complement each other. Examples include grocery operators adding liquor outlets or hardware retailers introducing tool hire services, where customer bases and operations align.

Even within a single brand, location strategy is a key risk. Opening outlets too close together can result in stores competing for the same customers, reducing overall growth while increasing debt and operating costs. This can become problematic from a funding perspective if revenue gains do not match higher financial commitments.

Funding new outlets using profits from existing stores also carries risk. Supporting a struggling new store can quickly erode the performance of stronger outlets, particularly when franchisees take over underperforming locations. While some operational issues can be fixed, turnarounds may take longer and cost more than expected.

Cash flow pressure is a major consideration. Botha says a lower purchase price does not offset the ongoing strain of an unprofitable business, and walking away from an apparently attractive deal can sometimes be the better financial decision.

He notes that managing multiple outlets also requires a shift in role. While some franchisees can oversee up to six or seven outlets, beyond that point formal management structures, administrative support and stronger operational systems become necessary.

According to Botha, sustainable multi-unit growth depends on operational readiness, financial capacity and strategic alignment. Without these, expansion can turn a strong single outlet into a financially stressed group of stores.

Source: BizCommunity – www.bizcommunity.com

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Franchising continues to offer South African SMEs a comparatively lower-risk path into business ownership in 2026, particularly in a constrained economic environment where failure margins are thin and access to capital remains uneven.

Brent Downard | image supplied

The sector contributes an estimated 15% of national GDP and supports around 500,000 jobs across food, retail and services. According to the Franchise Association of South Africa, franchising has the potential to accelerate job creation and economic recovery if growth is managed sustainably.

For many entrepreneurs, the appeal lies in structure. Proven operating systems, established brands and centralised support reduce execution risk compared to starting an independent business from scratch. However, while the model lowers operational uncertainty, it does not eliminate financial risk.

Brent Downard, head of credit at Merchant Capital, says access to appropriate funding remains a decisive factor in franchise performance.

“A proven franchise model won’t protect a business from poor funding solutions. In 2026, successful franchise growth will depend on access to capital that supports cash flow realities, not one-size-fits-all lending structures,” he says.

Despite franchising being perceived as lower risk by traditional lenders, many SMEs still struggle to access suitable finance. The FinScope MSME South Africa report shows a significant proportion of small businesses rely on internal funds or informal lending, largely because formal credit products do not align with their operational needs.

Lengthy approval processes, collateral requirements and fixed monthly repayments often fail to reflect the trading cycles of franchise businesses, particularly during early-stage growth or reinvestment phases. As a result, funding constraints frequently influence operational decisions.

Some franchisees delay hiring or equipment upgrades that could unlock growth. Others expand cautiously and risk losing market share, while some overextend and place pressure on cash flow. In many cases, the constraint is not the franchise model itself, but the structure and timing of available capital.

Downard argues that sustainable franchising is built on controlled expansion rather than rapid scaling.

“The businesses that perform well over time are usually those that use growth capital to expand in a measured way. Capital that arrives quickly and is structured around real cash flow gives owners room to make considered decisions rather than reactive ones,” he says.

The funding question becomes more acute as franchisees move beyond a single outlet. Expansion introduces additional complexity across staffing, supply chains and compliance, requiring upfront investment before returns materialise. While multi-site growth can drive significant job creation, it also increases exposure if funding structures are misaligned with revenue cycles.

In this context, franchising remains a resilient model for SME growth, provided funding mechanisms support disciplined decision-making rather than undermine it.

Source: BizCommunity – www.bizcommunity.com

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Successful franchise recruitment is not about selling a business opportunity. It is about understanding human psychology. People do not invest in franchises purely based on logic. They invest based on emotion, aspiration, fear, and the desire for certainty, then use logic to justify that emotional decision.

Most franchise investors are motivated by a powerful mix of opportunity and risk reduction. They are seeking independence, financial stability, lifestyle improvement, and personal fulfilment, while simultaneously trying to minimise uncertainty, complexity, and the fear of failure. Franchising offers a unique psychological balance by combining entrepreneurship with structure, guidance, and proven systems.

At the heart of every franchise investment decision lies a deep desire for security. Investors want to know that the business model works, that support exists, and that they are not alone. Strong brands, robust training programmes, operational systems, and transparent financial models create psychological safety, which builds trust and accelerates decision-making.

At the same time, investors are often buying a new identity. For many, franchising represents reinvention, career independence, and personal validation. This emotional dimension is particularly strong among corporate executives, retrenched professionals, and mid-career changers seeking purpose, recognition, and control over their futures.

Fear plays an equally critical role. Investors worry about losing savings, disappointing family, making the wrong decision, and failing publicly. When fear is not addressed, it leads to hesitation, endless questioning, and delayed commitments. Franchisors who proactively reduce fear through clarity, proof, transparency, and real franchisee success stories dramatically improve recruitment outcomes.

Lifestyle aspirations further shape investor decisions. Many are buying time freedom, flexibility, and work-life balance rather than purely financial returns. Franchisors must align expectations with operational reality, as overselling lifestyle benefits creates disappointment, disengagement, and long-term conflict.

Ultimately, franchise investment decisions follow a predictable psychological journey that begins with curiosity and excitement, moves through fear and rational evaluation, and ends in emotional commitment followed by logical justification. Franchisors who understand this journey communicate more effectively, attract higher-quality candidates, and build stronger, more sustainable networks.

Franchise growth is not driven by sales tactics. It is driven by trust, emotional alignment, and psychological understanding. When franchisors master investor psychology, they stop recruiting franchisees and start building long-term commercial partnerships that fuel lasting success.

It’s Not Who You Know, It’s Who Knows You™

CEO – SA FRANCHISE BRANDS

The post The Psychology Of Franchise Investors That Every Franchisor Must Understand. appeared first on SA Franchise Brands.

Craig McKenzie and Andrew Harvey went from university students to building one of the most iconic pizza brands in South Africa, Debonairs Pizza.

McKenzie grew up on a dairy farm in Ixopo and attended Maritzburg College in Pietermaritzburg, KwaZulu-Natal.

After completing his matric and army service, he took a gap year in the United States, which turned into a trip that would ultimately inspire the creation of a pizza empire.

In the USA, McKenzie first encountered pizza chains offering home delivery, which didn’t yet exist in South Africa.

Despite being told the concept wouldn’t work due to the country’s security concerns and scepticism that “South Africans don’t eat pizza,” McKenzie saw a clear gap in the market.

On returning home, he enrolled in a Bachelor of Science in Agriculture, majoring in Agricultural Economics at the then-University of Natal (now the University of KwaZulu-Natal).

In 1991, during his second year, he joined forces with Bachelor of Commerce student Andrew Harvey. With just R6,000 between them, the pair launched Debonairs Pizza in Pietermaritzburg.

They began operating out of McKenzie’s brother Cameron’s bakery in Parklane Spar after hours. They offered free delivery from the start, and their drivers wore tuxedos and bow ties, creating a memorable and professional brand image.

The business quickly gained traction. New outlets followed in Umhlanga and Durban, and by 1996, Debonairs had grown so successfully that it was acquired by the Steers Group (now Famous Brands), with 135 outlets at the time.

In 1997, Debonairs opened its first international branch in Manzini, Eswatini—the same year it introduced vehicle deliveries.

By 1998, the brand had opened its 60th restaurant in Rivonia and was named SA Franchisor of the Year by the Franchisee Association of South Africa.

The brand continued evolving, updating its tagline several times, most recently to “Try Something Different” in 2011.

Debonairs’ rapid growth was unprecedented in South Africa. At one point, it opened as many as one new store every week.

From two regular students in KZN, McKenzie and Harvey built a powerhouse that transformed fast food in South Africa.

The largest pizza restaurant chain in South Africa

As of 2025, Debonairs Pizza continues to play a major role in the success of its parent company, Famous Brands, which also owns Steers and Wimpy.

The group recently released its financial results for the year ending February 2025, showing a strong performance across its portfolio.

Revenue climbed by 3.23% to R8.28 billion, with operating profit rising 12.57% to R913.97 million.

Total profit for the year reached R584.56 million, an increase of 20.85%, while basic earnings per share grew nearly 20% to 547 cents.

Most of Famous Brands’ income came from its South African operations, contributing R7.63 billion.

Its Leading Brands division, which includes Debonairs, was the primary profit driver, with operating profit up 7.5% to R516.28 million.

Debonairs remains a standout performer, expanding by 27 restaurants in the past year. The franchise now boasts 868 outlets across 16 countries and remains one of South Africa’s most successful pizza chains.

UKZN reported that McKenzie is still involved in the food industry decades after co-founding the brand in the early 1990s.

He and his wife reportedly own several Debonairs outlets and restaurants under other Famous Brands banners, including Steers, Wimpy, Fishaways, Milky Lane, and Mugg & Bean.

They run their businesses from their home on a sugar farm in Mid-Illovo, with additional offices in Durban and Gaborone.

McKenzie remains an advocate for aspiring entrepreneurs, often encouraging them to do thorough research and adapt existing models with a unique twist.

“You don’t need to reinvent the wheel,” he said. “It’s about taking best practices from proven brands and adding a unique perspective.”

Since Debonairs, McKenzie has also been involved in various other ventures, such as the Equatorial Coffee Company and Corner Bakery.

He is also involved in a Yamaha dealership in Botswana, property development, sugar farming, and the Biochem and Nu Eco brands.

There is no publicly available information on co-founder Andrew Harvey’s activities since the brand’s sale in the 1990s.

On the first night of trading in 1991, eight pizzas were delivered to customers. Today, 2.2 million transactions are conducted in South Africa and Africa, and 27.5 million pizzas are delivered per year.

History of Debonairs in photos

Source: BusinessTech – https://businesstech.co.za/

The post The Two Men Who Started South Africa’s Most Popular Pizza Franchise. appeared first on SA Franchise Brands.