This case examines the strategic challenges facing Baskin-Robbins Japan (BRJ) in 2019 as John Kim, an incoming CEO appointed by parent company Dunkin’ Brands International, sought to reverse low profitability and stalled growth at one of Japan’s most iconic consumer brands. In recent years, BRJ had focused heavily on store count growth, often at the cost of profitability. Despite operating more than 1,000 franchise stores and enjoying strong brand recognition, BRJ was constrained by an aging franchisee base, outdated franchise stores, inconsistent pricing, franchisee reliance on subsidies, and a deeply ingrained “franchisee-first” mindset that limited management’s ability to enforce operational and strategic change. Intensifying competition from convenience stores, shifting consumer demographics, and evolving dessert preferences further threatened BRJ’s business. The case explores the tension between trust-based franchise governance and the need for strategic renewal, highlighting critical decisions around pricing, franchise store portfolio, customer experience, and organizational alignment as Kim considered how to reposition the brand for sustainable growth without alienating franchisees.