Muszkieterowie: over 500 entrepreneurs and a third generation taking over

The Muszkieterowie Group has passed the milestone of 500 independent entrepreneurs in Poland. But this figure reflects more than the recruitment of new partners: 80% of the association’s member firms are family businesses, and the average length of their relationship with head office is 16 years. In 2026, for the first time in the organisation’s Polish history, a third generation of entrepreneurs took over the running of stores.

More than 500 entrepreneurs in the association

The franchise news website Franczyza w Polsce reported the milestone on 9 November. The Muszkieterowie Group, which operates the Intermarché and Bricomarché chains, now brings together more than 500 independent entrepreneurs in the Polish market. Agnieszka and Marek Wróbel, who run a Bricomarché store in Żerniki Wrocławskie, near Wrocław, became its 500th partner.

Their store’s official opening ceremony took place on 2 November, with the first customers welcomed on 4 November. The opening therefore marks a tangible step in the association’s growth. For those considering a franchise, however, the profile of the people and businesses within the organisation is also important.

The number of entrepreneurs is not the same as the number of stores. The published figure refers to members of the association, not the size of its retail network. This distinction matters when comparing franchise systems: the number of outlets indicates retail reach, while the number of partners gives a sense of the size of the business-owner community. In the case of Muszkieterowie, the news of its latest partner also comes with figures on family ownership and the length of working relationships.

Family businesses account for 80% of member firms

According to the information reported by Franczyza w Polsce, as many as 80% of the businesses in the Polish Muszkieterowie association are family firms. Family ownership is therefore a defining feature of the group, rather than simply a footnote to the growth of its two brands.

For anyone considering joining a franchise network, this is a reason to look beyond the cost of opening a store or preparing for the first day of trading. If you intend to run the business with family members, it is worth agreeing from the outset how responsibilities will be divided, how decisions will be made and how much involvement is expected from each person. These are practical considerations, not a description of Muszkieterowie’s requirements.

A high proportion of family businesses does not, in itself, establish financial performance or indicate how easy a store is to run. It does, however, show which type of business predominates in the association. Prospective partners interested in building a family business can use this information as a starting point for conversations with existing members about day-to-day management and long-term plans.

It is also important to interpret the figure precisely: the stated 80% refers to member businesses. It should not automatically be applied to the number of individuals or the number of outlets trading under the Intermarché and Bricomarché brands.

An average relationship of 16 years, and the first third-generation operators

A second important figure is the average length of the relationship with head office: 16 years. This describes the duration of relationships within the organisation, rather than the pace of new openings. It adds the perspective of entrepreneurs who have spent a substantial part of their working lives with the association.

An average does not mean that every partner has been with the group for the same length of time. Nor does it guarantee that a partnership will continue for a particular period or measure the profitability of an individual store. It may be a useful indicator for prospective partners, but it cannot replace an assessment of their own location, operational capabilities and contract terms.

In 2026, the Polish association also reached another milestone: for the first time, a third generation of entrepreneurs took over the running of stores. This is separate from the news that partner numbers have exceeded 500. It concerns continuity within families, rather than simply bringing new people into the organisation.

Both developments — the average length of the relationship and the arrival of a third generation — highlight the longer-term perspective of running a business. Discussions about franchising need not end with opening an outlet. They should also cover the possibility of a change in management and the terms under which the business can continue operating.

What to check when planning a long-term business

Muszkieterowie’s family-business profile and the arrival of a third generation give prospective partners a specific topic to discuss with head office: how can a business prepare for a future handover to successors? It is worth asking about the requirements for an incoming operator, the approvals needed and the preparation involved in taking over store management, rather than assuming that the partnership will continue automatically.

Practical takeaway: when assessing a franchise opportunity, examine not only the entry requirements but also the terms governing long-term cooperation and succession. More than 500 entrepreneurs, a predominantly family-owned membership and an average relationship of 16 years provide valuable context — but any decision still requires an assessment of the terms that will apply to your own business.