Business are continuously looking for ways to strengthen their business, save costs, and return more cash to their shareholders. One way to do this, according to Matt Lipson, an associate director at Stan Johnson Co., is for corporate stores to become refranchised. We chat more with Lipson on the subject in the exclusive Q&A below.

GlobeSt.com: Are there any interesting trends currently impacting the single-tenant net lease QSR sector?

Matt Lipson: Yes, we're beginning to see corporate stores become refranchised. Some brands want to see franchisees control up to 95% of their stores. McDonald's, for example, revealed a plan to refranchise 4,000 stores, and in March, they were on track to complete this process by year-end 2017. The result will bring the company's franchised percentage to 93% globally.

GlobeSt.com: Why would a corporate brand choose to franchise? And what are the benefits to the franchisees and potential investors?

Lipson: For McDonald's, the intent was to free up operational capital and improve their balance sheet. This strategy allows the company to strengthen their business, save costs, and return more cash to their shareholders. For the franchisees, it creates opportunities for them to acquire existing units in prime locations. It should lead to the expansion of top fast-food brands, which will ultimately create opportunities for investors.

GlobeSt.com: What do landlords of QSR-leased properties need to know?

Lipson: Not much changes when a property becomes refranchised. The corporate guarantees typically stay in place, but a franchisee has different checks and balances from a corporate operator. When the lease expires, the decision to renew, renegotiate, or vacate will be on the franchisee. These decisions will be based on several factors: they'll look at rent, food, advertising, employment costs, and renovation needs, along with any development agreements that require the franchisee to add a certain number of new locations. As an investor, you'll look at the strength of the franchisee – their net worth, how long they've been in business, and how many units they control. The upside is that the franchisee usually has a single point of contact – not the many departments and contacts within a large corporation – often making communication easier and more efficient for the investor. They also have feet on the ground, and a more focused perspective on operating the asset than some corporate owners, whose attention might be more divided.

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Natalie Dolce

Natalie Dolce, editor-in-chief of GlobeSt.com, is responsible for working with editorial staff, freelancers and senior management to help plan the overarching vision that encompasses GlobeSt.com, including short-term and long-term goals for the website, how content integrates through the company’s other product lines and the overall quality of content. Previously she served as national executive editor and editor of the West Coast region for GlobeSt.com and Real Estate Forum, and was responsible for coverage of news and information pertaining to that vital real estate region. Prior to moving out to the Southern California office, she was Northeast bureau chief, covering New York City for GlobeSt.com. Her background includes a stint at InStyle Magazine, and as managing editor with New York Press, an alternative weekly New York City paper. In her career, she has also covered a variety of beats for M magazine, Arthur Frommer's Budget Travel, FashionLedge.com, and Co-Ed magazine. Dolce has also freelanced for a number of publications, including MSNBC.com and Museums New York magazine.

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