Peri Peri Original vs La Pino'z Pizza

Peri Peri Original is the better target right now, and it comes down to one dimension that overrides everything else: procurement model. We sell back-office and operations software that thrives when franchisees have the autonomy to choose their own tech stack. La Pino'z runs a franchisor-controlled supply chain—that’s a hard stop. It means corporate dictates systems, vendors, and often software for inventory, ordering, and supplier management. We’d be locked out before the first demo, fighting a top-down mandate we can’t crack. Peri Peri’s approved-supplier model still gives franchisees real buying power. They can evaluate, select, and pay for tools that make their lives easier. That open terrain is where we win deals.

The investment range reinforces the call. Peri Peri caps at $737K all-in, a tight band we can build ROI models around. La Pino'z stretches past $1.2M at the high end—that kind of spread signals location-dependent chaos: some operators are undercapitalized and cutting every SaaS line item, others are building Taj Mahals with bespoke everything. Neither extreme is our buyer. The Peri Peri owner writing a ~$300K check wants efficiency fast; our scheduling, marketing automation, and POS integration land hard there. Royalty rate (6% vs. none listed for La Pino'z) tells us headquarters is motivated to drive unit-level revenue, not just sell more franchises. That aligns them loosely with tools that boost ticket size and repeat visits—our stack.

The tradeoff is genuine: zero-unit brands are always a gamble on growth, and Peri Peri’s smaller investment ceiling could limit the per-store software spend compared to a premium La Pino'z location. But TAM starts with sellable units, and we can’t sell anything into a controlled procurement fortress. The ad fund and fee differences are noise. This is a terrain decision.

Verdict: Go all-in on Peri Peri Original—the approved-supplier model gives us a door La Pino'z slams shut.