Business
What is Agile Project Management and Its Phases?

What is Agile Project Management?
Agile project management is an adaptive method of product development. It takes into account the iterative and incremental approaches of developing and delivering products to the customer. The focus of agile project management is on value creation and customer centricity. The other important aspects of agile project management are: its responsive nature to the changing requirements, its progressive outlook toward software planning, and leadership shift from command & control to servant leadership.
The scope of some of the projects is well-defined and certain. The traditional or waterfall model of managing the projects is used in such scenarios. The scope of some of the projects is uncertain, ambiguous, volatile and complex. The very nature of agile project management makes it complimentary to execute such uncertain projects. Project Management is a vast subject and involves many new concepts, processes, and tools. This PMP Certification Training Program involves comprehensive class activities based on real-life scenarios to help you understand the concepts well so that you can answer the PMP exam questions well as well as use these in your job.
5 Phases In Agile project management
Envision
This phase can be considered equivalent to the initiating process group in traditional project management. It helps create vision for the project. The vision focuses on the customers and the stakeholders involved in the project. It covers the why, what, how, and who of the project. It defines the product vision, scope, constraints, delivery methodology, and the stakeholders.
Speculate
This phase can be considered equivalent to the planning process group in traditional project management. This phase expands the envision phase and encourages brainstorming, critical thinking, creative thinking, and collaboration to plan the execution of the project. It translates the product vision into product roadmap, to release level planning and iteration level planning. It determines the workload, product features, estimation, risks, and delivery.
Explore
This phase can be considered equivalent to the executing process group in traditional project management. It focuses on following the release/iteration plan (as prepared in the previous phase 2 called Speculate) and delivering project features; more specifically delivering potentially shippable products.
Adapt
This phase can be considered equivalent to the monitoring & controlling process group in traditional project management. This phase focuses on inspection, supervising, modifications, changes, and corrections in the project lifecycle. The phases Speculate, Explore and Adapt are regularly revisited in order to improve the product delivery and project execution in each and every iteration. This means reviewing actual results versus planned results. This phase covers the improvements needed which are integrated into the next iteration.
Close
This phase can be considered equivalent to the Closure Process Group in traditional project management. Per the definition of a project given in PMBOK, it has a definite start and a definite end. The expectations of the customers are set at the onset of the project about the endpoint of the project. Not doing so would result in the perception issues among the customers which would result in unnecessary fall-outs. Doing it right, would help celebrate the success of the project. However, before the team ends the project, ensure to analyze all the key findings, knowledge gathered, and lessons learned and pass these along to the next team so that they can benefit.
Agile Mindset & Manifesto:
The agile project management methodologies like Extreme Programming, SCRUM, DSDM, Adaptive Software Development, Crystal, Feature-Driven Development, Pragmatic Programming, were already existing before the agile movement was formalized in 2001 with the publication of the agile manifesto for agile software development.
The original seventeen authors signed a manifesto which contained 4 values and 12 principles. The manifesto stated that:
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
Four Values
- Individuals and interactions over processes and tools
- Working software over comprehensive documentation
- Customer collaboration over contract negotiation
- Responding to change over following a plan
Twelve Principles
- The highest priority is to satisfy the customer through early and continuous delivery
- Welcome changing requirements, even late in development
- Deliver working software frequently, from a couple of weeks to a couple of months
- Stakeholders and developers must collaborate on a daily basis
- Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
- Face-to-face meetings are deemed the most efficient and effective format for project success
- A final working product is the ultimate measure of progress
- Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
- Continuous attention to technical excellence and good design enhances agility
- Simplicity, maximizing the work not done, is an essential element
- The best architectures, requirements, and designs emerge from self-organizing teams
- At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly
As per agile practice guide of PMI, agile is a mindset defined by values, guided by principles, and manifested through many different practices.
Characteristics of Agile Life Cycle for product development
The creation of agile manifesto started to simply product development in software industry. However, the characteristics of agile methodologies have made its impact on almost all the industries. The agile way of managing projects is not restricted to software industry only. It is critical to understand that the following characteristics are intrinsic to all kinds of projects, whether they follow predictive or agile (adaptive) life cycles. The focus here is on the attributes specific to the project characteristics managed in agile manner. These characteristics and their attributes are mentioned below.
- Requirements: The projects which are managed in an agile manner have an intrinsic characteristic of dynamism. The requirements and eventually the scope change occur often and to incorporate such kind of changes, agile and adaptive methodologies are adopted.
- Activities: One of the other most important characteristics of agile project management that the activities are repeated until near perfect solution is achieved. This can be referred to as iterative approach of creating product.
- Delivery: The delivery of products/features in agile methodology is done frequently with incremental deliveries. This delivery is potentially shippable product. This is related to incremental way of delivering product.
- Goal: The goal of agile project management is to deliver value to the customers via frequent delivery by incorporating early feedback.
In general, agile life cycle uses the project characteristics of both iterative and incremental life cycles, i.e., the project team iterate to create the product incrementally. This ensures that the team gets the visibility of the project and gain early feedback from the customer.
Agile Roles
There are three major roles defined in the agile way of managing projects.
- Cross Functional Team members: The cross functional teams are also called as the development teams and are the most critical. Agile teams comprise dedicated team members. Cross functional teams consist of team members with all the skills necessary to produce a working product. The cross functional development teams consist of professionals who deliver potentially releasable product in time-boxed frame. They deliver finished work in the shortest possible time, with higher quality, without external dependencies. The teams are mostly collocated or the team members have the ability to manage any challenges based on location. The teams consist of generalists and specialists and usually work in a stable environment. Agile teams are self-organizing and they themselves decide how to best accomplish their work for each sprint.
- Scrum Master: This role can also be associated with the role of servant leader. This can also be called a project manager, team lead, team coach, team facilitator, or process facilitator. The basic and foremost responsibility of this role is to remove impediments, blockers and barriers during the project execution. This ensures that the sprint stays on track by monitoring progress and facilitating meetings. The servant leaders become teams’ advocate and help them communicate with the stakeholders. All agile teams need servant leadership on the team. People need time to build their servant leadership skills of facilitation, coaching, and impediment removal.
- Product owner: The product owner represents the voice of customers or users. She helps define the product roadmap, backlog, release plans and goals of each iteration. She ranks the work based on the business value of the features and product. She acts like a lighthouse for guiding the direction of the product. She works with the teams daily by providing feedback and direction of future releases. Sometimes, she requests help from people with deep domain expertise, such as architects, or deep customer expertise, such as product managers. Product owners need to be trained on how to organize and manage the flow of work through the team.
Common Agile Ceremonies
The ceremonies in agile project management methodologies are events. Some of these events are planning-based and some of them are feedback-based events. The ceremonies are:
- Backlog Preparation: An ordered list of work in agile methodology is called as the backlog. This backlog is presented in story form so that the teams can understand it. The backlog preparation takes the form of progressive elaboration and in this agile way of managing project, there is no need to create all of the stories for the entire project before the work starts—only enough to understand the first release. Product owners might produce a product roadmap to show the anticipated sequence of deliverables over time. The product owner replans the roadmap based on what the team produces. The backlog preparation is one of the layers of the Agile Planning Onion; it is the third layer in the onion. In this, the strategy forms the topmost layer, followed by portfolio, product, release, iteration and daily.
- Backlog Refinement: The product owner works with the team to prepare some stories for upcoming iteration in the middle of the iteration. The reason for such meetings is to refine enough stories so the team understands these stories and compare them with other stories in the backlog. These meetings help the team understand the potential challenges or problems in the story. The teams can use spike to understand the risk. There is no consensus on how long the refinement should be.
- Daily Stand-ups: The ultimate goal of daily stand-up meetings is to ensure that all the members of the team are on the same understanding of the project and its progress. The members use this meeting to commit to each other, share problems, and ensure a smooth workflow. This meeting is timeboxed for no longer than 15 minutes. During this meeting, everyone answers the following questions:
- What did I complete since the last stand-up?
- What am I planning to complete between now and the next stand-up?
- What are my impediments (or risks or problems)?
It is the responsibility of the process owner to not let the daily stand-up meetings become status meetings. Besides this, let this meeting not become a problem solving event.
- Demonstrations/Reviews: This ceremony helps periodically demonstrate the working product to the customer. This event helps the team gain early feedback on the features (in the form of user stories) of the product. Since the product owner represents the voice of customers or uses, it is her responsibility to check the demonstration and either accept or reject the user stories. As a general guideline, demonstrations happen at least once every 2 weeks. Demonstrations help the teams to set in the right direction if they are progressing in the wrong direction. This becomes a basic component of agile projects (incremental delivery based on iteration/flow). The ceremony of demonstration/review refers to the principle # 7 of Agile Manifesto.
- Retrospectives: Principle # 12 of Agile Manifesto is: “At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.” Post demonstration/review ceremony, the iteration asks for a meeting which would help team understand the improvement areas, correction areas, and the behaviours, actions and work to keep for the next iterations. In general, the team looks back to learn, contemplate, improve and adapt to the best practices. Teams need to learn about the product and/or process. The meeting is all about looking at the qualitative (people’s feelings) data and quantitative (measurements) data to uncover the root causes, developing contingencies, mitigation strategies, and action plans.
Conclusion
The management of projects in agile manner reflects non-traditional ways of executing projects. It embodies the 4 values and 12 principles as laid down in the agile manifesto. The 5 ceremonies compliment the effective and efficient ways of delivering values to the stakeholders which in turn takes the holistic approach of 5 phases of agile project management.
About The Author
Techcanvass is an Information Technology certifications training Organization for professionals. It offers internationally recognized certifications in the fields of Project Management and Business Analysis. It is a premier Authorized training partner (ATP) of Project Management Institute (PMI), USA and a premier Endorsed Education Provider (EEP) of International Institute of Business Analysis (IIBA), Canada. Founded by IT professionals, Techcanvass is committed to making learning a more structured, practical and goal-oriented exercise. We also provide consulting services in the fields of Project management and Business Analysis.
Business
How To Choose The Right Accounting And Tax Partner For Your Business

Choosing the right accounting and tax partner is like finding a steady compass for your business. You need reliability and expertise. A trusted partner can guide you through financial storms and keep you on course. This choice affects your business’s growth and stability. You want someone who understands your unique needs. Start by looking for a CPA in Frisco, TX. They offer specific local knowledge and personalized service. Prioritize experience and a proven track record. Ask about their approach to communication and problem-solving. A good partner listens to your concerns and provides clear guidance. Trust is key. Seek recommendations from fellow business owners. Check reviews and testimonials. Meet potential candidates in person or virtually, and listen to your instincts. Remember, your accountant is more than a numbers person. They are a guardian of your financial health. Choose wisely, and ensure a prosperous path forward.
Understanding Your Needs
Every business has unique accounting needs. Small businesses might need basic bookkeeping, while larger companies require strategic tax planning. Identify your requirements first. Do you need help with taxes, audits, or payroll? Clear understanding helps you find a partner that fits. Knowing what you need ensures you are not overspending on unnecessary services.
Evaluating Qualifications
Look for certifications and licenses. A certified public accountant (CPA) holds a recognized credential. This assures you of their skills and knowledge. You can verify these credentials through the National Association of State Boards of Accountancy. Ensure they have relevant experience in your industry. This experience allows an accountant to offer tailored advice based on past knowledge.
Comparing Costs
Cost is always a consideration. But, cheaper isn’t always better. Understand their fee structure. Do they charge by the hour, or offer a flat rate? Clarify this upfront to avoid surprises. Below is a simple comparison table of pricing structures:
Pricing Structure | Advantages | Disadvantages |
Hourly Rate | Pay for actual time spent, flexible | Costs can add up, unpredictable |
Flat Rate | Predictable costs, easy budgeting | May pay for unused services |
Communication is Key
Clear and open communication with your accountant is essential. They should be able to explain complex financial information in simple terms. This transparency helps you make informed decisions. Regular updates and easy access to your accountant can make a significant difference in your financial management.
Technology Integration
In today’s digital world, technology plays a crucial role. An accounting partner who uses advanced technology can offer more efficient services. This includes software for invoicing, payroll, and tax filing. Ask about their tech capabilities and ensure they align with your business needs.
Assessing Compatibility
Your accountant should align with your business ethics and values. A good relationship fosters better collaboration and understanding. Schedule an initial meeting to discuss your vision and see if they share the same approach. This alignment is crucial for a long-term partnership.
Seek Recommendations
Word of mouth is powerful. Ask other business owners about their experiences. Recommendations from trusted sources can lead you to a reliable partner. Additionally, online reviews provide insights into the experiences of past clients.
Making Your Decision
After considering these factors, make your choice. Trust your judgment and instincts. The right partner will support your business’s financial health and contribute to its success. Your decision requires careful thought. But with the right tips, you can find an accountant who will help you navigate your business’s financial future confidently.
Business
Understanding The Certification Process For Public Accountants

Navigating the path to becoming a certified public accountant demands careful planning. You need clarity on each step. The certification process is not just about passing exams. It lays the groundwork for your professional journey. Ensuring you meet education and work experience requirements is crucial. You’ll find that knowing the essentials of certification helps you make informed decisions. If you are interested in accounting in Hanover, MD, understanding the specifics will guide your career path. There are certain core elements applicable to all. However, local nuances can affect your experience. Preparing for examinations with dedication is key. You’ll need to study rigorously and manage your time well. Once you’ve passed your exams, meeting state-specific requirements sets you apart. Maintaining your certification involves continuous learning. This ensures you stay competitive in your field. By grasping these fundamentals, you take confident steps toward becoming a respected public accountant.
Education Requirements
The journey begins with education. Most states require at least a bachelor’s degree with specific coursework in accounting. This includes fundamental subjects like financial accounting, auditing, and taxation. Some states may require additional credit hours in business-related coursework. Reviewing your state’s criteria early in your education helps avoid surprises later.
Examination Process
The CPA exam itself is uniform but challenging. It consists of four parts: Auditing and Attestation, Business Environment and Concepts, Financial Accounting and Reporting, and Regulation. You must pass all four within 18 months. Effective preparation involves understanding the exam structure, which you can explore more through the American Institute of CPAs.
Exam Section | Content | Duration |
Auditing and Attestation | Auditing procedures, ethics | 4 hours |
Business Environment and Concepts | Business concepts, IT, economics | 4 hours |
Financial Accounting and Reporting | GAAP and IFRS standards | 4 hours |
Regulation | Taxation, ethics, law | 4 hours |
Gaining Work Experience
After passing the exams, you need relevant work experience. Typically, this involves working under a licensed CPA. The duration varies by state but often spans one to two years. This experience provides practical insights and hones your accounting skills. It is critical to document your experience carefully to meet state requirements.
State-Specific Requirements
Each state has specific requirements. You might need additional coursework, a different amount of work experience, or even a separate ethics exam. Maryland, for example, may have unique requirements compared to other states. You can check your state’s board of accountancy for details. To learn more about Maryland’s specific requirements, visit the Maryland Board of Public Accountancy.
Maintaining Your Certification
Maintaining your CPA license requires ongoing education. This is known as Continuing Professional Education (CPE). Requirements vary but typically involve a set number of hours per year or biennially. Keeping up with these ensures your skills remain sharp. It also helps you stay informed on changes within the accounting world.
Conclusion
Understanding the certification process for public accountants empowers you to make the right choices. From education to examination to maintaining your license, each step demands attention and commitment. Whether you are pursuing accounting in Hanover, MD, or elsewhere, setting clear goals and staying informed will pave the way for your success as a CPA. With dedication, you achieve the expertise and credibility needed in this respected profession.
Business
Why Smart QSR Real Estate Choices Matter More in Urban Areas

QSR real estate decisions matter more than ever today. Urban areas house 54% of the world’s population, and this number will reach 66% by 2050. The pandemic altered how consumers behave. People left big cities to live in rural areas and small towns. They also wanted more convenient dining options.
Quick service meals saw massive growth in the U.S. Consumer spending topped $279 billion in 2019, which is a big deal as it means that previous year’s numbers went up by 7%. The market looks different now. It’s not just about traditional fast-food places anymore. Convenience stores now serve food too, making their location choices vital. QSRs need to work with experienced commercial real estate developers in Florida and other growing markets to tap into urban opportunities.
This piece will show you why urban QSR spots need careful planning. You’ll learn what makes city locations successful and how to tackle unique urban site selection challenges. These insights will help drive growth in 2025 and beyond.
Why Urban Areas Are a Strategic Priority for QSRs
QSRs in urban locations offer great potential that goes way beyond the reach and influence of regular foot traffic. Smart real estate decisions in city environments are vital to drive sustained growth.
Population density and foot traffic advantages
Numbers paint an interesting picture: New York City has over 600 Dunkin’ Donuts, 300 Starbucks, 200 Subways, and 180 McDonald’s locations. To put this in context, Starbucks has more stores in New York’s five boroughs than in 35 entire states. This concentration exists because urban centers bring in the highest customer density.
City dwellers spend much more on restaurant food. New Yorkers spend 130% more than average consumers on restaurant and take-out food. So, QSR chains that skip urban markets miss out on customers with greater spending power.
Street-level ads near urban QSR locations work amazingly well. Some coffee brands saw a 190% increase in foot traffic from targeted digital kiosk campaigns. Being close to where people live matters a lot, especially for QSRs that target families and young professionals looking for quick meal options.
Moving consumer behavior post-pandemic
People’s original pandemic-driven fears about urban exodus turned out different. Many consumers moved to suburbs of their cities instead of relocating far away.
Urban consumer habits keep changing in ways that benefit well-positioned QSRs:
- Delivery makes up 63% of all restaurant traffic in urban areas
- Seattle residents spend about $210 monthly on takeout and delivery, Pittsburgh follows at $199, and San Francisco at $195
- Location drives 55% of dining decisions
These changes show why picking the right site matters. QSRs need to balance visibility, easy access, and closeness to urban customers’ evolving needs.
Urban migration and lifestyle changes
Census data shows 83.7% of the U.S. population lives in metropolitan areas. The top 10 metro regions house about 74 million people—roughly a quarter of the total population. This shows a 9% rise from the last decade.
Urban economies can support more dining options than rural areas. Strong city economies create high-paying jobs that generate spending power needed for diverse food choices. QSRs in thriving urban economies can capture both daily dining needs and premium options.
Understanding these population patterns helps commercial real estate developers in Florida and other growth markets make informed decisions about c-store sites and QSR positioning in the competitive digital world.
Key Real Estate Factors That Impact Urban QSR Success
QSR success in urban areas depends on several key real estate factors. City environments create unique challenges that need specialized knowledge and careful planning, unlike their suburban counterparts.
Location visibility and accessibility
A QSR’s life-blood is picking high-visibility sites. Restaurants near transportation hubs, business districts, and tourist hotspots capture the most foot traffic. Each open on-street parking space brings about $20,000 yearly revenue to local businesses.
Restaurants do better in areas where people move around actively. This naturally pulls in more impulse visits and keeps sales steady. Easy entry and exit points affect customer choices, especially during rush hours when time matters most.
Drive-thru and mobile order infrastructure
The drive-thru scene has changed a lot. Order accuracy reached 89% in 2024, which is a big deal as it means that it’s up 3% from 2023. Today’s urban QSRs need smart lane setups to handle growing customer needs without causing traffic jams.
Different cities have their own rules about vehicle stacking. Some cities just need 6-8 vehicle lengths, while others spell out exactly what they want: “4 vehicle lengths before the menu board and 3 more between menu and pickup window”. New designs tackle urban traffic issues with double drive-thru lanes, special mobile order parking spots, and outdoor pickup windows.
Zoning laws and building codes
Urban zoning creates big challenges for QSR development. Cities can:
- Ban or limit fast food outlets in certain areas
- Control how many QSRs can be in one area
- Set rules about how far fast food places must be from schools
Drive-through windows now handle two-thirds of all fast food sales in the $113 billion industry. But urban anti-sprawl plans often clash with drive-thru needs because of their side effects (driveways, parking lots, deep setbacks).
Parking and pedestrian flow considerations
Dense urban areas still need parking. Research shows that an average drive-through restaurant approved under Buffalo’s Green Code has 2.6 curb cuts and 28.5 off-street parking spaces. Most cities now want parking lots on the side or back of buildings to keep streets looking nice.
Visitor flow analysis helps optimize both car and foot traffic. This tech lets us spot obstacles, check crowd density, understand how people make decisions, and find potential bottlenecks before building starts. The main goal is to balance smooth operations with pedestrian safety, creating spaces where all guests feel comfortable and happy.
Challenges Unique to Urban QSR Site Selection
QSR real estate in metropolitan areas comes with its own set of challenges. These obstacles call for careful planning and substantial resources. Success in urban locations demands expertise that goes beyond what you’d just need for suburban spots.
Limited space and high rental costs
Urban QSRs must work with nowhere near the space they’d like. Rent stands out as one of the biggest costs restaurant owners face. Industry experts say it shouldn’t go above 12% of a restaurant’s income. All the same, major urban hubs push commercial rental prices sky-high, especially when you have locations with heavy foot traffic.
Money matters here are a big deal. Some urban spots must generate millions in sales just to break even after paying high rents and other expenses. We focused on smaller footprints with expanded kitchens because of these space limits.
Navigating local zoning restrictions
Local zoning rules throw extra roadblocks at QSR development. Cities can set various limits such as:
- No fast food spots in certain areas to keep neighborhood character intact
- Fast food outlets must stay 500 feet away from schools
- Only certain numbers of QSRs allowed in specific districts
Restaurant owners should check which zoning laws affect their chosen location. They must find the exact zoning code and verify if restaurants can operate there. This usually means working with city planning offices and local business groups.
Balancing dine-in vs. takeout demand
Urban residents eat inside fast food restaurants “very often” (12%) at double the rate of suburban (5%) and rural (4%) residents. Recent data shows 36% of U.S. adults now dine in “less often” since the pandemic.
This customer behavior creates a challenge between space for dining and takeout operations. CAVA tackled this with “hybrid kitchens” that serve both dine-in guests and handle increased catering and digital orders. Taco Bell took a different path by creating drive-thru-only locations in tight urban spaces.
How Smart Real Estate Choices Drive Long-Term Growth
Smart QSR operators know that strategic real estate decisions are the foundation of long-term growth. They don’t just pick good locations. Modern analysis relies on 80% data and 20% art—a complete flip from what worked before.
Leveraging data for site selection
Leading QSR brands now employ demographic, psychographic, competitive, and shopping center data with their sales information to understand what drives unit performance. Mobile location intelligence has become a game-changer. A case study showed that a potential site drew educated, wealthy families—a demographic that matched perfectly with the QSR’s target market. Local advertising campaigns near urban QSR locations showed up to 190% more foot traffic compared to control groups.
Partnering with commercial real estate developers in Florida and beyond
Building relationships makes all the difference in getting ideal locations. One industry expert puts it simply: “Some of the best opportunities never hit the street because they’re relationship based”. Strong connections with developers, brokers, and landlords give operators first pick of prime properties before competitors see them. This advantage helps franchise systems too. Corporate teams maintain these key relationships, which lets franchisees benefit from established networks.
Adapting store formats to urban needs
Success in urban QSR design depends on flexibility. Target shows this perfectly—they adjust their product mix based on neighborhood characteristics like university proximity or public transport access. Arby’s “Menu of Venues” strategy provides different designs for standalone, end-cap, and urban in-line locations. Lowe’s has reimagined its city stores with slimmer endcaps, shorter aisles, and digital touchscreens to make the most of limited space.
Integrating with local community planning
Working closely with community leaders makes a huge difference in urban and small-town market expansion. The best results come from planning traffic patterns early, improving walkways, and updating zoning rules with local officials. Local supplier partnerships solve supply chain challenges and build community trust. This matters more now as customers prefer businesses with strong local connections.
Conclusion
QSR real estate decisions in urban environments keep changing faster, and strategic site selection determines whether a business thrives or barely survives. Population density creates unmatched chances for success, and urban residents spend much more on restaurant food than people in rural areas.
Urban locations come with their own set of challenges. High rental costs, limited space, and complex zoning rules need expert knowledge and careful planning. Notwithstanding that, QSRs who overcome these hurdles set themselves up for long-term growth and gain an edge over competitors.
Data, not intuition, now shapes successful site selection decisions. Smart QSRs must study demographic patterns, consumer behaviors, and traffic flow to evaluate potential locations. Building relationships with commercial real estate developers gives brands early access to prime properties before their competitors.
Store formats need flexibility to adapt to urban realities. QSRs that balance dine-in experiences with quick takeout and delivery options meet changing consumer priorities while making the most of limited space. Those who participate in local community planning create beneficial scenarios for their operations and neighborhood communities.
QSRs that make smart real estate decisions based on solid data, local market insights, and changing consumer needs will definitely grab the biggest share of urban market by 2025. The digital world might change, but strategic location selection remains the life-blood of lasting QSR success.
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