Grupo El Desembarco plans 300 new outlets over five years

Grupo El Desembarco has unveiled a plan to add 300 outlets over five years, with estimated investment of more than US$15 million and the projected creation of 3,000 jobs. The company, which brings together El Desembarco, Mr. Tasty and Mila & Go, aims to reach every Argentine province and continue its international development through a strategy driven primarily by franchising.

Nationwide expansion from a base of 125 outlets

According to Revista Mercado on 23 October 2026, the group has 125 operating outlets across 14 provinces and a presence in two countries. This is the starting point for its planned geographical expansion over the next five years.

The announced target refers to new openings, not the network’s intended final size. It is also a company projection: both the investment and job figures form part of the plan, rather than representing money already spent or staff already hired.

The plan follows the opening of 89 outlets over the past two years. According to the published information, that growth was driven mainly by franchise development and the diversification of the group’s brands.

For those considering Argentina’s franchise market, geographical reach is a key aspect of the announcement. The company intends to move from operations across 14 provinces to a nationwide presence, although the information released does not include a province-by-province opening schedule.

Three brands with different initial investment levels

The plan covers all three of the company’s brands, but their formats have different indicative investment requirements. Revista Mercado reported an approximate investment per new outlet of US$50,000 for Mr. Tasty and US$80,000 for El Desembarco.

Mr. Tasty plays a significant role within the group. According to iProfesional, the brand has 80 outlets and accounts for 60% of group turnover. Its affordable burger offering is expected to be one of the main drivers of expansion.

For Mr. Tasty, commercial manager Leandro Castoraniel explained that the US$50,000 investment comprises a US$15,000 initial franchise fee and US$35,000 for equipment and other items needed to operate. Items mentioned include extraction hoods, fryers, point-of-sale systems, televisions and communications materials.

Once the outlet opens, the franchisee pays a 6% royalty and a 1% advertising contribution. These charges should be distinguished from the initial investment: they apply to ongoing operations after opening and form part of the financial assessment of each opportunity.

A model requiring hands-on franchisees

The search for new operators is not simply about securing capital. According to the presentation reported by iProfesional, the company is targeting franchisees who can both make the investment and take charge of the business.

Julio Gauna said that “a franchise is not simply about granting the right to use a brand”. He also identified developing leaders within the organisation and maintaining a culture of growth as challenges for this next stage.

That emphasis accompanies a programme combining new locations with greater organisational demands. The target of 300 openings spans five years, so it is important to distinguish the group’s overall timeframe from the specific terms and requirements of each brand and outlet.

Chile: another avenue for growth

The international expansion includes an agreement to develop 40 Mr. Tasty outlets in Chile, according to iProfesional. At the presentation event, the company said local partners were looking for their first franchisees, with the first outlet expected to open in the first quarter of 2027.

This is a planned development, not a network of 40 outlets already in operation. The project supports the group’s ambition to sustain growth outside Argentina while extending its domestic coverage.

For anyone considering joining the network, the practical next step is to assess the initial investment, recurring payments and required hands-on commitment against a budget tailored to the chosen location. The scale of the plan provides context, but it does not replace an assessment of each individual outlet.