Mexican franchises aim for 25% international presence by 2027

Mexico’s franchise sector has a new expansion target: for 25% of its brands to have an international presence by 2027. Betsy Eslava Altamirano, president of the Mexican Franchise Association (AMF), presented the goal at a press conference on 14 October, naming the United States and Spain among the priority destinations.

A target for international presence, not just new outlets

According to EFE’s coverage of the press conference, 20% of Mexican franchise brands currently have a presence outside the country. On that basis, reaching 25% would represent an increase of five percentage points. El Economista puts the current share at between 15% and 20%, also citing AMF information.

The distinction between an international presence and opening outlets is important when interpreting the announcement. Eslava explained that the target covers premises, commercial partnerships and other expansion mechanisms. It therefore does not mean exclusively that a quarter of brands will open their own branches abroad.

It is also an ambition for 2027, rather than an achieved result or a list of confirmed openings. The announcement sets out the reach the association wants Mexican brands to achieve, without specifying how many outlets would be established in each destination.

The United States remains the priority as Spain attracts interest

The United States remains a priority destination. However, Mexican brands are exploring entry routes beyond California, which the AMF president identified as particularly challenging because of its regulatory requirements.

That observation does not signal any announced regulatory changes. Rather, it describes a factor influencing market selection: US expansion is being considered not only through California, but also through other potential entry points.

Spain, meanwhile, is gaining prominence. Eslava described it as a “market experiencing strong growth” and said that several Mexican brands had expanded there during 2026. She highlighted the trade and cultural ties between the two countries, as well as the AMF’s work with the Spanish Franchisors Association to facilitate operations.

Interest extends beyond those two countries. Eslava said that businesses were also exploring destinations in Central America, South America and Asia. These regions form part of the search for opportunities, although the announcement included no investment commitments or market-specific timetables.

Information to assess entry into other countries

Expansion within North America is supported by a cooperation agreement signed in August by the franchise associations of Mexico, the United States and Canada. Its purpose is to exchange information on regulations, costs and consumer characteristics.

The agreement is between business organisations, not governments. Its stated role is to facilitate information-sharing among the participating organisations; it was not presented as a change to the rules brands must follow to operate in each country.

According to the signatory associations, the agreement represents more than 6,600 brands and one million outlets, within a potential market of over 500 million consumers. These figures describe the combined scale of the sector represented, not the number of Mexican franchises already operating in North America.

Overseas expansion coincides with growth in Mexico

The international target comes from a sector that, according to Eslava, comprises around 1,500 brands, 95,000 outlets and more than one million jobs in Mexico. The AMF continues to forecast 6% growth in outlet numbers during 2026.

Technology adoption is also part of this agenda. According to EFE, more than 70% of Mexican franchises use digital strategies that include e-commerce and customer service across multiple channels. The association also reported the use of artificial intelligence for inventory management, data analysis and operational decision support.

Practical takeaway: a brand considering expansion beyond Mexico should distinguish the sector’s overall internationalisation target from its own market-entry plan. Comparing the destination’s regulations, costs and consumers, and deciding whether to open an outlet or form a commercial partnership, can turn that ambition into a concrete assessment.