Bad Ass Coffee of Hawaii vs Papa Murphy's

Bad Ass Coffee of Hawaii wins on timing. A 31.25% unit growth rate in a 43-unit system signals a brand in active expansion mode, where franchisees are opening new locations and need to operationalize quickly. That’s the moment software decisions get made—POS, scheduling, and back-office tools aren’t being ripped out of stable stores; they’re being installed from scratch in new ones. The higher AUV ($790,984 vs. Papa Murphy’s implied lower per-unit revenue) also gives franchisees more budget headroom to invest in technology stacks beyond the bare minimum. The tradeoff is a tiny total addressable market: 42 franchised units means you’re betting on future growth to build a meaningful book of business, not harvesting an existing base.

Papa Murphy’s wins on TAM and terrain. With 965 franchised units, even a modest penetration rate translates into a substantial deal count, and the approved-supplier procurement model means franchisees have autonomy to choose their own software—no centralized gatekeeper blocking your sale. But the -3.596% unit contraction is a flashing red light. A shrinking system means fewer new-store implementations, more churn from closures, and franchisees in preservation mode rather than investment mode. Selling into a declining base is a grind, and the lower investment range floor ($450,330) suggests operators are cost-sensitive, which compresses deal sizes and lengthens sales cycles.

The meaningful tradeoff is growth trajectory versus installed base. Bad Ass Coffee offers a rising tide with higher per-unit budget but a dangerously small pond today. Papa Murphy’s offers a large, accessible pond that’s slowly draining. For a vendor prioritizing pipeline velocity and expansion-stage accounts, Bad Ass Coffee’s momentum outweighs its scale limitation. The higher AUV and franchisor-controlled procurement don’t help you sell, but the greenfield openings do—and that’s the dimension that matters most right now.

Verdict: Bad Ass Coffee of Hawaii is the stronger opportunity today because unit growth creates buying windows that a shrinking system cannot match.