Marco’s Pizza used one brilliant strategy that left competitors scrambling to keep up
The restaurant industry has been brutal for the past few years.
Chains have been closing left and right while others struggle just to stay afloat.
And Marco’s Pizza used one brilliant strategy that left competitors scrambling to keep up.
Marco’s Pizza fires up massive expansion while others struggle
While most restaurant chains are fighting just to survive in today’s economy, Marco’s Pizza is absolutely crushing it.
The Toledo-based pizza chain just dropped some numbers that would make any CEO jealous.
They opened 41 new stores in just the first half of 2025 alone.
That’s not a typo – 41 brand new locations in six months.
If they keep this pace up, they’re looking at a whopping 28% year-over-year increase in new store openings.
"We entered 2025 with momentum from a very intentional development strategy – and that pipeline is now turning into stores," said Gerardo Flores, Chief Development Officer of Marco’s Pizza.¹
While other chains are closing hundreds of locations and filing for bankruptcy, Marco’s is expanding like it’s 2019 again.
The secret isn’t luck or timing.
It’s a strategy so smart that franchisees are literally fighting to get in on the action.
The genius move that’s driving unprecedented growth
Here’s where Marco’s got really clever.
They brought back Joe Stephens, a 13-year veteran of the brand, as Vice President of Real Estate specifically to help franchisees find the perfect spots for new stores.
But that’s just the beginning.
Marco’s is using what they call predictive tools and consumer behavior insights to identify markets that other pizza chains are completely missing.
While competitors are still using old-school methods to pick locations, Marco’s has gone full tech-forward with their site selection.
They’re not just throwing darts at a map and hoping for the best.
This data-driven approach is helping them find potentially untapped markets that other chains haven’t even thought to look at.
And here’s the kicker – nearly 65% of all new franchise agreements in 2024 came from existing franchisees.
That tells you everything you need to know about how profitable these locations are.
When your own franchisees are begging to open more stores, you know you’re doing something right.
The numbers that prove Marco’s strategy is working
The proof is in the pudding, as they say.
The top 25% of Marco’s franchised stores are pulling in an average of $1.3 million in annual unit volume.²
That’s the kind of money that gets franchisees excited about expansion.
Marco’s recently launched something called a Franchise Development Royalty Incentive Program.
This program is designed to remove barriers for qualified multi-unit owners who want to expand.
The incentives start at 0% royalties for early-stage development, plus they throw in real estate, construction, and operations support.²
It’s like Marco’s is saying, "Here, let us help you make money."
Compare that to other chains that are nickel-and-diming their franchisees to death.
Going global while others go broke
Marco’s isn’t just dominating domestically.
They just hit some major international milestones that show this expansion isn’t slowing down anytime soon.
They’re celebrating one year since opening their first location in Mexico and ten years of operations in Puerto Rico.
The Mexico expansion is being led by Grupo Pizza Amantes SA de CV, a master franchise partner that already operates 50 units and knows the hospitality business inside and out.
The Mexico team is on pace to have 3-4 total locations open by the end of this year.
Marco’s now has 66 locations across the Bahamas, Puerto Rico, and Mexico.
And they’re not stopping there – they’ve got their sights set on Latin America and Canada for long-term development.
While other chains are retreating and cutting costs, Marco’s is confidently expanding into new countries.
The culture secret that’s fueling the expansion
Here’s something most business coverage misses – Marco’s success isn’t just about numbers and real estate.
They’ve got something called the "People First, Mission Always" philosophy that’s actually working.
They’re scaling something called the We’re Golden development program across their system.
This isn’t just corporate buzzword nonsense.
It’s a training initiative designed to help franchisees build an in-store culture focused on hospitality, opportunity, and personal growth.
The goal is to train franchisees across 700 stores by the end of 2025.
When your employees actually want to work for you and your franchisees are making money, expansion becomes a lot easier.
The Marco’s Pizza Foundation is also making moves, announcing a $317,000 donation to Junior Achievement USA that has since grown to more than $530,000.³
"As a franchise-driven brand, we know the power of entrepreneurship to transform lives," said Stephanie Moseley, President of the Marco’s Pizza Foundation and a multi-unit franchisee.³
What this means for the restaurant industry
Marco’s success story is a masterclass in how to grow during tough times.
While competitors are playing defense and cutting costs, Marco’s is playing offense with smart strategy and franchisee support.
The brand has grown from its roots as a beloved Ohio brand to operate over 1,200 stores in 35 states.
Nation’s Restaurant News recently named them America’s Favorite Restaurant in the Limited-Service Pizza category.⁴
Additionally, they made it to Newsweek’s 2025 "America’s Best Customer Service" list and came in at number 48 on Entrepreneur Magazine’s 2024 "Franchise 500" ranking.⁴
This is about more than just pizza; it’s about demonstrating that astute business practices are still effective in America.
You can prosper even when everyone else is having trouble if you take good care of your franchisees, make good use of technology, and concentrate on creating a genuine culture.
The entire restaurant industry just learned how to do it from Marco’s Pizza.
¹ Marco’s Pizza, "Marco’s Pizza Fires Up Expansion with 40+ New Stores Opened in First Half of 2025," PRNewswire, August 12, 2025.
² Ibid.
³ Ibid.
⁴ Ibid.
