Process Expo announces the opening of online registration for the 2023 edition

Process Expo, the global food and equipment technology show, announced registration for its 2023 exposition is now open. The event will be held October 23 – 25, in the South Hall of the McCormick Place Convention Center in Chicago, Illinois. A series of new features are planned for the 2023 edition to enhance educational and networking opportunities on the show floor, as well as ensure convenience and accessibility for registrants and attendees alike.

“The Process Expo audience comes to Chicago looking for the latest in processing and packaging technologies for all food and beverage industry segments, and that’s exactly what they will find,” says Brian Perkins, Chairman of the FPSA Board of Directors and President of Provisur Technologies. “Increased automation, improved throughput, and strengthened hygienic equipment design are just of a small sample of the manufacturing solutions our customers will find at Process Expo.”

Registration for Process Expo can be easily completed online through the Process Expo website. Registrants also have the option to book their stay at one of several hotels conveniently located near the McCormick Place Convention Center. Complimentary shuttle service to and from the convention center will be provided for those staying at select hotels, not within walking distance of the venue. Once registered, future attendees will have the option to start planning and customizing their Process Expo experience through the MyPlanner tool, which gives detailed information about show features such as a show floor map, exhibitors list, and event schedule.

When the show opens in October, attendees will have an opportunity to connect in person with leading manufacturers and suppliers from around the world. The show floor promises expanded product discovery, interactive experiences, and special features.

“Ultimately, Process Expo is about bringing industry professionals together and providing them an opportunity to engage with their peers. We create spaces for our attendees to interact with the new products and services available in the market, and with each other. As such, we want to make the registration process seamless and informative, so attendees have plenty of time to start planning and customizing their Process Expo experience,” says Constantin von Vieregge, President of Messe Frankfurt Inc.

Returning this year are the fully functional production lines, which offer a practical, behind-the-scenes look at how the latest solutions are incorporated into current plant operations. This year, the show will be operating three separate live production lines, which will demonstrate the complete processes of producing bacon, empanadas, and pet treats, respectively.

Attendees can also participate in a variety of networking events on and off the floor, including Food for Thought, a series of complimentary educational sessions that will take place in a classroom-like setting and will focus on the latest trends and technologies that are pushing the industry forward.

Process Expo brings together thousands of qualified buyers, food and beverage processors, and packaging professionals, including C-level industry executives, engineers, technical directors, plant managers, product development managers, and more. Registration for the 2023 edition is open.  For more details, visit the website at www.myprocessexpo.com.

The program with the investment firm Lafayette Square, called Franchise Fast Start, is designed to provide access to capital for underrepresented franchisees of KFC, Pizza Hut, Taco Bell, and Habit Burger . . . .

Tum Brands Has a $50M Deal to Help Finance Underserved Franchisees

Lafayette Square, a Miami-based investment firm, has signed a $50 million deal to provide financing for Yum Brands franchisees from underrepresented groups, the companies announced.

The financing program is called Franchise Fast Start. It’s designed to connect qualified franchisees from underrepresented groups with access to the funding needed for them to become multi-unit restaurant operators. Yum Brands owns KFC, Pizza Hut, Taco Bell and Habit Burger, and all but about 5% of the company’s restaurants are franchised.

The program “will help level the franchising playing field and break down barriers for underrepresented people to become franchise owners,” Wanda Williams, head of Yum Global Franchising, said in a statement.

The financing program will be available to both new and existing franchisees, the company said. The program will be able to strategically finance qualified operators.

Lafayette Square is an investment firm that targets overlooked locations and underserved markets. It makes investments in multiple types of assets to generate returns while supporting local communities. “We’re excited to manage this financing program with Yum Brands,” Damien Dwin, founder and CEO of Lafayette Square, said in a statement.

“By collaborating with the world’s largest restaurant company, we believe we can reach more local businesses and impact more prospective franchisees across the United States,” he added. “It is a compelling opportunity to expand access to capital to underserved people and communities and achieve impact at scale.”

Restaurant chains have been looking to diversify their franchise bases of late, in part by making investments designed to provide financing and other resources for people in underrepresented groups to become operators. McDonald’s, Wendy’s and Yum Brands, in particular, have made this a priority in recent years.

Yum Brands in 2020 announced a $100 million plan to combat inequality, for instance, and it is working with the University of Louisville on an education and research center designed to help people of color and women find opportunities in franchising. Source: Restaurant Business.

Chipotle Embraces Viral TikTok Trend with New Menu Item

Chipotle Mexican Grill on March 2 launched the Fajita Quesadilla as a digital-only menu item available through its app and website, according to a press release.

The item began as a viral menu hack created by a pair of TikTok creators, Alexis Frost and Keith Lee, but posed a challenge for the chain’s restaurants as it was not an official menu item on its digital ordering channels.

To pay homage to Frost and Lee, their original orders — dubbed the “Fajita Quesadilla Hack” and the “Keithadilla” — will be available for a limited time. The addition of the item demonstrates the power of TikTok to act as a two-way communication tool between brands and consumers.

Chipotle’s edition of the Fajita Quesadilla demonstrates how TikTok can be more than just an advertising platform to reach Gen Z and millennial consumers, but a tool for social listening that can inform business decisions.

In late 2022, Frost’s review of a Steak Quesadilla with Fajita Veggies was stitched on TikTok with Lee’s review of the item with a DIY dressing that combined the brand’s Chipotle-Honey Vinaigrette with sour cream. The attention from Frost and Lee, who have 2.4 million and 10.7 million followers on the app, respectively, generated more than 30 million views, 3 million likes, and tens of thousands of likes and shares of the viral content.

However, the item was unavailable via the chain’s digital ordering channels, creating headaches for employees tasked with meeting consumer demand around the item, per Chipotle. By adding it officially, Chipotle can tap into the viral interest in the item while keeping its operations smooth and its employees happy.

“TikTok has not only changed how we communicate with Gen Z but it’s proven it can identify areas of opportunity within our business,” said CMO Chris Brandt in the press release. “With the launch of the Fajita Quesadilla, we are celebrating Keith, Alexis, and all our superfans who were craving this delicious customization while prioritizing support for our employees.”

The addition of “Keithadilla” and “Fajita Quesadilla Hack” items made in homage to the TikTok creators taps into the trend around celebrity menu inclusions pioneered by McDonald’s and its Famous Orders platform. Chipotle has added various brand ambassador and influencer items to its menu in previous campaigns, a tactic parodied in 2021 by competitor Taco Bell.

Items going viral on TikTok and other digital channels have created issues for brands that have not been able to quickly meet demand or integrate such viral hacks into their operations. McDonald’s in 2017 infamously faced issues around providing a sauce made popular by the TV show “Rick and Morty,” while more recently, Waffle House employees have pushed back on orders for a hack that went viral on TikTok.

Chipotle has long embraced emerging technology on mobile and social media platforms as part of its marketing efforts, including texting, Roblox, BeReal, Cash App and more. Source: Marketing Dive.

The buffet salad chain has signed a lease to reopen in Tucson, Ariz., in a former location. It remains to be seen how the brand will adapt to the post-pandemic era . . . .

Pandemic Victim Sweet Tomatoes is Planning a Comeback

In what could be a final indicator of the return to pre-pandemic normalcy, it appears Sweet Tomatoes is planning a comeback.

The buffet salad-bar chain—known as Souplantation in California—that once boasted close to 100 units, was one of the more comprehensive casualties of the Covid shutdown. Then-parent Garden Fresh Restaurants filed Chapter 7 bankruptcy and the dual-named chain was shuttered entirely in 2020, much to the dismay of many who loved the brand’s array of food and variety, particularly families with picky children.

But now, it’s back. Well, at least one unit will reopen.

A company identified only as ST Three LLC has signed a lease to reopen a former Sweet Tomatoes location, with plans to revive the brand. According to landlord CBRE, ST Three LLC has purchased exclusive rights and all intellectual property, and has “retained operators with decades of experience at Sweet Tomatoes to revive it,” CBRE said in a press release.

A Sweet Tomatoes operated in the 7,000-square-foot building from 1996 to 2020, and according to local reports, nothing else has opened there since. Renovations are expected to take several months.

It’s not clear who is behind ST Three LLC, or when the company acquired the brand’s assets.

According to the ongoing bankruptcy of Garden Fresh, all trademark assets of the Sweet Tomatoes/Souplantation brand were acquired by Sahara Capital Partners in 2020 for about $775,000.

Sahara Capital Partners has proven equally difficult to reach.

According to The Arizona Republic, Sweet Tomatoes’ COO is Mike Malone, who per his LinkedIn profile, spent three decades with Garden Fresh before the liquidation and was vice president of operations. He joined the new Sweet Tomatoes as COO starting in September 2022.

Malone did not immediately respond to requests for more information. It remains to be seen whether Sweet Tomatoes will follow the same format, with its all-you-can-eat salad bar, as well as soups, fresh bread, desserts, and soft-serve ice cream. Tucson was selected to test the brand again because of the buffet brand’s popularity there. Of nine locations in Arizona, it was one of the most successful.

Other buffet concepts have also found new life in the post-pandemic era, though most have adapted to new realities.

Chains like Pizza Ranch have adapted by adding features like drive-thru windows and virtual brands, as well as focusing more on off-premise business. Similarly, Golden Corral is enjoying same-store sales increases and is developing a new prototype for growth. The pizza-buffet chain Cicis has had success with the addition of video games.

No doubt many will be watching this test case for brand resurrection as it comes to fruition. Source: Restaurant Business.

THE STRATEGY CENTERS AROUND A NEW HOSPITALITY MODEL, BRAND RELEVANCY, GUEST-FACING TECHNOLOGY, INNOVATION, REMODELS, AND GLOBAL EXPANSION.

Dave & Buster’s Hopes to Be ‘Undeniable Leader’ of Eatertainment

CEO Chris Morris revealed Tuesday that Dave & Buster’s has a long-term plan to “further cement our company as the undeniable leader in location-based entertainment.” But investors and other stakeholders will have to wait until the company’s Investor Day on May 16 to get the full scope.

“Our approach is to provide reasonable guardrails for what we’re going to call a near-term, long-term kind of view of the company,” Morris said during the company’s Q4 earnings call. “What we want to be accomplishing with Investor Day is to lay out the strategy and how we view the company on a longer-term basis. And we realize that I know you guys all have models, and you all are desperately looking for a specific data point, but the reality of it is we have a great business that has some near-term opportunities in front of us that we are executing against. And we feel like there’s a tremendous opportunity on the upside on a mid- to longer-term basis and that’s what we want to be able to highlight for you guys.”

Morris did give hints on what Dave & Buster’s and Main Event will speak about. One of the bigger strategies is to unlock a new hospitality model. The CEO noted that both concepts have large assets—30,000 to 50,000 square feet—and receive a considerable amount of volume in short periods. So the companies have challenged themselves to create an environment where they’re able to manage guest flow as efficiently as possible and also cater to the customer with every step. Morris said brands will work with operators and the head of technology to develop proprietary tools to stay engaged with consumers.

The process started at Main Event and is carrying over to Dave & Buster’s, Morris explained. He believes the changes—staged year by year—will lead to more loyalty, frequency, and a better experience.

“It’s that intersection of the human service model and the technology model where we’re maniacally focused on enabling the hospitality experience,” Morris said. “And so we think that there’s just tremendous upside as we develop this. And we’re able to stay more engaged with the guests throughout every step of that journey, then that gives us the advantage of being able to collect a tremendous amount of data on those particular guests to be able to tailor our service approach just to meet their specific needs.”

Stores are removing complexity in operations, mostly in the back of the house. The goal is to have “the right people in the right place at the right time” during peak weekend hours. Both companies are working to develop the right staffing model, reporting tools, and management approach to maximize throughput. Additionally, Dave & Buster’s is developing in-shift reporting and server scorecards to provide operators with information to make real-time adjustments and coaching throughout a shift.

“These tools are just the beginning of the changes we will be making over the long run to unlock a new hospitality model for our business,” Morris said. “Our commitment to the guest experience and unwavering focus on supporting our operators will be one of our greatest competitive advantages as we grow this business into the future.”

Other key strategic points of Dave & Buster’s long-term plan are: drive brand relevancy, implement guest-facing technology, launch “bleed-through” innovation, fire up remodels and a new image, and roll out global expansion efforts.

Systemwide same-store sales increased 19 percent in Q4 year-over-year and 14.1 percent in 2019. Store operating margins were 30 percent in Q4, a 50-basis-point improvement from 2021 and a 230-basis-point rise from 2019. Morris attributed these trends to thoughtful pricing and increased operating efficiencies.

The special event business was down 6.4 percent versus Q4 2019, compared to a decline of 6.7 percent in Q3 and a drop of 13.4 percent in Q2. Dave & Buster’s expects special event comps to turn positive in fiscal 2023. Food and beverage mixed 36.1 percent in the quarter versus 34.1 percent last year, partially due to the rise in special events, which involve more food and beverage as opposed to amusement.

The quarter started slow because of calendar shifts but picked up momentum into January and February. As the brand heads into April, the CEO said “there’s just a lot of noise in the numbers early into Q1.” He added that a combination of calendar mismatches and lapping omicron has created “a lot of volatilities in the numbers week to week.”

“We’ve looked at our sales figures to try to understand if there’s anything more than just timing of spring breaks and lapping a difficult comparison,” Morris said. “We’re not seeing anything that would suggest that there’s a significant change in the fundamentals of this business. And so our best guess is where things are going to play out is, we think that when we get through this tough comparison that the business is going to continue to perform nicely in the near-term and over the long-term.”

The company recorded $564 million in Q4 revenue and $138 million in adjusted EBITDA—both records thanks to the addition of Main Event. The company produced a 24.5 percent adjusted EBITDA margin in Q4, which is a 300-basis-point increase from 2019. For the full fiscal 2022, the brand reported revenue of $2 billion, an increase of 50.6 percent year-over-year and a bump of 45 percent compared to 2019. Dave & Buster’s also achieved its annual synergy target of $25 million from the merger with Main Event, which was not only ahead of schedule but also $5 million more than originally planned.

Dave & Buster’s ended Q4 with 152 stores while Main Event operates 55. The plan is to open 16 stores in fiscal 2023, including 11 Dave & Buster’s and five Main Event locations. Source: fsr.

THE SPORTS BAR NOT ONLY OPENED NEW STORES WITH $3.5 MILLION AUVS, BUT IT’S ALSO FINDING SUCCESS IN THE M&A MARKET.

The Greene Turtle Shows How to Create Restaurant Momentum

Geo Concepcion likes to choose challenges. Ones that are “really, really, difficult,” he said earlier this year at the ICR Conference.

That’s where the industry veteran found himself in 2019 when he became CEO of The Greene Turtle, a Mid-Atlantic sports bar with four-plus decades of history.

“When I joined in ‘19, we were having some top-line and bottom-line challenges as a lot of casual-dining restaurants were,” he said. “And so having come from Famous Dave’s prior, the focus was, how do we reinvigorate this brand? How do we give it life again? Take this legacy brand, and give it a new path forward?”

From 2019 to 2023, the chain lost 13 restaurants, most of which happened during COVID. The chain took those volatile times as an opportunity to pause and channel energy into determining what The Greene Turtle is going to be and how that would impact the next two to three years.

The process touches multiple areas. At the store level, Concepcion recognizes new prototypes are key to the sports bar’s future. As the brand builds an energized footprint, digital and to-go have moved to the forefront. So as sports betting. In February, The Greene Turtle announced two upcoming units in Canton and Towson, Maryland, that will house sportsbooks to leverage a soaring multi-billion-dollar industry. The restaurants will feature state-of-the-art audio and visual technology like tickers to keep bettors informed.

Systemwide, commodities, supply chains, and inflation have been problematic, but in recent times, Concepcion has been “completely hands-on” in how the brand thinks about pricing, leases, and contract negotiations. And if there’s been one positive to COVID, it’s been more flexibility with landlords.

“We were happy to find that in that post-COVID environment, landlords were focused on, how good of an operator are you?” Concepcion said. ” … It came down to, can you operate well and can you be a tenant for the long term? So we were beneficiaries of that in a big way.”

A third piece—and arguably the most important—is labor, and that’s inside restaurants and at the corporate level. Concepcion knows that to keep talent, the brand needs momentum. Moves that let employees see the bigger picture and upward trajectory. One way is successful organic growth. At the start of 2023, The Greene Turtle had 34 locations, 19 of which were company-owned. The brand had an AUV of $2.5 million and 18 percent unit-level EBITDA margins. Last year, the brand built four restaurants, which are posting $3.5 million in AUV and competitive cash-on-cash returns. Five stores are planned for 2023.

The Greene Turtle has created buzz through the M&A market, as well. In June 2022, the company announced it acquired Clark Crew BBQ, an independent casual-dining concept in Oklahoma City. The restaurant, which has won more than 700 Top 10 awards, was founded in 2019 through a collaboration between Travis Clark and Famous Dave’s parent BBQ Holdings. The single-unit store generates $8 million in annual volume and $1.2 million in unit-level contribution.

Concepcion, who developed a relationship with Clark while he worked at Famous Dave’s, calls him the “Tom Brady of barbecue.”

“At the time, I would be the first to say I wasn’t exactly excited about that idea because we had a bunch of barbecue concepts that we were in the middle of fixing at the time,” Concepcion said. “But that was before I got to spend some time with Travis Clark and understand what the true talent he was and what the possibilities of what he could do were.”

Once The Greene Turtle “solved a lot of the legacy issues that were there,” Concepcion said, Clark felt comfortable scaling the concept. As of January, the restaurant was in lease negotiations for its second location. The brand feels confident it can become a 10-unit chain.

“So in my mind, in the same way, that David Anderson and Famous Dave’s became the household name and the business became a very profitable business, we have the same opportunity here with Clark Crew BBQ, and we will be very focused on delivering on that,” Concepcion said.

The Greene Turtle’s other big move came from several conversations on how a small, emerging company can thread the needle of IT, finance, operations, and so many other departments. At one to six units, getting institutional capital isn’t necessarily an option, Concepcion said. The sports bar saw a need to support founders who are talented and may have solid unit economics but could benefit from a holistic suite of services.

So The Greene Turtle formed the Founders Growth Platform. As part of this deal, the chain partners with a founder and agrees to build a single unit out of pocket. Cash flow is split evenly, and The Greene Turtle has the right to participate in 50 percent of any future growth, at a minimum. There are also some drag-along rights to grow the concept and complete a transaction if the brand chooses to.

There are seven fast-casual brands under the Founders Growth Platform, four of which opened in 2022. Five are scheduled to debut in 2023. Here’s how the financials look: $1.3 million AUV, 21 percent unit-level EBITDA margins, with targets of 15 percent cash-on-cash returns and two-year paybacks.

“By taking things off the plate of the founder—that either that’s not their core competency or not what they want to do—we allow them to run even faster,” Concepcion said.

The Greene Turtle, Clark Crew BBQ, and Founders Growth Platform now fall under the parent company, ITA Holdings. In five years, the combined entity is projected to have 155 locations, including 73 for The Greene Turtle, 10 for Clark Crew BBQ, and 72 under Founders Growth Platform.

It’s another challenge, but Concepcion isn’t fazed by it. He believes ITA Holdings is capable of even more.

“We’re very confident that given what we’ve seen in all of the new vintage and the performance that within five years, 155 units is probably conservative, but that’s certainly what we’re tracking to,” the CEO said. Source: fsr.

JOHN WILLIAMS WILL TAKE THE HELM OF THE 43-UNIT HEALTHY EATERY CONCEPT . . . .

Meet True Food Kitchen’s New CEO

What do Disneyland Resort, General Mills, and True Food Kitchen all have in common? Answer: All three companies have, at some point, hired John Williams—the latter being the most recent. With more than 20 years of experience in the hospitality, entertainment, and consumer packaged goods industries, Williams is bringing his learnings to True Food Kitchen as the wellness-driven concept’s new chief executive officer. Williams succeeds Christine Barone, who joined Dutch Bros Coffee in November 2022 as its new president.

From reeling in a $100 million investment last year to growing its footprint to 43 locations across the country, True Food Kitchen has come a long since its inception 15 years ago. Founded by Dr. Andrew Weil, a celebrity doctor known for his integrative approach to medicine, the better-for-you eatery focuses on an anti-inflammatory menu with seasonal, scratch-made dishes and handcrafted drinks. Signature starters, for example, include Edamame Dumplings with dashi, herbs, and white truffle oil, and Herb Hummus featuring cucumber, cherry tomato, onion, olive, feta, and lemon oregano vinaigrette served with house-made pita.

The $100 million funding round was led by private-equity firm Centerbridge Partners, which once owned P.F. Chang’s, as well as Manna Tree and HumanCo—which brought in some notable star power from investors and celebrity husband-and-wife duo, actor Priyanka Chopra and musician Nick Jonas. The investment was the largest in the chain’s history.

Williams most recently served as a chief marketing officer at Lazy Dog Restaurants, where he played a crucial role in the brand’s expansion to more than 20 locations throughout California, Colorado, Nevada, and Texas, while overseeing marketing and growth strategies. In his new role as CEO of True Food Kitchen, Williams aims to draw from his expertise to help the brand expand its footprint and evolve into the future. FSR recently caught up with Williams for a Q&A to get to know the new leader.

FSR: How are your first few days going so far?

John Williams: I could not be more excited about spending time with the True Food Kitchen team. I have had a chance to connect with a few team members already and, as expected, everyone has been warm, welcoming, and enthusiastic throughout the process. I am looking forward to officially diving in and meeting more of the team behind this incredible brand.

FSR: What first attracted you to True Food Kitchen and this opportunity?

JW: I am a longtime admirer of Dr. Weil and the brand, and have a great passion for promoting wellness through food. The brand’s mission to create an approachable dining experience that allows and inspires guests to eat better, feel better, and live better has resonated with me since my first time experiencing the restaurant. In addition, True Food Kitchen’s warm, welcoming style of service was something that I’ve always been impressed with.

FSR: Can you share how your past experiences at Lazy Dog, Disneyland Resort, General Mills, and Nestle will inform your approach as CEO of True Food Kitchen? What learnings are you bringing with you into your new role?

JW: We all bring our unique collection of experiences to each role, and I feel fortunate to have built my career at some great companies with leaders that have invested in my development; something I strive to continue to pay forward. Having a background in hospitality, entertainment, and consumer packaged goods has given me a unique perspective on how to approach the constantly shifting business landscape to drive meaningful long-term brand acceleration.

General Mills was an incredible space to learn every aspect of a business and which levers to pull to unlock growth. That experience taught me the importance of deeply understanding the role your brand plays in consumers’ lives. At The Walt Disney Company, I learned their world-class approach to hospitality firsthand. It really comes down to ensuring the best possible experience for every team member so that they in turn will deliver the genuine, happy, and fun moments that guests line up every day for. I plan to bring that same creative, authentic, and growth-oriented thinking to support True Food Kitchen in bringing the brand to even more guests across the country.

FSR: What will your key priorities be for True Food Kitchen? What are your goals for the brand?

JW: As CEO, I will prioritize supporting True Food Kitchen’s mission of inspiring more people to eat better, feel better and live better while driving growth and expansion for the business throughout the country. I’m excited to contribute meaningfully to the brand’s evolution, connecting with both our team and the loyal fan base they’ve built. I’m looking forward to finding new ways to bring True Food to as many people in as many ways as possible across the country.

FSR: How will you unlock new, unique ways in which people can experience True Food Kitchen?

JW: Working alongside True Food Kitchen’s talented leadership team and collaborating with teams in our restaurants throughout the country is paramount to identifying key opportunities for growth within the company. I will also spend time with our guests to understand where there is a natural opportunity for the brand to show up in more ways in their lives. I’m incredibly optimistic about the future of True Food Kitchen.

FSR: Why is the True Food Kitchen concept and model optimized for growth?

JW: At 43 locations across the country, True Food Kitchen guests have a staggering 87 percent intent to return. True Food Kitchen is exceeding goals thanks to excellent execution by our outstanding team members. At a high, internal level, we understand how the business works and each team member plays their role extraordinarily well, ensuring strong results across the board.

FSR: You mentioned several exciting changes are in the hopper for this spring, including elevated updates across the menu, restaurant design and brand identity. Can you give any more details on what to expect?

JW: We’re always working to evolve our brand to meet guests and communities where they are and will have some exciting updates to share in the coming weeks.

FSR: Is there anything else FSR readers should know about you, or what direction True Food Kitchen is heading?

JW: I’m incredibly honored to be part of the True Food Kitchen team and excited to have joined ahead of one of the brand’s biggest seasons of growth. Source: fsr

New VP of Culinary Art Carl is innovating across the menu, focusing on craveable options that can span the dayparts . . . .

IHOP Fills Gaps in Menu with New Savory and Sweet Additions

IHOP dropped a new menu Wednesday, filling gaps with both sweet and savory options that guests can enjoy any time of day.

New VP of Culinary Art Carl, who joined the Glendale, Calif.-based chain four months ago after heading up kitchens at Dave & Buster’s, Cheesecake Factory and other full-service concepts, introduced eight of the new dishes at a media tasting in New York City Tuesday. His chef-driven approach was obvious in components such as a house-made buttery Hollandaise, bourbon bacon jam, cheesecake mousse, and a four-cheese crisp much like an authentic Italian frico. That crisp has upscale dining written all over it.

“IHOP did a gap analysis with consumers to determine what was missing,” said Carl. “We’re focusing on quality first and we’re leaning into the p.m. daypart.”

Aside from quality ingredients, the research found that guests were looking for craveable options, a balance of indulgent and lighter choices and value.

On the indulgent side is a line of new Eggs Benedict. All are served on toasted English muffins with poached eggs. We tried the Spicy Poblano with fire-roasted poblanos, red bell peppers and onions, shredded beef, serranos, and poblano Hollandaise. The Pesto Veggie included sauteed spinach, mushrooms, roasted cherry tomatoes, nut-free pesto, and classic Hollandaise. Both introduced freshness and on-trend flavors to the classic brunch dish.

Crepes have always been on IHOP’s menu, but the category has been expanded to go beyond breakfast. New are Savory Crepes stuffed with scrambled eggs, hash browns and bacon, topped with a white cheddar-jack cheese sauce, that Carl said: “really elevates this dish.” We also sampled Cinnamon Bun Crepes filled with cheesecake mousse and drizzled with cinnamon bun filling and cream cheese icing.

Those same ingredients flavored the Cinn-A-Stack pancakes, which are a guest favorite that has returned to IHOP menus nationwide.

Both the pancakes and crepes are cooked on the same griddles with batter made fresh every day. “The crepes spread out to form a thin, lacy circle,” Carl explained. Cooks get extensive training to become “pancake certified” and “crepe certified.”

Carl leans into the p.m. daypart with two new Ultimate Steakburgers, where the beef patties are smashed on the griddle to caramelize the crust. The Jalapeno Kick has multiple layers of flavor, featuring sauteed jalapenos, a combo of serrano peppers and onions, hickory-smoked bacon, and the aforementioned four-cheese crisp. It’s made with shredded gruyere, Swiss, fontina, and cheddar, cooked into a crunchy disc.

Although the build sounds complex, ingredients are cross-utilized from the Benedicts and the components can be done in steps, some ahead of time.

One of IHOP’s selling points is that the entire menu is available all day; guests can order a burger for breakfast or Eggs Benedict for dinner if they choose. Rounding out the new menu introductions are a crispy battered Fish and Shrimp Platter and two salads: Fresh Berry and Chopped Chicken Salad.

IHOP has also conducted beverage research and recently hired a beverage director “to bring energy to the category,” said Carl. Mango Iced Tea is the latest thirst quencher to be added.

We didn’t get to taste the salads, seafood platter, or beverages, but we did get a preview of three milkshakes Carl is testing out: Cupcake, Strawberry Cheesecake and Dulce de Leche. All are blended with ice cream and pancakes, and “what can be better than a pancake milkshake?” Carl asked. Source: Restaurant Business.

Together, the merged companies have very little crossover in terms of territory, and I Love Juice adds entirely new markets to Main Squeeze’s portfolio, including Tennessee and Georgia . . . .

Main Squeeze Juice Company acquires I Love Juice Bar

With the merger of the two smoothie and juice brands, Main Squeeze Nearly Doubles its Footprint to 53 Locations New Orleans-based, 28-unit smoothie and juice company Main Squeeze announced Tuesday the acquisition of 23-unit, Tennessee-based I Love Juice Bar, with locations primarily in its home state and in Texas.

Together, the merged companies have very little crossover in terms of territory, and I Love Juice adds entirely new markets to Main Squeeze’s portfolio, including Tennessee and Georgia. Meanwhile, the slightly larger company Main Squeeze will be able to bring new benefits to I Love Juice’s franchisees, including their operations systems, marketing platforms, supply chain, training capabilities, and robust growth. “We are thrilled to welcome I Love Juice Bar to our family,” Thomas Nieto, CEO of Main Squeeze Juice Co. said in a statement. “The move comes with huge benefits for both brands, as well as our customers. This acquisition is expected to increase our market share, which increases our customer base. Not only that, but this new buying power and leverage will improve unit-level economics at all locations to the benefit of all franchisees.”

The brands share many cohesive values, including similar plant-based, nutritious menus and Nieto noted that the acquisition was a natural “next move” for the brand “to accelerate growth, drive store economics and increase brand equity” for franchisees. With the merger comes several smaller changes to the brands, including a new countertop cold-pressed juicer machine, which Main Squeeze will be testing out as part of a cost-saving measure.

“I made this decision because it’s what’s best for the franchisees,” Cortland Finnegan, CEO of I Love Juice Bar and former NFL cornerback said in a statement. “I want them to get the top support and experience sooner rather than later with the benefits of a larger system and brand.”

Together, they will be able to innovate both menus and learn from each other’s strengths and weaknesses. For example, I Love Juice excels more in food development than Main Squeeze, which will allow Main Squeeze franchisees to introduce more food options at their stores.

“The acquisition is going to show strength in our system overnight,” Nieto said in a statement. “And our current Main Squeeze franchisees can be assured that our unmatched support that they know and love isn’t going to change.” — — Source: NRM.

Wendy’s is bringing back an item similar to one that McDonald’s stopped serving in 2016.

Wendy’s Launches Grilled Chicken Ranch Wrap

Wendy’s grilled chicken ranch wrap sells for $6.29 and includes diced grilled chicken, romaine lettuce, shredded cheddar cheese, and ranch sauce in a tortilla wrap.

To many, that sounds similar to the McDonald’s wrap, but Carl Loredo, Wendy’s global chief marketing officer, told CNN that Wendy’s wrap is different because Wendy’s “didn’t want to mess around with a McBland snack wrap dupe.”

The new item is an upgraded version of the “Go Wrap” that Wendy’s discontinued in 2020.

“It’s no secret that at Wendy’s, we know ranch,”  John Li, vice president of culinary innovation for The Wendy’s Company, said in a press release. “There are many who’ve tried to master the grilled chicken wrap, but we’re not snacking around with our offering. From our classic creamy Ranch sauce to the warm wrap folded perfectly for people on the move, our team built a wrap that’s worthy of the entrée menu.

The chain also added a Grilled Chicken Cobb Salad and a Blueberry Pomegranate Lemonade to its menu.

Back to McDonald’s, where fans have been clamoring for a re-release of Snack Wraps.  A Change.org petition to bring back the wrap garnered more than 17,000 signatures.

“At this time, there are no plans to bring Snack Wraps back to nationwide menus in the U.S.,” a McDonald’s rep told the Food Network last November. “Snack Wraps were removed from our national menus several years ago, at which point local markets and restaurants could decide to offer them locally based on customer preferences,” the rep said. “In June 2020, Snack Wraps were phased out as a local offering.” – Source: CNN.

Uber Eats Tries to Tame ‘Wild West’ of Online-Only Brands BY PYMNTS  |  MARCH 27, 2023

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Uber Eats is reportedly removing thousands of virtual brands it says have cluttered its platform.

Company officials told The Wall Street Journal (WSJ) Monday (March 27) that these brands — delivery services that don’t have a physical storefront — exploded on food aggregator apps during the pandemic.

In the case of Uber Eats, such businesses jumped from north of 10,000 in 2021 to more than 40,000 this year.

It’s led to a “Wild West, anything goes kind of situation,” John Mullenholz, who handles this aspect of the business for Uber Eats, said in an interview with the WSJ, adding that customers are “effectively seeing 12 versions of the same menu.”

He added, “It’s fair to say that kind of erodes consumer confidence.”

The company will remove 5,000 online storefronts, which accounts for about 13% of virtual brands in North America. Mullenholz said the cuts are focused on online-only brands with duplicate menus, though the parent restaurants will remain on the app.

The WSJ report also quotes Sam Brown, a student in New York City who says ordering from apps has become daunting due to the prevalence of virtual brands.

“The other day I typed breakfast and literally had like 20 restaurants with the same menu blow up in my face,” said Brown, 22, who added that he ultimately headed to a Starbucks.

Uber Eats’ move is happening at a moment when the pressure of inflation has led consumers to reassess things like spending to have meals delivered.

Data from the February edition of PYMNTS’ Connected Dining study, “Connected Dining: Rising Costs Push Consumers Toward Pickup,” shows that close to half of all consumers  have been more likely to pick their restaurant orders up rather than get them delivered.

Meanwhile, restaurants are encouraging customers to shift from ordering delivery to picking up their orders. Late last year, pizza chain Domino’s resurrected a promotion that offers a $3 credit to customers who order carryout, “tipping” them the same way diners would tip a delivery driver.

“Inflation impacted delivery due to the added expenses of fees and tips on that channel,” the pizza chain’s CEO Russell Weiner said at the time. “Our research shows that a relatively higher delivery costs during inflationary time leads some customers to prepare meals at home instead of getting them delivered.” – Source: The Wall Street Journal.

Chick-fil-A’s waffle fries were introduced in 1985, according to the company’s “menu over time” wall at its Atlanta headquarters.

MENU

A look at the history and process behind Chick-fil-A’s menu introductions Chick-fil-A’s support center features a ‘menu over time’ wall showcasing introductions throughout the decades. Those introductions picked up significantly as the company started accelerating its growth.

Alicia Kelso | Mar 24, 2023

Chick-fil-A is removing its side salad from the menu. A Facebook user in Georgia broke the news, which has since been confirmed by the company. In a note shared on social media, Chick-fil-A states: “Spring is here, and we are taking the opportunity to refresh our menu. One of the changes is a farewell to our side salad beginning April 3. We want to continue providing you the quality food and service you’ve come to expect, so we’ve had to make some hard choices about what we continue to offer on our menu.”

The company added that it’s “always innovating” and is working on new menu items. Of course, menu ebbs and flows are part of the restaurant business. Taco Bell, Wendy’s and KFC have all recently dropped and added menu items as well, for example. For Chick-fil-A, however, the menu hasn’t experienced many changes until fairly recently.

Related: How Chick-fil-A’s Cauliflower Sandwich came to life Chick-fil-A’s Atlanta headquarters includes a “menu over time” wall showcasing menu additions throughout the company’s 77-year history. In the early days of the company, the menu cadence was simple as the concept was just finding its footing. In its first decade, the 1940s, the roots of the company were planted with Founder Truett Cathy’s Dwarf Grill, serving Icedream (soft serve ice cream) and iced tea. The signature chicken sandwich came along in 1964, three years before the first branded Chick-fil-A opened in a mall food court and marking the only introduction that decade. Its lemonade was introduced in 1977.

The innovation wheel started to pick up a little in the 1980s, when Chick-fil-A introduced nuggets (’82), chicken noodle soup (’82), waffle potato fries (’85), a chicken biscuit (’86), a kid’s meal (’87), and the grilled chicken sandwich, hash browns and salads (’89). Uncoincidentally, the company’s headquarters opened in 1984, offering up support for more menu innovations. Notably, Chick-fil-A’s first freestanding restaurant also opened this decade, in 1986.

In the 1990s, things slowed again, with just three introductions during that decade – the grilled chicken club sandwich, the catering menu and Chick-n-Strips.

The 2000s brought more introductions, starting with the Grilled Chicken Cool Wrap in 2001. In 2004, the chain added fruit cups, Chick-n-Minis, breakfast burritos, and the chicken, egg and cheese bagel. Hand-spun milkshakes were added in 2006 and, in 2007, Chick-fil-A introduced its first seasonal flavor and kid’s meal beverages. In 2006, Chick-fil-A surpassed $2 billion in systemwide sales.

Then 2010 hit and the chain ramped up its growth and its menu rollouts. From 2010 to 2020, Chick-fil-A’s introductions included:

2010: the spicy chicken sandwich

2011: the spicy chicken biscuit

2012: seasonal chicken tortilla soup and the chocolate chunk cookie

2013: the grilled market salad

2014: Thrive Farmers’ Coffee – hot and iced – and the grilled nuggets

2015: frosted lemonade, the chilled grilled chicken sub sandwich, and Greek yogurt parfait

2016: Superfood side, Spicy Southwest Salad, frosted coffee, and the egg white grill

2017: the seasonal smokehouse BBQ bacon sandwich, seasonal watermelon mint lemonade, hash brown scramble bowl and burrito, and the gluten-free bun

2018: the Frosted Sunrise and the seasonal white peach tea lemonade

2019: the seasonal frosted key lime and seasonal strawberry passion tea lemonade, macaroni and cheese, and the seasonal frosted caramel coffee During a recent tour of the company’s headquarters, Leslie Neslage, director of menu and packaging and Chick-fil-A, said the decade’s uptick was driven by both operators and customers.

“This was a big growth period for us and as we’ve grown, more of our operators started telling us we needed to play in more spaces, while more customers started asking operators for more innovations,” she said.

For context, Chick-fil-A opened its 1,500 restaurant in 2010 and now has over 2,700 restaurants in 47 states, Washington, D.C., Puerto Rico and Canada.

The company has continued that swift cadence so far this decade, despite the pandemic. In 2020, for instance, Chick-fil-A introduced the kale crunch side, a chicken parmesan meal kit, seasonal mango passion tea lemonade, bottled sauces, a chocolate fudge brownie, and a seasonal mocha cream cold brew. In 2021, the company added seasonal grilled spicy chicken deluxe, the seasonal lemon kale Caesar salad and the Chick-fil-A SunJoy beverage. And, last year, Chick-fil-A added the seasonal Cloudberry SunJoy and seasonal autumn spice milkshake.

This year has also brought some new menu news, courtesy of the company’s cauliflower sandwich test. It’s too early to know whether that sandwich will earn a permanent spot on the menu or on the company’s “menu over time:” wall. But we know the offering is making its way through the company’s auditioning process. That process starts with customer research – understanding what the customer wants and the business case for that demand, as Neslage described. From there, it moves through imagine, prototype, validate (or test) and launch phases.

As part of the “imagination” phase, “We look at what would it look like to bring that recipe to life,” Neslage said. From there, the product is worked into the Chick-fil-A kitchen to understand its operational needs. There is an exact replica of every kitchen layout in the system at Chick-fil-A’s support center. This way, the company can ensure that any product introduction works regardless of market, whether it be a double drive-thru restaurant in a suburb, or an airport location.

“Our process is in place to make sure we have the best-in-class products. We want to introduce new flavors and variety. Customers are demanding that, especially coming out of Covid,” Neslage said. “But we’re not going to compromise our quality, service or value.”  Source: NRN.