TAB Gıda opens 151 new restaurants in first nine months

TAB Gıda expanded its network by opening 151 new restaurants in the first nine months of 2026. According to results announced on 27 October, system-wide sales rose by 41% year on year in nominal terms to TRY 64 billion. For Turkey’s franchise community, a key takeaway was that investment in new locations is being pursued alongside efforts to improve the performance of existing restaurants.

151 openings and TRY 64 billion in system-wide sales

According to the results published by Ekonomim, TAB Gıda continued investing in restaurants during the third quarter. The 151 openings in the first nine months were tangible evidence of the company’s approach to expanding its multi-brand restaurant network. The announcement positioned franchising as one of the ways it works with investors to reach new locations.

The financial results reported a total of 203 million transactions. Alongside system-wide sales of TRY 64 billion, real revenue growth was 10%. Earnings before interest, tax, depreciation and amortisation (EBITDA) were reported at TRY 10.2 billion, with an EBITDA margin of 20.8%. Net profit for the period was TRY 2.5 billion.

The reporting period matters when assessing these figures: although the announcement formed part of the third-quarter results, the 151 restaurant openings, sales figure and transaction count cover the first nine months of the year. The openings should therefore not be read as the result for July to September alone. Similarly, nominal sales growth and real revenue growth should be treated as separate measures.

For prospective franchise investors, another important distinction is between system-wide results and the performance of an individual restaurant. Total sales, transaction numbers and company profitability demonstrate the scale of the network; on their own, they do not establish the sales volume or return on investment of a particular location. The reported growth figures should therefore complement, rather than replace, a site-specific commercial assessment.

Existing restaurants also feature in franchise growth plans

TAB Gıda’s announcement did not link franchising solely to new restaurant openings. The company said its priorities were to grow into new locations with its investors and improve the performance of its existing restaurant network. Its approach to growth therefore encompasses both network expansion and operational improvements at restaurants already trading.

Özgür Çetinkaya, TAB Gıda’s General Manager responsible for Finance, Financial Affairs, Franchising and Investor Relations, said: “By combining the growth opportunities offered by our franchise model with our rigorous cost management and strong operational infrastructure, we are strengthening the resilience of our business model.”

His comments show that the company views franchise growth alongside cost management and operational infrastructure. For the franchise community, the practical implication is to pay as much attention to how a restaurant operates after opening as to the number of openings. Adding a new restaurant to the network and improving the performance of existing restaurants are complementary goals, but they need to be assessed separately.

Maintaining this distinction can be useful in investment discussions. Questions arising from the company’s stated priorities include how new locations are assessed, what operational support covers and how performance is monitored at existing restaurants. These are not promises of returns, but questions that can help investors assess the growth announcement against the practical conditions of running a restaurant.

Digital ordering and efficiency considered together

The company identified digital ordering channels, delivery operations and technology-enabled tools as areas supporting its operational development. Its network growth announcement therefore covered ordering and service processes as well as physical openings.

TAB Gıda’s objectives for the remainder of the year include developing its restaurant network, increasing efficiency and improving the guest experience. Its stated approach indicates that investment in new restaurants will continue alongside investment in operational infrastructure and digitalisation. These are forward-looking priorities, distinct from results already achieved.

For prospective franchisees, the role digital channels play in a restaurant’s day-to-day operations may be just as important as their availability. Discussing delivery, order management and efficiency together during investment talks can help clarify the company’s operational approach. However, overall company results alone are not enough to draw conclusions about the individual financial contribution of each of these areas.

Usta Dönerci enters China through franchising

Another development accompanying the nine-month results was the entry of Usta Dönerci, a brand developed in Turkey, into the Chinese market. Çetinkaya said the expansion was being carried out through franchising, describing it as part of the aim to explore the brands’ growth potential in different markets.

Çetinkaya also referred to TAB Gıda brands’ operations in Northern Cyprus, North Macedonia and Georgia. The China expansion added an international dimension to the announcement, taking a brand developed in Turkey into another market through franchising. Domestic restaurant investment and the expansion of brands into other markets were presented as two distinct strands of the same growth strategy.

Practical takeaway: Prospective franchisees assessing TAB Gıda’s growth figures should examine the network’s overall results separately from the conditions of the restaurant they intend to invest in. Location, cost management, digital operations and post-opening support should be central to their discussions.