How Sbarro Repositioned Itself: Convenience stores and international franchising drove a comeback

# The comeback in plain terms Sbarro is marking its 70th anniversary while also pointing to a sustained growth streak: for four years running the brand has opened at least 100 locations annually. The company now operates more than 850 locations around the world. That growth has intentionally targeted channels beyond traditional malls—most notably convenience stores and international franchise markets.

# What changed David Karam, who helped acquire Sbarro after its last bankruptcy in 2014 and who previously served as president of Wendy's (2008–2011), led the repositioning. Leadership moved the company's base to Columbus, Ohio, and set a clear strategic goal: own the impulse-buy corner of the pizza category. That means smaller-footprint formats, faster service, and placement where customers make on-the-spot purchase decisions.

Sbarro now pursues openings in convenience stores, hospitals, military bases and high-footfall tourism strips. The strategy treats pizza as an immediate, grab-and-go option rather than a full-occasion sit-down meal.

# How the brand repositioned without losing its roots The relaunch balanced two forces: adapt to new customer behavior and preserve the brand cues people still associate with Sbarro (New York–style pizza and recognizable menu icons). Karam frames the work as leaning into what customers already think of the brand, then making format and distribution choices that match that perception.

That approach informed menu, messaging and site selection. The result is a recognizable product offered in contexts where customers are prepared to make quick purchases.

# Where growth is happening and why

• Convenience stores: C-stores match the impulse model—customers come in to buy fuel, snacks or quick food, and a visible pizza program captures add-on spend. Sbarro's growth in this channel is a deliberate effort to meet customers where they make immediate purchase decisions.

• International franchising: Global markets provide a high volume of franchise-ready opportunities. Sbarro has leaned into international partners to scale rapidly without the same capital burden as corporate expansion.

• Nontraditional sites: Hospitals, military bases and tourist corridors are less about long dining occasions and more about convenience, which fits the chain's repositioned identity.

# Leadership lessons Karam shares

• Accept and use customer perception. If customers think of you a certain way, make that perception work for you rather than fighting it.

• Pursue formats that match the purchase occasion. For Sbarro, that meant optimizing for impulse, speed and visibility rather than replicating a traditional sit-down pizzeria footprint.

# Where this leaves Sbarro now

The strategy is straightforward: protect the brand's familiar product cues while chasing growth in channels built for quick, impulse-driven transactions.