QSR 324 February 2025 by WTWH Media LLC

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DEPARTMENTS

20 WOMEN IN LEADERSHIP

DANLEY

After

The Ice Cream American Dream

The founder of Salt & Straw lays out how she created a differentiated and growing dessert concept. BY SATYNE DONER

FRANCHISE FORWARD

A Legacy Coffee Brand Goes Big

Dunn Brothers Coffee is a Midwestern staple, but it eyes national stardom. BY BEN COLEY

INSIGHT

FRESH IDEAS

Swinging for Soda Success

The crafted soda segment has been around for years, but its popularity has recently soared. BY BEN COLEY

ONES TO WATCH Pepper Lunch

The rising Japanese fast casual is attracting attention from several U.S. operators. BY TALLULAH HAWLEY

OUTSIDE INSIGHTS

Cut Turnover at No Extra Cost

Experts from McClaskey Excellence Institute give tips on how your company can do better at retaining talent. BY DAVID MCCLASKEY AND BILLY SCHAEFER

START TO FINISH

Chad Coulter

The founder and CEO of Biscuit Belly describes the rise of his breakfast/brunch fast casual.

ON THE COVER

honeygrow founder Justin Rosenberg has been on a healthy food mission for years.

PHOTOGRAPHY: honeygrow / JASON VARNEY NEWS

BRAND STORIES FROM QSR

These brands are looking for franchisees with which to grow their footprint in 2025 and beyond.

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66 Slim Chickens

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International Approach to Balancing Global Consistency With Local Adaptation Slim Chickens’ strategy to making Southern hospitality a global phenomenon.

SOUTHERN FLAVOR MADE EASY.

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Black Excellence in Restaurants

Lets take a moment to honor diversity in the food and beverage segment.

February 1 marks the beginning of Black History Month where the country is reminded of not only the struggles of African Americans throughout U.S. history but also their massive contributions to building society.

In recent years, restaurants have pushed for further diversity, particularly at the leadership level, although the truth is there’s still a long way to go. Recent history showed what is possible; in 2014 there were six African American CEOs of publicly traded restaurant companies.

In honor of Black History Month, I’d like to spotlight three African American leaders making a significant impact in the industry.

I will start with Taco Bell CEO Sean Tresvant, who I had the pleasure of speaking with last year for our August cover story. He joined the fast-food giant in December 2021 and was promoted to CEO in January 2024. Under his guidance, Taco Bell hasn’t lost a step or its reputation of catering to the “cultural rebel.” The chain kicked off 2024 in a big way with its first-ever Live Más Live event in Las Vegas where it released several pieces of menu innovation it would be testing for the rest of the year. The celebration went so well that Taco Bell did it again in late January in Southern California. Before Taco Bell, he spent 15 years at Nike, including as CMO of the Jordan Brand.

Another successful executive is Jacqueline Hawthorne-Robinson, CEO of Golden Krust. Her parents operated Hawthorne & Sons Bakery in Jamaica for over 50 years, and her siblings later founded Golden Krust Caribbean Bakery in New York in 1989. Now, the brand has grown to over 110 locations across

eight states, with expansions into schools, prisons, and retail markets. HawthorneRobinson, who assumed leadership in August, sees her role as both humbling and empowering, dedicated to preserving the values instilled by her parents: family, hard work, and community. Under her leadership, Golden Krust celebrated its 35th anniversary by fostering togetherness, giving back through charitable foundations, and promoting Jamaican culture through initiatives like National Jamaican Patty Day.

In terms of restaurant groups, there’s Warren Thompson, who founded Thompson Hospitality in October 1992. He graduated from the University of Virginia’s Darden School of Business and became an assistant manager at a Roy Roger’s restaurant. After nine years, he used $100,000 to kickstart Thompson Hospitality. It is now the largest privately held, Black-owned foodservice group in the U.S. The company is involved in campus dining, facilities management, joint ventures, and restaurant concepts, such as Wiseguy Pizza, Matchbox, Milk & Honey, and Hen Quarter. Thompson Hospitality’s restaurant division is its fastest-growing segment and is expected to generate $180 million in revenue in 2024 and surpass $200 million in 2025.

There are several other African American food and beverage leaders out there, but there definitely could be more. I have much respect for these executives carving their own path and doing their part to put a stamp on their communities.

Ben Coley, Editor

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SHORT ORDER

Dunkin’ Shakes Things Up

The brand launched a new iced beverage with pop star Sabrina Carpenter.

DUNKIN’ CELEBRATED NEW YEAR’S EVE with a bold new addition: Sabrina Carpenter’s Brown Sugar Shakin’ Espresso.

The limited-time iced beverage combines Dunkin’s bold espresso, brown sugar notes, and creamy oatmilk, hand-shaken to create a smooth, frothy, and subtly sweet sip. To promote the drink, Dunkin’ launched a playful ad campaign, Shake That Ess’, starring Carpenter. Directed by Dave Meyers and created in partnership with Artists Equity, the ad features a party where guests enthusiastically shake their drinks, mirroring the real-life craftsmanship behind the espresso. The ad showcases the upbeat energy of Carpenter’s hit song “Espresso,” which plays in the background as quirky characters join in the spirited fun.

Alongside Sabrina’s Brown Sugar Shakin’ Espresso, Dunkin’ rolled out its winter menu on December 31. Highlights include a $5 Meal Deal featuring two Wake-Up Wraps and coffee, as well as chocolate-inspired treats.

Dunkin’s partnership with singer Sabrina Carpenter launched on December 31.

In late 2024, Restaurant365 released its 2025 State of the Industry report, filled with figures about what operators faced last year and what’s to come in 2025.

Economic Pressures and Adaptation Staffing Challenges and Solutions

• Rising food costs have strained restaurant budgets, with 78 percent of operators reporting increases in 2024 and 82 percent anticipating further hikes in 2025.

• Labor costs continue to climb, with 88 percent of respondents seeing increases in 2024 and many expecting additional rises of 1 percent to 14 percent in 2025.

• To address rising expenses, many restaurants are reshaping menus to feature high-margin items and minimize food waste.

• Operators are leveraging technology for inventory and labor management, helping to streamline costs and improve operational efficiency.

of restaurants report adopting practices like reducing food waste and sourcing eco-friendly packaging

• Hiring and retaining a skilled staff remains a top concern, with 32 percent of operators identifying it as their primary challenge for 2024 and 2025.

• Many restaurants are implementing comprehensive onboarding and training programs to engage employees and reduce turnover.

• Cross-training staff has become a key strategy, allowing employees to cover multiple roles and enhance team flexibility.

• To improve retention, operators are offering performance-based incentives, flexible schedules, and clear opportunities for career advancement.

Breakfast hours and brunch offerings are being explored to maximize ingredient usage and meet consumer preferences

Consumer Behavior and Dining Trends

• Despite economic pressures, consumers continue to value dining out and prioritize quality and affordability in their experiences.

• Health-conscious diners are driving demand for fresher ingredients and menu items with cleaner, more nutritious profiles.

• Rotating specials and seasonal menus are gaining popularity as they balance cost control with consumer interest in variety.

• Extended breakfast hours and brunch offerings are being explored to maximize ingredient usage and meet consumer preferences.

Growth, Sustainability, and Innovation

• Expansion plans are cautious, with 46 percent of operators pausing new openings, though 32 percent aim to add multiple locations in 2025.

• Sustainability is a growing priority, with 65 percent of restaurants adopting practices like reducing food waste and sourcing eco-friendly packaging.

• Diversifying revenue streams through takeout, catering, and branded merchandise is helping operators offset rising operational costs.

• Enhanced loyalty programs and targeted marketing strategies are being used to boost sales and foster customer engagement.

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| MENU INNOVATION |

The crafted drink segment is exploding, and that’s because operators know what guests want the most— personalization and creativity.

fresh ideas SWINGING FOR SODA SUCCESS

BY BEN COLEY

Although the term “dirty soda” has picked up steam in recent years via social media and popular TV shows, the idea is not new.

The Utah-based Swig has been in the business of customized beverages for 14 years, and investors took notice years ago. Savory Fund purchased the chain in 2018 and then sold a majority interest to the Larry H. Miller Company in 2022.

Franchisees are buying into the growing appeal too. While dirty sodas may not be a recently created concept, the frequent news

around it as of late (Hulu’s “Secret Lives of Mormon Wives” and Bravo’s “The Real Housewives of Salt Lake City”) has helped fuel historic unit growth. Swig began 2024 with 61 locations, but ended with more than 100.

“I think it’s important to understand that we’re not really creating demand for refreshing beverages,” says Swig CEO Alex Dunn. “There are hundreds of millions of people that have a soft drink or refreshing beverage every day. What we’re doing though is we allow our customers to have that [personalization]. We feel like

Fiiz Drinks is one of the biggest players in the crafted soda segment. 

we’ve been instrumental in creating that trend, and we intend to take it nationwide and allow customers to come and have a personalized refreshing beverage close to wherever they live.”

Swig has a product development team that’s always experimenting with new flavor profiles and combinations. Four times a year, the chain will release a suite of unique seasonal drinks. Some winter menu products include the Alpine Avalanche ( blended Dr Pepper, toffee crunch, Almond Roca, caramel sauce, and vanilla cream) and Mistletoe Madness (water, sugar-free vanilla, cranberry, fresh lemon, and strawberry puree). In the summer, the chain offered dragon fruit and in the fall it had cinnamon.

The brand is in the process of opening its own facility to develop proprietary flavor profiles.

“It’s so we will really, really be vertically integrated and be able to control that all the way from ideation to pouring it into a cup at each one of our stores,” Dunn says.

Fiiz Drinks was born in Utah as well. The roughly 70-unit chain was founded in 2014 by two families that had a passion for making specialty sodas.

The brand is working on a menu optimization plan to determine what’s selling and what’s not and make sure it’s highlighting the most favorable drink combinations. There are plenty of options to choose from, whether it is waterbased, soda-based, or energy drink-based. And nothing is beyond

imagination; as of early December, the chain was testing Fairlife protein shakes with Diet Coke.

“Some things on social media are quick and they come and they go pretty fast,” says Fiiz Drinks president Scott Ball. “But we are actually testing to see if this is something that’s got some legs behind it long term. But what’s really cool about what we do is we’re always creating new drinks, and to be honest, a lot of our customers will create drinks for us. Eighty percent of our menu, believe it or not, is our custom drinks. They’re not directly off of our menu board. So as we start to see things become popular as we look at our data, we definitely can work to grow from that standpoint.”

The majority of units are based in Utah, but the company has made a significant push outside of the state in recent years. Some notable locations include Washington state; Las Vegas; Little Rock, Arkansas; and Tucson, Arizona. The goal is to continue to grow through the Midwest and Southeast, which is a large soda consumption market, according to Ball.

It helps that Fiiz knows its target audience.

“The soda trend has definitely been popular among the younger generations, specifically teens and young adults,” Ball says. “They’ve become, especially in our stores, social gathering spots. People are hanging out with friends. The soda shop definitely has a playful, fun vibe to it. It definitely res-

Fiiz Drinks was founded in 2014.

Swig’s product development team frequently tests new flavor profiles.

onates with the younger consumers and customers. We also, I would say, skew probably female as well.”

Cools Sips’ journey is quite different. The crafted soda concept was born in New York City last year—one inside the famous Rockefeller Center and another at the city’s Seaport district. The brand is able to pull three customer demographics—office workers who come down for a drink break but want something other than coffee, tourists walking nearby, and local Gen Z and millennial guests.

Keeping with NYC’s spirit, the chain launched late last year a collaboration with Broadway musical “Book of Mormon,” which garnered a lot of attention on social media. Additionally, to combat colder weather, Cool Sips rolled out Steamy Sips—its first venture into hot drinks. This comprises the Watch Hill (hot chocolate, peppermint, and vanilla cream) and the Kismet (apple cider, caramel, and sweet cream).

Despite the meteoric rise of the crafted soda segment, Cool Sips founder Andrew Moger admits he underestimated how much education was needed for NYC consumers.

“I thought that people had known more about it either through social media or just through traveling. That was not the case. So the bad news was that we had to educate people. The good news is that it led me to believe that there was a lot more upside,” Moger says. “If we’re just at the very beginning of this, there’s a lot of whitespace for growth in New York.”

Moger believes being first to market in NYC is a distinct advantage and will help the chain remain differentiated in the growing beverage space. As of December, Cool Sips was close to signing a lease for a third location and another one shortly thereafter. So by the summer, the brand should have four units. By the end of 2025, it should have six spots.

The restaurateur notes that more chains entering the fray isn’t necessarily a negative.

“I’m a firm believer generally that a rising tide raises all ships,” Moger says. “So the more people become familiar with dirty drinks or crafted drinks, then we’ll benefit from that. We have a lot of respect for the other brands that are doing it before us and we welcome people who are doing it.”

Ben Coley is the editor of QSR. He can be reached at bcoley@wtwhmedia.com

Cool Sips is doing its part to spread crafted sodas in New York City.

Pepper Lunch

A Japanese-born brand is experiencing franchising success worldwide.

BY TALLULAH HAWLEY

HEADQUARTERS: Tokyo, Japan (Business Operations Center in Singapore) with regional HQs in Westlake Village, CA, Hong Kong China, Shanghai, China, and logistics center in Thailand

YEAR STARTED: 1994

ANNUAL SALES: $275 million

TOTAL UNITS: 537

FRANCHISED UNITS: 453

a CEO for over 20 years at his own managing and consulting practice.

Two years ago, Hooper became CEO at Hot Palette America, the parent company of the North American branch of Japanese-based teppanyaki chain Pepper Lunch. “[ Joining ] wasn’t just a business transaction … I saw some differentiation with this brand. It’s highly marketable and very interesting and had a lot of runway in front of it.”

category and this concept around [pepper rice], and it’s just blossomed over 30 years,” Hooper says.”

Within the same year of opening Pepper Lunch, Ichinose began to franchise. The brand now boasts more than 500 stores in 16 countries over the three decades since opening.

In 2018, Pepper Lunch came to the U.S. There are five stores across Los Angeles, Las Vegas, and Houston, with more to come soon.

Upon opening locations domestically, Hooper says the menu has not been Americanized, and in fact, has even more flavor options. “We quadrupled down on the Asia recipes, reformulated [them], and made sure that the U.S. stores that were open were retrained and following the Asia recipes,” he says. “We wanted that global brand continuity.”

He also hopes utilizing original recipes will help bring new flavor profiles to guests.

“We want to introduce [the brand] in the authentic version of itself because there’s nothing about it that’s unfamiliar or foreign or otherwise intimidating,” Hooper says. “Really it’s just about explaining what this dish experience is, and once they see it and understand it … they’ll try it and love it.”

ORIGINALLY SETTING OUT TO BE AN ARCHITECT, Hot Palette America CEO Troy Hooper found himself at culinary school at age 17 and spent six years working his way up in fine dining. However, “Coming from a family of entrepreneurs, the business side was more interesting,” he says. Now, he’s been

Pepper Lunch is a fast-casual restaurant created in Tokyo in 1994 by master teppanyaki chef Kunio Ichinose. Hooper says Ichinose wanted to make beef more accessible, as its high price tag in Japan was due to it being imported from America. The primary dish is pepper rice with a cooked protein, which is a common family-style dish in Japanese homes. “So he created this

About 20 percent of the menu is localized. In the Philippines, products are more cheesy and saucy while American locations have four steak options. However, the beef pepper rice, and other offerings, are very similar. The U.S. locations also incorporate sauces with nontraditional flavors. While Japanese restaurants serve only their signature honey brown sauce and ginger soy sauce, American customers see Korean gochujang and kimchi on the menu.

Hooper cites Pepper Lunch’s margins as a main attraction for franchisees. The labor model doesn’t require kitchen experience. Rather, ready-to-eat

LOADED TURKEY BURGER

DEPARTMENT

WOMEN IN LEADERSHIP

The Ice Cream American Dream

Kim Malek breaks down how she built Salt & Straw into a sweet symbol of community and innovation.

BY SATYNE DONER

Kim Malek’s first business plan for her artisanal, communitybased ice cream concept came back with red ink scribbled all over it.

“Who do you think you are, Starbucks?” was scrawled across the top. But that critique didn’t deter Malek—it inspired her. As a barista working at Starbucks to put herself through college, she witnessed the company’s rise from 30 to 3,000 locations. Under the leadership of then-CEO Howard Schultz, she learned what it took to create the elusive “third place,” a welcoming environment between work and home.

The seed for Salt & Straw was planted in the 1990s when Malek was living in Portland. Inspired by the city’s collaborative spirit, she imagined how an ice cream shop could bring neighbors, friends, and families together. Yet it wasn’t until 2011 that Salt & Straw came to life as a humble ice cream cart offering locally sourced flavors.

Malek bet everything on her dream. She cashed out her 401(k), sold her house, maxed out her credit cards, and even organized a garage sale to fund the first location with her cousin, Tyler Malek. Tyler had been experimenting with making ice cream in a blender

from Goodwill and was eager to join in on the idea.

“My father owned a small business that went bankrupt when I was growing up, and it left an impression on me when it came to taking entrepreneurial risks,” Malek says. “But I lived with this dream [of Salt & Straw] for years. It was so hard to even say the words—I couldn’t get them out of my mouth. But once I got the ball rolling … I knew the right moment would come eventually. I hope my story inspires women to lean into their dreams early and often and put them out into the world.”

The brand quickly gained traction, expanding thoughtfully into new markets while telling the story of these communities through unique ice cream flavors. Whether it’s a woman meeting her future husband in line at Salt & Straw or two high schoolers on their first date, every customer has a story. One stands out to Malek. At a Salt & Straw event at a local elementary school, a young boy entered a contest to create an ice cream flavor by submitting a poem—and won. He read his poem to his classmates and was greeted with high-fives.

“His parents told us this was monumental for him, as he’d been struggling with stuttering, and this moment of confidence was game-changing,” Malek recalls. “He never thought he’d be able to stand up in front of his classmates, but he did. It’s these sorts of things where you don’t realize how big of an impact you have on people. Giving people a platform to step forward through Salt & Straw is so important to me. It feels like a ripple effect.”

Now boasting 42 ice cream shops and over 1,000 employees, Salt & Straw is more dedicated than ever to fostering a strong company culture. Ninety percent of the brand’s management team has been promoted and developed internally. Malek credits her early career lessons with teaching the value of investing in people and building Salt & Straw around the belief that a corporation can serve as a vehicle for kindness toward customers and employees alike.

At a time when attracting and retaining talent is a challenge across industries, Malek has bucked the trend. For instance, when Salt & Straw opened in New York City, over 1,000 people applied for just one store. She attributes this to a simple but powerful philosophy: communication is key.

“There is a loneliness epidemic, and every

Kim Malek founded Salt & Straw in 2011.

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➼ The 40/40 List, Final Edition

When we began the 40/40 List at QSR magazine in 2017, we were reacting to the market. Fast casual, especially starting in about 2010 or so, had become the growth hub of quick service. You could trace its roots to a lot of places, likely in the early 1990s (although no such characterization existed when Chipotle started to check the boxes that would become defining characteristics), but the main kicker was mostly a real estate one. Aspiring restaurateurs turned to inline, leased real estate, which could be developed more affordably. This proved increasingly fertile ground for

AFTER EIGHT YEARS, WE SAY GOODBYE TO THE REPORT HIGHLIGHTING ONE OF THE MOST FASCINATING AND DIVERSE SEGMENTS IN THE RESTAURANT INDUSTRY.

/ BY QSR STAFF

fast-growing pizza concepts and sandwich brands and would soon become the incubator for what would later be coined “fast casual.”

However, as the category emerged, challenging its larger quick-service peers on quality and its casual-dining ones on price and convenience (and sometimes quality, too), fast casual began to fracture like any developing segment would. We at QSR magazine termed the movement “Fast Casual 2.0,” or the recognition of an even more elevated version of an elevated corner of foodservice. Simply, there was a material difference between your Panera and

Chipotle concepts of the world, and others springing up, from Modern Market to Mendocino Farms. Originally, the idea was to create four tiers on the 40/40 List. Established frontrunners would lead off and upstarts would inch in. Year-to-year, brands would move up, drop out, enter, and so forth as they progressed from challengers to growth-minded fast casuals.

What ended up happening, though, is we abandoned the tiered structure in Year 2 and introduced 40 new concepts. That was partly in response to the upswell of feedback we received, but also an acknowledgement of the movement’s core purpose, which was to capture the entrepreneurial spirit of fast casual and its ability to unlock concept creation in a way quick service plainly hadn’t before, at least on any broad level. So that’s what we did—from 2017 until 2024— QSR magazine’s 40/40 List featured a total of 320 unique concepts. It was one heck of a run. Some have gone on to appreciate massive growth (CAVA was on the Year 1 list, then known as Cava Grill, with 28 locations) and others have, as this industry will often do to you, been swallowed by market conditions and the endless challenges of running a restaurant.

It was really last year, however, when I began to consider the framework and how this list might need to pause and rethink its future. The truth is, while there remain new-market concepts and brands deep on one side of the quality spectrum, fast casual and quick service are growing closer together these days instead of separating. You can thank technology, fast food’s response to fast casual, and consumer preference for many early quality traits in all of their dining expectations. It’s also simply a matter of attrition. For us at QSR magazine, we were finding filling out the 40/40 List a different experience than it once was. It had become more of a search party than an exercise in capturing a wave. So for now, in the spirit of honoring the 40/40 and what it was originally designed to do, we’re going to slow and take a look back before plotting the path forward. Where will fast casual go next? We’re not sure, and that’s what this ride is all about.

—Danny Klein, VP of Editorial

Jhoneygrow

FOUNDED: 2012 ★ APPEARANCE ON 40/40 LIST: 2017

ustin Rosenberg founded honeygrow about a dozen years ago, but no one has ever asked him why he chose not to capitalize the name.

It’s a “nerdy answer,” he says. honeygrow—a Philadelphia-based stir-fry concept—is a play on words of “honest eating, growing local,” and he wanted branding that could match that ethos. He worked with a designer on the fonts and went through 40 to 50 itera-

tions before landing on the current one.

“It just looked most aesthetically pleasing lowercase,” Rosenberg says. “It just felt like, for me, more approachable at that font. I liked it a lot to just keep it like that.”

The details matter to Rosenberg. Nothing about the founding of honeygrow was half-baked.

The first location opened in 2012, but he first

JUSTIN ROSENBERG

“ I really thought about how nobody is doing anything like this.”

• honeygrow HAS GROWN TO MORE THAN 50 RESTAURANTS ACROSS A HANDFUL OF STATES.

came up with the concept in 2009 during the explosion of new fastcasual concepts. Rosenberg worked in finance inside a cubicle, but he had always been an entrepreneur at heart. He was eager to create and scale something—an idea that would bring that simmering passion out of him.

The company he worked for owned several shopping malls around the East Coast, and he would see the numbers for anchor companies like Apple, Starbucks, and Chick-fil-A. Rosenberg kept thinking about great brands and what caused them to perform so well. He wanted to be the next success story.

After recognizing the “what,” Rosenberg soon found the “why.” Around this time, he was about 60 pounds heavier than today. His first daughter was born, and admittedly, his health wasn’t great. Rosenberg’s doctor told him that if he wanted to see his child walk down the wed-

ding aisle one day, then he needed to get his life in order. At 26 years old, he opted for a plant-based diet for two years and read a book called “The China Study” by Dr. T Colin Campbell that “radically changed” his perspective on life and food.

As Rosenberg began making more salads and throwing noodles into stir-fry, the entrepreneur inside him began to break free.

“I really thought about how nobody is doing anything like this. And there are Mongolian barbecues out in the Midwest,” Rosenberg says. “There was one at Penn State where I went to school. I thought it would be really cool if somebody could figure out how to do this and scale it, not as big of a footprint as a casualdining concept. And the word ‘fast casual’ was new. So I wasn’t really tossing that word around. But how do you do it smaller, better, faster?”

The renewed focus on health led him to honeygrow, a fast-casual brand specializing in freshly made

and customizable stir-fry, salads, and honeybars. honeygrow now has more than 50 locations across Philadelphia, Delaware, Maryland, Massachusetts, New Jersey, New York, Pennsylvania, Virginia, and Ohio. Seventy to 75 percent of sales come from stirfry; the create-your-own option with chicken is the number one item.

From almost day one, the chain has sold bowls with spicy garlic, sesame garlic, and coconut curry sauces.

LTOs are mixed in, like the Chesapeake Crab stir-fry. The Butter Garlic Chicken dish performed so well as a limited-time offer that it became a permanent addition.

Growth hasn’t been without its challenges. Around the beginning of 2018, honeygrow had expanded quickly inside many new markets at once, and Rosenberg became concerned that he wasn’t replicating the right version of the company. The culture wasn’t translating the way it was closer to the home base of Philadelphia, and the real estate wasn’t as

strong as it could have been. Rosenberg decided to pause growth and take time to perfect the business model.

“It was hard to see our peers grow, grow, grow during this period of time,” Rosenberg says. “But I knew deep down and my team knew deep down that we really needed to perfect everything from real estate strategy to operations, to training to onboarding, to etc. to get it right. And that’s exactly what we did.”

By 2020, honeygrow was ready to move, but then COVID happened. Two to three months into the pandemic, the fast casual remained in good shape because the product travels well for carryout and delivery. The consistent sales allowed the brand to open its first newer prototype around Labor Day. That restaurant opening—despite COVID restrictions—did well. With an improved blueprint in place, the chain has opened about 30 additional stores over the past four years, more than doubling the company’s size. In late 2024, honeygrow debuted in Ohio, and the numbers have surpassed Rosenberg’s expectations.

One of the biggest keys was staying disciplined around real estate economics and not “jamming these things” into costly urban environments, Rosenberg says. Leading up to 2018, when the reassessment happened, honeygrow had learned a great deal about store openings. Eventually Rosenberg and his team realized the better economics were in the suburbs, especially if they found high-quality co-tenants.

“I just always thought it was more of a city concept. When I opened up a suburban spot, it just exploded. I was like, ‘all right, well, I was wrong,’” Rosenberg says. “So, what we found is that we can go to markets like Brooklyn Heights or we can go to markets like Owings Mills, Maryland, and the suburbs of Baltimore and it will work. And as long as the economics of the deal are good and just as long as you have

• FOUNDER JUSTIN ROSENBERG ATTRIBUTES MUCH OF honeygrow’s SUCCESS TO ITS HIGH-QUALITY INGREDIENTS.

great leadership in the four walls, you’re going to create those great guest experiences. It’s not a hard equation, but it’s certainly a difficult equation to execute over and over again. And that’s the challenge of anyone in the restaurant industry—you want to be able to replicate something consistently and great.”

honeygrow also used its break to become a self-funded growth company with essentially no debt on the books. The chain has access to a line of credit but hasn’t used it yet.

“In that process, we just became income positive and proud of that,” Rosenberg says. “We look at certain publicly traded companies in the restaurant space that are doing much better than us on sales, but we make more money than them, which is comical. So we’d love to be their size one day, but we’d rather do it in a way that we’re actually profitable in the process.”

Going forward, honeygrow is seeking 30 percent annual unit growth. Rosenberg knows it will be a difficult task. This isn’t a concept where employees walk down an assembly line and scoop things into a bowl. Managers are training employees on reading tickets and paying close attention to accuracy, cleanliness, hospitality, product quality, and speed of service. There are a lot of variables, and everyone must be collectively on board for everything to work.

It’s a harder operation, but Rosenberg says his team enjoys challenging each other. There’s a reason why honeygrow survived the oversaturation in the fast-casual segment over the past decade-plus.

The details matter.

“I think people are smart,” Rosenberg says. “I think they can really discern a quality product and what it stands for, and they’re willing to pay a dollar for something good, but they’re not willing to pay a dollar for something that’s going to be a sad, mediocre experience that simply is a replication of or ‘wanna be’ of something else.”

Velvet Taco

FOUNDED: 2011 ★ APPEARANCE ON 40/40 LIST: 2018

Dallas-based Velvet Taco landed on QSR magazine’s second 40/40 list in 2018 as one of America’s hottest startup fast-casual restaurants when it operated only six locations. From the start, the brand distinguished itself in a crowded market with its culinary creativity, highlighted by the Weekly Taco Feature (wtf ), which tests 52 unique flavors annually.

Fueled by a significant investment from private equity firm L Catterton in 2016, Velvet Taco prepared for rapid expansion. Today, the brand has grown to nearly 50 locations across eight states and is set to expand internationally,

with its first London location slated for spring 2025.

Venecia Willis, Velvet Taco’s director of culinary operations, joined the “Tribe” in 2021. She attributes the brand’s growth to substantial investments in its operational foundation. During her tenure, the company has doubled its number of locations, transitioned from a small office at WeWork to a regional sales hub, developed over 150 new tacos for the WTF lineup, completed eight menu rollouts, and tested several new items and daypart expansions.

“The team has worked diligently to build an infrastructure that could sustain

growth to 100-plus units. We have momentum coming out of 2024, having opened two major markets in Miami and Scottsdale,” Willis says. “London will be just one of many expected global locations. As we grow in size, we’re able to offer more development opportunities for our Tribe, which is the most important part of what we do.”

Recent menu innovations include an expanded catering program—featuring Taco Kits that bring the Velvet Taco experience into guests’ homes—and locations with full bars and regional menus, such as the Miami restaurant. While the brand continues to evolve, Willis says it has stayed true to its commitment to high-quality tacos, global flavors, and scratchbased kitchens.

Scaling from six locations to nearly 50 requires meticulous planning and organization. Willis notes that the WTF lineups now must be carefully planned with ingredient sourcing and usage in mind. Sustainability has also become a greater focus as the brand scales.

“With our national reach, we are more mindful of waste and how we can be better consumers, including when we source rare ingredients in our smaller markets. Over the years, kitchen design has improved immensely, allowing our team to create a plan that fits our needs,” Willis adds. “Our biggest recent win is expanding into nontraditional and international sites, building relationships with new partners who will uphold the standards our guests know and love.”

From a culinary perspective, Willis is eager to forge new brand partnerships and explore creative culinary opportunities. In 2018, president and now-CEO Clay Dover said Velvet Taco would grow responsibly, intelligently, and “with its standards and performance closely guarded.” According to Willis, the brand has delivered on that promise.

“We are always experimenting on what a taco can be and who it can be for. We’re always adding new menu items and categories that offer our guests new flavor experiences, and I can’t wait to see what we create next in new markets,” Willis says. “Velvet Taco is just getting warmed up.”

Toastique

FOUNDED:

2018 ★ APPEARANCE ON 40/40 LIST: 2024

Since opening its first location in Washington, D.C., in 2018, Toastique has grown into a health-focused dining destination that combines fresh, responsibly sourced ingredients with a commitment to community and wellness. For founder Brianna Keefe, the brand’s success stems from its ability to

resonate with customers seeking balance in their busy lives. But beyond the food, Toastique’s ethos centers on creating a meaningful experience that prioritizes health and culinary creativity. Keefe’s vision has guided Toastique through its evolution, but scaling a health-conscious brand has come with some chal-

BRIANNA KEEFE

• VELVET TACO HAS GLOBAL GROWTH ASPIRATIONS.

• TOASTIQUE IS CONSCIOUS OF WELLNESS TRENDS AND DIETARY RESTRICTIONS.

*Source: 2024 State of the Restaurant Industry Report, National Restaurant Association

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lenges. Navigating the complexities of the supply chain, particularly during the pandemic, tested the company’s flexibility. By fostering strong relationships with local suppliers and small businesses, Toastique developed proprietary items like custom espresso blends and signature granola, which allow the brand to maintain consistency and quality.

This thoughtful approach to growth extends to Toastique’s franchise strategy, which focuses on pairing experienced operators with prime locations in health-conscious communities.

“We seek franchisees who share our passion for health and wellness, have a strong entrepreneurial spirit, and are not only businesssavvy but also deeply aligned with our brand values,” Keefe says. “We look for owner-operators who are eager to engage with their communities, understand their local market, uphold our quality standards, and are deeply committed to providing an exceptional customer experience.

It’s not just about financial investment—it’s about finding people who believe in what Toastique stands for and want to grow with us for many years to come.”

Staying true to its roots, Toastique has retained its core pillars: fresh, high-quality ingredients, visually stunning menu items, and a welcoming atmosphere that fosters connection. These principles have proven to be especially relevant in the post-pandemic dining landscape, where consumers are increasingly intentional about their health and convenience.

Toastique has adapted to these shifting priorities with several innovations, including an enhanced digital presence, expanded delivery and online ordering, and a loyalty app to reward repeat customers. The brand also leans into wellness trends with menu offerings tailored to dietary preferences, such as gluten-free, plant-based, and high-protein options. One standout addition is its line of Wellness Shots,

developed in response to customer demand for health-boosting ingredients like ginger and turmeric.

Beyond the menu, Toastique has embraced operational advancements to ensure consistency and scalability. The introduction of learning management system (lms) training portals provides franchisees and staff with engaging video modules and quizzes to maintain a unified guest experience. Additionally, a collaboration with Paytronix’s Strategy & Analytics team has helped refine the brand’s loyalty program, enhancing long-term customer engagement.

Huey Magoo’s

FOUNDED: 2004 ★ APPEARANCE ON 40/40 LIST: 2022

When Huey Magoo’s was featured in 2022, a couple of years into pandemic-era life, the brand had just opened store No. 20 and touted 200 franchises sold. There was a lot of growth in the pipeline for president and CEO Andy Howard, a former Wingstop vet who saw the global brand expand from about 80 stores to north of 600 during his 10-year tenure. Howard, “The Chicken Expert,” began his career around the bird at Kenny Rogers Roasters before heading to chicken breast-focused Ranch One ahead

of Wingstop. He then acquired a majority stake in 2004-founded Huey Magoo’s in 2016. So he’s had a hand in every poultry category

( Huey Magoo’s promotes itself as the “Filet Mignon Of Chicken” thanks to its focus on tenders ) And since, he’s made signifi-

One key partnership driving Toastique’s innovation is with Lineage Coffee Roasting, which supplies the brand’s custom house blend. By sourcing beans directly from farmers, Lineage ensures both superior quality and fair trade practices, reflecting Toastique’s dedication to ethical and sustainable operations.

Looking ahead, Toastique’s goals remain ambitious yet grounded. The brand plans to expand into new markets, partner with like-minded franchisees, and solidify its position as a lifestyle brand that combines juice bar, café, and coffee shop experiences.

“Our commitment to sourcing fresh, responsibly sourced ingredients, creating beautiful and nourishing menu items, and fostering a welcoming, community-oriented atmosphere has never wavered,” Keefe says. “While we’ve grown and innovated in many areas, these core pillars remain at the heart of everything we do.”

cant ground on those projections as the brand evolved into one of quick-service’s fastest-growers. It opened its 70th restaurant in November in Greenwood, South Carolina, and should eclipse 100 by year-end 2025—debuting 30 stores in the next year, which would be a brand record. Huey Magoo’s is now in 12 states, with north of 260 restaurants in different stages of development through 15 markets. Put plainly, Huey Magoo’s has become a nationwide restaurant concept. Systemwide revenue for 2024, headed toward the end of the calendar, was tracking at about $135 million. On the doorstep of 2026, Howard expects to earn nearly $200 million.

Howard says those 260 locations should open in the next four to six years, and more are coming. There are currently multiple units

through Florida, Georgia, Mississippi, Alabama, Tennessee, Ohio, North Carolina, South Carolina, Missouri, West Virginia, Kentucky, and Las Vegas. Texas, Arizona, Virginia, and others are on deck.

“We know competition is enormous, but we also know we are in the most exciting category—chicken—in all the restaurant industry—and boneless, which has grown and grown and grown,” Howard says. “Whether we thank competitors for it, everyone loves chicken tenders. From age 5 to 80, the demographic is broader than anybody. Chicken is outselling beef. We

have evolved in our various prototypes from inline and endcap to freestanding, drive-thru and nontraditional like college campuses, hotels, airports, and sports partnerships, which is such an exciting way to develop Huey Magoo’s.”

Howard expects the brand to continue to carve a niche given its commitment to the “Filet Mignon of Chicken” label noted earlier— a tagline that refers to the brand serving the “true tenderloin.”

“And we know everyone doesn’t do that,” Howard adds. It’s all about quality and flavor profiles at Huey Magoo’s that you can’t get anywhere else. “We also have great, quality franchisees, who come from other brands and are real estate and operations experts, which is a critical piece. Plus, we’ve grown our corporate team with more professionals in every position, and we are continuing to always evolve.”

Mo’ Bettahs

FOUNDED: 2008 ★ APPEARANCE ON 40/40 LIST: 2021

When Mo’ Bettahs made QSR magazine’s 40/40 list, it had 18 locations. Now, the brand has more than tripled that number and grown across seven states.

The concept was founded in 2008 by brothers Kimo and Kalani Mack, who grew up on the island of O’ahu and sought to share the real Hawai’i culture with the world.

“At its heart, Mo’ Bettahs is all about bringing the spirit of aloha and the connection of ‘ohana (family) from our founders’ backyard to

our customers,” says Rob Ertmann, who joined as president in 2021 and was elevated to CEO in September 2022.

“When customers walk into our stores, they can expect an immersive experience that honors our founders’ upbringing on the island of O’ahu. Features like tin-roof sheds that mimic our founders’ home, the Hawaiian flag, and surfboards that have all touched Hawaiian waters are incorporated into every location. Additionally,

we’ve established our niche in the market with a flavorful but streamlined menu that reflects the classic plate lunches our founders grew up with,” he adds.

Savory Fund acquired Mo’ Bettahs in 2017 and helped grow it from six locations to 56. In October 2024, ownership swapped hands when private equity firms Blue Marlin Partners and Trive Capital purchased a majority stake, with the Mack brothers still retaining minority ownership. “Mo’ Bettahs is—and always will be—one of my favorite investments we’ve ever made because of the people,” Andrew Smith, managing director of Savory, said in a statement.

“We love the culture that Kimo and Kalani Mack created 16 years ago, we love the food that they share as if you are in their own backyard in Hawaii, and we couldn’t be prouder of the partner-

• MARLIN PARTNERS AND TRIVE CAPITAL BOUGHT A MAJORITY STAKE IN MO’ BETTAHS LAST YEAR.

ship we’ve formed.”

Over the last three years, Mo Bettahs’ revenue has grown 178 percent, and its loyalty subscriber base

has reached nearly 500,000 members. Same-store sales have grown positively as well. “In the past three years, we have continued to grow and sustain momentum, sharing ‘ono grindz in many new communities,” Ertmann says. “We have prioritized engaging customers with quality food, resulting in positive same-store sales growth for the entirety of the brand’s history. Having the right leaders in place has been key to our success, adding a chief financial officer in March of 2024 and promoting our very own John Konyn from director to VP to chief operations officer.”

The brand’s growth strategy, Ertmann says, is to expand in a sustainable and productive way, which includes opening about 15 new stores in 2025 within existing markets and strengthening those foundational areas while looking at new territories for the coming years. “Our home state of Utah has been incredible, supporting our brand and allowing us to open 29 restaurants here,” Ertmann notes. “Communities in our other markets have welcomed and embraced us as well. We will continue spreading the aloha spirit in 2025 with plans to further expand in Idaho, Texas, Nevada, and Utah.”

In addition to opening new locations, the key drivers of success for Mo’ Bettahs will be driving menu innovation by launching new limited-time offerings in the coming months; focusing on delivering consistent, high-quality experiences both in-store and off-premises; and continuing to build operational excellence.

“Our goal is to make sure wherever you are in our existing markets, you are never far from a Mo’ Bettahs,” Ertmann adds. “We look forward to the opportunity to bring authentic Hawaiian style food to new communities over the upcoming years … Embracing our core values, such as ‘Pono,’ meaning honesty and balance, will guide and drive us into our next phase.”

Jeni’s Splendid Ice Creams

FOUNDED: 2002 ★ APPEARANCE ON 40/40 LIST: 2020

To say Jeni’s has grown exponentially since its 2020 inclusion would be a gallon-sized understatement. Revenue has more than doubled. The company has expanded its scoop shop presence from 49 units to 88 (year-end 2024). Wholesale revenue has also lifted more than 2X in the last four years, including the addition of 2,000-plus new doors in each of the past

three years. “We see tremendous wholesale growth potential in the novelty space,” adds Stacy Peterson, who took over the CEO role in late 2022 after serving as chief revenue officer at Wingstop. “We launched ice cream sandwiches in late 2023—and will launch J-Bars, our first line of stick novelties—in retailers in Q1 2025.” Peterson says the novelty category, in the U.S. food

• JENI’S ICE CREAMS IS PART OF A FROZEN DESSERT SEGMENT THAT’S EXPECTED TO GROW BY 6 PERCENT IN THE NEXT FIVE YEARS.

ROB ERTMANN

sector, represents twice the revenue opportunity compared to pint. It’s why many retailers are creating freezer space to clear the way for more (key retailers are expected to increase shelf space for novelties by 20 percent in the next decade), making Jeni’s line of sandwiches “particularly exciting.”

Jeni’s evolution in the past few years paints an expansion strategy that covers all channels of business, from shops to retail to grocery. The wholesale arm of the company has posted double-digit growth for the last five years. Yet Peterson feels there’s still significant opportunity to grow brand awareness and household penetration. Jeni’s pints today are available in roughly 13,000 locations, covering nearly all national and regional grocery retails. With the scoop shops in particular, Peterson says there’s runway for greenfield growth and market penetration in areas where Jeni’s already has a presence. “Our

strategy has been to build awareness by investing in scoop shops and then layering in the grocery business,” she explains.

Overall, the frozen dessert market is forecasted to expand by nearly 6 percent over the coming five years. Jeni’s believes it’s poised to grab a larger share as that happens, especially in the super-premium category. “Beyond changes in macroeconomic conditions, ice cream consumers continue to seek out high-quality ingredients, innovative flavors, and responsible sourcing. These attributes are fundamental to who we are as a company and we believe our year-round commitment to creativity and flavor innovation position us well for future success,” Peterson says.

As these categories, from premium to novelty, continue to grow, Jeni’s will remain true to its DNA as a flavor innovator. The brand introduced nearly 20 new options

in 2024, which was three times what it did the year before. This included offerings guests had never seen before. Some creative examples included Punk Stargonaut, a line of ice creams inspired by a fictional flight through the galaxy, and unexpected collaborations with like-minded brands that care about community in the same way Jeni’s does, such as The Hundreds. “We’ll continue to offer new and exciting flavors, collaborations, and more in 2025,” Peterson says. “To excel, we have to keep find-

ing ways to connect authentically with our customers and continue to build a community of super fans. They’ve always been our strongest marketing arm. This is why we will continue to make big investments in innovation and see those investments flow through our channels sequentially like a fashion house.

“A new luxury purse may hit branded stores first, then elite retailers, then move to outlet stores, for example,” she adds. “We will progress flavor through our channels similarly which also gives us a lot of confidence that the flavors we move into grocery are true winners that have been tested thoroughly in our shops both qualitatively and quantitatively. Moving in this way means that, even with our rapid growth, we’re never losing sight of the core of who we are—making better ice cream and bringing people together. Ultimately, we exist to bring people joy through amazing ice cream.”

•

JENI’S ICE CREAMS INTRODUCED NEARLY 20 NEW FLAVORS IN 2024.

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Swig

FOUNDED: 2010 ★ APPEARANCE ON 40/40 LIST: 2019

Swig has become a bona fide reality TV star since it first appeared on QSR magazine’s 40/40 list in 2019. The brand, known for its signature “dirty sodas”—soft drinks mixed with cream and flavored syrups—has seen a surge in

brand awareness and recognition, thanks to its role in Hulu’s breakout series “The Secret Lives of Mormon Wives,” which debuted last fall. Cast members are seen indulging in Swig’s signature drinks, which have deep roots in Mormon communities, where coffee and alcohol are off-limits.

As the trend enters the mainstream spotlight, Swig is poised to capitalize on its growing popularity with plans to scale nationwide.

“The opportunity for Swig is easily as big as coffee has been for Starbucks and all of the other coffee concepts—it’s just that nobody’s done it for soft drinks yet,” says CEO Alex Dunn. “We’re still in the early innings of introducing the consumer to that kind of experience and that kind of customization.”

Founded in Utah in 2010, Swig quickly garnered a loyal following

by offering a tempting substitute for potential vices, becoming a go-to spot for those looking for a unique indulgence. A key moment came in 2017 when Savory Fund acquired a majority stake in the business. This partnership enabled Swig to expand methodically, growing its footprint to 40 locations within five years.

The Larry H. Miller Company (lhm) took a majority ownership position in 2022 through a significant investment, with Savory Fund remaining an equity and operational partner. Dunn, a managing partner at LHM, stepped in as CEO last year.

The response was immediate when Swig launched its franchising program in early 2023. In just two months, the chain sold 400 franchise units across 15 states, with the first franchised locations opening later that year. Since then, the brand has focused on building a robust franchise infrastructure to ensure consistent operations and a strong customer experience as it expands into new markets.

Swig kicked off 2024 with 61 stores spread across six states: Utah, Arizona, Texas, Idaho, Oklahoma, and Arkansas. It added eight states last year, including Kansas, Tennessee, Indiana, Florida, Missouri, Kentucky, Nevada, and Georgia. Now, it is entering 2025 with just over 100 locations, roughly half of which are corporate-owned and half of which are franchised. Unit growth in 2025 is expected to follow a similar trajectory to 2024.

Looking further ahead, Dunn has a goal to open 1,000 new stores over the next six to seven years. Franchising will be key to this growth, with Swig’s name recognition and brand visibility far outpacing its current unit count.

“We’re punching way above our weight in terms of brand awareness,” Dunn says. “That’s a pretty enviable position to be in. Most of the time, you’re trying to create that awareness so your brand can grow.”

Founded on Hawaii’s Big Island in 1989, the company has built a loyal following with its premium Hawaiian brews “with a kick.” Franchising took off in 1995, but the brand struggled after the 2008 recession due to weak leadership and franchisee support, says CEO Scott Snyder.

Snyder, who began consulting for the brand in 2017, saw untapped potential in its bold name and quality product. Two years later, he led its acquisition by Royal Aloha Coffee Company.

Bad Ass Coffee underwent a full-scale transformation under the new ownership, modernizing its logo, store designs, and packaging to highlight its Hawaiian roots. Investments in marketing, operations, and technology aimed to boost franchisee profitability, while a partnership with Denver-based Food & Drink Resources brought fresh, Hawaiian-inspired items to the menu.

The chain returned to unit growth in 2022, opening six new locations, an achievement it repeated in 2023. It entered 2024 with 33 units and added eight more throughout the year. A partnership with Red Advocacy proved pivotal to that growth, helping the company secure prime real estate in a competitive market, enhance site evaluations and construction processes, and streamline the transition from franchise sales to store openings.

"Their key contribution was in identifying and securing viable sites early in the process,” Snyder says. “This partnership, along with the launch of our first-ever back-office system and a revamped franchisee onboarding curriculum, has enabled us to forecast store growth with greater precision. We’ve also

ALEX DUNN

Bad Ass Coffee of Hawaii

equipped our new franchisees with stronger tools and technology to ensure their success from day one.”

Bad Ass Coffee hosted its inaugural franchise convention in October 2024.

Snyder says this milestone, with over 150 attendees, exhibitors, and speakers, allowed franchisees to “finally put faces to the voices they’ve heard over countless conference calls.”

Looking ahead, the company plans to launch a new customer loyalty and online ordering platform this year, complete with advanced targeting and marketing data capabilities. It also will continue growing its menu and innovating with its retail coffee offerings, introducing new SKUs, packaging, and consumable formats.

With a strengthened franchise system and streamlined real estate

process, Snyder says Bad Ass Coffee is preparing for a breakout year in 2025. Over 20 new store openings are already in progress, with a continued focus on the Southeast, Central East Coast, Texas, and Southwest regions. A late-year agreement to open a store in a Wisconsin travel center marked an important step into nontraditional spaces, hinting at broader growth opportunities ahead. A national presence is the overall objective.

“The future is full of exciting possibilities,” Snyder says. “We’ve made significant investments in our infrastructure, training, and development to support the opening of hundreds of new stores in the coming years. The momentum we built in 2024—especially in terms of new systems, training content, and upcoming technology—sets us up for even more growth in 2025.”

/ BY SAM DANLEY

Where are the Value Wars Headed?

Budget-friendly prices are par t of the equation, but they’re not the only measure of value that matters.

While some brands have found success driving traffic with deep discounting, promotions, and fresh, value meal offers, it’s difficult to parse out just how much the so-called “value wars” have moved the needle when it comes to the widespread perception that fast food has become too expensive.

Consumer confidence in the overall economy plummeted in the first few months of 2024 and was in free fall through May, according to data from Civic Science. Since then, it’s been on a slow but steady upward climb. Sentiment around quick-service menu prices followed a similar trajectory, with interest in value menu items and concerns over higher prices peaking last spring before moderating throughout the back half of the year.

“That’s partly because a lot of value menu offers came into the market in the second quarter, and it helped to neutralize against that consumer confidence,” says John Dick, founder and CEO of Civic Science. “We’ve also seen some moderation in people who say they will steer clear of or not buy an item because of higher prices. But the truth of the matter is that the industry moved too slowly, so by the time they got to market with all of these deals and promotions, consumer economic confidence was already starting to improve overall.”

Looking ahead in 2025, lower-income consumers are still feeling a significant amount of financial strain. The value wars are likely to continue until those customers return in larger numbers. And while budgetfriendly price points are a key part of the equation, they’re hardly the only measure of value that matters.

When Civic Science asks consumers what’s most important to them when choosing which QSR to visit, the top answer, by far, is menu options and ingredients. A low price typically comes in at a distant second alongside atmosphere and experience.

“That hasn’t changed much throughout all the ups and downs of the economy,” Dick says. “What that tells us is that the consumer calculation of value isn’t just about saving money. It’s about what they’re getting for their money.”

Brands that are only winning on price could find themselves stuck in a cyclical game or an unsustainable race to the bottom, he adds.

“Maybe in the short term you’ve picked up a couple of dollars, but there doesn’t seem to be a whole lot of evidence that visits have increased appreciably as a result of these promotions,” Dick says. “I think these value menu wars have not had the impact that people expected them to have, or that they would’ve had in prior cycles because it’s a different world post-pandemic. The consumer is rewired in what they prioritize and how they spend their money in ways that we’ve never seen before.”

Economists could confidently predict that rising gas prices would immediately lead to a drop in restaurant spending a few years ago, he explains. Historically, dining out was one of the first discretionary expenses to be scaled back when other costs climbed.

“We’re not seeing that as dramatically in this wave as we might’ve seen in years past,” Dick says. “That’s a function of a much larger macro trend that came out of the pandemic. We say that consumers are still dealing with some level of post-pandemic stress disorder, where we’ve watched the conscious or subconscious value of emotional wellbeing drive consumer decision-making in ways that it almost never did before.”

Dick believes restaurants benefited from this shift coming out of the pandemic. Splurging on a beverage or enjoying a favorite meal is increasingly seen as a form of self-care, a growing priority in the post-COVID world. So, in the early days of the inflationary climate, quick-serves saw higher check sizes from lower-income consumers who were trading down from casual dining, seeking to stretch their dollars while still preserving their ability to spend at restaurants. But the tide turned in 2024 after years of steady price hikes. Traffic challenges mounted as diners reached a breaking point. The industry responded with an aggressive value push, rolling out deals and discounts to win back those wallet-conscious guests.

Casual-dining brands hopped in the ring, too. Chili’s directly targeted fast-food rivals through its $10.99 “3 for Me” combo, while brands like Applebee’s and Buffalo Wild Wings leaned on budget-friendly limited-time offers like 50-cent boneless wings and all-you-can-eat deals.

Research from data firm YouGov found that the gulf in value perception between quick service and casual dining flipped last year. By the time October rolled around, casual dining had a value perception rating of 7.8 out of 10, while fast food hovered at just over 5.

Dick says casual dining likely owes this edge to delivering a broader definition of value. Sit-down restaurants offer a more immersive experience, larger portions, and the appeal of alcohol service—all at prices that haven’t risen as sharply as fast food. Those factors may make the category feel like a better bang for the buck to today’s value-conscious diners.

“The lesson to be learned there for QSR is to think about how you capture that same kind of experiential benefit for the consumer,” Dick says. “It’s not enough to just lower the prices. It’s about providing an experience.”

Jill Adams, CMO of El Pollo Loco, says the chain delivered healthy comps in the first half of 2024, when many quick-serves reported softer sales and traffic, by leaning into what it sees as differentiators: bold flavors, fresh ingredients, and customization.

“We think about value in three channels,” she says. “What are we doing from a price point and promotion perspective? How do we leverage our local rewards program? And then what does everyday value look like if you’re coming in and not necessarily taking advantage of a price point promotion or a rewards offer? At the end of the day, it’s just got to be really great food.”

That’s not to say El Pollo Loco hasn’t joined the value wars. Last year, it launched several strategic promotions, including $9.99 Fire-Grilled Burritos, $5 Pollo Bowls, and two tacos for $5 on Tuesdays. But it’s also tapped into its existing menu to deliver on the value guests are seeking. The chain has been selling a significant number of family meals that serve a whole group for around $7 to $8 per person over the past year.

“That’s been a really interesting opportunity because it’s a flagship product that’s been on our menu since our inception. It’s an incredible value, but it’s not a special promotion.”

“That’s been a really interesting opportunity because it’s a flagship product that’s been on our menu since our inception,” Adams says. “It’s an incredible value, but it’s not a special promotion.”

El Pollo Loco recognizes that the consumer is still under continued economic pressure and that the industry has become even more competitive with value offers at even lower prices, and it has a strong marketing calendar lined up for 2025 that will focus on both value and innovation, she adds. The latter has been just as impactful for the brand as price-centric messaging.

“I certainly think product innovation, which we had a lot of last year and will continue to have this year, is another way to bring in that great value—unique flavors that you can’t get anywhere else, unique forms that you can’t get anywhere else,” Adams says. “That’s why we say value is not just price. It’s a whole equation about what you’re getting for what you paid. And that price doesn’t necessarily have to be $5 or $7.”

There’s as much to be learned from brands that have opted out of the value wars

altogether as there is from those that have entered the fray.

Take Port of Subs as an example. President Healey Mendicino says the team noticed the price war unfolding both across quick service and within the brand’s specific segment last year. In response, the team held a strategy session to determine what value really means.

“ We chose specifically not to engage in a price war. We didn’t think that was best for our brand.”

“We chose specifically not to engage in a price war,” she says. “We didn’t think that was best for our brand. Our product is high quality, our customers are fiercely loyal, and what we chose to do instead was focus on value add-ons—what else can we deliver for that value rather than just a price cut?”

Mendicino notes that Port of Subs doesn’t believe in deep discounting for core products, as it minimizes their value to the customer base.

“We’ve done a $2 combo add-on, a $3 combo add-on,” she says. “We try to add more as opposed to cutting our cost, and it’s been very successful for us.”

Dutch Bros outperformed the industry last year by eschewing deep discounts, thanks to a strong digital push and its ongoing emphasis on fast and friendly service at the drive-thru. CEO Christine Barone explains that this focus provides guests with a unique type of value—one that builds frequency and fosters connections with loyal customers.

“A lot of it is actually what we’re doing every day at the window,” she says. “We’re providing awesome drinks with really, really great service, and with speed. That’s actually really where it starts. And then specifically, if we think about promotions and value, a lot of that is through our Dutch Rewards program—really understanding what our customers want from that program and what types of value they like to respond to.”

Loyalty programs and digital experiences are increasingly vital for brands, allowing them to better understand consumers, offer per-

“ We’re providing awesome drinks with really, really great service, and with speed. That’s actually really where it starts.”

sonalized offerings, and maintain direct relationships with guests. These tools are also becoming essential for deal-seeking guests, providing them with targeted promotions and exclusive offers.

“Not every restaurant can participate in the value wars,” says Noah Glass, founder and CEO of restaurant technology company Olo. “I would argue that it’s dangerous for all restaurants to do it because it resets what guests think the restaurant is worth and what a visit should cost. It’s very harmful.”

As the value wars continue unfolding, Olo is focusing on how technology can remove friction for the guest and level up the value proposition on the convenience front.

“I’ve been fascinated most recently to watch kiosks inside of restaurants and how they’re leading to really delightful guest experiences where guests, despite the economy that we’re all facing, are spending more than they otherwise would,” Glass says.

Catering has also become a major area of focus for quick-service brands, providing a key avenue to navigate a challenging consumer environment without relying on aggressive discounting.

“Seeing brands of all sizes launch catering as a whole new source of demand, that’s really been another bright spot of how you tap into new audiences to drive sales, even in this economy, without having to erode the value proposition of the brand and do things that are beneficial in the near term but harmful in the long term,” Glass says.

Sam Danley is the associate editor of QSR. He can be reached at sdanley@wthwmedia.com

Italian machine builders are set to showcase their cutting-edge ‘Breaking Necks’ solutions and technologies

Italian machine builders are the key to unlocking your strategic business potential.

How are end users leveraging Italian machinery to advance their operational goals and address significant industry trends? Machines Italia’s Spring 2025 and Summer 2025 issues will explore key trends across various sectors utilizing Italian machinery, including advancements in automation, environmental sustainability, AI, robotics, 3D printing, machine learning, and the increasing demand for flexible and adaptable machinery. For more details, visit machinesitalia.org

A Legacy Coffee Brand Goes Big

The chain eyes 250 stores in the next five years.

BY BEN COLEY

For nearly 40 years, has been a staple for coffee lovers who crave not just caffeine but quality—a cup made from beans roasted fresh daily. Now, the brand is set to take that intimate, local coffeehouse experience to a broader stage, with plans to expand by 250 stores over the next five years.

The task will be significant. Between 2021 and 2024, the company’s unit count dropped by nine, from 63 to 52 shops. The chain now sits at 48 locations across six states, according to its website.

Brand president Scott Harvey calls the strategy “ambitious, yet attainable,” and he attributes that belief to the company’s scalable franchise model and its strong support network.

The chain is focusing on expansion along the I-35 corridor, starting from Minnesota and extending into high-demand states such as Iowa, Texas, and Oklahoma.

“These areas present strong opportunities for premium coffee, aligning perfectly with our growth objectives. By upholding our core values and evolving with consumer preferences, we’re confident in our ability to expand to 250 locations, bringing high-quality coffee experiences to more communities and fulfilling our vision of

national growth,” Harvey says.

When selecting sites for its drive-thru shops, Dunn Brothers prioritizes several factors, such as high vehicle traffic, proximity to major roads, and demand in underserved markets, specifically suburban and commuter-heavy regions.

Harvey says Dunn Brothers’ drive-thruonly prototype is compelling to franchisees because of its lower overhead costs, reduced space requirements, simplified staffing needs, and quick setup times that allow faster market entry.

“By focusing on this format, we not only cater to the needs of busy customers but also capitalize on market trends, positioning Dunn Brothers Coffee for sustainable growth and success in an evolving coffee landscape,” Harvey says. “In essence, the drive-thru-only model is more than just a shift in operations; it’s a strategic alignment with customer needs and market dynamics, ensuring that Dunn Brothers Coffee remains relevant and poised for a bright future.”

Franchisee partnerships are at the heart of Dunn Brothers’ growth, Harvey says. The company takes a deliberate approach to selecting the right partners.

“We prioritize franchisees’ unwavering commitment to quality, their understanding of the local market, and their passion for the coffee experience,” the executive says. “Rigorous training and ongoing support ensure alignment with the brand’s values, fostering strong relationships that empower franchisees to succeed while enhancing the overall integrity of the brand.”

The increased footprint means exposure to more customers, and the brand plans to convert new guests into frequent users in multiple ways, including menu innovation. Harvey emphasizes the importance of keeping offerings fresh and engaging, like the Dunn Dirty’s soda collection and the seasonal Pumpkin Palooza lineup. The fall-themed menu featured pumpkin lattes, cold brews, and baked goods made with top-quality ingredients.

This year, the brand expanded its holiday offerings with beverages like the Brown Sugar Oat Nog Latte and Candy Cane Mocha, alongside baked treats, such as the Sprinkle Sugar Cookie and Butter Rum Muffin.

Technology is another crucial piece. The company uses advanced POS systems and mobile ordering platforms to

Dunn Brothers Coffee has nearly 50 locations in the U.S.

products, such as authentic Japanese rice, are prepared through a semi-automated process that churns it out fresh. There is also little to no prep in the back of house. “We’re not cooking anything," Hooper says. "We’re just portioning and assembling and delivering the product to the table. The customer is actually using the hot plate to cook it themselves.”

Another selling point is the experience, with sizzling plates brought to customers’ tables. Many restaurants use a similar concept, but Pepper Lunch’s price point matches a typical fast-casual meal rather than a higher-end Korean barbecue or Japanese yakiniku spot. Hooper estimates the average cost for a meal is $17.50.

“Experiential for the customer is huge. They come in, they see it, they hear the sizzle, they see the steam, they get to smell the aromas,” Hooper says. “Then they get to control how they cook it. Do they mix some things together? Do they mix it all together?”

Pepper Lunch offers six sauce flavors. The protein options include kimchi beef, chicken, tofu, shrimp, and salmon, all served with rice. The customer can also opt for a side of teriyaki sauce and vegetables to complete their protein or a variety of Angus steaks, all cooked at the consumer’s tableside. Hooper encourages diners to “sizzle it their way and make it what you want!”

The brand continues to grow, not just in the North American market, but in the Middle East and South America, which will take several years to launch. “This is a growing brand that’s picking up steam, and it’s going to have exponential, compounding growth over the next 10 years,” Hooper says.

The concept has 70 stores under active development nationally, 30 of them in Southern California. The chain’s average franchisee or franchising group has 10 stores apiece, all at various points in the restaurant pipeline. Upcoming locations are in Irvine, California; an on-campus spot in Tempe, Arizona at Arizona State University; an outdoor food hall spot in Salt Lake City; and St. Petersberg, Florida. Hawaii, Florida, and Southern California will soon get more expansions in the coming year, Hooper says.

opportunity we have to serve others is very powerful,” Malek says. “As we grow, I’m spending more of my time out in the field, touring stores and talking to people. We’re intentional about setting up lots of communication channels and being diligent about potential challenges. We openly shine a light on our mistakes and celebrate the lessons we get from them. [The team] understands how impactful every decision is in the dayto-day, especially on the frontline.”

Corporate social responsibility is woven into Salt & Straw’s operations. Malek doesn’t see it as an afterthought or a donation but as part of the company’s DNA. About 70 percent of the brand’s products are sourced from first-generation Black, Indigenous, and People of Color farmers. Salt & Straw also champions initiatives to combat food waste and childhood hunger and has partnered with (RED) to raise awareness for global health crises.

“We think of corporate social responsibility as part of our daily operations,” Malek says. “We look for ways to ensure that we’re making conscious decisions that have a positive impact on the world. It’s unbelievable when people talk about having trouble attracting a workforce. You have to start with having a company that stands for more than the almighty dollar.”

Looking ahead, Malek is gearing up for an exciting collaboration with Taco Bell to relaunch what she calls “the world’s firstever, actually crispy, choco-taco.” The two brands plan to bring this product to the masses this summer.

Last December, Malek rang the bell on Wall Street, marking a milestone moment for her journey.

From risking it all to building a thriving brand, she took time to reflect on how far she’s come.

“I spent most of my life traveling in a corporate job, wanting to stop and have my own business. I was standing there [ringing the bell] and thinking about how unbelievable this all is,” Malek says. “There aren’t many places in the world right now that feel transformative and offer this beautiful experience where you can put your phone down and talk about interesting and unexpected ice cream flavors. Ice cream won’t solve all of your problems … but it’s a great start.”

streamline service and reduce wait times, while customer data analytics help it personalize offerings and improve guest loyalty. Under VP of marketing Alexis Gillette, the chain has implemented tech-driven initiatives to attract a new generation of coffee guests while preserving the brand’s ethos.

In concert with this technology, Dunn Brothers fosters personal, human-to-human connections with its consumers. The brand makes it a point to remember customers’ names, their orders, and important moments in their lives that they may share.

“This personalized approach empowers our franchise owners to cultivate meaningful relationships with their customers and communities—an engagement level that no app or kiosk can replicate,” Harvey says.

Dunn Brothers is powered by Gala Capital Partners, which acquired the concept in July 2022. The private equity firm also owns Cicis Pizza and MOOYAH.

Harvey says being part of Gala Capital’s network has been instrumental in shaping Dunn Brothers’ growth and operational strategy.

A cornerstone of the partnership is the shared services model, which offers a suite of resources that operate across various brands to achieve economies of scale, according to Harvey. Some notable support functions include marketing, supply chain management, training, and technology integration. By centralizing these services, Dunn Brothers can streamline processes and reduce overhead costs, allowing it to focus more intently on core competencies and customer engagement.

The shared services model also facilitates collaboration and knowledge sharing among brands within the Gala Capital portfolio.

For instance, successful marketing campaigns can be adapted and tailored to fit the unique needs of Dunn Brothers, maximizing outreach and brand visibility. Similarly, best practices in supply chain management, such as vendor consolidation and inventory optimization, enable it to enhance its procurement strategies and reduce waste, Harvey says. Additionally, training programs can be leveraged to boost staff development and create consistency in service quality across locations.

Ben Coley is the editor of QSR. He can be reached at bcoley@ wtwhmedia.com

Satyne Doner is a staff writer for QSR. She can be reached at sdoner@ wthwmedia.com

Cut Turnover At No Extra Cost

Discover how role-model companies reduce employee turnover without increasing costs by fostering an environment that sets employees up for success.

BY DAVID MCCLASKEY AND BILLY SCHAEFER

QSRs we work with list employee turnover as a major concern which drives up their operational costs and cuts into their revenue. However, there are companies who have figured out how to reduce turnover without increasing their costs. They are able to enjoy higher revenue because their employees stay longer. Companies that have sustained low levels of turnover are equally careful about who they hire (front door) as they are careful to create an environment that retains their rockstar employees (back door). The techniques we teach and share are based on what companies that are role models actually do to achieve sustained, low levels of employee turnover. These role model companies not only have sustained low levels of turnover but they are able to do this without paying their employees more than their competitors. Another way to say this is that employees at our role-model companies stay twice as long with little to no economic incentive.

How do they do it? In addition to guarding the front door, they create a work environment in which employees want to stay. In other words, they also guard the back door. Companies implement these low cost, proven practices that create a work environment that promotes retention around three points:

1. Before the work occurs

2. During when the work is performed

3. After the work is executed

Before the work occurs

It's important to train employees for 100 percent execution.

Companies reduce their turnover before the work occurs by:

• Hiring the right candidates

• Setting their employees up for 100 percent success

Two key practices that role-model companies use to hire the right candidates are:

1. Hire for fit

2. Ensure the compensation package is at least equal to competitors.

Three actions companies do to ensure their employees are set up for 100 percent success prior to the start of their work are:

1. Train their employees for 100 percent execution

2. Design and write processes for 100 percent execution

3. Establish and communicate clear and specific job expectations and requirements that all employees will be held 100 percent accountable

Of the 5,000 service managers, directors of operations, and owners, we have surveyed, most don’t train their employees to 100 percent. We have found that on average, employees are trained to 75 percent. This means that an employee can only do 75 percent of the steps precisely as written after training. That means 25 percent of the steps are therefore done incorrectly, which causes your products and services to not meet your brand standard. You cannot get 100 percent execution with 75 percent training. You can only achieve 100 percent execution with 100 percent training. This is why the first action is to train employees to 100 percent execution. The second action is designing and writing processes for 100 percent execution. Of the 5,000 leader survey we conducted, we found that most companies do not have their processes written to 100 percent execution. Most companies do not

know how to write their process to 100 percent execution.

The third action is to eliminate misunderstandings by establishing and communicating clear and specific job expectations and requirements that all employees will be held 100 percent accountable.

During work performance

This is where you create a work environment where employees choose to perform work at 100 percent by precisely following the approved process. To reduce the frustrations employees experience while doing their job, role-model companies set their employees up for success and retain them by holding everyone accountable to precisely following the process to enable 100 percent performance.

Supervisors can coach and enforce rules in a way that promotes retention or in a way that promotes excessive turnover. The key to coaching that creates the right environment for retention is to deliver equal amounts of positive and corrective coaching while never walking by a situation without comment that requires corrective coaching. The key to enforcing rules is to do it consistently and fairly. Inconsistent enforcement causes an environment that drives up turnover. And finally, supervisors must treat everyone with respect.

After the work is executed

Companies promote retention by providing both positive and negative consequences after the work is completed. Positive consequences include identifying and recognizing employees who successfully comply 100 percent with the job expectations and requirements that were outlined prior to the work getting performed. Recognition can be sincere compliments as well as increases in responsibilities and pay. Negative consequences include identifying those employees who are not meeting the job expectations or requirements which in turn their supervisor continually puts them on progressive discipline or a performance improvement plan. Supervisors who have employees on progressive discipline or performance improvement plans must work with their underperforming employees, coaching them on how to meet their job expectations and requirements.

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AROMA JOE’S:

The Right Fit for a Food Franchisee Looking to Diversify

Seeking entrepreneurs with a passion for positivity.

IN 2000, FOUR COUSINSTWO SETS OF BROTHERS

embar ked on a mission to bring exceptional coffee and a positive customer experience to New England. Even then, they had a passion for positivity—and the Aroma Joe’s brand was born.

Aroma Joe’s is one of the nation’s leading handcrafted beverage franchises offering coffee and espresso drinks, signature flavor infusions, all-day food options, and signature AJ’s RUSH® Energy Drinks that have resonated with a new generation seeking their daily energy in new and unique libations.

Aroma Joe’s goal remains to serve each customer a great product with care and enthusiasm and positively impact each community. With 115 stores now open, the brand is expanding throughout existing and new markets with multiunit franchise opportunities. Advantages include a low initial franchise fee compared to other coffee business opportunities, varying build-out options, proven community engagement tactics, and an ethos based on positively impacting people. Aroma Joe’s provides a cost-effective franchise opportunity with an estimated initial investment that starts at under $600,000, including the $25,000 franchise fee.

“Our current focus is existing market growth—given the strong demand—with additional expansion efforts in new markets,” says Dave Tucci, president and chief operating officer. “Aroma Joe’s success is due largely to our franchisees’ passion for positively impacting their customers and their communities. All we bring is a simple, proven, scalable model, a powerhouse support team, and the playbook for operational excellence, product innovation, strategic marketing expertise, purchasing power, ongoing training, and a few other benefits as well. Our small footprint and uncomplicated operational model also make Aroma Joe’s a great option for current restaurant owners or franchisees in the food

and beverage space looking to diversify or expand their existing portfolio.”

Why coffee? The U.S. coffee shop market is projected for steady growth, exceeding 41,300 outlets by year’s end. This trend is expected to continue, reaching an estimated 45,200 coffee shops by September 2028. Aroma Joe’s focuses on the U.S. consumer’s desire for specialty coffee. With a projected market size exceeding $52.4 billion in the next 12 months according to World Coffee Portal and Toast POS, Aroma Joe’s positions franchisees to capitalize on this trend. And cold brew continues its reign, with a reported 8 percent increase in daily consumption by U.S. coffee shop patrons. Aroma Joe’s offers a variety of delicious cold brew and energy drink options that have gained a cult-like reputation.

Due to the ongoing and heightened brand interest, franchise development leader Erica Tarnowski was hired in 2023 to help take Aroma Joe’s into its next phase of strategic growth. “Joining a brand with such strong momentum built by a passionate, caring team of people driven by an unwavering commitment to excellence has been incredible. I’m excited about the opportunity to capitalize on this momentum while continuing to promote sustainable growth with the right franchisees, in the right markets, at the right time.” RF

Prime Franchise Opportunity in the $41.3 Billion Pizza Industry

PIZZA HAS ALWAYS BEEN A BELOVED STAPLE in American culture, and its popularity continues to grow. According to a recent survey by Mintelmore, more than 93 percent of consumers order pizza at least once a month. This popularity has increased consumer spending in the quick-service restaurant pizza category to $41.3 billion in 2023, according to Statista.

Responding to the dynamic growth of the pizza industry, Cicis Pizza is actively expanding its footprint nationwide. Since its first opening in 1985 in Plano, Texas, Cicis has been synonymous with all-you-can-eat pizza, pasta, salad, and dessert. With over 270 locations across 23 states, Cicis continues to provide memorable dining experiences for friends and families, cementing its status as an iconic brand in the pizza buffet category.

$694,965$1,019,140

Cicis Pizza is a great franchise opportunity for potential owners with a strong ROI and multiple revenue streams. “With its all-you-can-eat model, game rooms, and value-driven promotions, Cicis equips franchisees with multiple strategies to attract and retain customers, ensuring consistent income and growth potential,” says Jack Hall, franchise sales manager for Cicis Pizza.

Offering comprehensive support to its franchisees, Cicis provides initial training, marketing support, ongoing operational assistance, and access to a dedicated franchise support team. “This ensures that franchisees are well-equipped to run their business efficiently and effectively, maximizing their potential for success,” Hall says.

The brand differentiates itself from its competitors through innovative menu offerings and partnerships with household names like Oreo® and Kellanova. “Recent fan favorites include the massive Piezilla, a 64-slice pizza, and the Chicken and Eggo® Waffles Pizza,” Hall says.

By continuously innovating its menu, Cicis Pizza has adapted to changing market trends and consumer preferences. It has enhanced its digital

presence and created a modern, inviting atmosphere in its restaurants. “Cicis is enhancing customer experiences with the pilot launch of Cicis Listens, a feedback platform accessible via QR code on carryout boxes and dining tables, allowing guests to easily share their thoughts and help us provide the best guest experiences,” Hall says.

Cicis current franchise locations have experienced a lot of success.

For example, Frank and Judy Rogers have owned Cicis franchise locations since 1990 and have signed a 6-unit agreement for new locations in Texas. “Their journey exemplifies the family-oriented values that Cicis represents,” Hall says. “Additionally, involving their two children as area managers, the Rogers family is building a legacy that spans generations.”

As for future growth and expansion, Cicis is continuing its strategic reach into thriving markets such as Atlanta, Georgia, Dallas/Fort Worth, Texas Richmond, Virginia, and other regions across the country. “Cicis invites new franchise owners to join its thriving ‘eatertainment’ buffet concept, which combines our beloved all-you-can-eat pizza buffet with game rooms, setting us apart in the industry. Our model continues to flourish by offering a vibrant and interactive dining experience that appeals to families and friends throughout communities,” Hall says. -By

Abby Winterburn RF

THE CICIS OF THE FUTURE IS HERE

Cicis Pizza is uniquely positioned for success! For 40 years, we have remained TBPVA™ The Best Pizza Value Anywhere, providing our guests a highquality, all-you-can-eat pizza, pasta, salad and dessert buffet for a low price and endless fun in our game rooms.

COMPREHENSIVE SUPPORT

Cicis offers comprehensive training, real estate expertise, construction assistance, a franchise business consultant and marketing support.

ESTABLISHED DISTRIBUTION

National distribution company is in place to provide the best market value on all goods and equipment for operating your restaurant.

GAME CHANGING REVENUE

As a key revenue driver, Cicis franchisees often add a game room to their restaurants. Three different game room options vary in size, each offering strong ROI.

“This

Creating a ExperienceDifferentiated in the Competitive Fast Casual Space

Fuzzy’s Taco Shop’s distinctive concept and approach is fueling expansion opportunities nationwide.

IN A CROWDED FASTCASUAL DINING LANDSCAPE, STAND ing out is no easy feat. Beyond a quick bite, guests are more intrigued to seek out memorable dining experiences that combine great food, a vibrant atmosphere, and a brand they can connect with. For Fuzzy’s Taco Shop, these elements have always been at the core of its differentiation. From the brand’s fresh flavors to its relaxed, fun-loving vibe, Fuzzy’s continues to carve out a unique space in the fast-casual market. The brand’s nationwide expansion highlights its strong franchise system and has demonstrated significant investment potential for growing franchisee groups.

occasion, from casual lunches to happy hours and late-night gatherings. This ability to combine high-quality food with an inviting atmosphere has helped Fuzzy’s strike the right balance between fast-casual convenience and a memorable dining experience.

Fuzzy’s unique brand culture and fun, laid-back vibe distinguish the brand from other dining experiences. With its colorful and locally inspired décor, Fuzzy’s creates an experience that feels casual, exciting, and full of personality. For guests, Fuzzy’s is more than a meal, it’s a destination to gather and enjoy quality time rather than settling for a quick bite. This atmosphere resonates deeply with a wide range of demographics who value dining experiences that reflect their lifestyle.

Fuzzy’s differentiated concept is not only good for guests, but it’s great for business. The brands’ flexible restaurant formats allow franchisees to capitalize on opportunities in urban, suburban, and nontraditional spaces alike. With the brand’s focus on operational simplicity and strong support systems, franchisees are equipped with the tools and resources to navigate an increasingly competitive market. Brian Bogert, a franchisee in Oklahoma with over a decade of experience owning and operating Fuzzy’s restaurants, has benefitted from these advantages and has witnessed firsthand the strong returns.

Guests aren’t just visiting their local Fuzzy’s for ordinary tacos, they’re coming for dishes that deliver a punch of flavor with every bite. This dedication to menu innovation sets the brand apart from competitors as its restaurants offer unique items that keep guests engaged and attract newcomers.

Fuzzy’s bar program also plays a huge role in the brand’s appeal. With its famous margaritas, Fuzzy’s creates a destination perfect for any

“I think the margins at Fuzzy’s for fast casual are better than a lot of the other concepts out there,” Bogert says. “I mean, it’s provided myself and my partner’s livelihood for 14 years. This is a simple equation.”

As the fast-casual industry continues to evolve, Fuzzy’s Taco Shop remains ahead of the curve by staying true to its core differentiators: fresh food, a vibrant culture, and a destination experience that guests can’t find anywhere else. For franchisees looking to invest in a concept that stands out, Fuzzy’s Taco Shop delivers the perfect blend of flavor, fun, and opportunity. RF

Fuzzy’s Taco Shop, the taco-led fast casual restaurant is sweeping the nation, seeking driven multi-unit owners who want to bring flavorful tacos, famous margs and fun times to markets across the United States.

Why Consider Fuzzy’s Taco Shop Franchise

• Fresh Flavors and Good Vibes

• Unique Signature Tacos

• Four Dayparts – Breakfast, Lunch, Happy Hour, Dinner

• Flexible Prototypes – Traditional Taco Shop and Taqueria

Golden Corral’s Variety of Growth Options Add Value to Franchising

AMERICA’S LARGEST ALLYOUCANEAT BUFFET

CONCEPT IS ON an ambitious journey to expand its footprint, tapping into the growing demand for family-friendly value dining. For over 50 years, Golden Corral has evolved to meet the changing preferences of its guests while staying true to its values of delivering variety, value, and a welcoming environment.

At the heart of this expansion is Golden Corral’s commitment to supporting franchisees with a time-tested business model. The brand offers a range of development options, including free-standing, ground-up buffets, existing restaurant conversions, and non-traditional retail spaces such as malls and endcaps. This flexibility ensures franchisees can maximize their investments and successfully develop even the most challenging markets.

Golden Corral’s real estate strategy prioritizes visibility, accessibility, and strong market demographics to attract guests seeking a familyoriented unlimited buffet experience. For mid to large-size markets, the brand seeks locations with 120,000 people within 15 minutes and 160,000 within 20 minutes, while smaller markets should serve 45,000 people within 15 minutes and 70,000 within 20 minutes. Traffic counts of at least 30,000 cars daily and proximity to retail and commercial businesses drive

14.3 percent

SALES

LOCATIONS: 350+

consistent foot traffic to new locations.

“Real estate flexibility and tailored market strategies are critical to our growth,” says David Conklin, chief development officer at Golden Corral. “We’re empowering franchisees to take advantage of diverse opportunities, whether building from the ground up or repurposing existing restaurant spaces.”

From assisting in site selection and construction to robust training programs for management and co-workers, the brand offers a clear roadmap to success. Franchisees benefit from ongoing operations and marketing support, tested operational systems, and the purchasing power of a nationwide network. They also have a voice in shaping the company’s direction through the Franchise Advisory Council, where elected representatives work with Golden Corral leadership on key initiatives.

“Our ideal franchisee is someone who shares our vision and is committed to building something special in their community,” Conklin says. “Golden Corral is more than a buffet—it’s a gathering place where families and friends come together over great food with unmatched variety and value for everyone.”

The buffet brand’s approach to franchising includes innovations in dining formats to meet the needs of today’s consumers and franchisees alike. While the brand’s buffet model remains central to its identity, it has also embraced off-premises dining as an integral part of franchisees’ sales on the restaurant level.

“We’ve worked hard to optimize our business by streamlining operations and improving kitchen efficiency,” Conklin explained. “Our focus on delivering exceptional value gives us a strong advantage and positions us for sustainable growth.” These efforts have allowed the brand to maintain competitive pricing while others in the family dining category have raised prices or reduced portion sizes.

With a clear vision and a flexible operational model, Golden Corral represents a new era of family dining. Entrepreneurs seeking to grow with a family-oriented restaurant brand will find Golden Corral’s legacy, innovation, and dedicated support team to be the foundation for long-term growth potential. RF

THE ALOHA ADVANTAGE: Hawaiian Bros’ Unique Path to Nationwide Expansion

An ‘ohana focused on quality, culture, and growth.

HAWAIIAN BROS IS MORE THAN JUST A RESTAURANT; IT’S A MOVE ment dedicated to spreading positivity through the Aloha Spirit. At the heart of its success lies a commitment to 'ohana, or family, which permeates every aspect of the business. Founded on principles of honor, inclusion, and gratitude, Hawaiian Bros treats every team member and guest with dignity and respect, celebrating diversity while embracing common ground.

and community. Whenever a new restaurant opens, Hawaiian Bros honors local first responders, medical personnel, academic staff, students, and business employees with a free plate lunch, reflecting its commitment to giving back.

Blending the speed of traditional quick-service restaurants with the quality of fast-casual dining, Hawaiian Bros’ leverages technology, including drive-thru handheld tablets and dining room kiosks to enhance the customer ordering experience with a heightened focus on speed and accuracy. An in-person tour guide welcomes guests at a kiosk for menu introductions and ordering. With a 4.7star rating from more than 330,000 customer reviews, it’s clear Hawaiian Bros’ vibe and island-inspired plates are winning with guests.

Hawaiian Bros’ menu is simple yet craveable, featuring generous portions of fresh, quality ingredients, all prepared without freezers, fryers, or microwaves—all served in 30 seconds or less. The island-inspired plate lunch concept offers a variety of juicy chicken glazed with sweet, savory, or spicy sauces or slow-roasted pork, macaroni salad, a bed of steamed white rice or vegetables, and for something sweet, the smooth and delicious tropical Dole Soft Serve®.

Since opening its first location in 2018, Hawaiian Bros has rapidly expanded to more than 60 company and franchised locations across nine states. This growth is a testament to the brand’s dedication to quality

Operational efficiencies allow us to deliver incredibly fast speed of service. Valueengineered restaurant prototype innovations include a dedicated drive-thru window for thirdparty delivery drivers. Franchisees may also develop restaurants in diverse trade areas using multiple restaurant formats, including drivethru, in-line, and endcap.

The brand’s success has not gone unnoticed. Hawaiian Bros has earned a variety of prestigious awards since its opening in 2018, including a number one spot on Ingram’s Corporate Report of the Top 100 fastest growing companies, the number seven spot on QSR Magazine’s 40/40 List of America’s Hottest Startup Fast Casuals, inclusion in Nation’s Restaurant News 100 Under 100 Emerging Restaurant Chains, a spot on Fast Casual Top 100 Movers & Shakers’ list, plus many more.

Hawaiian Bros’ strategic expansion focuses on selecting seasoned multi-unit franchisees who share its vision and values. Since March 2023, the brand has signed agreements with nine multi-unit franchisees to develop over 170 restaurants across 32 markets in 10 states. This robust expansion plan underscores Hawaiian Bros’ commitment to sustainable

and community impact. RF

• Island-inspired plates with sweet, savory and spicy options.

• Simple menu with less than 100 SKUs (6 Entrees, 5 Sides and 1 Dessert)

• No freezers, no fryers, no microwaves

• Rapidly growing, emerging concept with 60+ locations in 9 states, founded in 2018

• 30 seconds or less speed-of-service at the drive-thru windows

•Multiple ﬂexible building formats (drive thru, end cap, in-line, 2nd generation building conversions)

Now’s the Time to Hit the Grounds Running with The Human Bean

Drive-thru coffee is trending up, transaction times are trending down.

THAN EVER, TODAY’S CONSUMER demands quick and convenient beverage and food transactions.

That can be surmised from the latest data trends in the coffee and drive-thru industries. According to a new study from Placer. ai, year-over-year visits to coffee chains increased in every state from mid-2023 to the first half of 2024—to the tune of roughly 5.1 percent overall traffic growth in the U.S.

Why the growth? After the stay-at-home work during the pandemic, more employees are stepping back into coffee rituals that take place at drive thrus instead of the kitchen. Specialty flavor trends like cold brew and energy drinks are also on the rise, while customers look for affordable indulgences.

If you ask Dan Hawkins, co-founder and CEO of The Human Bean, it’s a blend of the above plus a personal touch that’s more qualitative.

“It starts with great coffee and convenience, but when you combine that with people and relationships, it’s a recipe for success,” Hawkins says. “Our support team has decades of drive-thru coffee experience. We have people who are committed to making sure customers leave happier than when they arrived, so the growth makes sense.”

As demand for coffee increases, drive thrus are getting faster, too. An annual study by Intouch Insight reports the average time spent in a drive-thru lane shrank by 29 seconds in 2023. Even though it translates to less contact time with customers, Hawkins says speed and a personal connection can go hand in hand.

“We’ve updated our menuboards and processes so that ordering moves faster, and our guests are left with more time to make a human connection,” Hawkins says. “While we continue to lower transaction times, which results in improved throughput, we remain passionate about

providing that special moment our guests have come to love. It all begins and ends with quality beverages and food items, but the engaging personal experience is a large component of compelling our customer’s return visits. It’s a balance we’ve perfected over 26 years.”

The chain, headquartered in Medford, OR, operates in 23 states, and that number continues to grow. With over 260 stores open or in development, available markets are closing. Counties in Oregon, Ohio, Texas, and Colorado are already making the list of now-unavailable territories, ensuring current owners and operators can capitalize on their investments.

“It seems that the world is turning in terms of convenience and treating yourself, and we’re going to be in the right spot for a long time,” says Scott Anderson, The Human Bean COO.

The coffee industry at large would appear to agree. With 67 percent of adults reporting having a coffee in the last day, taking a shot on the coffee-convenience model means investing in a product that’s not likely to go out of style anytime soon.

“When hundreds of stores turn into thousands,” Anderson says, “we’ll still be treating people like kind Human Beans.” RF

Leading the Robust Petcare Category With the Pinnacle of Quality and Strong ROI

An exquisite customer experience gives a clear choice for consumers and investors!

and profit. The growing demand for high-end pet services, combined with the franchise’s proven track record, presents an exciting opportunity to tap into a lucrative market. With a strong emphasis on quality and customer satisfaction, K9 Resorts franchises are well-positioned to deliver impressive returns on investment.

Founded by Steven and Jason Parker in 2005, they continue to break new operational ground but have quickly become model franchisors. Building out an industry-leading team of high-caliber executive talent, they are not only positioned to capitalize on the market opportunity for today, but continue to lead into the future.

K9 RESORTS FRANCHISE IS REDEFINING THE PREMIUM PET CARE industry, offering an unparalleled opportunity for investors seeking exceptional returns. As the quality leader in luxury boarding and daycare, K9 Resorts has positioned itself at the forefront of a rapidly growing market. Pet owners are treated to the ultimate customer service, ensuring their furry companions enjoy comfort and enjoyment beyond compare. This commitment to excellence translates into a robust business model that delivers best-in-class financial performance for franchisees.

What sets K9 Resorts apart is its unwavering dedication to becoming the category leader in the pet care space. With a highly engaged franchisor team, investors can feel confident in the support and guidance provided throughout their journey. The franchise’s focus on luxury pet care not only meets but exceeds the expectations of discerning pet owners, creating a loyal customer base and steady revenue streams.

For potential investors, K9 Resorts offers a unique blend of passion

As the $150B pet industry continues to soar, K9 Resorts Luxury Pet Hotel is primed to reach new heights as it grows its brand footprint. In 2024, the brand cemented its reputation as an industry leader with 32 secured franchise agreements, a 33 percent increase in open locations compared to last year, and a more than 10 percent increase in AUV for locations open more than one year. With a commitment to excellence, K9 Resorts continues to set the bar through unprecedented growth.

As K9 Resorts steps into its 20th anniversary year, the brand sets its sights on opening 25 new resorts and awarding more than 30 franchise licenses in 2025.

“Our 2024 growth story isn’t just about numbers, it’s about people,” says Jason Parker, co-founder and CEO of K9 Resorts. “We have welcomed an impressive roster of franchisees who come from systems like McDonald’s and Planet Fitness, which further validates the strength of our brand. These seasoned entrepreneurs understand how to build businesses that deliver exceptional experiences.”

Ready to explore this exciting opportunity in the booming pet care industry? Learn more about K9 Resorts Franchise opportunities and discover how you can be part of redefining premium pet care while achieving your financial goals. RF

"After decades of QSR ownership, it's refreshing to have plenty of room to develop a market, without the roundthe-clock challenges inherent with foodservice."

Richard Stull

Former

Simple Operating Model

170 Locations Open / Developing 20 Years of Success

Highly Experienced Executive Team

Solid Financial Backing

PHENIX SALON SUITES: A Prime Investment for Restaurant Operators Seeking PortfoliosDiversified

Restaurant operators are turning to salon suites for scalable, semi-absentee investments.

PHENIX SALON SUITES, A PIONEER IN THE SALON SUITE INDUSTRY

with 450 locations open or under development worldwide, offers a semi-absentee business model designed for entrepreneurs seeking to diversify their portfolios. This model allows franchisees to maintain their existing careers or pursue other interests while owning a business that demands limited day-to-day operations.

Phenix Salon Suites creates co-working spaces for the health, beauty, and wellness industry by providing individual suites for professionals to run their businesses. This flexible, tenant-driven model shifts the responsibility of daily operations to the professionals leasing the suites, allowing franchise owners to oversee the business on a part-time basis. For restaurant operators accustomed to managing labor-intensive establishments, this model offers a scalable, efficient that requires minimal staffing, often with just 0-1 employees.

Several members of the corporate team at Phenix bring restaurant industry experience. Philip Watson leads development at Phenix and previously worked as the director of franchise development with Tropical Smoothie Cafe. Prior to becoming the CEO and president at Phenix Salon Suites, Brian Kelley, financed and operated over 100 locations with brands such as Jersey Mikes, Blaze Pizza, and Hardee’s. Their deep understanding of the operational demands faced by restaurant operators highlights Phenix as a compelling investment opportunity.

Franchisee, Nick Stauff, is one of several restaurant operators who transitioned to Phenix Salon Suites for its semi-absentee model. “As a busy restaurant operator, I was looking for a business that would allow me to step back from daily operations while still staying involved,” Stauff says. “Phenix’s model fits perfectly with my lifestyle. I have more time to spend with my family, and I can still manage the salon suites with minimal hands-on commitment.”

Another success story comes from Aaron Kumar, who operates several restaurant franchises and brought Phenix Salon Suites to the UK. “Phenix offers a great opportunity for restaurant owners looking to diversify their investments,” Kumar says. “The model is efficient, and the demand for

beauty services is consistently strong, providing a solid foundation for success.”

Phenix Salon Suites allows beauty and wellness professionals to rent suites to operate their businesses independently. This creates a flexible work environment for stylists, estheticians, and other beauty experts while providing franchisees with steady rental income. For operators like Stauff and Kumar, this model offers an opportunity to earn revenue with minimal day-to-day involvement and staffing needs.

The company’s franchise growth speaks to its success, with many restaurant operators now choosing Phenix as a complementary addition to their business portfolios.

Phenix Salon Suites has been recognized for its growth and success, consistently ranking on Entrepreneur magazine’s Franchise 500® list, reflecting its strong performance and franchisee satisfaction. With its tenant-driven model, semi-absentee structure, and appeal to operators seeking diversification, Phenix Salon Suites continues to prove itself as a profitable, low-maintenance business opportunity with significant potential for success. RF

Slim Chickens International Approach to Balancing Global Consistency With Local Adaptation

Slim Chickens’ strategy for making Southern hospitality a global phenomenon.

FOR ANY FRANCHISE ENTERING INTERNATIONAL MARKETS, BAL ANCING global consistency and local adaptation is essential. Slim Chickens, a leader in the fast-casual better-chicken segment, has found the sweet spot. With nearly 300 opened locations worldwide and 1,200 more in development, Slim Chickens has proven that Southern hospitality can resonate across borders.

By leveraging a flexible master franchise model, the brand has extended its quality, hand-breaded chicken tenders to markets as diverse as the United Kingdom, Turkey, and Germany. This approach empowers local operators to tailor to regional tastes and cultural preferences while upholding Slim Chickens’ commitment to high standards and quality. As the global fast-casual market is expected to exceed $302.5 billion by 2028, Slim Chickens is emerging as a key player by successfully navigating the challenges of international expansion with a blend of consistency and adaptability.

Pillars

of Global Growth

At the heart of Slim Chickens’ international strategy is a commitment to

quality, authenticity, and Southern hospitality. These values drive everything from craveable menu items, such as hand-breaded chicken tenders and 14 house-made dipping sauces, to friendly service.

Maintaining these standards across international markets is no small feat. Slim Chickens ensures consistency through comprehensive training programs, operational guidelines, and support systems for franchisees. These tools empower franchise partners to replicate the brand’s core experience, whether in Berlin, Istanbul, or London, ensuring that customers worldwide enjoy the same exceptional dining experience as in Arkansas, where the brand was founded.

Consistency may be key, but Slim Chickens also recognizes that local adaptation is vital for success in international markets. In the UK, the menu features halal-certified chicken, while in Turkey, the brand aligns marketing campaigns with cultural expectations. This strategy fosters customer trust and loyalty while preserving the brand’s identity.

Shared Values, Trusted Growth

Strong franchisee partnerships who believe in the brand’s concept are central to Slim Chickens’ success. Boparan Restaurant Group (BRG), the brand’s master franchisee in the UK, exemplifies this approach. With over 60 locations established, BRG has successfully maintained Slim Chickens’ brand standards while tailoring operations to local demands. Following its UK success, the group recently signed a 50-unit development deal in Poland, often achieving multiple store openings within a single month.

Every new market represents a unique puzzle to solve. For its Istanbul airport debut, Slim Chickens carefully considered the needs of both local diners and international travelers, tailoring its operational strategies and menu items to suit diverse customers. In 2025, the brand is setting its sights on further international business, focusing on sustainable growth while honoring its Southern roots.

Setting the Standard for Global Franchising

As the fast-casual market evolves, Slim Chickens’ strategic approach positions it not just as a participant but as a leader in the global arena. With every new market, the brand reinforces its Southern roots while embracing the diverse tastes of the world—setting the stage for a bright future in the global fast-casual space. RF

How Smalls Sliders is Continuing to Redefine the Quick-Service Restaurant Industry

Innovative design and strategic growth from Smalls Sliders captivates the nation’s top restaurant franchisees.

WHEN IT COMES TO THE QUICKSERVICE RESTAURANT INDUSTRY, innovation often drives success. For Smalls Sliders, that innovation is rooted in a straightforward yet powerful idea: delivering a memorable guest experience through a hyper-focused menu and modular buildout design. Founded with a mission to perfect the cheeseburger slider, Smalls is proving that simplicity can make a big impact.

Smalls Sliders has seen impressive growth since its launch, with over 350 Cans open or under development. These instantly recognizable, brightly colored Smorange® restaurants are compact but mighty, housing state-of-the-art kitchens. Their 750-square-foot Cans are not only cost-efficient for franchisees but also designed to maximize operational

efficiency and guest convenience.

Every element of the Smalls experience is carefully considered and implemented for optimal impact—from the Can Drop events that signal the beginning of new development to the vibrant, community-centered atmosphere. By prioritizing outdoor spaces, intuitive drive-thru lanes, and walk-up windows, Smalls is able to foster a seamless and inviting guest experience that caters to convenience without sacrificing quality.

For potential franchisees, Smalls Sliders represents an attractive opportunity to enter a thriving segment of the quick-service restaurant market. The simplicity of the menu— focused on cheeseburger sliders, waffle fries, and shakes—not only appeals to consumers but also simplifies operations. This allows franchisees to deliver a high-quality product consistently while keeping overhead low. As Smalls continues its nationwide expansion, its innovative approach to quick-service restaurants is setting a new standard for what’s possible in the industry. By combining operational efficiency, bold branding, and an unwavering commitment to guest satisfaction, Smalls isn’t merely growing, it’s transforming the quickservice landscape.

For restaurant leaders and franchisees that are seeking a strategic investment, Smalls Sliders offers the perfect blend of simplicity and scalability. Smalls is well positioned to make a big impact in any market it enters— with over 30 states in the pipeline.

Smalls Sliders is led by CEO Maria Rivera, widely regarded as a trailblazer in the restaurant industry and who is now driving the brand’s dynamic growth while staying true to its roots. RF

JOIN THE HOTTEST BRAND IN THE INDUSTRY.

CURRENTLY SELLING FUTURE EXPANSION

750 SQ. FOOT UNIQUE MODULAR CAN DESIGN INTENTIONALLYSIMPLE MENU

STREAMLINED OPERATIONS WITH LOW FOOD COSTS

MULTIPLE WAYS TO ORDER: DRIVE-THRU, WALK-UP, ORDER AHEAD, AND DELIVERY

READY TO #SLIDETHRU?

SCAN TO LEARN MORE

Increase Revenue Streams With This Franchise

Low-risk industry seeks franchisees.

OPERATING A RESTAURANT REQUIRES EFFICIENT MANAGEMENT, great customer service, and adaptability. As restaurant operators know, these skills contribute to success across industries. While entering a new sector may seem intimidating, many skills overlap, making it easier for franchisees to diversify their portfolio.

Diversifying a franchise portfolio offers financial stability by providing multiple income sources and reduces risk. As shown in the past few years, industries are affected differently by economic cycles. While restaurants may face challenges during downturns, essential services like oil changes tend to remain stable.

exist at Valvoline Instant Oil Change. With an average guest ticket around $100 at company-operated stores and over 50 customer visits per day, our model is attractive to potential franchisees.”

The automotive preventive maintenance industry also offers consis-

With historical system-wide same-store sales growth, Valvoline Instant Oil ChangeSM continues to expand its franchise community with a proven model. “We have a tenured and well-capitalized franchise base that truly shares our people-first culture,” says Dave Erdmann, Director of Franchise Support. “We’re proud of our franchisees and see a great opportunity for growth-focused leaders who operate multi-unit businesses to join our success.”

Quick-service restaurants and automotive franchises thrive with a business model focusing on efficiency and customer satisfaction. “If a multi-unit quick-service restaurant operator who understands retail fundamentals considers our system, we believe they can find significant synergies and be successful,” says Adam Worsham, chief franchising officer.

Restaurant operators face challenges like food spoilage. “In our model, the products we offer don’t expire,” Erdmann says. “Food waste doesn’t

tent demand with shorter operating hours and fewer employees than restaurants. “A company operated Valvoline Instant Oil Change sees an average labor investment of around 11 employees on payroll. This allows us to assign specific roles to each team member and create a memorable customer experience, regardless of location.” Erdmann says. Valvoline Instant Oil Change has specialized preventive maintenance services to enhance efficiency with focused training. Their award-winning training, proprietary technology, and SuperProTM process ensure team members are impactful quickly.

Managing over 900 company-operated stores across North America, Valvoline provides extensive expertise and tailored support. “From discovery day to onboarding, the process to become a Valvoline Instant Oil Change franchisee is smooth. Our company stores’ learnings are shared through marketing programs, the SuperProTM process, recruiting, and thorough training.” Erdmann says.

Franchising with Valvoline Instant Oil Change offers a stable, proven business model with strong support and consistent demand. Wellcapitalized, experienced retail operators could diversify their portfolio, reduce risk, and achieve

- By

Olivia Schuster RF

START TO FINISH

Chad Coulter

Founder and CEO

BISCUIT BELLY

What was your first job?

My first job was a Honey Baked Ham cashier. I had surgery on my broken pinky finger right before I got the job and had a large bandage on it when I started. Guests often joked and asked if I got it stuck in the ham slicer. I (jokingly, of course) told them “Yes” and if they found it, they would get a free ham.

What’s your favorite menu item at Biscuit Belly? My favorite menu item at Biscuit belly is our Biscuit Bennie dish.

What’s your favorite cuisine aside from Biscuit Belly? Ice Cream!

Who inspires you as a leader? Our team that we have assembled, from the executive team to our dishwasher, are inspiring every day in their commitment, dedication and enthusiasm to grow the brand the right way.

What’s the best piece of advice that other restaurant executives should hear? If you are building a start-up restaurant concept, hire people who have built something from the ground up before and understand shoestring budgets.

What are some of your interests outside of work?

I took up flying as a part of my “COVID therapy” during the depressing days of keeping restaurants afloat during the pandemic. I love flying to new places, going to new store openings and especially love flying friends to Georgia football games— Go Dawgs! Aside from that, I love taking our 8-year-old to new countries.

Almost 13 years ago, my adventure in the culinary world kicked off, fueled by an entrepreneurial spirit that ended up making waves in the industry. It all started in the traditional realm of pharmacy, where I snagged a Doctorate in Pharmacy from The University of Georgia in 2008 and wrapped up a post-graduate residency in 2009. Initially, I walked the clinical pharmacist and assistant professor path, delving deep into the world of medicine.

But then, the call of entrepreneurship came knocking. In 2011, I took a plunge into the unknown by launching a “paint and sip” business while still holding down my day job. That first venture paved the way for a pretty amazing transformation, showcasing my adaptability and forward-thinking approach. By 2014, my portfolio had expanded, shifting from the “paint and sip” scene to creating LouVino, a 5-unit wine bar and small plates restaurant.

The pinnacle of my entrepreneurial journey came in 2018 with the co-founding of Biscuit

Belly, a Kentucky-based “craft casual” brunch spot, shaking up breakfast with gourmet biscuit breakfast sandwiches. Teaming up with my wife, Lauren Coulter, we crafted a culinary haven that not only pleases taste buds but also captures the spirit of the South.

In 2020, I ventured into franchising, propelling Biscuit Belly to new heights. The franchise now boasts twelve locations across several states. At the core of my success is a deep focus on leadership, steering Biscuit Belly into a thriving franchise with a widespread presence. In 2020, I embarked on a bold journey into franchising, propelling Biscuit Belly to new heights. The franchise now boasts twelve locations across several states—a testament to my strategic leadership and unwavering commitment to excellence. At the heart of our success lies a profound emphasis on leadership, steering Biscuit Belly into a thriving franchise with a widespread presence. The brand continues to flourish, with four more stores under construction in Kentucky, Virginia, and the Carolinas.

FILTERQUICK INTUITION®

SUPERIOR BY DESIGN

INTUITIVE

Empower crew members to operate and troubleshoot the fryer for more uptime.

INNOVATIVE

Harness the power of the Cloud and smart software to drive your operations.

RELIABLE

Improved uptime and lower cost of ownership resulting from fewer service calls.

SERVICEABLE

Most components serviceable from front of fryer in 30 minutes or less.

The most Intuitive, Innovative, Reliable, and Serviceable fryer ever.

Temperature Monitoring System

Above store data & reporting

Remote monitoring

Real-time alerts

• Food loss prevention

• Eliminate manual logging

• Ensure customer safety

KorrectProduction

Kitchen Management System

IoT appliance integration

Automated dynamic projections

Real-time MoH™ insights

• Deliver quality & customer experience

• Ensure product availability & freshness

• Reduce Waste