How to open a second branch of your ice cream parlor: how to successfully expand your ice cream parlor

Site selection and site analysis

The right location is crucial to the success of your second branch. What worked for the first ice cream parlor does not necessarily work for the second - a thorough location analysis is therefore essential. Pay attention to the following points when considering a location:

Walk-in customers and visibility

Is the store located in an area with a lot of pedestrian traffic? An ice cream parlor thrives on spontaneous visitors, especially on warm days. Pedestrian zones, busy shopping streets or squares near parks are ideal. Check whether the location is clearly visible from the street and has shop window potential.

Target group and environment

Does the surrounding area suit your concept and your target clientele? Analyze the demographics in the catchment area - are there families, students, tourists or offices nearby? An ice cream parlor next to schools or playgrounds attracts different customer groups than one in the banking district. Do the offerings and prices of your concept match the people who are out and about there?

Competitive situation

Look around the neighborhood. Are there already other ice cream parlors or cafés in the immediate vicinity? Competition is not necessarily a bad thing - it can also show that there is local demand. Nevertheless, opening right next to the "top dog" in your sector involves risks. The ideal location is one that close to customers but still leaves enough distance to the direct competition.

Accessibility and infrastructure

Is the new store easily accessible? In the city, public transportation, bicycle parking and parking facilities are an issue; in the countryside, accessibility by car. Also think about practical things: are there enough parking spaces nearby (especially important if you offer takeaway cakes or ice cream packs, for example)? What about storage space in the store to store ice cream flavors, ingredients and packaging? Logistical questions like these will help determine how smoothly your business runs later on.

Test location

Get opinions before you make a decision. Talk to local people - potential customers, nearby store owners or residents. This will give you a feel for how your ice cream concept might be received there. Some ice cream parlor owners also test their new location with a mobile ice cream cart or pop-up stand to check the response. Although this is an extra step, it can provide helpful insights.

Check authorizations

Clarify at an early stage whether everything required is feasible at your preferred location. Even if ice cream parlors have always characterized the cityscape, make sure that you are allowed to operate one at this location. Do you need structural adaptations (e.g. water connections for ice cream machines, exhaust air for an ice cream laboratory) and are these approvable? Are there any conditions imposed by the landlord or the city, such as outdoor seating or opening hours? These factors influence whether the location is really suitable.

Tip: Create a list of potential locations and evaluate each one according to the above criteria. This will allow you to compare locations objectively. Once you have two or three favorites, calculate a small business case for each one: What turnover would be realistic at location A vs. B, and what costs (rent, ancillary costs) are involved? This comparison will quickly show you where the best risk/reward ratio lies.

Financing options for the second branch

A second branch means new investments - from remodeling the premises and additional equipment to personnel and purchasing costs. Solid financing is therefore the basis for your expansion. Even if your first ice cream parlor is in a good financial position, plan the finances for the expansion separately and conservatively. Proceed as follows:

1. Calculate the capital requirements: List all one-time start-up costs and ongoing operating costs costs. These include rent and deposit, renovation or conversion, furnishings (tables, chairs), counter and ice machines, freezers, cash register system, cutlery and crockery, decoration and signs, permit fees, Marketing for the openinginitial purchase of goods (ingredients, ice cream raw materials, packaging) and staff costs before and after opening. Don't forget a buffer for unforeseen circumstances (e.g. additional tradesmen's work or delays). It is often recommended to plan approx. 10-20% of the total amount as a reserve. Also bear in mind that sales may be lower in the first few months - so keep enough liquidity to bridge the start-up phase.

2. Use your own capital: Think about how much equity you can or want to contribute. Ideally, you should cover at least some of the costs from your own funds or profits - this also shows lenders that you believe in the project and reduces your borrowing requirements. But don't take your entire financial cushion: a healthy amount of equity improves your credit rating, but also keep reserves for your first ongoing business.

3. Take out a bank loan: A classic bank loan is the first choice for many extensions. Prepare yourself well here: A convincing business plan for the second branch is your most important argument to convince the bank. In this business plan you should describe the business idea for the new branch, present a market analysis (location, competition, target group) and draw up financial forecasts. Show how you intend to generate additional sales with the second location and that these will be sufficient to service the loan installments. Use figures from your first ice cream parlor to underpin your seriousness - e.g. development of turnover and profit, visitor numbers, average receipt, etc. Your bank will want to see that you have learned from your first location and can reproduce the recipe for success.

   • Tip: Talk to your bank or a financing expert at an early stage and get advice on which loans are suitable. There may be special programs for business expansions for SMEs. Get all your documents in order (annual financial statements, business analyses) - professionalism creates trust with lenders.

4. Check subsidies and grants: In Germany there are various funding programsthat can help you with financing. For example, find out about the offers from the KfW Bank (Kreditanstalt für Wiederaufbau) - it offers promotional loans for small and medium-sized enterprises, which often offer better interest conditions. Regional development banks or economic development agencies (e.g. at state level) also support expansion, whether through low-interest loans, guarantees to secure bank loans or even grants for certain investments (such as energy efficiency measures for conversion or job creation in certain regions). The Chamber of Industry and Commerce (IHK) or your bank can help you find suitable subsidies help. Although the classic start-up grant is primarily available for first-time business start-ups, funding is also available for growing and consolidating an existing business. It is worth doing a little research here or consulting an advisor.

   • Tip: Ask your Chamber of Industry and Commerce about funding advice days or use online portals such as the KfW funding database. Sometimes there are also guarantee banks of the federal states can also help if you lack collateral for a loan - they can guarantee part of the loan to the bank.

5. Other financing options: If the bank and subsidies do not cover your full needs, think creatively: Perhaps there are investors in your circle of friends or family members who believe in your project and would like to get involved - but make sure you make clear contractual arrangements to keep friendship and business clearly separate. Also crowdfunding can also be an option, depending on the concept: If, for example, you have something special in mind with your second location (an innovative ice cream concept, a café with added social value, etc.), a crowdfunding campaign could raise money as well as have marketing effects. However, crowdfunding requires a lot of effort in terms of preparation and communication, and there is no guarantee that enough money will be raised - so see it more as a complementary idea.

Remember: Never underestimate the financial cost of expansion. It's tempting to believe that the second store will simply double profits - in practice, costs often increase immediately, but sales have to build up first. So play it safe and plan a little more conservatively. A solid financial foundation will take the pressure off you in the start-up phase of the new store and allow you to sleep more soundly.

Recruitment and personnel management

Good staff is crucial in every ice cream parlor - delicious ice cream alone is not enough if the service is unfriendly or the processes are chaotic. With a second branch, your staffing requirements increase significantly. You will need to find new employees, possibly reorganize the existing team and generally expand your role as an employer.

Personnel planning

Make a plan early on as to which positions need to be filled in the new branch. Do you need additional counter staff, service staff for the terrace, ice cream makers in the kitchen, perhaps someone for the back office or bookkeeping because there is more paperwork? Just a manager on site (branch manager) is worth considering - as mentioned above - so that you don't have to be in two places at the same time. Also consider whether you want to transfer employees from your first branch to the new location temporarily or permanently. Sometimes it makes sense to assign an experienced colleague to the second branch for the first few weeks in order to train the new people to your standards standards. However, clarify this transparently with everyone involved so that no one ends up frustrated (e.g. because they would have preferred to stay with the old team).

Recruitment of new employees

Start the personnel search as early as possible, ideally during the construction or renovation phase of the new café. Finding good people can take time - especially in the catering industry, where there is a shortage of skilled workers in many places. Use a variety of channels to recruit staff: traditional job advertisements (local newspaper, online job portals), notices in shop windows ("We're hiring - we're looking for new staff for our new ice cream parlor!"), social media posts and, above all, personal networks. Perhaps you know student temps who know someone who is looking for a job, or you can ask existing employees if they have friends/acquaintances with catering experience. An information day or a small recruitment event in the existing ice cream parlor can also be exciting: Interested parties can try your ice cream and find out more about the job and you as the boss.

Quality before speed

Beware of the typical mistakehiring staff at the last minute and under time pressure. It's understandable that you want to fill positions quickly so that the new branch can get started immediately. But remember: Poorly qualified or unmotivated staff will quickly ruin your reputation - especially at a new location where you still need to win over regular customers. Take time for interviews and trial work. Don't just check their specialist knowledge (can someone serve ice cream, make milkshakes, cashier, etc.), but also their soft skillsDoes the person fit into the team, are they friendly, can they approach people? It's better to work with a slightly understaffed team in the first few weeks that is highly committed than with a full team, some of whom are unreliable or unsuitable.

 

Personnel management at a distance

Two branches means that as a boss you can't always be everywhere. That requires trust and good personnel management. Make sure that every employee knows their tasks and responsibilities exactly what their tasks and responsibilities are. Establish a corporate culturethat is practiced at both locations: e.g. "Every customer is greeted with a smile" or "Cleanliness and hygiene have top priority". You must exemplify such values and communicate them again and again. It can be helpful, team meetings with all employees from both stores together, perhaps monthly or on special occasions (e.g. start of the season in spring), to create a sense of community rather than a "store A versus store B" mentality. If the distance is great, a digital meeting can also be useful.

 

Further training and motivation

Offer your employees development opportunities. Perhaps one of your ice cream sellers can work their way up to shift supervisor or an employee can also take over social media support for both branches - opportunities like these retain good people. Praise and recognize good performance, equally in every store, so that no one feels disadvantaged. And last but not least: plan sufficient staff reserves reserves. Running both cafés in parallel also means being able to cover double absences, e.g. if someone is sick in branch 1 and someone is on vacation in branch 2 at the same time. A forward-looking duty planning is worth its weight in gold here so that one day you don't have to work double shifts yourself seven days a week.

 

Administrative duties

Remember to comply with all legal requirements as an employer especially as your workforce grows. This includes ensuring that every new employee is correctly registered with the tax office and social insurance providers (health insurance, pension insurance, etc.), that you conclude written employment contracts and that the working hours are recorded (working time laws and break regulations are particularly important in the catering industry). Make sure you comply with the minimum wage (and pay extra pay for Sundays and public holidays, if applicable). With more staff, new thresholds can also be reached, e.g. from a certain number of employees, accident insurance (employers' liability insurance association) must be in place anyway - which it probably already is for the first branch. Consult your tax advisor or a specialist to ensure that everything runs correctly in terms of payroll accounting, income tax and social security contributions. Nothing would be worse than getting into trouble with the authorities in the middle of the expansion phase due to missed registrations or back payments.

 

Tip: There is often a high turnover in the hospitality industry. So always be on the lookout for talent and keep applications that you don't need immediately on file. It never hurts to have a small buffer of temporary staff who can step in. And remember: happy employees stay longer - so create a pleasant working environment, pay fairly and treat your team with appreciation. Then they'll also tell their friends that it's great to work for you and you'll have fewer problems filling vacancies in the future.

 

Legal and tax requirements

Even if it sounds dry: The bureaucracy should not be forgotten when expanding. In Germany, there are clear guidelines on what needs to be done legally and fiscally when opening an additional branch. Here is an overview of what you should look out for:

Business registration and legal form

You must register each new business establishment with the trade office register. If your second branch is located in the same city as the first, a extension notification of your existing business. If it is in a different town or municipality, you must register a business there for a branch office or permanent establishment there. This sounds complicated, but it basically means that you register that your existing company is now also operating at a new address. If you are entered in the commercial register (e.g. as a GmbH or registered trader), the new branch may also have to be entered there as a branch office. Your tax advisor or the Chamber of Industry and Commerce can tell you exactly which steps are necessary for your legal form.

Restaurant permit and conditions

If you run your ice cream parlor purely as an ice cream parlor with non-alcoholic drinks, you do not need a classic restaurant license. However, as soon as alcohol is served (e.g. a shot of Amaretto with your spaghetti ice cream or sparkling wine in your Aperol Spritz on your summer terrace), you will need a restaurant license for the new location. You must apply for this from the local authority, often in conjunction with a certificate of good conduct and a clearance certificate from the tax office. Also clarify points such as: Are you allowed to set up outdoor seating (often requires a special use permit for the sidewalk)? Does the store comply with structural requirements (escape routes, toilets for guests, disabled access if necessary)? You have already gone through most of these things with the first store, but don't forget that they are reassessed for each location. Hygiene regulations in particular (food hygiene, cold chains, cleaning plans) and the handling of allergens etc. must also be guaranteed in the new store - often the health authority often drops by shortly after opening. Be prepared for this with a spotlessly clean kitchen, hygiene documentation and trained staff.

Tax registration

Be sure to also inform your tax office about the opening of the second branch. This is usually done automatically via the business registration - the tax office finds out about it and assigns it to your existing tax account. It usually remains a company (unless you deliberately set up a separate company for the branch, which is unusual for a single expansion). Nevertheless, the permanent establishment number or if you pay income tax for employees, you will need an additional permanent establishment number for the new location when registering for income tax. Your tax advisor will have to adjust your monthly bookkeeping so that sales and expenses are recorded for each branch. Also: If you were previously a small business owner (no VAT reported because turnover was less than €22,000 in the previous year), then this will almost certainly become obsolete with two branches - you will exceed the turnover limit. So be prepared for the fact that you will now sales tax and pay it to the tax office, if this is not already the case. Plan your prices and calculations accordingly so that there are no surprises.

Accounting and record-keeping obligations

Two branches mean more bookings, more receipts, more cash closings. There is an increased risk of mistakes being made in the hectic rush or losing track of things. It is best to a clean accounting structure right from the start. right from the start. This means, for example: Each location keeps its own cash book so that income is documented separately. Keep invoices for purchases separately for each branch (or at least make a note of which branch the purchase was for). This way, you can see exactly how each branch performed at the end of the year - and if you ever have to answer questions from the tax office, everything is properly separated. It's also possible that your company with two branches now exceeds certain thresholds (e.g. €600,000 turnover or €60,000 profit per year), from which the double-entry bookkeeping and balance sheet accounting become mandatory if you have previously only prepared a revenue-surplus statement as a small trader. Seek advice from a tax advisor here too, so that you can switch over on time if necessary. It may also make sense to voluntarily switch to more professional bookkeeping in order to have better control.

Trade tax and duties

More turnover may also mean more trade tax. Trade tax is levied by every municipality in which you have a business establishment. If your branches are located in different cities, your profit will be split proportionally at the end of the year (this is done automatically in the tax assessment notice based on certain key figures, such as payroll and turnover per branch). You don't have to do this manually, but be aware that with a second branch you will also be liable for tax in a second municipality. Therefore, hold back reserves for tax payments, especially if you expect a jump in profits.

Insurance and contracts

Check all existing insurances and adjust them accordingly: Your public liability insurance must be extended to include the new location (so that damage is also covered there, e.g. if a guest falls or is scalded by hot coffee). If you have contents insurance for inventory (against burglary, fire, water damage), register the new branch with the inventory there so that it is also insured. You will also need separate contracts/subscriptions for each store: e.g. for waste disposal, GEMA fees (if you play music in the café), telephone/internet connection, maintenance contracts for coffee machines or ice cream display cases, etc. Make sure that electricity, water and internet are available and all contracts are up and running on day X when you open.

 

Tip: The legal requirements sound overwhelming, but you don't have to shoulder them alone. Use the support from professionalsA discussion with a start-up or business consultant can help you not to overlook anything important. The Chamber of Industry and Commerce often provides checklists for setting up branches or advises on permits. And a good tax advisor is worth their weight in gold during the growth phase - they can also optimize your tax situation (e.g. timing investments so that you can make the most of depreciation or see whether it makes sense to change the legal form of your company, such as a GmbH, to limit liability). This may sound like additional costs at first, but correcting mistakes or paying penalties for failures would be far more expensive.

 

Organization and processes for multiple locations

Having two locations changes the way you have to run your business. As the owner of a single ice cream parlor, you were probably able to keep an eye on a lot of things yourself: You were on site, checked the till, trained the staff, maybe even made ice cream yourself and looked after the customers. With several locations is organization is the magic word - you have to create processes that work even if you can't be everywhere at once.

New roles and responsibilities

Think about how you can management tasks distribute. Can you (or do you want to) continue to be in a store yourself every day? Probably not to the same extent as before. Many expanding ice cream parlor owners decide to have a branch manager in every branch. store manager in each outlet - someone you can trust to take responsibility locally when you're away. This could be a long-standing employee from your first café who you promote, or an experienced new employee who you specifically hire to manage the location. It is important that this person shares your values and can make decisions in your interests. You will have to learn, delegate tasksFrom ordering and personnel planning to quality assurance on site. It may take some effort at first to hand over responsibility, but it is essential if you want to run both stores successfully.

Communication and coordination

Establish clear communication channels between you and both locations. Hold regular meetings - whether in person, by phone or video call - ensure that you are informed about everything important. For example, you could request weekly status reports from each store: How did sales go, were there any problems with equipment, which ice cream flavors went well, where are there bottlenecks or employee issues? At the same time, you should pass on news, promotions or changes centrally to both teams so that everyone is on the same page. Maybe you set up a joint chat group or a digital bulletin board where information can be shared quickly (e.g. vacation replacements, shift plans, new recipes). Transparent communication prevents misunderstandings and gives your employees a sense of security.

Standardized processes

What works well in store 1 should also work in store 2 - in other words, standardize processes. Create checklists and guidelines for daily processes: opening and closing the store, cleaning, preparing ice cream sundaes, serving at the counter, dealing with complaints, etc. Every employee should know how how you handle things in your ice cream parlor, no matter where they are. If customers have the same positive experience in your new branch as in the first, you've done it right. Standardized processes also help new employees find their way around more quickly and make it easier for you to monitor, as you have targets to measure against.

Technical support

Use digital tools to optimize operations across locations manage operations across locations. A joint cash register system or merchandise management system can help, for example, to track sales figures from both branches in real time and monitor stock levels. You can then see, for example, which type of ice cream is particularly popular where and can adjust your production or order accordingly. The accounting can also be set up in such a way that you have separate evaluations for each branch (to see the profitability of each location), but everything is still consolidated in one software. Modern POS systems often offer cloud solutions that allow you to check the daily turnover of each store via smartphone - so you can keep an eye on the store remotely. For the personnel planning there is software that coordinates shift schedules for multiple locations and avoids vacation overlaps. Such tools may cost a little, but they save you time and nerves and reduce errors if you can no longer be present at every process yourself.

Logistics and purchasing

With two stores, the question arises as to how you ice cream production and goods logistics organized. Do you continue to produce all your ice cream in the first branch and deliver it daily to the second? Or will each branch have its own small ice cream kitchen? Both options can work: A centralized production (e.g. in the main branch or in a separate production room) has the advantage that you can keep the quality very consistent and produce larger quantities more efficiently. In addition, you may only have to purchase expensive special machines once and not twice. However, you will then have to travel longer distances (think about suitable refrigerated trucks and hygiene conditions during transportation). A decentralized production in each branch offers maximum freshness on site and independence - but you need trained staff and equipment at both locations, and the recipe must be meticulously implemented in the same way so that the ice cream tastes identical. Decide according to the size of your business and the expertise of your staff. Some ice cream parlors, for example, make their basic ice cream mixture centrally and mature it there, and then only add ingredients and freeze the ice cream in the branch - find out what is practicable. The same goes for Purchasing goodsYou can consider both branches together, order larger quantities from the supplier (volume discounts!) and then split them up. Here it is helpful if you have a system that shows you stock levels and requirements so that one branch is not left without waffles at the height of summer and the other has far too many gelato containers in stock.

Tip: Carry out a kind of "test run" before the second branch officially opens. Go through the processes with your core team, test the interaction, perhaps let family or friends play "customer" for a day as a trial. This will allow you to identify and smooth out bottlenecks in the organization before real customers are in the store. This dress rehearsal will also give you more certainty that everything will work, even if you are commuting between the two stores on the opening day.

Systematization and scalability: establishing processes and standards

A successful ice cream parlor lives from quality and recognizability - your customers probably love certain flavors, the atmosphere, perhaps a special decorative element or simply the friendly tone of your team. If you are now expanding, these success factors need to be systematically transfer themso that your concept is scalable becomes scalable. Imagine that one day you would have not just two, but ten stores - what would then need to be organized and how? Think along these lines, even if it's "only" number two for now.

Document processes

Take the time to write down and standardize all the important processes in your company. Create an operations manual or at least individual instructions for core processes. For example: How exactly is the ice cream made (recipes with quantity specifications, production times, storage)? How are waffles stored, how often do you bake fresh ones (if you offer this)? How is the daily cash accounting done and what happens to the revenue (bank transfers, safe, etc.)? What steps are involved in opening in the morning (turning on machines, turning sample ice cream to test consistency, wiping tables...) and closing in the evening (locking up, checking the cold store, counting the till)? The clearer these processes are defined, the easier it is for others to take over and the more uniformly your business runs - almost like a franchiseexcept that they are your own stores. This doesn't mean that everything should be rigid and inflexible; of course there will be differences (each store may have different audiences and peak times, for example). But the core DNA of your ice cream parlor should be noticeable everywhere.

 

Training and familiarization

Use the documentation of the processes to train new employees train new employees. Carry out intensive training in the initial phase of the second branch: Have your new team - ideally with the help of experienced people from branch 1 - practise the standards. How is the ice cream sundae decorated? What greeting and farewell phrases do you use? How should complaints or special requests be handled? When someone new joins, he or she should also be able to visit the other branch to see the "big picture". Systematic onboarding ensures that every employee quickly becomes productive and knows what is expected of them.

 

Consistent quality and range

Think about the extent to which the assortment and prices should be the same in both stores. It is usually advisable to have a uniform range This way, regular customers will immediately recognize their favourite variety or the typical cup, regardless of which branch they are in. There should be no price differences to avoid confusion or even annoyance ("Why does the spaghetti sundae cost 50 cents more in district X than in district Y?"). If there are location-specific features (e.g. the new branch has less space, so there are fewer ice cream flavors on offer at the same time, or it is located in a business district where there are more coffee and snack customers in the morning), then integrate these differences into your concept, but without losing the brand essence. Maybe you introduce a new new ice cream sundae that suits the audience there - you can do that, but make sure it fits your brand overall. Your ice cream parlor brand should be recognizable from the logo and staff clothing to the way the sundaes look. This creates trust with customers and also makes marketing easier for you (e.g. you can use the same advertising materials for both branches because everything has a consistent look and feel).

 

Scalable structures

Always think one step ahead: If this second store does well, would even a third one be feasible in theory? Even if you don't have concrete plans for this, this way of thinking helps, professional structures structures. For example, you could set up a small "head office" - which in your case might simply be your office - from which central tasks are managed: Accounting, personnel administration, central purchasing, marketing campaigns. This way, you relieve the individual branches of administrative work and they can concentrate on their day-to-day business. Some things can also be outsourced: payroll accounting to a tax office, for example, or the basic recipe for the ice cream to a supplier who provides you with the ice cream mix that you then "refine". Think about which tasks you need to multiply and where you can create synergies. One simple measure is, for example a shared warehouse location (if the branches are close to each other) or at least joint delivery orders - this makes handling easier if each branch does not have to manage everything separately.

 

Controlling and feedback

Build a simple system of key figures to compare and manage the performance of the stores. This can be simple at first: daily turnover, number of ice creams sold per day, cost of goods ratio (how much goods are purchased as a percentage of turnover), staff cost ratio, perhaps customer satisfaction (e.g. through online reviews or feedback cards). By looking at these figures regularly, you can recognize early on if something is getting out of hand. For example, if branch 2 has a much higher cost of goods sold than branch 1, there may be something wrong with the process (more losses, portions too large, etc.). Standards can help you here: If both stores have the same recipe and portion size, these key figures should be similar - deviations indicate where you need to make adjustments.

 

Tip: Remain flexible and open to improvements. Sometimes it turns out that a process that you have been doing in branch 1 for years has been optimized in branch 2 (maybe a new employee has a clever idea). Scalability does not mean stubbornly sticking to the old, but multiplying good ideas. So keep an open ear for your team: let them make suggestions on how to streamline work processes or make them more customer-friendly. If it makes sense, introduce it as a new standard in all branches branches. This will help you to continuously develop your company.

 

Marketing strategies for the second branch

When you open your second ice cream parlor, you have a big advantage: You already have a brand and an existing customer base from branch 1. You need to use this momentum for the marketing of the new location. At the same time, you need to attract new customers in the new environment. Here are some marketing strategies that have proven successful:

 

Become known to existing customers

Inform the fans of your first ice cream parlor about the new branch. Use all the channelsyou have: a notice or flyer in the first store ("We're opening soon in XYZ - come and visit us!"), posts on your social media pages (Facebook, Instagram) with updates about the new branch, perhaps a countdown to the opening. Do you have an email list or WhatsApp broadcast for customers? Send out a friendly announcement. Your existing customers are the best ambassadors - many will spread the word or maybe even come along to the opening with friends. Word-of-mouth advertising is invaluable in the ice cream world, and satisfied regular customers are happy to recommend you to others. Encourage them to do so, e.g. by saying: "Tell your friends in [new location] that we'll soon be there too!". You could also hand out small opening vouchers in the first branch ("Bring this voucher to the new branch and get a free scoop") - this way you send existing customers straight over and reward them. Incidentally, new trends also help you to become known. You can find a good overview in our summary of the latest ice cream trends for 2026.

 

Local advertising around the new location

Not everyone in the new area already knows you, so you have to show a local presence. Classic measures work well here: distribute flyers in the neighborhood, place a small ad in the local district magazine or newspaper for the opening. A large "We are opening on ..." banner on the new store (if structurally possible) attracts attention in advance. Also direct mailings in the immediate vicinity (an opening offer in all letterboxes in the area) can also work, especially in residential areas. Prepare a few opening offers that arouse curiosity, e.g. "Every cup of spaghetti ice cream €1 cheaper for the opening" or "Happy hour in the first week: 2 scoops for the price of 1 from 5-6 pm". Such time-limited promotions initially attract people - if your ice cream and service are convincing, they will come back afterwards at the normal price. You can find more information on how to become a customer magnet here.

 

Grand Opening event

Turn the opening itself into an event. It doesn't have to be a huge spectacle, but a few small highlights will attract attention. For example, you could have a live ice cream maker (someone stirring fresh ice cream at a mobile station in front of the store), or hand out free samples of new flavors to passers-by. Perhaps a small local band or a DJ will play music on the opening day to set the mood. Colorful balloons, decorations and a radiant team in new shirts with the store name create a welcoming atmosphere. Charge press and local bloggers - many local newspapers or online portals like to report on new stores in the city, especially if it's something special (e.g. "New ice cream parlor brings trendy vegan ice cream to XY" or similar). Prepare a small press release in which you introduce yourself and your concept and send it to the local editors a few days before the opening. With a bit of luck, a photographer will be at your door on opening day or a nice article will appear, giving you an immediate boost in publicity.

 

 

Social media and online visibility

Use social media intensively to document the creation of the second branch. People love A look behind the scenes. For example, post pictures of the renovation ("Today we're painting in color XY"), of the first sample ice cream in the new counter, of the team getting to know each other, etc. This builds anticipation. This builds anticipation. Set up Google My Business or Google Maps entries for the new branch so that people can find you online, see opening hours and leave reviews. The same applies to platforms such as Yelp or TripAdvisor, if they are used in your area. The sooner you are visible online, the better. Instagram is ideal for ice cream parlors: beautiful pictures of ice cream creations get around. Maybe run a small campaign like "Win a free ice cream sundae every month for a year!" by having people share a certain opening post or tagging friends. Such competitions can increase your reach for a short time.

 

Joint marketing for both branches

After the initial phase, you should think synergistically: You now have two locations - how can you use this for marketing? For example with a stamp card or bonus cardthat is valid in both branches ("Collect 10 scoops across both ice cream parlors and get the next cup for free"). This makes customers feel that they belong to your entire company, not just to location A or B. You can also run seasonal promotions in parallel so that there is a certain uniformity (e.g. summer promotion "Strawberry Week" in both stores). If the new location is further away, joint advertising naturally only makes limited sense - then focus on each location. But as a brand, you can always address both online ("From today, there's passion fruit sorbet - come by branch X or Y").

 

Tip: Make sure that the marketing promise matches the reality. If you make a big claim that super ice cream is waiting in the new branch, then don't disappoint the curious guests. Make sure that service, cleanliness and quality are on point, especially in the first few weeks - the best marketing is enthusiastic visitors who tell their friends: "The new ice cream parlor is really great, just as good as the first one!" Respond quickly to feedback, especially online: Say thank you for positive reviews and deal constructively with criticism. This shows professionalism and customer proximity, which is part of marketing today.

 

Typical expansion mistakes - and how to avoid them

Every expansion is a balancing act. Even experienced restaurateurs make mistakes when they grow. Here are some typical pitfalls when opening a second branch and tips on how to avoid them:

Mistake 1: Hasty expansion without sufficient planning

Out of euphoria over the success of the first store, some people rush into the second one too quickly. Perhaps you already have long queues and think, I have to take advantage of this. But without thorough planning (from location analysis to financing), the second branch becomes a risk. Avoidance: Take the time for a solid business plan and preparation, even if it's hard to wait. It's better to plan a few months longer and think everything through before you sign.

Mistake 2: Financial bottlenecks due to cost underestimation

The costs for the new store are often set too optimistically. Items such as start-up losses, double storage or necessary renovations are forgotten. Avoidance: Calculate with a buffer, as described above. Also consider: Can your first store help out financially if necessary if the second takes longer to become profitable? Have a plan B for money (e.g. credit line at the bank) if things get tight. And don't be blinded by a single figure (e.g. lower rent) - always look at the overall bill.

Mistake 3: Wrong location for the wrong reasons

A common misstep is to choose a location just because it is cheap or available, without it really being ideal. Or you expand into a location just because there is space, but not because the demand is there. Avoidance: Base your decision strictly on the results of your location analysis. No matter how much your gut feeling shouts "do it!" - listen to your head too. If in doubt, reject a suboptimal location, even if it hurts, and keep looking. The wrong store can cost you more in the long run (through lack of sales) than a few months of searching for the right one.

Mistake 4: Personnel problems due to hasty recruitment or overloading

We've already mentioned it: The wrong or too few employees can damage your new branch right from the start. It is just as fatal if you try to fully manage both branches yourself in the long term without help - burnout sends its regards. Avoidance: Hire carefully and in good time. Invest in training. And delegate responsibility to key people. Say goodbye to the idea of having 100% control everywhere. Instead, control indirectly through good selection of managers and clear standards. Also be careful not to burn out your team - if everyone is constantly overworked, service will suffer. It is better to schedule one more temporary employee during peak times than to have the permanent staff leave after 3 months.

Mistake 5: Neglecting the first branch

Sometimes the "new store" shines so brightly that the owner puts all his energy into it - and loses sight of the old store. Regular customers may feel neglected, quality or service may decline if you've taken away your best staff for the opening. Avoidance: Create a balance. Your first location is the foundation of your success, continue to treat it with the utmost attention. Split your presence (e.g. alternate weekdays between stores) or have a family member/partner cover for you so that both stores feel a boss presence. Communicate openly with regular customers in branch 1 that you are expanding - many will understand, but will still be happy to see that their beloved ice cream parlor is not suddenly getting worse. You may also be able to thank the most loyal customers of the first branch with small promotions (e.g. a "thank you week") to show that they remain important.

Mistake 6: No adaptation of processes - "business as usual"

What works in one store does not automatically work in two without adaptation. Example: Previously, you placed orders directly with the supplier by phone, flexibly depending on demand. With two stores, this becomes chaotic if you don't have a fixed rhythm. Or you used to do opening hours by feel - now you need fixed structures. Avoidance: Recognize that expansion requires a rethink requires a rethink. Be prepared to review old habits. Maybe you need to introduce planning meetings, maybe you need to use software where previously paper was enough. This professionalization is not a "bureaucracy monster", but helps you to keep an overview. Realize that you are now an entrepreneur with two locations, no longer a lone fighter. This requires a little more discipline in your processes.

Mistake 7: Forcing further growth too quickly

If two are going well, why not three, four...? Many expanding entrepreneurs then want to grow quickly and overreach themselves. Avoidance: Give your second branch time to establish itself. Consolidate your business, learn from your mistakes and optimize these two locations first. If you want to add a third at some point, number two should have at least one full season under its belt (in the ice cream parlor case: summer and winter) so that you really know how it is performing. Impatience is dangerous - it's better to grow sustainably than to have construction sites in three cities.

Of course there are more possible mistakes, but these are among the most common. The important thing is: mistakes can happen, you should just learn from them and not repeat them. By being aware of these points, you increase your chances of avoiding many stumbling blocks from the outset.

Experience and mindset for successful growth

In addition to all the factual factors - location, money, personnel, processes - your personal attitude also plays a major role in successful expansion. Opening a second branch is not only an entrepreneurial step, but also a step in your own development as an entrepreneurial personality. Here are a few thoughts on mindset and practical experience:

 

 

Stay realistically optimistic

The fact that you are planning a second branch shows that you are optimism and drive - that's a good thing! You already know how to run a successful ice cream parlor, so you have the confidence to do it again. Keep this positive attitude, because it will carry you through difficult phases. At the same time, stay realisticNot everything will go perfectly from day one. Maybe sales in the new store will initially fall short of your expectations, or unexpected problems will arise (a key employee quits, construction work on the doorstep puts customers off, etc.). This is normal. So don't expect miracles straight away, but plan with a start-up timeduring which you need to be patient. If you know that such dry spells can happen, they won't throw you off track. Every large ice cream parlor chain has started out with a second branch and has certainly had to learn the hard way - that's part of it.

 

Willingness to learn and adaptability

You've learned a lot with your first ice cream parlor, but expansion will teach you new lessons lessons. Be prepared to take on the role of a learner again. You may realize that your management style needs to be adapted or that different sales strategies are needed. Take feedback from employees and customers seriously and be flexiblesharpen your concept. Successful entrepreneurs are characterized by the fact that they never stop learning. Read books or blogs about catering management, exchange ideas with other café owners, get professional advice (e.g. there are experienced ice cream parlor consultants or industry experts you can consult for a day). This Invest in yourself helps you to grow mentally as you grow.

 

Maintaining focus and passion

When you opened your first ice cream parlor, you certainly put your heart and soul into it - you perfected every flavor, rejoiced at every good daily tally and chatted with every regular customer. When you have several branches, sometimes the fire of passion to be suffocated by the administrative workload. Suddenly you're more concerned with schedules, tax issues and controlling than with ice cream recipes and talking to customers. Try to consciously make time for what you love about your business. Perhaps you schedule fixed days on which you stand in the production area and create new flavors yourself, or you deliberately sit in each branch for an hour in the afternoon and talk to guests. This down-to-earth approach keeps the happiness high - and happy bosses usually have happier stores. At the same time: learn to like the administrative side by seeing it as a tool to achieve your vision. If accounting stresses you out, remember: it helps you understand where you're making or losing money, and that's exciting because you can make adjustments.

 

Get support

Expansion doesn't have to be lonely. Build a network of people who will support you. This could be your family and friends, of course, who have your back or can help out in the store in an emergency. On the other hand, it can also be business-related: do you know other restaurateurs who have opened branches? Talk to them about their experiences - many are happy to share tips and save you from making mistakes. It may be good to have a mentor who is already one step ahead. Don't be afraid to involve your employees too: A dedicated store manager or a long-standing service employee can also give you emotional support by tackling challenges together. Delegating doesn't just mean handing over work, but also giving trust - and this often creates a strong bond within the team, which ultimately takes the pressure off you.

 

Do not take customers for granted

When you're expanding, you might think: "I've got it, people love my ice cream, so they'll be all over my place." Beware of arrogance. Customer loyalty has to be earned again and again. Especially at the new location, you don't have loyalty yet, you have to earn it. And you have to cultivate it at the old location. Gratitude and humility towards your customers should remain part of your mindset. Be happy about every guest - because they help ensure that your dream of having several stores remains a reality. This mindset also has an effect on your team: If the boss appreciates every customer, the employees usually do too.

 

Error culture

Not everything will run smoothly, and that's okay. The important thing is how how you deal with mistakes. If branch 2 runs out of varieties at the beginning because the planning got stuck or a marketing campaign flops, take a sporting approach: what can I learn from this? Develop a error culturein which neither you nor your employees are afraid to address problems openly. This is the only way you can react quickly and improve things. A mindset that sees mistakes as an opportunity for improvement helps you to grow continuously - both personally and professionally.

 

In conclusion: Enjoy the journey! Opening a second branch is a milestone. It's a great feeling to be proud to see how your once small idea has now become a mini-enterprise with two pillars. Celebrate your successes - even the small ones: surviving the first week, the first positive review at the new location, the first time branch 2 is in the black. Moments like these give you strength. With the right mix of commercial diligence, organizational skills and a passionate entrepreneurial mindset, you will master the expansion. Keep at it, trust in your abilities and those of your people - then nothing will stand in the way of the successful growth of your ice cream café business.

How to successfully open a branch of your ice cream parlor

Opening a second ice cream parlor in Germany requires planning, perseverance and courage. There are numerous aspects to consider, from the choice of location to financing and staff management - but all these challenges can be overcome if you take a structured approach and get help where necessary. Don't be discouraged by setbacks, but grow from them. After all, you have already proven that you can successfully run an ice cream parlor. With this wealth of experience behind you and the right mindset going forward, you will also make your second branch flourish. With this in mind: good luck with your expansion - may the scoops of ice cream go over the counter at both locations and new regulars learn to love your ice cream! You can do it!

By the way: With our planning service, we are happy to support you from the very first thought of a second store. Simply get in touch with our ice cream experts and we will be happy to advise you in detail on all the points mentioned above. With our experience from hundreds of completed projects , we can provide you with advice and support for every challenge.

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