NORY FRANCHISING vs Little Diggers

Brand A is a ghost. No unit count, no revenue, no fee disclosure—just a current FDD and a blank slate. For a software vendor, that’s a dead end. There’s no installed base to sell into, no franchisor playbook to align with, and no proof anyone is writing checks. The timing dimension is an immediate disqualifier: you can’t sell software to franchisees that don’t exist, and with no franchised units reported, there’s zero near-term pipeline.

Brand B gives you a small but real beachhead. Two total units and zero franchised today sounds lean, but the AUV of nearly $4.5M signals premium economics and budget capacity. An 8% royalty and 2% ad fund on that top line means the franchisor is pulling meaningful recurring revenue per location—exactly the kind of operator that will invest in tight back-office and marketing automation to protect unit-level margins. The terrain advantage is the controlled procurement model: if you land the franchisor, you lock the stack, eliminating competitive churn at the unit level. The tradeoff is TAM—with only two corporate units and no franchisees yet, your initial deal size is capped, and growth depends entirely on their development pipeline. But that’s a manageable risk when the per-unit software wallet is likely double or triple what a typical lower-AUV concept would spend.

Verdict: NORY’s high AUV and controlled procurement create a concentrated, high-budget opportunity that a ghost brand like Little Diggers can’t touch, even if the TAM is initially small.