DLA Piper L vs AlSet Auto

Brand B’s unit count alone — 705 franchised locations versus 12 for Brand A — eliminates any real TAM debate. AUV of nearly $1 million per unit confirms that these franchisees have both the revenue to justify software spend and the operational complexity to need it. Even with an 8% ad fund and 7% royalty, the net per-unit wallet is far more attractive than what A’s sub-$180k investment range implies about franchisees’ cost structures and margins. For a vendor selling POS, marketing automation, scheduling, and back-office tools, sheer volume and unit-level buying power give B the dominant “budget” and “TAM” dimensions.

Timing and terrain don’t flip the picture. A’s -16.7% unit decline signals a shrinking, maybe distressed system, while B’s negligible -0.14% decline is effectively a stable installed base you can prospect for years. A’s “approved_supplier” procurement model might create a competitive moat once you’re in, but that moat surrounds a 10-unit pond that’s draining fast. B’s FDD filing age (2023) is a minor friction, not a dealbreaker — the real tradeoff is that you’re buying into a mature, flat-to-declining network with little new-unit pipeline, forfeiting hypergrowth upside to lock in a massive, high-budget book of existing business. That’s a trade every enterprise sales team should take.

Verdict: DLA Piper L is by far the better target right now — TAM and unit economics dwarf any timing or procurement advantage AlSet Auto might offer.