Perri's Pizzeria vs La Pino'z Pizza

Perri's Pizzeria is the only viable target here, and the advantage is purely a function of TAM. La Pino'z Pizza has zero units—franchised or otherwise—which means there is no installed base to sell into, no reference accounts to leverage, and no near-term pipeline outside of speculative pre-opening deals that rarely close. Even with a franchisor-controlled procurement model that could theoretically force software adoption top-down, there is no operating entity to mandate anything. You would be selling into a void.

Perri's gives you nine live locations and a franchised majority (7 of 9), which is the exact early-stage footprint where a single well-placed deal with the franchisor or a dominant franchisee can flip multiple units at once. The approved-supplier procurement model is a meaningful terrain advantage: it means franchisees retain purchasing autonomy, so you can sell bottom-up without needing to win a corporate mandate first. That lower barrier to entry outweighs the modest unit count, especially since the investment range ($267K–$734K) signals operators with enough capital to afford a software stack but not so much that they build custom solutions.

The tradeoff is timing. Zero year-over-year unit growth means this is a static book of business—you are hunting within a fixed nine-unit pond, and you need to close at high velocity before churn or stagnation shrinks it further. But a small, open pond beats an empty one every time.

Verdict: Perri's Pizzeria wins on TAM and terrain—nine open-buying units are infinitely better than zero.