Ori'Zaba's vs Papa Murphy's

Ori’Zaba’s is the budget play. Per-unit, their operators have over $1.5M in revenue, more than double Papa Murphy’s $680K. That translates directly into bigger technology spend capacity per location. With a tiny but current FDD (2026 filing), you’re looking at a fresh, open window to shape their tech stack before legacy entanglements set in. The terrain is simple: 3 franchised doors you can influence with a single conversation track, no organizational scar tissue from a previous vendor beating.

Papa Murphy’s is the TAM play—1,119 franchised units versus 3. The sheer surface area for seat expansion, multi-unit rollups, and territory-wide deals is on a different order of magnitude. But the terrain is hostile: unit growth is negative (–2.27%), the FDD is overdue (2024 filing), and that $680K AUV puts a hard ceiling on what a franchisee can rationalize in software spend. You’d be selling into a shrinking footprint with elevated churn risk.

The meaningful tradeoff is budget depth versus addressable volume. Ori’Zaba’s gives you high-attach, high-ACV deals with almost no competitive noise but zero scalability. Papa Murphy’s offers scale but comes with a weak balance sheet signal and a stale corporate disclosure, which usually means franchisee relations are choppy and procurement cycles are defensive. For a vendor optimizing near-term pipeline quality over logo count, the richer AUV and current filing outweigh raw unit count.

Verdict: Ori’Zaba’s is the stronger immediate opportunity—higher per-unit budget and a clean, current filing beat a large but contracting, overdue brand.