HuQQabaz plans 17 new franchise branches by the end of 2027

HuQQabaz plans to open nine new franchise branches in Turkey and eight abroad by the end of 2027. According to a report published by Ekonomim on 11 November 2026, its growth programme prioritises five Turkish cities. Internationally, the brand is pursuing both entry into new markets and expansion in countries where it already operates. At the heart of the plan is a partnership model that goes beyond granting the right to use the brand.

Five cities take priority in Turkey

Istanbul, Ankara, Bursa, Samsun and Kocaeli are the priorities in HuQQabaz’s domestic growth plan. The nine new franchise branches planned in Turkey by the end of 2027 form part of an expansion strategy focused on these cities. The announced target sets out a timetable covering several cities rather than concentrating solely on Istanbul.

It is important to distinguish between targets and completed openings. The nine-branch programme refers to new locations planned for delivery by the end of 2027, not investments already completed. Nor should the list of priority cities be read as a confirmed allocation of branches to each city.

For those considering Turkey’s franchise market, the concrete detail in the announcement is that growth is tied to both a timeframe and named cities. However, prioritising a city does not in itself amount to an investment decision for a particular site. For entrepreneurs considering discussions with the brand, the programme provides an initial framework that still needs to be developed at city and site level.

Taken together, the targets of nine domestic branches and eight overseas branches show a fairly even split between the two. Turkey therefore remains a distinct area of growth alongside the brand’s international expansion.

Overseas plans combine new markets with expansion in existing ones

The US and Morocco are under consideration as part of HuQQabaz’s plans for eight new overseas franchise branches by the end of 2027. In Egypt and Iraq, the aim is to expand its existing presence. The international programme is therefore not solely about entering new countries; it also includes adding locations in markets where the brand already operates.

The report notes that the brand has grown through franchising in Egypt, Oman and Azerbaijan. The newly announced programme indicates that franchise partnerships will continue to play a role in its international expansion. However, grouping several countries under the same growth programme does not mean that investment in every market is at the same stage.

There is also a more specific target for the US: a HuQQabaz Garden is planned to open in Houston in 2027. Houston stands out as an element of the international programme for which both a city and a concept have been named. This, too, is a forward-looking plan rather than a completed opening.

The distinction between seeking new markets and expanding within existing ones is important to understanding the programme. The US and Morocco reflect the search for new opportunities, while the approach outlined for Egypt and Iraq focuses on expanding existing operations. The overseas target of eight branches should therefore not be interpreted as entry into eight new countries.

Training and performance monitoring in franchise partnerships

HuQQabaz’s announcement also explains how growth will be managed. In comments reported by Ekonomim, Yağlı said: “We do not see the franchise model simply as transferring the right to use the brand. Our business partners are not just investors; they are our partners in growth.”

One operational element of this approach is HuQQabaz Academy. New teams complete a 15-day induction programme at the academy. This training is presented as a practical example of how the franchise relationship extends beyond opening a branch.

The HuQQabaz Plus and Q LIG systems are used to monitor performance. In the model outlined, training and performance monitoring work alongside each other: new teams prepare through the academy, while their performance is tracked through these two systems. This structure points to a focus on maintaining operating standards as well as achieving growth targets.

For prospective franchise investors, this introduces a consideration beyond branch numbers. The brand’s training and monitoring arrangements are areas to examine when assessing the day-to-day operational side of the partnership. While opening targets describe the scale of expansion, these practices explain how the brand approaches working with its partners.

Maintaining standards while adapting to local markets

The brand does not present maintaining standards and adapting to local consumer expectations as competing goals. Yağlı says that preserving standards should not prevent adaptation to local markets. He also notes that consumer insights gained in one market can be applied in others.

This emphasis suggests an approach that considers both a consistent brand experience and local expectations across a franchise network spanning several countries. HuQQabaz’s programme is therefore about more than a target of 17 new branches: it is presented alongside training, performance monitoring and learning across markets.

Practical takeaway: Entrepreneurs considering franchise discussions with HuQQabaz should not treat the list of priority cities as sufficient grounds for an investment decision. They should assess the site plan, the scope of the 15-day training programme and the responsibilities that performance monitoring places on the operator together.