The UK Franchise Growth Index

Moveat

Event Services · Event · Corporate Events

Moveat is a Swedish-origin food and drink experience business offering app-guided walking events. Its format connects customers with a selection of local restaurants and other food venues, creating a social occasion spread across several stops. The franchise opportunity is positioned within hospitality and events rather than the ownership of a single restaurant.

More about Moveat.

A typical published experience lasts four to five hours and includes tastings at up to eight venues. Participants attend with friends, family, colleagues or other companions and choose their own route. The application provides information such as maps, opening times and menus, allowing customers to move between stops without waiting for a conventional tour guide.

The franchise website seeks corporate partners, start-ups and entrepreneurs who can develop local networks and organise social gatherings. It describes a concept supported by proprietary technology and an established operating framework, with current recruitment focused primarily on Europe. Local partners bring together participating food businesses and customers in their own markets.

UK recruitment material published by The Franchising Centre describes exclusive operating and marketing rights within a territory. It identifies digital tools covering communication, customer management, billing and performance reporting. It also describes initial learning at the Moveat Academy in Stockholm and continuing marketing and operational assistance.

The established Swedish event programme provides evidence of the underlying customer concept. However, Swedish city coverage and restaurant participation do not demonstrate an equivalent UK franchise estate. The UK-facing opportunity is presented as a route to introduce and develop the concept locally, and the reviewed sources do not verify a current number of trading UK franchise owners.

At a glance

Moveat at a glance.

Industry: Event Services
Franchise category: Event
Sub industry: Corporate Events
Founded: 2018
Headquarters: Sweden
BFA member: No
UK origin: No
International brand: Yes
Recruitment status: Active

Investment

Franchise investment.

Investment from: £225,000
Home based: Yes
Mobile: Yes
Master franchise available: Yes

View franchise opportunity

Investment figures change. Confirm current requirements directly with the franchise network before making any decision.

Five Fibre assessment

How the foundations score.

Every franchise network is assessed across the five connected areas Twine Growth believes support sustainable franchise growth.

How the Five Fibre score is calculated

01 Assess Developing11/20

Assess: Moveat has an operating international events concept and a defined UK regional-partner proposition. Verified UK owner economics and trading outcomes are not available, so successful Scandinavian events cannot be treated as proof of UK franchise profitability.

Profitable core business: Partially, 2.5/5. The official site describes extensive completed events and an international footprint. These substantiate an operating concept, but do not verify net profitability of the transferable model or achieved UK regional franchise results.

Operates for 30 days without daily founder input: Partially, 2.5/5. The published team includes marketing, technical, events and international coordination roles beyond the founders. A demonstrated 30-day period without daily founder involvement across the franchised business has not been established.

Ideal franchise owner defined: Yes, 3/3. The UK listing seeks hospitality knowledge, business development capability, financial resources and relationship skills. These requirements connect the candidate profile to recruiting venues and building a regional events business.

Realistic owner money: No public verification, 0/4. No substantiated UK franchisee profit model or achieved income range was found. Investment headlines, event sell-out claims and the value created for participating restaurants do not establish the regional owner’s retained earnings.

Different opportunity: Yes, 3/3. The app-guided multi-venue experience and regional operating rights create a distinct proposition. The franchise partner coordinates venues and customers rather than operating a conventional restaurant or personally leading every food tour.

02 Build Developing10/20

Build: Proprietary technology, a development forum and advertised academy training support transferability. The public offer does not establish the complete operating manual, current UK onboarding sequence or delivery of every support element to an operating UK owner.

Documented operating playbook: Partially, 2.5/5. The official offer promises access to an established business system, which supports documented transferability in principle. A complete current franchise operating manual and its scope were not verified publicly.

Structured onboarding: Partially, 2/4. The UK adviser describes training through a Stockholm academy, but the current schedule, assessments and UK launch readiness stages are not detailed. A promise of comprehensive training therefore earns partial rather than automatic full credit.

Documented brand experience: Partially, 2/4. The customer journey and concept formats define an intended experience, including app guidance and selected tasting stops. The full documented owner standards for venue selection, service exceptions and local brand representation were not verified.

One central resource location: Partially, 1.5/3. The platform supports business administration and performance information, while a forum shares operator updates. Public descriptions do not establish that all operating tools, templates and approved procedures sit in one controlled resource location.

Launch without constant founder involvement: Partially, 2/4. The wider team and advertised support suggest a route beyond founder-only help. The exact support allocation for a new UK partner’s first events is not demonstrated, so founder-independent launch receives partial credit.

03 Launch Strong14.5/20

Launch: The concept and regional operator role are explained, with official and UK adviser enquiry routes. The full pre-acceptance discovery process is not published, and the UK recruitment programme lacks a current dated implementation schedule.

Clear franchise proposition: Yes, 5/5. The official opportunity explains territorial rights and the app-guided events concept. UK material further clarifies the work involved in recruiting venues, marketing experiences and extending the event programme across a region.

Targeted applicant attraction: Yes, 4/4. UK recruitment addresses commercially capable hospitality operators who can develop local relationships. This fits the actual intermediary role better than attracting applicants solely because they enjoy dining out.

Ownership enquiry journey: Yes, 4/4. The official country-interest form and UK adviser enquiry route give prospects a visible next step. They are distinguishable from buying a ticket or signing a restaurant up as a participating tasting venue.

Pre-acceptance discovery: No public verification, 0/4. No complete current UK discovery sequence, suitability assessment and final approval process was located. Early interest capture does not substantiate the mutual due diligence that should precede a substantial regional investment.

Ownership go-to-market plan: Partially, 1.5/3. The UK adviser partnership and regional-owner listing demonstrate promotion of the opportunity. No current dated campaign establishes recruitment milestones, regional sequencing and the resources committed to launching the UK network.

04 Grow Critical Gap3.5/20

Grow: The UK offer seeks regional partners, but the reviewed evidence does not confirm a functioning UK ownership recruitment funnel. European growth and participating restaurant numbers measure different activities from recruiting UK franchise owners.

Monthly ownership enquiries: No public verification, 0/5. No dated monthly UK franchise ownership-enquiry series was published. Ticket interest, event attendance and restaurants joining the platform are different populations and cannot supply the missing owner-recruitment measure.

Enquiry sources and best prospects: No public verification, 0/4. The reviewed evidence does not compare UK applicant sources or identify the channels producing the most suitable regional operators. Presence in franchise listings demonstrates distribution rather than measured lead quality.

Ownership conversion: No public verification, 0/4. No defined ownership enquiry cohort and completed franchise agreement outcomes were found. Event sell-out percentages and the number of participating venues are customer-market measures, not franchise recruitment conversion.

Next territories: Partially, 1.5/3. The UK listing proposes four regional owners, while the official site prioritises European expansion. The current UK regional boundaries, ordered rollout and demand validation were not substantiated sufficiently for full geographic-planning credit.

Consistent recruitment without founder-driven conversations: Partially, 2/4. A UK franchise adviser provides an enquiry route and the brand has an international coordination role. A repeatable UK recruitment process operating independently of founder involvement is only partially evidenced.

05 Amplify Developing10/20

Amplify: Event discovery, booking and central technology create a potential route to local ticket customers. UK execution, universal owner visibility and a continuing owner-level marketing and reporting process remain only partly evidenced.

Local customer acquisition support: Partially, 2.5/5. The franchise offer includes ongoing marketing support and a shared consumer platform. These create a credible acquisition framework, but local UK delivery and the exact division of campaign responsibility remain unverified.

Every owner represented online: Partially, 2/4. International city and event pages show a local discovery architecture. No current UK owner roster and corresponding pages were verified, so international coverage cannot establish universal local online representation for UK franchisees.

Continuing local marketing plan: Partially, 2/4. The adviser promises regular marketing support, but no continuing UK regional owner plan with audience, cadence, budget and review points was located. Event promotion alone does not establish a repeatable local acquisition plan.

Individual owner enquiry and performance tracking: Partially, 1.5/3. The business platform is described as supporting CRM, billing and reports. The reviewed material does not demonstrate a complete UK owner-level process joining enquiries, paid ticket conversion and net commercial performance.

Customers beyond personal networks: Partially, 2/4. The app and public event listings can attract customers beyond personal contacts. However, the UK partner must also build a venue network and establish local demand, so independent UK customer acquisition is only partly verified.

49/100 Overall Five Fibre score

Five Fibre score: 49/100. Assess 11/20, Build 10/20, Launch 14.5/20, Grow 3.5/20, Amplify 10/20.

Assessment band: Growth Gaps.

Moveat is an operating international food-experience business with a published UK franchise recruitment proposition. It should be assessed as a regional events and venue-coordination model, not as a restaurant chain. The regional partner brings together participating food and drink venues, markets experiences and develops a local event programme using the brand’s technology. The central commercial challenge is balancing two connected audiences: suitable venues willing to participate and customers willing to buy tickets. Evidence of success with either audience in Scandinavia is useful context, but does not establish the economics or maturity of a UK regional franchise.

The official site describes expansion from Sweden into Norway, Denmark and Germany. Its current country navigation does not identify a UK customer market, while the UK franchise listing still says it is seeking its first partners. These observations do not prove there is no private UK agreement or planned pilot, but they limit what can be claimed about a trading UK network. No verified UK franchise-owner population or current UK event calendar was established from the reviewed material. The assessment therefore treats the UK offer as an international entry opportunity whose local execution remains insufficiently demonstrated, rather than importing international cities into a UK owner count.

There are several distinct population measures. Events are sessions delivered, towns are markets served, participating restaurants are suppliers or hosts, app users are consumers and regional partners are franchise owners. The UK adviser’s page labels a number of domestic cities under a franchisee heading, which does not establish the number of independent owners. The official history and customer pages also describe a broader current Swedish footprint than some older UK promotional statistics. These differences require dated definitions, not a single combined headline. A brand can operate many events in many cities through relatively few owners, so the scale of consumer delivery cannot supply the missing ownership roster.

The investment information needs reconciliation before it is used in a purchasing decision. WhichFranchise describes an approximate £225,000 total investment and £100,000 minimum cash requirement, while The Franchising Centre advertises a €200,000 minimum investment. Currency, scope and timing differ. It would be misleading to convert one amount and present the result as a definitive current UK fee. Neither source provides a full owner-income model or a representative UK net-profit range. The existing investment fields have been preserved. A current schedule should distinguish the territorial right, technology access, training, launch costs, working capital and recurring payments.

The owner’s economics depend on more than selling out an event. Ticket receipts need to be reconciled with venue reimbursements, marketing, staff time, travel, technology charges, customer support and any cancellation or refund exposure. A well-attended event may still produce an unattractive return if acquisition costs or venue terms are wrong. Equally, a regional opportunity may require several cities and a continuing calendar before its overhead is supported. The public materials do not establish those sensitivities for the UK. An achieved Scandinavian case can inform the model, but local ticket pricing, venue density, consumer behaviour and delivery costs need their own validation.

The applicant profile is reasonably coherent. Hospitality knowledge helps the partner understand what a venue needs from quieter trading periods, while relationship skills and business development capability are required to create a viable local route. This is a more demanding role than simply making an app available in another city. The partner must ensure that enough compatible venues can deliver a consistent experience and that consumers understand the value of visiting them through Moveat. Recruitment should therefore test both venue-development capability and consumer acquisition, rather than treating personal enthusiasm for food as the main indicator of suitability.

Build has tangible foundations but limited public detail. The official offer provides access to technology and an operator community, and the UK adviser describes an academy and administrative platform. These support a plausible transfer mechanism. They do not establish the complete operating playbook, current training timetable or first-event readiness assessment for a UK partner. The team page identifies specialist roles beyond the founders, but the contractually committed support for a UK launch remains unclear. A prospective regional owner needs to know who helps select venues, approve a route, solve service failures and interpret early performance, not merely that a central team exists.

Launch gives applicants clear interest routes but less insight into what follows. The official enquiry asks about country interest and the UK adviser offers local contact. The proposition is understandable, yet the full sequence of discovery, commercial validation, territory agreement and approval was not verified. This matters because the investment and geographic responsibility are substantial. The UK material seeks four regional owners, but the current territory boundaries and a dated rollout plan were not established. A regional structure should be justified by operational reach and addressable demand rather than dividing the country into large areas that sound attractive but are difficult to activate.

Grow lacks the public measurements needed to assess recruitment effectiveness. No monthly UK ownership-enquiry series, source-quality comparison or conversion cohort was found. The presence of a recruitment adviser supports partial delegation, but does not show that the process can consistently find and select suitable regional partners without founder involvement. A newly incorporated UK company with a similar name appeared in search results, but no attributable connection to the brand was established and it has not been used as evidence of market entry. Legal-name similarity should not substitute for a confirmed agreement or official announcement.

Amplify has a useful consumer architecture through ticket discovery, the app and rewards, but UK implementation needs proof. The regional partner’s local plan should connect venue recruitment, event creation, paid ticket conversion and repeat purchase. Restaurant participation is not itself an end-customer enquiry, and a busy public calendar is not necessarily a profitable regional business. The shared CRM and reporting capabilities can help if they show the full path from interest to paid attendance and retained contribution. The priority is to validate that connected model in a UK pilot before treating national recruitment targets or international event volumes as evidence that the local commercial system is ready to scale.

Grow: Establish a current UK regional rollout and ownership funnel, keeping restaurant participation and ticket demand separate from franchise enquiries.

Build: Define the UK operating playbook, academy schedule, first-event readiness checks and named support responsibilities before taking on regional commitments.

Amplify: Validate a local plan connecting venue acquisition, ticket conversion, attendance, repeat purchase and net contribution in a UK pilot.

Assess: Reconcile the current UK investment package and build a regional cash-flow model using local costs and achieved pilot evidence.

Launch: Publish the full discovery and approval process, with explicit territory boundaries and commercial validation before agreement.

Benchmark

How this network compares.

Overall, against the whole Index

This network49

UK Index average64

Overall, against Event Services (16 networks)

This network49

Industry average43

Explore Event Services in the UK Franchise Data Explorer

Sources

Research sources.

8 public sources used for this profile

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