The master catalog
Items, modifiers, recipes, photos, allergens, languages — all live in the brand catalog at HQ. New item launched at HQ propagates to every franchisee in 60 seconds. Discontinued at HQ, gone everywhere.
For brand HQ and franchisees, on one platform
Each franchise, its own books. One brand, one menu.
Franchisees run their own operation under your brand. Brand HQ sets the menu and the rules. Every franchisee logs in as themselves. Brand HQ never sees their bank account.
Franchise is not multi-branch
Multi-branch is one company across many places. Franchise is many companies under one brand.
This page is for operators who run a brand and license it. Different game from multi-branch.
In multi-branch, every location is your company. Same accountant, same payroll, same bank account, same decisions. You see everything because you own everything.
In franchise, every location is run by a separate legal entity — the franchisee. They sign your brand agreement, they pay your royalty, they follow your menu and your standards. But they hire their own staff, sign their own supplier contracts, hold their own till, and report to their own tax office.
That changes what the software has to do.
The brand needs to set the menu, set the pricing rules, see whether the network is in compliance, and collect the royalty cleanly. The franchisee needs their own operation — their own books, their own staff, their own marketing within the brand rules — without exposing their private numbers to the brand. Both sides need to trust that the line between them is real.
dojofood is built for that line.
Third-party authorization, in plain English
Every franchisee logs in as themselves. Brand HQ never sees their bank account.
The technical name is third-party authorization. Here is what it means at the kitchen door.
Every franchisee has their own login. Their own account. Their own data scope. When the franchisee opens dojofood in the morning, they see their location — their tickets, their staff, their stock, their till, their margins, their bank reconciliation. That is theirs. Brand HQ has no view into it.
When brand HQ opens dojofood, they see the brand. Sales volume per franchisee (because the royalty depends on it). Compliance with the latest menu update (because the brand promise depends on it). Channel mix and operating standards. That is theirs. Each franchisee's private cost data, supplier contracts, staff payroll, and bank account stay on the franchisee's side of the line.
The line is not a setting that someone can toggle. It is the architecture.
Brand-level policy
HQ controls the menu and the rules. Franchisees operate inside them.
The brand sets the rulebook in one place.
Required items
The core menu the brand promises every customer at every franchise. Franchisees cannot disable these. The chicken sandwich is on every menu because that's the brand.
Permitted items
Optional items franchisees can enable or disable locally — the breakfast wrap that only some franchisees serve, the seasonal dessert that fits some markets.
Prohibited items
What franchisees cannot add. No off-brand sides, no franchisee-invented combos that confuse the brand.
Pricing bands
A range, not a number. Espresso between 65 and 95. Franchisees set their exact price inside the band based on their rent, their market, their cost base. The band is the brand promise. The exact price is the operator's call.
Visual identity
Logos, fonts, photography — all set at brand and inherited by every franchisee's QR menu and digital touchpoints.
The brand decides which levers are locked and which are flexible. Lock the menu fully and franchisees inherit, full stop. Open the pricing band wider and franchisees get more local control. Brand's call.
Franchisee freedom inside brand policy
Their staff, their schedule, their marketing — inside your rules.
Franchisees are operators, not warehouse workers for the brand. The platform respects that.
Their staff
The franchisee hires, schedules, and pays their own team. Their staff appear only in their account, with the roles they define.
Their hours
The franchisee sets opening hours, day-part schedules, and break windows for their location.
Their local marketing
Promotions, loyalty rewards, neighbourhood campaigns — the franchisee runs them. Inside what the brand allows: a "buy one get one" on the brand burger, fine. A new sandwich the brand never approved, no.
Their local pricing
Inside the brand's pricing band, the franchisee picks the price. The brand sees the price (compliance check), the brand does not pick it.
Their marketplace presence
The franchisee maps their location to the marketplaces that deliver in their neighbourhood. Wolt in one city, Getir in another — the franchisee decides.
The shape is consistent: the brand sets the perimeter. The franchisee operates inside it.
Royalty and fee tracking, automatic
Franchisee reports volume. Royalty is calculated. Invoice goes out. No spreadsheet.
The royalty side of a franchise is where most platforms hand it back to the brand controller with a CSV and a "you figure it out."
dojofood does the calculation.
Every transaction at every franchisee location lands in the platform — POS, marketplace, takeaway, whatever. The brand sees the sales volume per franchisee in real time. Whatever royalty model the brand uses — flat percentage of sales, tiered percentage by volume, fixed monthly fee plus a percentage, marketing levy on top — the formula sits in the platform.
At the end of the period, the royalty is calculated against verified volume. The invoice generates. The franchisee sees what they owe and how it was calculated, line by line. The brand sees what is due across the network.
What the brand does not see: how much the franchisee paid their staff, what their supplier invoices looked like, what their actual margin was after costs. The royalty is calculated on top-line volume the brand has a legitimate right to see. The cost side stays with the franchisee.
Onboarding a new franchisee in days, not months
Send the invite. Brand template auto-applies. Live in 14 days.
Adding a new franchisee should not be a six-month project.
The brand sends an invite from the platform — email to the franchisee with a signup link. The franchisee creates their own account. The moment they confirm, the brand template applies: the full master catalog, the pricing bands, the visual identity, the required items, the marketing rules. Their account is the brand, scoped to their location.
What they still need to set up themselves: their staff and roles, their opening hours, their marketplace mappings (which marketplaces deliver in their neighbourhood), their bank account for settlement. None of that touches the brand.
Live in 14 days. Real humans when it breaks. One support line, your language, under 2 hours — for the brand and for every franchisee, scoped to whoever is asking.
Compliance reporting
HQ pushed an update. The dashboard shows which franchisees applied it and which haven't.
A franchise brand promise breaks the moment one franchisee runs an out-of-date menu while the rest move on. That used to be the brand controller's monthly headache.
dojofood gives the brand the compliance view.
When HQ launches a new menu item, raises a pricing band, or retires an old SKU, the platform tracks propagation. The dashboard shows which franchisees are in compliance with the latest version, which are lagging, and how long they've been behind. If a franchisee has a permission to delay a rollout (some brands allow this regionally) the platform shows that too — not as a violation, as a known exception.
Same logic for visual standards. The platform shows whether each franchisee's QR menus and digital touchpoints carry the current brand assets. The brand can see compliance at a glance, follow up with the franchisees who need it, and have a real conversation grounded in real data.
The brand sees the compliance signal. The brand does not see the franchisee's bank account or supplier costs. The line holds.
Data scope: what HQ sees, what franchisees own
The brand sees aggregated sales and compliance. Franchisees own their books.
The fastest way to lose franchisee trust is to give the brand too much. The fastest way to lose brand confidence is to give it too little. dojofood's data scope is built between those two fears.
| Data | Brand HQ sees | Franchisee owns |
|---|---|---|
| Sales volume by location | Yes — for royalty and compliance | Yes — their own |
| Channel mix per location | Yes — aggregated | Yes — detailed |
| Menu compliance per location | Yes — every item, every version | Yes — their own |
| Pricing within the brand band | Yes — visible for compliance | Yes — they set it |
| Marketing campaigns they run | Yes — for brand-rule compliance | Yes — they run them |
| Staff names, schedules, payroll | No | Yes — only them |
| Supplier costs and contracts | No | Yes — only them |
| Bank account and settlement | No | Yes — only them |
| Cost-of-goods and margin | No | Yes — only them |
| Their private operational notes | No | Yes — only them |
The brand sees the brand. The franchisee owns the operation. Neither side has to ask the other for permission to do their job.
Off-boarding
If a franchise contract ends, the franchisee leaves with their data, the brand keeps the brand.
Franchise contracts end. Renewals fall through, operators retire, brands restructure. The off-boarding shouldn't be a fight.
dojofood handles a clean exit.
The brand revokes the franchisee's authorization for the brand catalog and brand standards. The franchisee's own data — their sales history, their staff records, their customer database, their margin reports — exports cleanly to them. The brand catalog, brand assets, brand pricing rules detach from their account. They keep their operational history. The brand keeps the brand.
If the brand replaces a franchisee in the same location, the new franchisee is invited fresh. Their account is theirs from day one. The previous operator's books do not transfer over. That is the franchisee's right and the brand's protection.
Running multiple brands at enterprise scale — central finance, custom integrations, thousands of locations? See dojofood Enterprise.
Have questions? Let's talk.
Bring your franchise agreement. We'll show you the line.
20 minutes with our team. Tell us how many franchisees you have, what the royalty model looks like, where compliance has been hurting the brand. We'll show you the brand-side view, the franchisee-side view, and exactly where the line between them sits. Franchise goes live in 14 days. Real humans when it breaks. One support line, your language, under 2 hours — for the brand and for every franchisee.