By the Editorial Team — Africa Franchise Forum Magazine
Interview conducted in 2025 | Special Edition: Arab World & Gulf Market
Abeer Julaih — CEO & Founder, InFranchise (National Franchises)
Dammam, Kingdom of Saudi Arabia | www.nf.com.sa
In 2018, Abeer Julaih founded National Franchises — known as InFranchise — in Dammam, Saudi Arabia, with a clear-eyed diagnosis: the regional franchise market had successful brands, but no integrated professional ecosystem capable of transforming them into scalable, sustainable systems. Seven years later, InFranchise develops and manages more than 170 local and international trademarks, protects intellectual property across 74 countries, and has launched the region’s first Franchise Excellence Award. In this exclusive interview with Africa Franchise Forum Magazine, she shares her founding philosophy, her vision for Gulf-Africa franchise collaboration, and a direct message to African entrepreneurs.
I. Journey & Founding
What inspired you to found National Franchises in 2018, and what gap in the market were you looking to fill within Saudi Arabia’s franchising sector?
The establishment of National Franchises was not merely a commercial decision; it was a response to a clear strategic need within the Saudi and regional markets — the absence of a fully integrated professional ecosystem capable of managing the franchise sector comprehensively.
Although strong brands and successful local businesses existed, the gap was evident in transforming these businesses into scalable and sustainable franchise systems. The market lacked the operational and strategic mindset capable of connecting the concept, the business model, expansion, and risk management into one integrated structure.
From this vision, we built a complete ecosystem that goes beyond consultancy services. We focus on fully restructuring brands — from franchise readiness assessment, franchise model development, and operational systems design, to local and international expansion management.
« The market lacked the operational and strategic mindset capable of connecting the concept, the business model, expansion, and risk management into one integrated structure. »
As a female entrepreneur in a traditionally male-dominated field, what specific challenges did you face in establishing your credibility and building a leading franchise company?
The real challenge was not only related to the nature of the industry, but to the level of responsibility associated with it — we deal with investments, brands, business partners, and multiple markets.
In the early stages, the challenge was proving that franchising is not merely an operational sector, but a strategic industry that depends on deep analysis, accurate decision-making, and system building.
Over time, the benchmark for success became clear: results, sustainability, and the quality of transformation achieved for brands — rather than any other considerations.
What is the founding philosophy that has guided National Franchises from the very beginning, and how has that vision evolved over the years?
The core philosophy behind the company is that franchising is not simply expansion; it is a repeatable and sustainable operating system.
Based on this principle, we do not focus only on growth, but on building complete brand readiness before entering any new market — through operational development, experience standardization, and creating management and operational systems capable of functioning across different environments.
II. Achievements & Market Positioning
National Franchises has developed over 150 brands and currently manages more than 170 local and international trademarks. What are the key factors behind this remarkable growth?
This growth was not the result of random expansion, but rather a structured system built on three key pillars:
- Careful selection of brands capable of becoming sustainable franchises
- Building integrated operational systems that support real expansion
- Establishing long-term strategic partnerships with clients as success partners, not merely service clients
Among all the brands you have supported, is there one whose success particularly surprised or moved you, and why?
The greatest impact always comes from brands that move from individual operations into scalable institutional systems.
What leaves the strongest impression is seeing a brand begin with limited capabilities, then evolve through restructuring and development into a scalable business model capable of growing across multiple markets while maintaining its identity and quality.
The launch of the « Franchise Excellence Award » in October 2024 marks a major milestone. What ambition do you carry through this award for the franchising ecosystem in the region?
The award represents a strategic step toward redefining the concept of excellence in franchising within the region.
The objective is not to celebrate the number of branches, but to establish the concept of sustainable franchising — based on quality growth, operational strength, and long-term brand sustainability.
« The objective is not to celebrate the number of branches, but to establish the concept of sustainable franchising — based on quality growth, operational strength, and long-term brand sustainability. »
The « Franchise Market Today » magazine has become a leading reference platform. How do you envision its development as a tool for international outreach?
The magazine is not a traditional media platform, but a strategic bridge between markets. Its role includes:
- Showcasing investment opportunities
- Analyzing franchise market trends
- Connecting investors with brands
- Providing in-depth insights into regional and international markets
III. Business Model & Services
What are the essential criteria a brand must meet before entering the franchising system, and how does National Franchises support brands through this qualification phase?
There are three essential criteria:
- A repeatable operational model
- Financial and operational stability
- Genuine readiness for expansion without affecting quality
Standard Operating Procedures (SOPs) are central to your service offering. In what ways does their quality make the difference between a franchise that succeeds and one that fails?
Standard Operating Procedures are the backbone of any successful franchise system. They ensure operational consistency, minimize differences between branches, and maintain brand quality across different markets. Without robust SOPs, every new branch risks becoming a deviation from the original concept — and that deviation, multiplied across a network, is what ultimately destroys a franchise.
National Franchises offers intellectual property services in more than 74 countries. How important is brand protection as a prerequisite for international expansion?
Intellectual property protection is not optional; it is a fundamental requirement for international expansion. It protects the brand from legal and commercial risks and ensures sustainable long-term growth. A brand expanding internationally without protecting its intellectual property is essentially building on sand.
How do you align your financial advisory services with government entrepreneurship support programs in Saudi Arabia, particularly within the Vision 2030 framework?
We operate in alignment with Saudi Vision 2030 by empowering local brands, transforming them into scalable businesses, supporting entrepreneurship, and contributing to economic diversification through the franchise sector. The Vision provides the institutional framework; we provide the operational methodology to make it real at the brand level.
IV. The African Dimension & Cooperation Opportunities
Africa is home to over 1.4 billion consumers with a rapidly growing middle class. How do you assess the continent’s potential for the development of Arab and Gulf franchises?
Africa represents one of the world’s most important growth engines for franchising — not only because of its large population, but also due to the real economic transformation taking place across the continent.
With over 1.4 billion people and a rapidly growing middle class, Africa represents a massive consumer market. More importantly, it is not a single market, but a collection of diverse markets that require tailored entry strategies and deep understanding for each country.
« Africa is not a single market. It is a collection of diverse markets — each requiring tailored entry strategies and deep local understanding. »
Countries such as Morocco, Egypt, Senegal, Côte d’Ivoire, and South Africa are showing growing interest in Gulf brands. Which sectors do you see as the most promising for expansion into Africa?
The sectors most ready for expansion are:
- Food & Beverage
- Retail
- Education
- Services
These sectors are directly linked to daily consumer demand and rapid consumption growth — which makes them both immediately accessible and structurally resilient across different African markets.
What concrete obstacles — cultural, regulatory, logistical — might Saudi franchisors face when entering African markets, and how can they be overcome?
The key challenges include regulatory differences, cultural variations, and supply chain constraints. These are addressed through:
- Local partnerships that provide market knowledge and institutional trust
- Carefully phased expansion strategies rather than direct uncontrolled growth
- Investing in local operational infrastructure before scaling
Would you be willing to play a role as an intermediary or facilitator between African entrepreneurs seeking Gulf franchises and Saudi brands looking for international franchisees?
Yes — and this is a core part of our role. We focus on building a bridge between markets, connecting Gulf brands with African investors through a system based on qualification and readiness — not merely contractual arrangements. The difference matters: a contractual arrangement transfers rights; a readiness-based system transfers the capacity to succeed.
Have you already initiated discussions or partnerships with franchise stakeholders in Africa?
We already have partnerships under development in several African markets, and we are working to transform them into active expansion projects during the coming phase, with a strong focus on priority markets such as Egypt — which we see as the strategic gateway connecting the Gulf to the African continent.
V. Vision, Challenges & The Future of the Sector
What do you see as the major trends that will transform the franchising sector in the Arab world over the next five years?
The most important transformations will include:
- Shifting from expansion toward sustainability as the primary metric of success
- Greater integration of technology and data into strategic decision-making
- Organized regional expansion between Arab and African markets
- Higher franchise quality standards replacing the current focus on speed and volume
How is National Franchises integrating digital technology and artificial intelligence into its advisory services and operational tools?
We utilize technology across four key areas:
- Market analysis and opportunity identification
- Franchise readiness assessment for brands
- Strategic decision support for expansion planning
- Reducing operational risks before entering new markets
What advice would you give to a young African or Arab entrepreneur who wants to enter franchising, either as a franchisor or a franchisee?
Start with the system, not the idea.
Franchising does not depend solely on having a successful concept, but on the ability to replicate and expand it consistently while maintaining the same quality standards. Build the system first. The idea without the system is just a business. The system is what makes it a franchise.
« Build the system first. The idea without the system is just a business. The system is what makes it a franchise. »
What is the next big step for National Franchises?
The next step is building a fully integrated international presence.
One of our key current projects is the Egyptian Saudi International Franchise Exhibition (FRANEX), which serves as a strategic platform connecting the Saudi and Egyptian markets and creating a direct gateway to Africa.
The choice of Egypt and Saudi Arabia is deliberate and strategic:
- Saudi Arabia — the center of investment power in the Gulf
- Egypt — the gateway to Africa and the broader Arab world
VI. A Message to Africa Franchise Forum Readers
As a leading figure in the Gulf franchising sector, what message would you like to send to African industry players reading this interview in Africa Franchise Forum Magazine?
Africa is not only a future opportunity; it is becoming a central force shaping the future of global franchising.
Success in Africa depends on understanding the market, building partnerships, and adopting a long-term strategy — not pursuing rapid entry. Speed without structure is the most common mistake we see from brands entering new geographies.
We strongly believe that integration between Arab and African markets will create a new era of economic growth within the franchise sector. The question is no longer whether this integration will happen — it is who will be ready when it does.
« Africa is not only a future opportunity. It is becoming a central force shaping the future of global franchising. The question is no longer whether Arab-African integration will happen — it is who will be ready when it does. »
Is there any aspect of your journey or your vision that you would like to share and that has not been covered in this interview?
The franchise sector in our region is still in a strategic building phase, not a maturity phase. The real opportunities today are not only in expansion, but in reshaping the market itself on professional and sustainable foundations.
From this perspective, we are working on building an integrated ecosystem that connects Arab, African, and international markets. The Egyptian Saudi International Franchise Exhibition (FRANEX) represents a strategic step toward creating a real gateway to Africa and strengthening regional integration within the franchise sector.
About Abeer Julaih & InFranchise
Abeer Julaih is the CEO and Founder of National Franchises (InFranchise), a fully integrated franchise development company headquartered in Dammam, Kingdom of Saudi Arabia. Founded in 2018, InFranchise has developed over 150 brands and currently manages more than 170 local and international trademarks, offering services across franchise model development, operational systems design, intellectual property protection in 74+ countries, and international expansion management. In October 2024, InFranchise launched the Franchise Excellence Award — the first of its kind in the region. Website: www.nf.com.sa
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