AB Vassilopoulos targets 55% of sales from franchised stores

AB Vassilopoulos plans to change not only the make-up of its store network but also where its sales come from. According to a Business Daily report dated 29 September 2026, management estimates that franchised stores could account for close to 55% of total turnover by 2028. They currently represent around 30%, compared with almost 25% in 2025.

From more outlets to a larger share of sales

The projected share of turnover adds another dimension to AB’s expansion programme. The aim goes beyond increasing the number of franchised stores: the plan envisages these outlets generating the majority of the chain’s total sales within the next two years.

The gap between today’s roughly 30% and the potential 55% is 25 percentage points. This represents a shift in the franchisees’ contribution to the network, not an announced growth rate for their own sales. The distinction matters, as their share of total turnover also depends on the make-up of the network.

The 55% figure is also presented as management’s estimate for 2028, rather than a result already achieved. For those interested in the Greek franchise market, this is the key point: franchisees are being placed at the heart of a major chain’s strategy, with a projected financial contribution greater than today’s.

The network behind the 2028 target

Underpinning the intended shift in sales is a plan to reach around 900 stores in total by 2028. According to Business Daily and Insider, this would comprise approximately 700 franchised stores and 200 company-owned outlets. The figure of 900 therefore refers to the entire network, not just franchised locations.

Business Daily currently reports around 230 company-owned stores and 470 franchised outlets, with an interim target of increasing the latter to 500 by the end of 2026. Against this baseline, the 2028 plan would mean growth of around 29% in the total network and almost 49% in franchised stores.

The strategy combines more franchised outlets with fewer company-owned stores. As Business Daily reports, the chain is seeking a more flexible network, a presence in more parts of Greece and lower operating costs. Insider confirms that the expansion includes areas where AB currently has no presence.

These figures describe the intended size and structure of the network. They do not, however, amount to a forecast of turnover or performance for any individual store.

New stores, not just conversions

An important point when assessing the plan is that growth does not come solely from changes to the operating model of existing outlets. In 2025, 46 new franchised stores were added which, according to Business Daily, were not conversions of company-owned stores.

This highlights two distinct routes to growth. Converting a company-owned outlet changes the make-up of the network, while adding a new store extends its reach. Assessing progress towards 2028 therefore requires tracking both the number of franchise partnerships and whether additions are new openings or conversions.

Meanwhile, Insider links the transformation to AB’s efforts to return to profitability. The same strategy includes strengthening its online shop, rapid delivery services and a wider range of ready-meal options. Franchising is therefore a core part of a broader business plan, rather than its only component.

What prospective franchisees should assess

For a prospective franchisee, the plan demonstrates the strategic priority AB places on neighbourhood stores. It is not, however, a sufficient basis for an investment decision. The projected share of total sales generated by franchised outlets is not the same as the profitability of an individual store.

An assessment should focus on the proposed location, the capital required, operating costs and contractual terms. It is also worth clarifying whether the opportunity involves a new outlet or the conversion of an existing store, so that the relevant available financial data can be examined.

Practical takeaway: The target of reaching around 55% of sales gives AB’s franchisees a more prominent projected role. For each prospective franchisee, however, the decisive step remains an evidence-based assessment of the specific store, not just the overall expansion plan.