How PrimoHoagies Is Growing Through New Stores and Franchise Acquisitions
PrimoHoagies is pursuing franchise growth in two ways. Operators like Krish Patel are opening restaurants in markets such as New York’s Capital Region, while the brand is also promoting opportunities to acquire existing stores, primarily in Greater Philadelphia and South Jersey. Both routes can lead to multi-unit ownership, but each requires a different development strategy.
New markets give operators room to build a cluster
The Patel family secured rights to develop up to 10 PrimoHoagies restaurants in the Capital Region. Its first opened in Latham in February 2024, followed by Albany in March 2025. Clifton Park has been identified as a next step.
The locations illustrate the logic of expanding within one region. Nearby restaurants can give an operator more flexibility to share management time and coordinate local marketing. They can also build recognition for a brand as customers encounter it in more places. The potential advantage depends on choosing sites that reach enough distinct customers to support each store.
An opening in a new market also puts more responsibility on the operator to build demand from day one. Local awareness, staffing and site visibility all matter before a restaurant has its own trading history. Opening in stages gives the operator a chance to apply what the first location teaches before committing to the next one.
Existing restaurants offer another route to multi-unit ownership
In October 2026, PrimoHoagies said it had welcomed seven new franchisees that year. It also identified approximately 10 to 15 existing restaurants available for acquisition, most in Greater Philadelphia and South Jersey. At the time, about 20 of its roughly 80 franchise owners operated multiple locations.
An acquisition gives a prospective buyer actual sales and operating records to examine. It also puts more weight on store-specific questions. How much business depends on the current owner’s relationships? Which employees are likely to stay? What will the lease and equipment require in the next few years? The answers shape how much time and capital the incoming operator will need after closing.
The growth strategy depends on who can execute it
A new-market developer needs the capacity to select sites, recruit teams and build a customer base from scratch. A resale buyer needs to understand what drives an existing store’s performance and where a change in ownership could disrupt it. An operator taking on several restaurants has to do either job while maintaining standards across locations.
That makes franchisee recruitment part of the development strategy. A brand looking to build a regional cluster may value local market knowledge and the ability to open stores in sequence. A buyer taking over an operating restaurant may bring particular strength in retaining employees and managing a transition. Matching the operator to the opportunity matters as much as identifying where the next unit will go.
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