Randy Labosco began with a single-unit Auntie Anne’sfranchiseeat a Florida mall 30 years ago. Now, the “Pretzel King of DFW” runs seven locationsAuntie Anne’sthroughout Dallas Fort Worth International Airport (DFW), thethird-busiestairport in the world—and he’s not finished yet. Plans are underway to grow to as many as 15 locations in total, including upcoming onesCinnabon and Jambaunits, he has emerged as one of the most seasoned and prosperous non-traditional franchise operators in the nation.
“It’s a meal you can walk away from,” Labosco says.MathHotels.comYou have the ability to drag a suitcase, hold a pretzel, and not upset anyone seated beside you on an aircraft. Additionally, many patrons are aware of their orders, allowing us to assist them in under a minute.
That pace — combined with reliability, site selection, and a highly dedicated workforce — has positioned Labosco as an example.franchiseefor Auntie Anne’s unconventional approach. His path is evidence of a broader pattern: Companies that excel in nontraditional locations such as airports are discovering strong,scalable growth where others can’t.
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“Built for speed”
Labosco’s achievements are part of a broader pattern: Auntie Anne’s (#87 on the2025 Franchise 500) outside-the-box strategy. NontraditionalFranchising involves growing a franchise brand by establishing locations beyond the usual retail format. Rather than being situated in typical shopping areas like malls or strip centers, nontraditional franchises are found in busy, often enclosed settings such as airports, travel plazas and rest areas, university campuses, sports arenas, and theme parks.
These locations typically provide more compact spaces, greaterfoot trafficand distinctive operational hurdles (such as restricted storage, security measures or rapid turnover needs). The objective of nontraditional franchising is to reach customers where they are already located — seizing spontaneous buys and enhancing brand visibility in areas that require quickness, convenience and uniformity.
In 2025, the brand has already secured 13 new unconventional partnerships. As per the parent companyGoTo Foods’Chief Development Officer Bobby Morena stated, “Auntie Anne’s is designed for efficiency — and efficiency is crucial in high-traffic areas.”
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Why airports work
To comprehend why Auntie Anne’s is succeeding inairports, just imagine the averagetraveler: feeling hungry, in a hurry, and in need of something quick, recognizable, and easy to carry. “The brand is ideal for high-volume settings like airports, transportation centers, and stadiums,” Morena says, “locations where customers don’t have time to look around but still desire something warm and comforting.”
Auntie Anne’s small size and immediately identifiable products make it a perfect match for these locations.high-velocitysettings. Many airport visitors are clear about their preferences, which aids in maintaining smooth line flow. Additionally, the brand’s “aroma-focused” approach provides a competitive edge: Travelers frequently detect the scent of Auntie Anne’s before they spot it, and the smell of freshly made pretzels attracts them in.
For franchisees such as Labosco, these benefits are supported by statistics. His airport locations regularly exceed traditional mall stores, not only in volume but also in sales per square foot. Thanks to Auntie Anne’s efficient operations, even a single point-of-sale system can produce millions in revenue. “Our airport stores generate about 70% more in sales than traditional ones,” Labosco states. “We have one that is 330 square feet with just one point-of-sale, and it’s our most successful store — it made over $2.2 million last year. It’s very fast-paced and has approximately 12 feet of frontage. It’s incredible how much we can achieve in terms of sales per square foot compared to larger locations.”
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Operational playbook
But as Morena points out, success in an airport goes beyond just having a lot of people passing through. “Airports aren’t simple,” he explains. “There are rigorous security procedures, restricted storage space, and the need to maintain consistent service around the clock. It requires a skilled operator to succeed.” This is where Auntie Anne’s support system — along with the expertise of franchisees like Labosco — plays a vital role. GoTo Foods offers an airport-specificoperationsmanual, accompanied by customized assistance to guide franchisees through all aspects including adherence to regulations and building processes, as well as hiring and shift planning.
Our team is engaged from the beginning,” Morena states. “We assist in determining the ideal terminal locations, manage design and permits, and even oversee construction. Not every spot within an airport is the same — we aim to place our stores where they will have the greatest visibility and customer traffic.
Franchiseesalso get access to shared services throughout GoTo Foods’ range, such as supply chain management, training, IT, and marketing. In 2025, this support will include a very noticeable element: a complete visual brand update. As part of an overall brand upgrade, Auntie Anne’s is renovating over 150 locations this year — including one of Labosco’s DFW locations. The new design includes a pretzel logo without a halo, a vibrant new color scheme, and modular building elements,open kitchendesign, digital menu displays, and a specific mobile pickup area.
It’s a stunning new appearance,” Morena remarks. “It helps us stay up-to-date — and in an airport that serves millions of passengers annually, that’s important.
Labosco agrees. “The support today is completely different from when I began 30 years ago,” he states. “Now, design, construction, IT, and operations collaborate from the start. This makes expansion much more seamless.”
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Looking ahead
As air travel increases and travelers spend more time—and money—within terminals, Auntie Anne’s views nontraditional locations not as an alternative approach, but as the key to its brand’s future. “We’re reaching guests where they are,” Morena explains. “More and more, that’s on the move — in airports, stadiums, campuses, and transportation centers.”
The brand’s innovative new store layout is designed to facilitate that expansion. With operators such as Labosco setting the example, Auntie Anne’s has evidence that the concept succeeds in confined areas and high-stress situations. As for Labosco, he’s only just beginning. “My aim is to have 12 to 15 stores in DFW,” he states.
As Auntie Anne’s expands beyond the mall food court, one thing is evident: The future of franchising could take a new form — and it might just have a scent of pretzels.
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