BforB offers a licence for three business clubs for CZK 150,000

Business for Breakfast (BforB), a network of business clubs, lists a licence to operate three regional clubs for CZK 150,000 excluding VAT in its Czech franchise offering. According to its profile on Franchising.cz, the network has more than 300 active members across over 20 clubs in Czechia. For prospective franchisees, it offers a model built on developing business relationships, referrals and regular meetings for business owners.

More than 20 clubs in 15 Czech cities

Business for Breakfast originated in the UK and has operated in the Czech market since 2009. Its franchise profile, dated 24 September 2026, reports a presence in 15 Czech cities. The network focuses on building long-term business relationships, exchanging referrals between members and creating new business opportunities.

The figures of more than 20 clubs and over 300 active members describe the scale of the Czech network. However, the source provides no comparison with an earlier period, so these figures cannot establish its growth rate or the number of newly opened clubs. Nor does it show how members are distributed across individual cities or clubs.

For those considering a franchise in Czechia, a key feature of the offer is the structure of the partnership. The licence covers not an individual outlet, but the right to establish and operate three business clubs in a selected region. The partner’s work centres on the local business community and the relationships between its members.

A three-year licence for three clubs

Under the published terms, the franchise licence for three clubs costs CZK 150,000 excluding VAT. The agreement runs for three years and is renewable. Renewal carries an administration fee of CZK 25,000; the available source does not specify whether this amount includes VAT.

Alongside the right to operate three clubs, the franchise partner is also to receive comprehensive know-how and operating procedures. The offer therefore combines a regional remit with the transfer of club operating methods. However, the supplied extract does not elaborate on the scope of the individual elements of support.

It is important to interpret the CZK 150,000 figure precisely: it is the stated licence fee. Although the profile also describes CZK 150,000 as the minimum investment, it does not provide a complete budget for launching and subsequently running the clubs. The available information therefore does not confirm that the licence fee covers all the costs a prospective franchisee will face.

When assessing the offer, it is worth separating three questions: what the licence fee includes, what the ongoing costs will be and on what terms the licence can be renewed. The entry price alone is not enough to assess the financial viability of the business. Prospective franchisees should request a detailed breakdown and the contractual terms before making a decision.

Income depends primarily on the membership base

According to the offer, the franchisee’s income comes primarily from their clubs’ membership base. Initially, they receive 60 per cent of each membership fee, with their share potentially rising gradually to 75 per cent. The upper figure is therefore not presented as an automatic entitlement from the start of the partnership.

The extract does not state the membership fee or the specific rules governing increases in the partner’s share. It also provides no figures for individual clubs’ costs. It is therefore not possible to calculate expected monthly income, profit or the investment payback period on this basis. A percentage share of membership fees is not the same as the operator’s net earnings.

A practical assessment of the offer therefore requires more than the total membership figure for the Czech network. Prospective franchisees need to know the membership terms, how revenue is shared and the costs associated with their own region. It is also useful to clarify how the gradual development of three clubs will be reflected in the financial plan, rather than considering only the intended final set-up.

The partner’s role is to develop the local community

According to BforB, the franchisee’s role is to expand the membership base, nurture the local business community and organise regular club meetings. The role therefore emphasises active engagement with people. It involves not just acquiring a licence, but also creating an environment in which long-term business relationships can develop.

The offer states that the concept can initially be developed as a side business and gradually become the franchisee’s main business. However, the source specifies neither the time commitment required nor how long such a transition might take. This possibility should therefore be understood as a suggested development path, not a promise of a particular outcome.

Prospective franchisees should clarify in advance whether their intended region is available, what is expected when establishing the clubs and the extent of operational support. These details will help translate the published licence terms into a realistic working plan.

Practical takeaway: BforB publishes its licence fee and basic revenue-sharing structure. Before signing, however, prospective franchisees need to verify the full budget, the rules for increasing their share of membership fees and the specific terms for operating all three clubs.