Spudbar targets network doubling after store refresh

Australian baked potato franchise Spudbar is targeting a doubling of its footprint over the next two years after a brand refresh helped lift sales across much of its existing network. The business reports that 17 of its 20 stores are recording year-on-year sales growth, with some refurbished locations achieving growth of around 30%.

Early sales results show uneven progress

Speaking to SmartCompany in a report published on 2 November, Spudbar managing director Andrew Mitchell described the early results of the transformation as “incredibly encouraging”. The changes have included store refurbishments, revamped ingredients and a new leadership team.

“We’ve delivered strong year-on-year sales growth across the network, with some of our refurbished stores achieving growth of around 30%,” Mitchell said.

That figure applies to some refurbished stores, rather than representing a network-wide growth rate. The broader measure reported by Mitchell is that 17 of the chain’s 20 locations are ahead of their sales performance a year earlier.

The remaining three stores are flat or behind last year. Mitchell said the team was working closely with those businesses to identify opportunities specific to their circumstances and apply lessons from locations delivering growth of 25% or more.

The distinction matters when assessing the refresh: Spudbar is reporting widespread improvement, but not a uniform result across every outlet. Its immediate task includes supporting existing franchise partners alongside pursuing new locations.

A two-year refresh with more changes ahead

The rebrand journey took 24 months, with the business starting with its brand positioning and product before extending the changes through the operation. Mitchell said the arrival of a new leadership team was intended to bring renewed energy and alignment across the franchise network.

Although that development process spanned two years, the relaunch itself was only a couple of months old at the time of the report. Further refurbishments, equipment upgrades and product development were still to come.

“We’re only a couple of months into the relaunch, and with store refurbishments, new equipment and product innovation still to come, we feel like we’re just getting started,” Mitchell said.

He also pointed to growing confidence among franchise partners, saying they were embracing the changes and that customers were responding positively to the improved product.

For Australia’s franchise community, the update offers an example of a brand pursuing growth through changes to its existing offer as well as recruitment. The reported sales results are an early indication of progress, rather than a completed assessment of the full programme.

New products extend the potato offer

Spudbar is developing potato-based snacks and sides, including loaded hot chips. It is also exploring grab-and-go options for selected locations, while planning limited-time products and seasonal specials.

These initiatives remain at different stages: the snacks and sides are in development, while grab-and-go is being explored rather than announced as a network-wide addition. Mitchell presented product innovation as part of the next phase of the transformation.

The proposed additions would broaden the range around the brand’s core potato offer. However, the update did not attribute a separate sales contribution to any of these forthcoming products. The growth reported so far relates to the broader changes already under way.

That separation is useful for prospective franchise partners assessing the proposition. Existing store performance and future menu opportunities are related parts of Spudbar’s plans, but they are not interchangeable evidence of commercial results.

Franchise recruitment supports expansion ambitions

Alongside its work with current stores, Spudbar has set out an ambition to double its footprint over the next two years. Mitchell said it was actively recruiting franchise partners for opportunities including Point Cook and Caroline Springs in Melbourne’s west.

He described the franchise proposition as having a simple operating model and a competitive entry cost compared with many quick-service restaurant franchises. Those are management’s assessments; the update did not provide an investment figure or a cost comparison.

Mitchell also highlighted the format’s adaptability across shopping centres, central business district locations and high streets as a reason for confidence in expansion. The doubling target remains a growth ambition, distinct from confirmed openings at the locations being marketed to prospective partners.

Practical takeaway: Prospective franchisees should assess location-specific trading evidence, refurbishment and equipment requirements, and total investment costs. Spudbar’s early results are encouraging, but its own update shows why individual store performance matters alongside network growth plans.