Attention Coffee Brands: 11-Branch Operation Experience Prepares for a New Franchise Journey

Managing an 11-branch investor franchise operation, Emine Solgun is looking for the right brand in the coffee sector with the goal of bringing her existing experience to a multi-brand franchise platform.

Published At: May 21, 2026 13:25
Reading time: 1 min
Attention Coffee Brands: 11-Branch Operation Experience Prepares for a New Franchise Journey
May 21, 2026 • 1 min read

THE STORY BEHIND THE INTERVIEW:
I met Emine Hanım briefly at the Coffex Fair, where I was attending as a guest of Zeynep Gözdoğan, Editor-in-Chief of Franchise Market Magazine. When I learned that she is a senior executive at a franchisee organization operating 11 branches under the Tavuk Dünyası brand, our conversation became even more meaningful to me.
This is because for months now, in my articles both in Para Magazine and on social media platforms, I have been explaining under the heading “The Big Game in Franchising” that investors should now evaluate an approach focused on building platforms rather than individual businesses. Examples around the world are growing and scaling up; as large capital in Turkey shifts from its traditional comfort zone centered on foreign exchange, interest rates, and the stock market toward the real sector, I believe franchise platforms will grow rapidly.
That’s why learning that Emine Hanım manages an 11-branch franchise operation across all its layers felt like the real-world counterpart to the transformation we’ve been discussing in theory. To delve deeper into the conversation, we headed to the Kurukahveci Mehmet Efendi Lounge with her and the friends who introduced us.
There, Emine Hanım explained that they could now combine their existing operational experience with the right brand in the coffee sector. The goal is not merely to make a new investment; it is to establish a long-term, manageable growth model while increasing the sectoral diversity in their portfolio.
We agreed to conduct this interview with her—one that, in my view, is a strong contender for one of the most compelling interviews of the year.

Özhan Erem Chairman of the Board of Directors

Q1

First of all, could you tell us a little about yourself and the organization you lead today? How many people are in your team, how many locations do you have, and what kind of daily operations do you manage?

I actively manage the field, team, operations, and process management aspects of a franchise operation comprising approximately 11 branches. Our operations are located in the Marmaris, Aydın, İzmir, Kütahya, Nazilli, Denizli, Uşak, Salihli, and Ankara regions. We work with a team of approximately 150 people.

Today, we’re not just managing restaurants. We’re simultaneously handling people management, crisis management, operational standards, investor relations, and the organization of sustainable growth.

In a single day, we might be discussing staff scheduling for one branch while also handling an investment process, cost analysis, a shopping mall meeting, or the team structure for a new branch opening in another city.

The most important thing is not to lose operational discipline as we grow. Sustainability in the restaurant industry is only possible with structures that truly stay on top of the field.

“A single branch can be managed on instinct. A multi-branch structure requires a system.”

Q2

Managing an operation with 11 branches simultaneously requires significant field experience. In your opinion, what are the most critical success factors in multi-branch management?

In my opinion, the most critical issue is establishing a system. Because once you reach a certain point, you need to manage the business not through individual instincts, but with the right operational infrastructure.

Many shortcomings can go unnoticed in a single branch; however, as the number of branches increases, unstructured operations quickly begin to spiral out of control.

For me, the most critical areas are proper team structure, field oversight, rapid communication, cost and inventory management, continuous training, and maintaining the same operational standards across all branches.

I don’t place much faith in operations managed solely from a desk. When you don’t engage with the field, problems only become visible after they’ve grown.

Q3

What sets your approach to operations management apart from that of other managers?

What approach sets you apart from other managers in operations management? I believe the most important thing that sets me apart is my ability to focus not only on the numerical aspects of operations, but also on the human and on-site aspects at the same time.

In restaurant operations, you cannot build a sustainable structure by looking solely at revenue or solely at costs. Team motivation, on-site discipline, guest experience, crisis response, and operational standards must all be managed simultaneously.

I strive to manage operations not by monitoring them remotely, but by being fully immersed in the field. Throughout the day, I might go from staff scheduling at one branch to a business meeting in another city, while simultaneously handling cost control or opening preparations. This pace ensures you don’t lose touch with the operation’s true dynamics.

Another key approach of mine is designing processes not just to get by today, but to support growth. Because in the restaurant industry, structures that accelerate without establishing systems can eventually struggle.

Q4

What was it like to work within fast-paced operational environments as a female executive? Were there any aspects that gave you an advantage?

One of the key things that sets me apart from other managers is that I truly love what I do. Success is one of the things that drives me the most.

I don’t do a job just for the sake of getting it done. I approach processes with great care because I know that details that may seem minor on the operational side can lead to significant outcomes.

A staff issue, guest experience, cost detail, or operational glitch on the floor isn’t just a daily matter for me; it serves as data reflecting the overall health of the system.

I believe it’s essential to see not just the reporting side of operations, but its real-world impact on the ground. Because success in restaurant operations is built on discipline, follow-through, speed, and attention to detail.

“Operations management isn’t just about managing; it’s about developing the system and instilling that motivation in the team.”

Q5

You’ve been in the restaurant business for years. Despite that, what is the main reason you’re interested in the coffee industry today?

I’ve been involved in restaurant operations for years. This experience has given me the opportunity to closely observe consumer behavior, operational discipline, and brand management.

The main reason for my interest in the coffee industry is that this sector offers not just product sales, but also a serious lifestyle and experience management.

People no longer choose these brands just to drink coffee; they also choose them to socialize, work, spend time, and feel good.

Another notable aspect is that the industry has a scalable and sustainable structure when managed correctly.

However, what excites us here is not merely making a new branch investment; it’s the potential to build a larger structure by combining our operational experience with the right brand and the right system.

Thanks to the field experience we’ve gained over the years within franchise systems, we can now see more clearly what works, what mistakes slow down brands, and what kind of system is needed for sustainable growth.

For this reason, I view the coffee sector not merely as a new investment area, but as a strategic field we’re evaluating for the long term.

Q6

When it comes to coffee, what excites you—the product, the concept, customer behavior, or the potential for scalability?

When evaluating a coffee brand, the first thing I look at is whether the brand has a truly sustainable system.

Today, many brands aim for rapid growth; however, when the operational infrastructure doesn’t develop at the same pace, control issues can arise after a while.

Second, I look at operational discipline and the franchise management structure. Is the brand merely a structure that sells products, or is it a system that guides, supports, and grows alongside its franchisees? This is very important to me.

Training processes, field support, operational standards, and crisis management are the factors that determine long-term success.

Third, I look at the brand’s vision. Because I see a significant difference between brands that merely want to increase the number of branches and those that aim for controlled and healthy growth.

“We’re not looking for a new sign; we’re looking for a system we can grow with.”

Q7

What are the first three criteria you would consider when evaluating a coffee brand?

When evaluating a coffee brand, the first thing I look at is its operational system and sustainability. This is because, in the restaurant and franchise sector, managing that growth effectively is just as important as growing.

Second, I examine the relationship between the brand and its franchisees. Whether the brand views its franchisees merely as investors opening branches or as business partners with whom it grows together is a key criterion for me.

Third, I pay close attention to the brand’s vision and future growth plans. Brands that focus solely on rapid growth can eventually face operational challenges. Structures that grow in a controlled, systematic manner while preserving brand value inspire greater confidence in me.

Today, thanks to the experience we’ve gained over the years on the operational side, we can clearly see that the right system, the right franchisee, and the right brand culture determine a brand’s fate.

Q8

When you look at things not from an investor’s perspective but from an operations manager’s perspective, what are the red lines that could cause you to distance yourself from a brand?

From an operations manager’s perspective, a lack of communication is one of the main issues that could cause me to walk away from a brand the fastest.

The franchise system isn’t just a structure that runs on a contract; it’s a system that thrives on strong communication and mutual trust.

I believe it’s a major problem to view a business partner solely as an investor and leave them on their own during operational processes.

Organizations that fail to genuinely listen to on-the-ground issues, generate solutions, or establish proper support mechanisms may eventually struggle.

Another red flag for me is a lack of operational support. In brands where training processes, field support, crisis management, and operational standards are weak, the system can eventually fall apart over time.

“The franchise system grows not through contracts, but through trust and communication.”

Q9

Today, many brands are talking about franchise growth. However, companies like yours, with strong operational structures, are being more selective. What does a brand need to offer to give you the sense that “we can grow together”?

For a brand to give me this feeling, it must first view its business partners not merely as investors, but as true partners with whom it walks side by side.

Just as a brand sets goals for its own success, growth, and sustainability, it should strive for the same vision for its business partners.

Especially given Turkey’s economic realities, business doesn’t always move at the same pace. During good times, everyone can manage the process with ease. But what matters is the brand’s approach during challenging times.

In periods of rising cost pressures and operational difficulties, a solution-oriented approach, support, and shared reflexes are crucial to me.

Because I believe that true franchise success isn’t just about opening branches, but about walking together strongly for many years to come.

Q10

You said you want to be not just an investor, but an operational growth partner. What exactly do you mean by that?

I’m not just talking about an entity that makes financial investments.

We’ve been right in the thick of operations for years. From opening processes to team management, from cost control to crisis management, and from training systems to investment planning, we’ve gained firsthand experience across many layers of the franchise structure.

That’s why we no longer view a brand through the lens of simply “opening a branch.”

I believe we possess the experience to contribute in areas such as the right location selection, team structure, operational standards, franchisee management, and a sustainable growth model during the brand’s growth process.

For me, it’s not just about increasing the number of branches; it’s about establishing the right system and building a strong, long-term structure.

That’s why we position ourselves not merely as investors, but as long-term business partners who contribute to the brand’s operational growth.

Q11

When it comes to coffee, is your goal a few targeted investments, regional development, or a larger-scale expansion?

Our approach to the coffee sector isn’t limited to making a few targeted investments. If the right partnership structure and brand model are established, it may be possible to transform this into a larger and more sustainable structure.

For us, the most important factor here is controlled growth. This is because we see very clearly in the field that systems that grow rapidly without first establishing an operational infrastructure eventually struggle.

For this reason, we first want to thoroughly analyze the brand, the system, the operational structure, and the mutual business model.

If a structure emerges that shares the same vision, thinks long-term, and has a culture of growing together, we can plan for a larger franchise structure starting with regional development.

Given our current operational experience, team management, and multi-location expertise, I believe we have the infrastructure to manage such a structure.

Q12

Do you think the coffee market in Turkey still has room to grow, or has the focus in this new era shifted more toward choosing the right location and the right brand?

In my opinion, the coffee market in Turkey still has growth potential. However, it is no longer as easy to achieve rapid success simply by launching a coffee brand, as it was in the industry’s early days.

The market has grown, consumption habits have changed, and coffee has become an integral part of daily life. This keeps the sector an attractive investment opportunity.

In this new era, the bulk of the business now revolves around the right location, the right brand, and effective operational management.

This is because today’s consumers pay attention not only to the product but also to the experience, service standards, and brand culture.

Therefore, what matters now is not just having a presence in the coffee sector but establishing the right system and managing it sustainably.

Q13

You’ve been in the field for years. In your opinion, what is the biggest mistake being made in the coffee industry today?

In my opinion, the biggest mistake being made in the coffee industry today is that some investments are being made based on hasty decisions.

With the industry’s growth in recent years and the rise in popularity of coffee brands, many investors have turned to this sector. However, some investments were evaluated solely through the lens of a “trendy industry.”

The coffee industry may seem more comfortable from the outside. In reality, it requires serious operational discipline, cost control, location analysis, and brand management.

It becomes sustainable not just through capital, but through the right systems, the right team, and the right operational culture.

You need to have a firm grasp not only on the investment side but also on the operational side.

“Being a trend is one thing; building a sustainable system is another.”

Q14

If the founder of a coffee brand were reading this interview today, what would you say to them?

Whatever success story, growth goal, or brand journey you’ve planned for yourself, I work with the same vision for my own operations and company.

My goal isn’t just to open branches or make investments; it’s to build strong, long-term structures with the right business partners.

Thanks to our years of experience in the field, we have a clearer understanding of what works in franchise systems, what drives brand growth, and which mistakes slow the system down.

That’s why what matters most to me isn’t just commercial profit; it’s building structures that grow together, support one another, and think long-term.

Q15

Finally, would you like to share a brief message with the brands you’re currently open to working with?

We are not just an investment firm; we are a team that has grown within the business, knows the field, and lives the system.

At this stage, our goal is no longer just to open branches, but to build long-term success stories together.

When we partner with the right brand, I believe our operational strength, field experience, and accumulated knowledge within franchise systems will yield strong results.

Our goal is not short-term growth; it is to build sustainable structures that will endure for many years with the right systems, the right teams, and the right brands.

For this reason, we are open to discussions with brands that share the same vision and believe in growing and developing together.

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