Industry Spotlight

Restaurant chains turn to value and marketing as they navigate a tough market
With same-store sales weak so far this year amid a difficult economy, operators are boosting marketing, adding new menu items and turning back to what worked. They’re also discounting more.

Restaurant chains entered 2025 expecting smoother waters as inflation cools and the uncertainty of the election was in the rear-view mirror.

What they’ve instead found was even more choppiness and yet more uncertainty. The consumer was not quite as ready to start spending as many expected, and then talk of tariffs and trade wars dampened consumer sentiment and they started cutting back. All but a few restaurant chains reported weak sales.

Among restaurant chains that have reported earnings thus far, median same-store sales declined 1%, continuing a run of generalized sales weakness among publicly traded restaurant chains that began early last year.

In response, brands are intensifying a value push that began last year, offering even more aggressive deals and in some cases turning to familiar offers in a bid to lure customers to their doors.

Some are reconfiguring promotions to find something that works. Others are increasing marketing spending and many are looking for new menu items to get customers excited about coming back.

“When you’ve got an environment where there’s a pressured consumer, you’ve got to simply out-execute your competitors,” McDonald’s CEO Chris Kempczinski told analysts earlier this month.

Restaurant Business tracked earnings this quarter and used the financial services site AlphaSense to get an idea what restaurant operators are doing to combat the difficult environment.

“We are now operating in one of the most aggressive, value-driven environments we’ve seen in years.” -Denny’s CEO Kelli Valade

Value wars intensify
Restaurant chains appear to be intensifying a value war that began in the middle of last year when McDonald’s, which had been hammered on social media over its prices for months, kicked off a $5 Meal Deal.

“We are now operating in one of the most aggressive, value-driven environments we’ve seen in years,” Denny’s CEO Kelli Valade told analysts.

Denny’s is running with a buy one, get one deal that allows customers to buy a Grand Slam breakfast and get a second for $1. The diner chain already had a $2 $4 $6 $8 value menu, but felt it needed something even more compelling after traffic declined sharply to start the year. The BOGO helped improve Denny’s same-store sales to flat in April.

First Watch, which has resisted discounts and value meals, has nonetheless looked for ways to offer customers more value. It doubled the portion size of meat in its popular Tri-Fecta breakfast without raising prices, for instance, and has also empowered managers to “surprise and delight” customers by giving away the occasional juice or entree for free.

This has hurt the chain’s margins, especially as costs for things like bacon and avocados spike. But it has been effective at driving in more customers. In April, First Watch recorded its best same-store traffic result in more than two years.

McDonald’s started the year with a new value platform, called McValue, that combined a pair of national offers—a $5 Meal Deal and a Buy One, Add One for $1 promotion—along with digital and local discounts. But the company is reassessing the $1 offer, saying it didn’t do enough to drive “incremental” traffic to the chain.

“We feel really good about how the $5 Meal Deal is performing,” Kempczinski said. “When you look at the Buy One, Add One for $1, I’d say our view on that is it’s performing OK, but frankly it’s not driving nearly the amount that we’re seeing with the $5 Meal Deal.”

Burger King has been tweaking its value offers, shifting from $5 meals to $5 Duos, allowing customers to choose two items for $5, and $7 Trios, or three items for $7.

Resurrecting old ideas
Some restaurant chains are turning to old ideas to lure customers. Applebee’s has cycled through several traffic-driving tactics over the past year or so, such as $1 margaritas, 50-cent wings and $9.99 meal deals.

But after surveying customers, it’s now circling back to an offer that has been on its menu for more than 20 years: the 2 for $25, a two-person deal that includes two entrees, an appetizer or two side salads.

The chain believes 2 for $25 resonates the most with its customers, especially because it’s unique to Applebee’s.

“The fact that only Applebee’s does it is something that’s so important,” said John Peyton, Applebee’s president and CEO of parent company Dine Brands. “No one’s gonna confuse that with anybody else.”

Sweetgreen this year also brought back its seasonal menu cadence, which CEO Jonathan Neman said would help bring some mid-priced tiers to the menu, to drive frequency. The salad chain’s same-store sales fell 3.1% last quarter.

Just don’t call this a value offer.

“We would not present them as a value menu,” he said. “It would just be anchoring more of the menu in mid to lower price tiers.”

McDonald’s plans to bring back Snack Wraps later this year, using the chicken strips it just introduced to its permanent menu, called McCrispy Strips. The company informally announced the Snack Wrap’s return last year as sales fell following its E. coli outbreak out west.

BJ’s Restaurants, meanwhile, leaned heavily on its popular Pizookie dessert.

The giant ice-cream topped cookie is the star of its $13 Pizookie Meal Deal, which has helped drive traffic for two straight quarters.

And the dish also went viral on TikTok earlier this year after customers discovered the off-menu Pizookie Platter, a pizza-sized version of the dessert that combines four Pizookies in one.

BJ’s marketing team moved quickly to throw more fuel on the fire, and the chain went on to sell more than 24,000 Pizookie Platters, 17 times more than usual. Its traffic grew 2.7% in the first quarter.

“Value is important, and you have to deliver value worth paying for.” -Wendy’s CEO Kirk Tanner

More marketing
One of the hallmarks of the early-year malaise was its breadth, as some chains that had previously not had sales challenges suddenly had them, notably the fast-casual burrito chain Chipotle, which reported its first same-store sales decline since the pandemic.

The Newport Beach, California-based chain typically has two big “tent pole” marketing events each year, in the spring and fall. This year, Chipotle CEO Scott Boatwright plans to add another limited-time offer in the summer, which could be a side item or dip, supported by advertising across digital channels to reach more consumer eyeballs. Boatwright did not reveal what is coming.

Wendy’s, whose same-store sales declined 2.8% last quarter, will spend much of the summer pushing a variety of new menu items, collaborations and value offers on its mobile app.

The effort, called 100 Days of Summer, is being done in response to changing consumer behavior, CEO Kirk Tanner said.

“You go after a highly seasonal time for customers and you deliver against what I think are critical checkmarks for the customer,” Tanner said. “Value is important, and you have to deliver value worth paying for.”

Menu innovation and operations
Restaurant chains released a record number of limited-time offers last year, and they don’t appear to be slowing down. Restaurant companies struggling with sales challenges frequently turn to new menu items to goose sales.

Shake Shack CEO Rob Lynch said a very limited promotion of a Dubai Chocolate Pistachio Shake in April at only 30 restaurants drew lines out the door, with units selling out in minutes. Coming this summer is a barbecue lineup with a Carolina option, along with an Oreo Cookie Funnel Cake Shake, a Banana Pudding Shake, and a Campfire S’mores Shake.

At Sweetgreen, new Ripple Fries rolled out in March and helped drive an increase in same-store sales initially. But the impact of tariff news on consumers in April quickly turned sales negative again—which is particularly surprising, given April is typically a booming month for Sweetgreen, as the weather turns warmer.

The chain is hoping to juice sales on May 13 with the launch of a limited-time offer in partnership with the high-end Cote Korean Steakhouse in New York, with three dishes that will bring Korean barbecue flavors to the menu for the first time. It also is expected to increase interest in the brand’s steak, which was added last year and has helped grow dinner sales.

Applebee’s in the first quarter added two new Cajun pasta dishes for $11.99 each to its Bourbon Street portion of the casual diner’s menu. They drove traffic and sales “in a way that we haven’t in several quarters,” Peyton told analysts.

El Pollo Loco likewise had success with new menu items. It recently added a line of Mango Habanero Chicken Meals to its lineup, which brought in new customers and gave the company confidence to keep innovating. It is about to launch a new line of Fresca Wraps and Salads. And in June will introduce a new quesadilla combo at $9.99.

“We need to remind both new and lapsed customers that El Pollo Loco stands for quality and flavorful food that is quick, convenient and offers value for the money,” CEO Liz Williams said.

Source https://www.restaurantbusinessonline.com/financing/restaurant-chains-turn-value-marketing-they-navigate-tough-market

Culver’s new CEO outlines her priorities for the fast-growing brand
Julie Fussner is focused on improving speed, accuracy, and the digital experience, but says the culture of the brand will not change

Julie Fussner is well aware of the enormous shoes she needs to fill. She was recently named the new chief executive officer of Culver’s, becoming just the fifth person (and first woman) to serve in that role in the company’s 41-year-history. It’s a daunting task on its own, let alone for a brand with a cult following in the Midwest, fostered by its signature products such as ButterBurgers, Fresh Frozen Custard, and Wisconsin Cheese Curds.

Culver’s made-to-order model has also propelled the brand to consistently significant growth throughout the past several years. The company recently surpassed 1,000 locations and $3.8 billion in sales. In the past five years, the Wisconsin-based burger chain’s sales have jumped by 113%, according to Technomic data, breaking into the top 30 chains in the United States in 2024. Much of this growth is driven by strong unit economics — its $3.8 million average unit volumes are nearly double Wendy’s metrics and behind just McDonald’s, Whataburger, In-N-Out Burger, and Shake Shack in the intensely competitive burger category.

Fussner didn’t think she’d end up in this position. She studied human resources in college, but “nobody would hire me,” she said during a recent interview. So, she took a sales position with Philip Morris while studying for a master’s degree in marketing. She got her first marketing job at Conagra Foods, then moved over to Kraft, where she spent 10 years learning various roles.

“It was the greatest training ground ever. A lot of time was spent with Oscar Meyer (division) helping me build my skillset. There are different consumer challenges — bacon had no money to spend, but cold cuts did, so I had to get creative with how we approached marketing,” Fussner said.

She was starting a family at the time and didn’t want to move to Chicago, so Fussner spent two years at American Family Insurance. The company, she said, had “huge budgets,” but insurance wasn’t her passion area. Coincidently, a vice president marketing role opened at Culver’s around that same time.

“It was a concern that I didn’t have restaurant experience, but I had so much manufacturing experience. I was able to build that parallel,” Fussner said.

She was hired at the chain at a time when marketing was rapidly changing with the onset of digital, delivery, loyalty programs, etc. Then-CEO Rick Silva recognized the expanding scope and named Fussner the company’s first-ever CMO in early 2023.

“That was my dream job,” Fussner said. “Then he announced his retirement. I had mixed emotions because I loved working for him and loved the level of sophistication he brought to the company. I am grateful I was able to learn from him for four years.”

As part of Silva’s leadership team, Fussner helped formulate a new world of systems and processes for the family-owned company and worked alongside him on building strategic priorities. She thought that was enough to at least throw her hat in the ring when the CEO position opened up.

“Plus, the benefit of having an internal candidate is that culture matters so much here,” Fussner said. “Our relationship with operators is paramount. The only reason we have jobs is to help them be successful. We live that.”

Fussner’s priorities as CEO

Turns out, she was right about culture mattering. Fussner was named CEO last month. In a statement, co-founder (and former CEO) Craig Culver said she emerged as the “clear choice to lead the organization into the next chapter,” bringing “visionary thinking, business expertise, and an authentic leadership style. Just as valuable, though, is how effortlessly Julie builds Culver’s culture. She innately understands and shares the values that define us: Midwest hospitality and an appreciation for people.”

She’s still getting her feet wet in the role, but she does know that one of her biggest priorities is continuing to drive profits at restaurants.

“I will not let that part slip. We don’t care how many restaurants we open. We care how many successful restaurants we open,” she said.

To continue to make progress here, Culver’s is focusing on training and better speed and accuracy metrics, particularly at the drive-thru, where the company has been conducting mystery shops.

“We’re made-to-order. We’ll never be fast. But we need to be less slow,” Fussner said. “We also have a complex menu, so accuracy can be a challenge for us. We’re relatively high priced relative to our competitors, so we need to have consistently exceptional experiences across the brand.”

Culver’s has started conducting mystery shop visits at the drive-thru. Fussner said there have been about 10,000 such visits, allowing the company to see what is working and what is not.

“We’re starting to see improvement,” she said.

Beyond operations, the company also plans to enhance the menu and digital experiences. In mid-June, for instance, Culver’s will introduce a complete renovation of its chicken line, including sandwiches, while a soft launch of a new loyalty program is expected by the end of this year.

The final priority is winning in new or low penetration markets as the company continues to grow. Culver’s is about 40% bigger than it was just five years ago, for instance, and is getting more sophisticated at local marketing and building awareness — making sure new customers know why ButterBurgers and Cheese Curds are special, she said.

“We have so much opportunity and winning immediately in new markets is what will keep us growing,” Fussner said. “We will also never forget the foundation of the markets where we are already strong. We’ve become better at segmenting markets and understanding needs.”

It’s clear that Fussner’s wheels are spinning on how to take this brand to even greater heights. But she also makes it a point to note that nothing will change foundationally — “the heart of the brand does not change.”

“It is my job to package all this information so everyone can align,” Fussner said. “There is a lot we could be thinking about, but we need to all be focused on the same things and marching in the same direction.”

Contact Alicia Kelso at Alicia.Kelso@informa.com

Source https://www.nrn.com/quick-service/culver-s-new-ceo-outlines-her-priorities-for-the-fast-growing-brand

McDonald’s plans a big hiring push this summer
The fast-food giant and its franchisees vow to hire 375,000 people this summer, which would be the most in years. It also plans to open 900 U.S. restaurants by 2027.

McDonald’s and its franchisees plan to hire up to 375,000 people this summer in what the company says is its biggest hiring effort in years.

The fast-food giant also said that it plans to expand its domestic restaurant count by 900 by 2027, which would require a dramatic increase in the rate of expansion by the company’s operators, who own the bulk of the chain’s 13,557 U.S. restaurants.

McDonald’s plans to hire people at each of its restaurants and in all 50 states. The 375,000 new jobs represent close to half the 800,000 McDonald’s restaurant workers in the U.S. Most of the hiring represents turnover. But it will also be in response to business growth and new restaurant development.

The 375,000 jobs represent about 3% of the U.S. restaurant workforce.

“If you wear a uniform on the front lines of our McDonald’s restaurants, you gain a level of professionalism you might not elsewhere,” Joe Erlinger, president of McDonald’s USA, said on Monday.

Erlinger was speaking at an event used to highlight the hiring and to mark the 10-year anniversary of the company’s Archways to Opportunity scholarship program, which has provided some $240 million in tuition assistance to 90,000 workers.

Also appearing at the event at a McDonald’s location in Columbus, Ohio, was Lori Chavez-DeRemer, secretary of the U.S. Department of Labor. “McDonald’s is sparking a ripple effect of prosperity for our workers, communities and the economy by expanding their workforce,” she said, calling the company a “cornerstone of American ingenuity.”

McDonald’s has been more aggressive of late in highlighting its role in the American economy, both as a provider of jobs and as a training ground for a surprising percentage of the workforce.

One in eight Americans has worked at a McDonald’s at some time in their lives, often as a teenager working their first true job. One in three Americans have worked in a restaurant, regardless of the concept.

The company’s Archways to Opportunity program enables workers at the chain’s restaurants to get a high school diploma, pay for college, receive free educational and career advising services or improve their English skills. Three-quarters of participants said lack of financial resources were their top barrier to furthering their education.

Nearly half of Archways participants who earned a college degree, 46%, were first-generation college students.

That includes Anamaria Monterroso-Jimenez, who has worked with McDonald’s for nearly eight years in Columbus, working for franchisee Scott Holowicki. She started as a crew member and working her way into human resources management and marketing. She is working her way through college with assistance from McDonald’s Archways program, hoping to get a degree in human resources.

“My goal has always been to be the first one in my family to go to college, and so far I am in the process of that,” she said.

Monterroso-Jimenez said her own knowledge of the program has helped her work with other McDonald’s employees to take advantage of it.

That includes her mother, who learned English and earned her own degree through the program. “There’s a saying my boss likes to say,” Monterroso-Jimenez said. “McDonald’s isn’t just burgers and French fries. It’s so much more. Just because you work in fast food, doesn’t mean your dreams end there.”

Source https://www.restaurantbusinessonline.com/workforce/mcdonalds-plans-big-hiring-push-summer

First Watch battles rising commodity costs as traffic rebounds
Eggs and avocados are among the items experiencing inflationary pressure in Q1

First Watch Restaurant Group Inc. has seen traffic fluctuate this year, but it is working on marketing and to keep commodity costs in line, executives said this week.

Chris Tomasso, First Watch president and CEO, said on the daytime café’s earnings call for the first quarter ended March 30, that the brand had positive traffic in January but it declined in February and returned to positive in March. The Bradenton, Fla.-based company said same store traffic was down 0.7% overall in the first quarter.

“Then in April, we posted the best monthly same-restaurant traffic result in over two years, giving us optimism that we’re on track to achieve positive traffic for the year,” Tomasso said.

Tomasso noted that initiatives to drive traffic were working especially well in the third-party delivery channels.

The company was also improving its ticket times, Tomasso said, and that remains an important key performance indicator.

“Our investments in the development of our people and their well-being continue to pay dividends, fostering a highly motivated and skilled team as evidenced in part by our continued reduction of turnover rates,” Tomasso said.

He added that rising costs of goods were pressuring restaurant margins.

Mel Hope, First Watch’s chief financial officer, added that commodity inflation was 7.7% in the quarter, with higher prices for eggs, bacon, coffee, and avocados, “which comprise four of our top five food cost inputs.” He said the four categories “are all trading at remarkably high prices and so are increasing our commodity costs.”

Related:Shake Shack to open support center in Atlanta

Labor inflation was 4.1% in the quarter, Hope said.

“Near-term, our margin profile is being pressured by higher inflationary headwinds in our market basket since our last earnings call, the impacts of new tariff implementation, and the incremental cost of the previously listed initiatives,” he said.

For the first quarter ended March 30, First Watch’s net loss was $829,000, or one cent a share, compared to net income of $7.2 million, or 12 cents a share, in the prior-year period. Revenues were $282.2 million compared to. $242.4 million in the same period a year ago.

Same-store sales were up 0.7% in the quarter, and same-store traffic was down 0.7%, the company said.

First Watch opened 13 new restaurants during the quarter, ending the period with 584 locations. The company in January opened its first New England location in Hanover, Mass.

Contact Ron Ruggless at Ronald.Ruggless@Informa.com

Source https://www.nrn.com/fast-casual/first-watch-battles-rising-commodity-costs-as-traffic-rebounds

Shake Shack to Bring Brand to Panama with 12-Store Deal
Shake Shack has partnered with Grupo Attie-Multifood Enterprises to bring the iconic brand to Panama. As part of the deal, the partnership plans to open 12 Shacks across the Panamanian market by 2035, with its first Shack scheduled to open in 2026 – marking an exciting new chapter in the Company’s international journey.

Shake Shack is proud to partner with Grupo Attie-Multifood Enterprises, a powerhouse Panamanian conglomerate with operations across Panama, Colombia, Chile, and Mexico. They currently operate over 200 in-stores and 200 stores in Latin America, and specialize in real estate, food and beverage, retail, finance, and online entertainment and gaming.

“We couldn’t be more thrilled to expand into Panama, our first stop in Central America,” says Michael Kark, President of Global Licensing at Shake Shack. “Bringing Shake Shack to Central America marks a major milestone as we continue to grow globally, and Panama has always felt like a natural place to begin given its blend of warmth, rich history, and a vibrant culinary scene. Grupo Attie-Multifood Enterprises shares our values of quality, hospitality, and delivering an outstanding guest experience, and their deep expertise in Panama makes them an ideal partner as we plan to open 12 Shacks in the country by 2035.”

“Partnering with Shake Shack is more than just an expansion—it’s a commitment to excellence, community, and growth. We are proud to introduce an internationally recognized brand that shares our dedication to hospitality and quality. Beyond enriching the country’s dynamic culinary scene, this collaboration will generate approximately 400 new jobs, fueling economic opportunities and empowering local talent. We look forward to welcoming guests to the shacks we create together, as each one will embody the warmth and authenticity that define Panama,” says Hector Ospina, Chief Executive Officer at Multifood Enterprises.

Shake Shack, whose purpose is to Stand For Something Good, will collaborate with local purveyors and producers to create a one-of-a-kind Shack experience in Panama. The menu will showcase Shake Shack’s signature offerings – including the ShackBurger, classic crinkle cut fries, beer, wine and frozen custard – while celebrating local flavors and ingredients.

Source https://www.qsrmagazine.com/news/shake-shack-to-bring-brand-to-panama-with-12-store-deal/

GLP-1s are reshaping American appetites
The surge in weight-loss drugs such as Ozempic and Wegovy may already be affecting restaurants’ bottom lines

We now have a weapon against obesity that actually works. Glucagon-like peptide-1 medications, better known as GLP-1s, have succeeded where dieting usually fails. They’ve changed the way millions of Americans eat by changing their relationship with food, essentially forcing them to eat more healthfully, and as a result, helping them to lose weight and keep it off.

That’s great for public health, as obesity-related conditions such as heart disease and type 2 diabetes are leading killers among Americans. But it poses challenges for restaurants, many of which have relied on their customers’ cravings for burgers, fries, fried chicken sandwiches, alcohol, carbonated soft drinks, and desserts.

“I’ve heard people [on GLP-1s] say their new midnight snack is cucumber or apple slices,” said Emily Auerbach, innovation manager at Mattson, a Silicon Valley-based insights, strategy, and product development firm. “That’s a craving — it’s just a different kind of craving than we’re used to.”

Mattson has tracked the behavior of a panel of 75 people using GLP-1s, and the way they interact with food has changed.

GLP-1s, with brand names like Ozempic and Wegovy, work by slowing the movement of food through the digestive tract — keeping it in the stomach longer — and also affecting the brain’s reward centers related to food.

Barb Stuckey, Mattson’s chief new product strategy officer, said panelists have discussed how “they have different behaviors and different preferences for food and beverages, and they don’t even know why it’s happening. … It seems to me like these drugs are teaching people to eat healthier food.”

Specifically, according to Mattson’s panel, the medications make their users less inclined to eat red meat, spicy food, fatty and fried food, salty food, and desserts.

They’re also less interested in alcohol, which can result in severe hangovers even if GLP-1 users drink them in small quantities, as well as caffeinated drinks, which can upset their stomachs, and carbonated beverages, which make them feel too full.

“Things like fatty, spicy [food], sometimes dairy, are very irritating,” Mattson’s chief innovation officer Katie Hagen said. “It makes them nauseous. It makes them uncomfortable, and so they’re veering away from them and are gravitating to foods which are leaner, lighter, maybe soothing to their belly.”

But there are foods that GLP-1 users crave, particularly juicy fruits and vegetables like the cucumbers and apples that Auerbach mentioned, as well as still beverages and low-fat proteins like chicken breast and fish.

“We’ve heard that people who didn’t eat fish before all of a sudden are interested in it instead of having steak,” Stuckey said.

At the same time, hydration “is a huge, huge issue for GLP-1 users,” Auerbach said, with value-added still beverages — infused waters, fruit-forward slushies, and herbal teas — emerging as potential draws. In fact, the surge in mocktails and other flavorful spirit-free options seems to have happened at just the right time.

People using the drugs are being told by their doctors to make sure they eat enough protein. That’s because GLP-1s are so effective and result in such rapid weight loss that their users tend to lose muscle mass as well as fat. This opens the way not only for more fish and chicken, but also for nuts and low-fat dairy as well as legumes such as peanuts and beans.

Auerbach hastens to point out, however, that her panelists are hardly starving: They still consume around 2,200 calories per day, around the recommended daily intake for the average American, but that’s around 1,000 fewer calories than what they were eating previously each day.

Seeing the trend toward increased use of the drugs, Smoothie King launched a GLP-1 Support Menu in October 2024. It was comprised of seven drinks intended as meal replacements that had at least 20 grams of protein, as well as fiber, and the hydrating ingredients that the target group craves, such as fruit and almond milk.

Examples were the Berry Keto Champ GLP-1 smoothie with almond milk, almond butter, blueberries, raspberries, a protein blend, and cocoa; the Slim N Trim GLP-1 Mango Greens with mangoes, Greek yogurt, almond milk, a protein blend, kale, ginger, and spinach; and the Power Meal Slim GLP-1 with bananas, almond milk, and a protein blend.

Right now, just around 6% of American adults are taking GLP-1s, according to the Kaiser Family Foundation, or about the same percentage of Americans who have any kind of allergy, according to the Centers for Disease Control (6.2%). By comparison, Gallup puts the percentage of vegetarians at 4% and vegans at 1%.

But Mattson puts the percentage of adults who could be on GLP-1s due to obesity and type 2 diabetes at 52%. Many of those potential users are uninsured or underinsured, and others are needle-shy, which is a problem since GLP-1s are injected.

However, Ely Lilly has developed an oral version of the medication, Orforglipron, that the pharmaceutical company plans to submit to the Food & Drug Administration for approval by the end of the year, and for type 2 diabetes treatment in 2026. That could increase the use of the weight-loss drugs significantly.

Already, many restaurants are stymied by declining traffic, and the increasing use of weight-loss drugs could exacerbate that, according to a survey by consulting company EY Parthenon.

Don Johnson, a principal in the firm, said more than half of GLP-1 users are eating out less, and that percentage rises to 65% of those using the drugs for weight loss, as opposed to treatment for type 2 diabetes or other conditions.

Furthermore, when they do eat out, they tend to visit full-service restaurants.

“They can control portion size and pick and choose from the menu,” he said. “It kind of makes sense that dinner might be the meal when they do this.”

He said those people on the drugs for weight management originally skewed affluent, because many insurance plans don’t cover GLP-1s for weight loss.

“The early adopters in the weight management group were clearly more affluent because they were able to get access to the drugs,” he said. However, that’s changing as GLP-1s become more widely available, he added.

Johnson said those using the drugs for weight loss also tend to cycle on and off of them, both because of the expense and because of the side effects, but many of them say they maintain the behavior they adopted while using them of eating leaner protein and more vegetables, which he said could be problematic for quick-service restaurants.

“I could see that for QSRs this could definitely be a headwind,” he said. “For folks on GLP-1s, they may decide, ‘It’s not how I want to consume my calories today.’”

Indeed, Cavenagh Research said in a recent report that McDonald’s traffic and sales struggles in 2024 were “likely due to the rise of GLP-1 medications, which suppress appetite and reduce food consumption,” adding that their use was likely to reduce meal frequency and snacking occasions for McDonald’s core demographic.

Citing recent research by financial services firm JP Morgan, Cavenagh said GLP-1 users reported a 23% reduction in daily meals and a 50% decrease in snack consumption.

Skydeo, which aggregates mobile and loyalty card data, has correlated GLP-1 users with their restaurant and grocery store habits.

Over the past 18-36 months, “what we’ve seen … is that customers are moving from traditional QSRs like McDonald’s and Burger King toward brands like Chipotle … where you can build your own,” CEO Mike Ford said. “Even the quick salad places seem to have increased as well.”

Noting that consumers also have reacted to rising prices at many quick-service chains, adjusting portion sizes, and pricing accordingly, could help attract customers using weight-loss drugs.

“If restaurants are readjusting pricing and lowering portion sizes, they may have an advantage … versus the people who are still in the post-COVID, let’s-get-our-money-back era,” he said.

Hagan of Mattson made a similar observation, noting that restaurants such as taquerias that sell individual tacos, or other chains that sell single sliders, could win over customers who no longer see value in large portions.

“Or that big latte from Starbucks. There’s just way too much milk in there … they’re looking for smaller. They’re looking for less,” she said.

Of course, GLP-1 users aren’t a monolith. Kerry, a global taste and nutrition firm, recently identified five distinct groups who use the weight-loss drugs: “Dynamic Dads” are busy parents looking for portable, protein-packed meals; “Trailblazing Trendsetters” are wellness-savvy urbanites who value mental clarity, energy, and boosted immunity; “Future-Focused Improvers” are typically Gen X women prioritizing long-term health and aging well; and “Balanced Maintainers” are members of Gen Z looking to maintain weight with minimal dietary changes and little disruption to their day-to-day lives. Similarly, “Steady Stickers” are practical Midwestern women focused on familiar foods and routines.

“Appetites are shifting toward a more holistic and personalized approach to nutrition,” Kerry North American vice president of marketing, Elizabeth Horvath, said in a statement about the report. “Consumers want more than weight loss. They’re looking for gut health, immune support, stress relief, and high-protein foods that still taste great.”

That aligns with findings from Mattson and Skydeo: Success with GLP-1 users isn’t just about reducing portion size, but about satisfying cravings for hydration, nutrient density, and intentional eating.

Contact Bret Thorn at bret.thorn@informa.com

Source https://www.nrn.com/menu-trends/glp-1s-are-reshaping-american-appetites

Survey Reveals Gen Z’s Favorite Fast-Food Choice
Every six months, Piper Sandler’s “Taking Stock with Teens” survey paints a clear picture of the American teen psyche, and this spring’s results are no exception. Drawing responses from more than 6,000 teens across 47 states, the survey captures not just product preferences but also the values, spending patterns, and cultural leanings of Gen Z.

One of the survey’s most consistent findings is the continued dominance of Chick-fil-A as Gen Z’s favorite fast-food. While the fast food landscape remains competitive, Chick-fil-A has held a steady lead that reflects more than just taste. It reflects how younger consumers define quality, experience, and trust. As teen preferences drive shifts across multiple industries, understanding this loyalty becomes essential for any brand hoping to stay relevant.

The survey also highlights how food continues to command a significant share of teen spending. With annual food spending increasing year-over-year, fast food brands are operating in a high-stakes, high-demand environment. For Gen Z, value is more than price. It includes service, consistency, brand values, and convenience.

Chick-fil-A reigns supreme with Gen Z, and it’s not by accident
Chick-fil-A’s dominance with Gen Z is deliberate. For several years, it has consistently secured the top spot in Piper Sandler’s survey. Coverage from Southern Living notes that this popularity remains steady, thanks to a reputation for service, quality, and efficiency.

Teens want speed but also crave dependability and personalization. Chick-fil-A has capitalized on this with mobile ordering, consistent in-store service, and a carefully curated brand identity. Its mobile app helps create digital engagement and loyalty that extend beyond physical visits.

The brand’s cultural positioning also plays a role. Chick-fil-A bridges tradition with modern convenience. For Gen Z, who are used to fast-paced digital interactions, the brand offers a sense of structure and predictability. That consistency carries weight with a generation navigating an ever-changing digital world.

Fast food rivals are closing in as Gen Z preferences shift
Chick-fil-A continues to lead, but the competitive field is shifting. Starbucks, McDonald’s, and Chipotle round out the top tier, though each reflects different aspects of Gen Z’s evolving expectations.

McDonald’s, once seen as outdated by younger consumers, is experiencing renewed interest. Through updated app features, promotions, and influencer campaigns, it is finding new relevance. Starbucks remains strong, but rising prices and changes to its loyalty program have slightly softened its position.

Chipotle retains its edge through customizability and its association with clean eating. Other brands like Raising Cane’s and Panera Bread are gaining attention, reflecting the growing importance of story, ease of access, and innovation in capturing Gen Z loyalty.

Gen Z’s top brands show tech and identity priorities
Beyond dining, Piper Sandler’s data reveals broader trends in how teens spend and what they value. Apple remains the dominant tech brand, with 87 percent of surveyed teens owning an iPhone and 34 percent expecting to upgrade within six months.

In fashion, Nike, Lululemon, and American Eagle remain front-runners. Newcomers like Aerie and Gymshark are also gaining traction, fueled by values-based branding and social media relevance. In payments, Venmo and Apple Pay top the list, showing that teens are favoring platforms designed for mobility and integration over traditional banking tools.

Brands that wish to win with Gen Z must think beyond trend-chasing. They need to build ecosystems of experience that combine digital ease with emotional reliability. Whether in food, fashion, or tech, the future of loyalty is earned through relevance and repeatability. Chick-fil-A’s success with Gen Z offers several takeaways on how to keep the audience engaged and returning.

Source https://foodchainmagazine.com/news/survey-reveals-gen-zs-favorite-fast-food-choice/

Foodservice Equipment

Middleby Promotes Hall to VP Role
Jason Hall, CMC, was promoted to vice president of Middleby’s Crown Steam Group, which includes the Crown, Firex and Market Forge equipment lines.

A seven-year company veteran, Hall most recently served as vice president of research and culinary for Middleby’s Crown, Firex and Southbend brands.

In his new, expanded role Hall will continue to have influence over the development and design of the next generation of commercial kitchen products, per a company announcement. He will also direct sales and selling strategies for the Crown Steam Group of brands.

Source https://fesmag.com/topics/the-latest-news/22729-middleby-promotes-hall-to-vp-role

Hoshizaki Gains Florida Representation
The recent territory assignment, effective May 1, represents an expansion of the companies’ partnership.

Master Marketing Manufacturers Reps is now representing Hoshizaki’s full line of ice machines, dispensers and refrigeration products in Florida (MAFSI Region 13).

The group also represents Hoshizaki appointments in Tennessee and the Carolinas.

“Master Marketing has demonstrated strong performance and leadership in the Southeast,” says Scott Meyer, vice president of sales at Hoshizaki America. “Their understanding of the market and commitment to customer success align perfectly with our long-term goals. We’re excited to expand our partnership with them in Florida.”

Source https://www.fermag.com/articles/hoshizaki-gains-florida-representation/

TurboChef and CookTek Update European Sales Team
Richard Chattaway was appointed European sales director for TurboChef and CookTek, both of which are Middleby companies.

Chattaway brings more than 25 years of foodservice industry experience to his new position. His expertise includes product demonstrations and menu development, per a release announcing his hiring.

Chattaway’s background includes working with a variety of chains, including KFC, Pizza Hut, and Starbucks.

Source https://fesmag.com/topics/the-latest-news/22722-turbochef-and-cooktek-update-european-sales-team

Tabletop & FOH

Huddle House Develops 2 Prototypes
The family dining brand has introduced a QSR conversion format and a nontraditional format to speed growth.

Family dining brand Huddle House has announced two new restaurant prototypes—a QSR conversion format and a nontraditional format. Part of a larger brand renovation, the prototypes will support the brand’s growth in urban, suburban and nontraditional settings.

The QSR conversion format focuses on drive-thru and walk-up ordering and includes a menu packed with Huddle House classics and portable options like sandwiches, burgers, burritos and waffle tacos.

The nontraditional format targets high-traffic locations such as airports, colleges, malls and travel centers. It’s designed for convenience with portable off-premise dining options in a smaller space of 500 to 1,200 square feet.

Meanwhile, the brand also redesigned its small-town mainline restaurant, balancing timelessness with contemporary dining expectations.

HuddleHouseNontraditionalRendering
The nontraditional format targets high-traffic locations.

“The new transformed restaurant designs will serve as the blueprint for the transformed Huddle House, opening up new trade areas and new growth potential beyond what has ever been possible before,” says Blain Shortreed, COO of Ascent Hospitality Management, overseeing Huddle House and Perkins, in a press release. “Our new assets will be more welcoming, higher-tech, more off-premise centric, and will feature Huddle House classics, and our new/evolved menu platforms such as burritos, smashburgers and waffle tacos.”

Along with the prototypes and menu innovation, Huddle House has revamped its brand identity, including a redesigned logo and updated tagline, to cater to its existing fans while also appealing to a broader, younger audience. Huddle House has nearly 300 locations open or in development.

Source https://www.fermag.com/articles/huddle-house-develops-2-prototypes/

Patio Power: Strategies for Optimizing Outdoor Dining
Imagine turning your restaurant’s patio into a profit powerhouse this summer, even amidst rising costs and inflationary concerns. Discover how handheld POS devices and QR code ordering are transforming outdoor spaces into efficient revenue engines. To learn more about how restaurant operators can best set themselves up for the upcoming summer season, Modern Restaurant Management IMRM) magazine reached out Kevin Bryla, Chief Marketing Officer, SpotOn.

What details should operators pay attention to when setting up a patio for dining?
A good patio setup isn’t just about adding seats, it’s about creating an extension of the guest experience that works just as hard as your dining room. That means thinking through layout and service flow to support great service, making sure there’s shade or cover when the weather turns, and setting the tone with lighting and music.

Put simply, if it matters inside, it matters outside too.

Operational control tools are also important, including reservation systems and waitlist management keep things moving smoothly when the patio fills up. Put simply, if it matters inside, it matters outside too.

How can operators optimize their outdoor dining for efficiency?
Outdoor dining can either slow things down or speed things up—it all comes down to how you run service. With handhelds, your team is able to spend more time serving guests, instead of going back-and-forth between tables and the POS station. Orders get sent directly to the kitchen in real time, payments happen at the table, and servers can cover more ground without missing a beat. The result? Fewer mistakes, faster ticket times, and higher check averages. That’s more revenue with less labor, and for restaurants operating on slim margins that’s essential.

And for more casual outdoor setups – think outdoor bars, beer gardens, or counter-service patios – QR code ordering is a no-brainer. Let guests order that second round when they’re ready. Add QR scan-and-pay, and guests can settle up on their own terms, a fan-favorite for families juggling kids or anyone who doesn’t want to flag their server down. It’s the kind of flexibility and convenience today’s guests expect, and it lightens the load for your staff, too.

What are guests’ expectations for outdoor dining, particularly as it relates to technology?
Guests don’t lower their expectations just because they’re sitting outside. They still want fast, friendly, accurate service and they expect tech to support that, not get in the way.

Guests don’t lower their expectations just because they’re sitting outside.

Tableside ordering and payments, mobile wallets, and even real-time waitlist updates are all part of the equation. The bar is high, and tech helps you meet it without putting more pressure on your team.

In what ways can technology be used to elevate the outdoor experience?
Tech should make the guest experience feel smoother, not more complicated. With handhelds, servers take the order and fire it to the kitchen on the spot. They close the check at the table, apply loyalty rewards, and split payments however the guest wants, all without leaving the patio. That means more face time with the guest, better service, and a more professional operation overall. It’s the kind of behind-the-scenes magic that keeps guests coming back.

How quickly can an operator ramp up a hand-held program and what kind of investment in dollars and training time does it involve?
These devices are designed to be intuitive, built for restaurant workflows, and easy to learn so your team can be fully up to speed in a few shifts. The biggest challenge and cost is oftentimes working with your network provider or IT team to make sure your wireless network amply covers outdoor dining areas.

The handhelds themselves give you a rapid return on investment. Operators using them are seeing 15-percent higher sales, 20-percent faster service, and 30-percent fewer mistakes. That’s real value without needing to hire more staff, and in fact we often see operators are able to run leaner shifts with handhelds. It’s not just a tech upgrade for a season, it’s a long-term revenue strategy to easily handle higher volumes when you need to – game days, holidays and of course patio season.

Source https://modernrestaurantmanagement.com/patio-power-strategies-for-optimizing-outdoor-dining/

Brewing Up Change: The Fight to Support Bartenders’ Well-Being and Development
Organizations are stepping up to tackle the biggest issues in the beverage world, like providing mental health and equal opportunities for bar staff.
The hospitality industry has long grappled with instability, inequality, and a lack of support for workers. More organizations are stepping up to tackle these challenges head-on, helping bartenders and hospitality professionals build sustainable careers while fostering a more equitable and supportive industry. Groups like Another Round Another Rally and Focus on Health are leading the way, driving real change for workers behind the bar and beyond. Here’s a look at how they’re making it happen.

Fueling Career Growth with Support and Resources

Founded in 2018 by Amanda Gunderson and a group of like-minded individuals, Another Round Another Rally arose from a shared frustration with the lack of stability in the hospitality industry.

“We were just talking one night about how the system was not built to actually allow for full careers for most of the 15 million people employed in it,” Gunderson says. “Most people in hospitality that we knew did not have any form of health insurance provided by their employer. We could also see that there were fun educational opportunities that could develop skills and make people more hireable, so we just put our heads down and went to work.”

The organization provides emergency aid to hospitality workers in crisis, including general emergency funding, mental health support, a fund for those facing gender-based violence, and assistance for workers diagnosed with cancer. Scholarships and reimbursement grants are another area of focus. Another Round Another Rally offers a range of professional development opportunities, including immersive educational experiences and specialized programs in spirits education. These initiatives provide workers with the chance to learn from industry experts, explore different regions, and gain hands-on experience in areas like bourbon, rum, agave spirits, and cognac.

Gunderson says the ultimate goal is to dismantle systemic barriers in the industry, particularly for marginalized groups. “There are some startling truths about the realities of working in hospitality,” she says. Restaurant workers are two and a half times more likely to live in poverty than the general workforce, and more than 40 percent of restaurant workers are living with an income below two times the federal poverty line, according to Restaurant Opportunities Center United.

“That’s more than any other industry and disproportionately affects women, particularly women of color,” Gunderson notes.

When the organization talks about driving “radical change,” it envisions a future where women, people of color, LGBTQ+ individuals, people with disabilities, and immigrants hold leadership roles and occupy the highest-paying positions in bars and restaurants.

“We’re working toward creating an industry where everyone can build lasting and sustainable careers, without having to sacrifice stability or security,” Gunderson says. “And with millions of dollars in aid already doled out and thousands of hospitality members already helped, we’re on our way.”

While Gunderson acknowledges progress, she believes there’s still a long way to go. “Bars and restaurants have definitely made some moves toward a more equitable space in recent years,” she says, “but we are still at the bottom tier of the mountain that needs to be climbed.”

She points out that the industry remains deeply segregated—not just by restaurant style or neighborhood, but by job title.

“For example, when you see a person of Thai descent in management, you are most likely to see that person in a Thai restaurant,” Gunderson says. “If you work in a bar, you have likely seen your immigrant barback be passed up for a promotion time and time again when bartender positions become available. That is the truth across the spectrum in hospitality. There are so many barriers to break down for historically underrepresented voices in the hospitality space across the country. We believe that professional development is the key to this change because opportunity, education, experience, and mentorship all equal access.”

Mentorship is particularly crucial, and Gunderson believes the industry could do much more in this area. Her advice for leaders looking to create more mentorship opportunities for bar staff? “Seek the answers for how to build a great team from within and don’t manage everyone in a blanket way.”

“One of the statistics we love about mentorship is that if you have a mentor at work, you are five times more likely to get promoted, but if you are a mentor at work, you are six times more likely to get promoted,” Gunderson adds. “Set your team up for success with mentorship and think outside of the box in pairings. People don’t need to look the same or have the same background to be paired together.”

Championing Health and Wellness

Focus on Health advocates for wellness in the drinks industry, addressing a key challenge: bartenders often struggle in silence in a profession built around celebration. Co-founded in 2020 by Alex Jump and LP O’Brien during the pandemic, the organization was born from their own difficulties maintaining well-being in the industry. Their mission is simple—creating a healthier, more sustainable work environment for bartenders, servers, and chefs.

“Hospitality professionals dedicate themselves to serving others, often at the expense of their own health, struggling in silence and feeling isolated without clear resources for help,” Jump says. “We saw a critical need to address this imbalance and break the stigma around seeking support. Beyond that, the majority of hospitality workers are from marginalized backgrounds: women, people of color, queer folks. These people are often disadvantaged when it comes to their health and wellbeing.”

One of the biggest challenges, Jump explains, is balancing personal well-being with the demands of the job—long hours, late nights, high stress, and an industry culture where drinking and substance use are often normalized. It’s easy for workers to neglect their own needs, whether that’s sleep, mental health, or even basic nutrition.

Focus on Health helps hospitality professionals prioritize well-being through various programs and resources. The No/Low Tour, a nationwide event series, highlights non-alcoholic and low-ABV cocktails crafted by top bartenders, promoting mindful drinking while emphasizing creativity and community. The organization also partners with Another Round Another Rally to offer mentorship, scholarships, and access to industry conferences for professionals from underrepresented backgrounds. Additionally, Focus on Health provides educational resources, such as podcasts and workshops, to support career development and wellness. It also offers No & Low Beverage Consulting to help bars and restaurants develop zero-proof cocktail programs.

Jump essays that restaurants and bars can better support staff by implementing policies like paid sick leave, PTO, and paid family leave. She also advocates for improved training programs, including sexual harassment prevention, bystander intervention, and conflict resolution, as well as better resources for employees struggling with mental health or substance use.

“We look at wellness from a holistic standpoint,” Jump says. “That doesn’t just mean you should be working out and eating a healthy diet. That also means that we should support the professional development and upward mobility of marginalized people in our industry to ensure they have a seat at the table and can move into leadership and ownership positions. It also means that we discuss the hard-to-talk-about topics of our industry, like the fact that the hospitality industry is number one for illicit drug use and substance use disorder and number three for binge drinking.”

To that end, Focus on Health is currently piloting a harm reduction and overdose prevention training program in Denver, which she says will take another year or so to fully bring to life. “In the long term, we hope to positively impact the hospitality industry so that people continue to see it as a viable and sustainable place to have a career,” Jump says.

Source https://www.fsrmagazine.com/feature/brewing-up-change-the-fight-to-support-bartenders-well-being-and-development/

Food & Beverage News

FDA approves three natural alternatives for banned food dyes
Galdieria blue, butterfly pea extract, and calcium phosphate to replace synthetic dyes over the next couple of years

The Food and Drug Administration has approved the first three natural food colorants that will replace petroleum-based synthetic dyes after they are phased out between 2026-2028: Galdieria blue, butterfly pea extract, and calcium phosphate.

The food colorants made from natural sources were approved less than three weeks after the U.S. Department of Health and Human Services Secretary Robert F. Kennedy Jr. banned all nine artificial food dyes that were previously approved by the FDA, citing their association “with a variety of a grim inventory of diseases.”

“For too long, our food system has relied on synthetic, petroleum-based dyes that offer no nutritional value and pose unnecessary health risks,” Kennedy said in a statement. “We’re removing these dyes and approving safe, natural alternatives — to protect families and support healthier choices.”

At the time, the FDA announced plans to authorize four additional natural color additives “in the coming weeks,” with others that could be approved in the future.

“FDA staff have been moving quickly to expedite the publication of these decisions, underscoring our serious intent to transition away from petroleum-based dyes in the food supply and provide new colors from natural sources,” FDA commissioner Dr. Martin A. Makary said in a statement.

The FDA’s recently approved petitions for three natural food colorants include:

Galdieria extract blue: a blue color that is made from the species of unicellular red algae Galdieria sulphuraria is approved for use as an additive in nonalcoholic beverages and beverage bases, smoothies, fruit and vegetable juices, milkshakes, yogurt drinks, candy and chewing gum, frostings, ice cream, puddings, custards, whipped cream, yogurt, and more.

Butterfly pea flower extract: a color-changing colorant that is produced through the water extraction of dried flower petals of the butterfly pea plant. It produces shades ranging from bright blue to purple and green. The FDA had previously approved its use in sports drinks, fruit and vegetable juices, alcoholic beverages, dairy drinks, teas, gum, candy, coated nuts, ice cream, and yogurt. Now, that approval has been expanded to include crackers, snack mixes, pretzels, potato chips, corn chips, tortilla chips, and multigrain chips.

Calcium phosphate: a white color that has been approved by the FDA in ready-to-eat chicken, white candy melts, doughnut sugar, and sugar for coated candies.

This shift to natural food dyes has been approved of by many in the nutrition science community.

“It’s good news that the FDA has approved several natural colors,” Scott Faber, Environmental Working Group senior vice president for government affairs, said in a statement. “Thanks to West Virginia, food companies will have until 2028 to end the use of synthetic colors, which have been linked to neurobehavioral harms in some children. Now, thanks to the FDA, food companies will have even more options they can use as they switch from synthetic colors to natural colors.”

Contact Joanna at joanna.fantozzi@informa.com

Source https://www.nrn.com/food-safety/fda-approves-three-natural-alternatives-for-banned-food-dyes

Menus make a seasonal switch as summer inches closer
Taste Tracker: Starbucks, Cracker Barrel, Carvel, Perkins, Salad and Go, Farmer Boys, and Fazoli’s headline restaurant menu trend news.

There are more than four seasons a year when it comes to restaurant menus, and late spring is a time to start making a switch to early summer. Look for new flavors of the month, new limited-time offers and cooking techniques geared to warmer weather trending on menus right now.

Campfire Meals are Cracker Barrel’s tribute to summer. On the entrée side, there’s a new Campfire Shrimp Skillet featuring grilled shrimp and andouille sausage cooked in a buttery broth with seasoned corn and potatoes. Returning to the menu are Campfire Chicken, a marinated half-chicken seasoned with campfire spices and slow-cooked with corn on the cob, red-skin potatoes, carrots, grape tomatoes and onions in a buttery broth. Rounding out the lineup is Campfire Beef, sealed in foil and braised with the same classic campfire vegetables and spices; entrees start at $10.99. On the sweet side, there’s a S’mores Brownie Skillet and Cinnamon Roll Skillet.

Starbucks Reserve Roasteries are giving the popular espresso martini a purple aura with their new Ube Espresso Martini. It’s a mix of Starbucks Reserve Espresso, Kalak vodka, cream and white mocha sauce topped with ube coconut cold foam. There’s also a nonalcoholic Masala Chai Latte made with a black tea blend from the Assam region of India with notes of cardamom, ginger, and black pepper. Customers craving a bite to eat can get the new Crispy Hashbrown Egg Cup, featuring a fresh-cracked egg baked until jammy inside a cup formed from crispy hashbrowns, Parmigiano Reggiano, spinach and fresh herbs. A slice of prosciutto on top is optional.

CoComelon, the YouTube animation sensation loved by preschoolers, has arrived at Perkins American Food Co. for a limited time. The family-dining chain is offering CoComelon-themed meals, such as JJ’s Pancake Party featuring rainbow pancakes, and CoComelon Cheesy Grin Grilled Cheese, along with interactive CoComelon placemats filled with games, coloring, and educational tools. Families can scan a QR code at the table to unlock more CoComelon fun to try at home or on the go.

Mediterranean-inspired items are flavoring the menu at Salad and Go. The Tuscan Summer Salad is a combo of orecchiette pasta, house-made sundried tomato tapenade, cucumbers, red onion and shredded provolone cheese, tossed in a tangy Italian vinaigrette, starting at $7.75. The chain is also introducing its first side dish: Hummus and Pita Chips in two variations ($4.50.) And back by popular demand is house-made Blackberry Lemonade, a blend of blueberries, citrus and basil, starting at $1.95.

Farmer Boys is putting the focus on value, refreshing its Farmstand Menu with seasonal items. Among the seven meal boxes is the new ½ Club Sandwich & Garden Salad Box, which includes a small sandwich on La Brea ciabatta bread, piled with sliced ham and turkey, sliced tomato, lettuce, Swiss cheese, Italian dressing, mayonnaise and hickory-smoked bacon. It comes with a Garden Salad and small drink. Also on offer are a Bacon Big Cheese Box, Double Bacon Boy Box, 3- or 4-piece Chicken Strips Box and a Classic or Fiery Fried Chicken Sandwich Box, all with a side of fries and small drink. The meals start at $9.99.

Ravioli stars on Fazoli’s menu, starting with a simple cheese ravioli topped with a choice of sauce and sprinkled with Fazoli’s Parmesan spice blend. The selection gets more elaborate and pricier with three additional dishes: Three Meat Ravioli, cheese ravioli tossed in meat sauce and topped with sausage, bacon, provolone and mozzarella ($9.99); Chicken Ravioli Alfredo ($11.99); and Garlic Chicken Ravioli ($12.99) baked with mozzarella and finished with Parmesan panko breadcrumbs.

A new limited-time chicken lineup launched at sister steakhouse brands Ponderosa and Bonanza. Four chicken dishes are on offer through July 6, starting with Chicken Italian, a 6-ounce chicken breast topped with mozzarella cheese, marinara and shredded Parmesan. There’s also Laredo Bacon BBQ Chicken topped with barbecue sauce, cheddar cheese, bacon, tomatoes and green onion; Smothered Jack Chicken topped with bacon, Monterey Jack cheese, sauteed onions and mushrooms; and the returning Classic Chicken Monterey, a marinated breast served over lettuce. Entrees start at $13.99.

Mango enters the menu at Rock n Roll Sushi with two limited-time specials running through July 27. The Sweet Mango O’ Mine Roll ($16.99) features a tropical blend of imitation crab stick, avocado and mango, topped with salmon, tobiko and a signature mango-ginger sauce. For dessert, there’s Mango Coconut Rockstars ($9.99,) crispy, coconut mango butter-coated sweets paired with vanilla ice cream and toasted sesame seeds.

Lemon and blueberry pair up for Carvel’s seasonal ice cream flavor—Lemonberry Crumble. The flavor is available both as soft serve and scooped, the latter featuring layers of lemon ice cream, lemon cookies and vanilla crunchies. There’s also the Lemonberry Crumble Dasher with layers of lemonberry soft serve, blueberry ribbons, vanilla crunchies and lemon cookie crumble, and a portable Lemonberry Crumble Pop dipped in a white hard shell and rolled in vanilla crunchies.

Three limited-time seasonal cocktails debuted at 20-unit Voodoo Brewing Co. The trio includes Tangerine Dream, a blend of rum, tangerine, pineapple and lemon; Strawberry Basil Lemonade, a mix of vodka, strawberry, lemon, fresh basil and Liquid Death sparkling water; and Blueberry Sour, a cocktail crafted with gin, blueberry and lemon for a well-balanced pour. Margarita Flights also launched to coincide with Cinco de Mayo, including six flavor variations: Wild Strawberry, Passion Berry, Blueberry Limeade, Blackberry Peach, Classic and Summer Paradise with mango, pineapple, lime and turmeric.

As summer approaches, wedding season gets into high gear, and PJ’s Coffee is ready. The New Orleans-based coffeeshop chain is returning its Southern Wedding Cake beverages to the menu. They start with PJ’s signature cold brew concentrate, which is infused with almond, vanilla and buttery cake flavors and blended with milk and cane sugar. The drinks are then steamed and frothed to a silky finish. There’s also the indulgent Southern Wedding Cake Velvet Ice, a blend of the same flavor profile with milk and ice, topped with whipped cream.

Also tapping into cake flavors is the new Cupcake Shake from Cousins Subs. The thick shake is blended with creamy vanilla gelato and topped with colorful sprinkles. And back by popular demand is Cousins’ Fried Bologna Sub. The regional Midwest favorite is piled with fried Usinger’s bologna, crispy bacon, American cheese, onions, pickles, mayonnaise and mustard on the chain’s signature Italian bread.

Source https://www.restaurantbusinessonline.com/food/menus-make-seasonal-switch-summer-inches-closer

Wendy’s debuts Frosty Fusions with Oreos and Pop-Tarts
Snack items offered as mix-ins for burger brand’s frozen dessert line

The Wendy’s Co. introduced its Frosty Fusions, which include sauces and mix-ins, on Monday.

The Dublin, Ohio-based burger brand, which launched Frosty Swirls on April 15, said the new option was being offered at restaurants nationwide and on the brand’s mobile smartphone app.

The three Frosty Fusions include:

Pop-Tarts Strawberry. This is the first time the snacking staple is officially offered as a mix-in for a frozen dessert, combining Wendy’s Frosty and sweet strawberry sauce with chunks of strawberry-flavored Pop-Tarts Crunchy Poppers pieces.

Oreo Brownie. It features the classic Frosty, in vanilla or chocolate, swirled with a chocolatey Brownie Batter sauce mixed with Oreo cookie pieces.

Caramel Crunch. It blends the classic Frosty with toffee pieces and a caramel sauce.

Frosty Swirls, which were introduced in April, include such sauces as strawberry, caramel, and Brownie Batter in either flavor of Frosty.

Wendy’s has about 7,000 restaurants worldwide.

Contact Ron Ruggless at Ronald.Ruggless@Informa.com

Follow him on X/Twitter: @RonRuggless

Source https://www.nrn.com/quick-service/wendy-s-debuts-frosty-fusions-with-oreos-and-pop-tarts

HVAC & Plumbing

Preventative Maintenance Helps Customers and Drives Revenue
When we enter a customer’s home, HVAC professionals know we are there to solve a specific problem. However, it’s also our job to think about the bigger picture and try to solve problems that could arise in the future. We need to do a thorough evaluation on every single call. Professional “tunnel vision” compromises the quality of customer care, and it can lead to missed revenue opportunities.

To that point, good advice can and should be mutually beneficial. Here’s how you can help your customers shift their maintenance mindset from reactive to proactive, because reactive typically costs the customer more money and who’s time is wasted.

Preventative Customer Service Builds Trust and Rapport

By helping your customer understand cause and effect, you catch larger underlying problems in their home early on, you save them time and money, and even help them to prevent catastrophes that could be expensive, incredibly inconvenient, and potentially hazardous.

However, how you relay this information to your customer is also important. You can build a trusting professional relationship if you tell them your suggestions and explain why that may be the case without being pushy or overbearing. Striking the right balance when communicating your recommendations and the potential impact of more robust repairs versus simply solving the surface-level problem can be the difference between a customer taking your professional advice or chalking it up to you wanting to give them a higher invoice. I have two main objectives on every call we run.

The No. 1 objective is to make the customer’s time with me more valuable than any other place in the world. It is their house, and I truly want to honor them and their time. They are in charge, and I just happen to be lucky enough to be there with them. If you achieve Objective 1, the customer will not only decide to do business with you, they also will decide to do business ONLY with you. You see, they knock out the competition for you. This skill has taken me years to master, and this is why I have made training classes on how to achieve Objective 1 for all front-line employees.

The No. 2 objective is to get the customer to come up with their own solution to their problem. The more customer involvement you have, if done correctly, the more the customer learns. Reaching “Objective 2” brings two great benefits. When a customer learns something in a respectful way, their self-value goes up. When their self-value increases, they feel good about the person who gave them that education. That person just happens to be you. The second big benefit is that the more they learn about the situation, the easier they can determine what they need. When they determine what they need, and it just happens to be one of your provided options, there is no need for a second opinion, to talk to someone else, or for them to think about it. People trust their own opinions, especially when you educate them. This, in turn, raises your conversion rate and also adds to the customer’s positive experience.

Example: Is This Just a Dirty Heating and Air System

Customers can have trouble understanding why the heating side of their system shouldn’t be dirty, so I educate them. I let them know they are spending money to clean their heating and air system regardless of whether they clean it. There are three ways you pay to clean your heating and air system.

The customer can pay a technician to clean it when they come out to do the preventative maintenance. This has many benefits – less dust, lower utility bills, and less irritation to allergies.

The customer can pay to have an electronic air cleaner or some type of advanced filtration put into their heating and air system to help prevent it from getting dirty in the first place. This method could be costly but could also have great side benefits for anyone in the house who suffers from allergies. It also lowers utility bills.

Lastly, the customer will pay the utility company through higher utility bills (but not actually get their system cleaned). Educating the customer on these options will help them make the best decision. Two options are proactive and provide a benefit. The third is simply higher cost with no benefit.

Remember, customers can neglect potential problems through their own will or because we haven’t communicated effectively and won’t achieve “Objective 2.” Regardless of the reason, this results in problems with motors, windings, compressors, and other catastrophic failures that are an unplanned, costly repair, many of which could have been prevented. I have learned most people do not mind paying to prevent a bad situation, and when educated properly, they feel obligated to prevent it.

As HVAC professionals, we all know that a seemingly insignificant issue can indicate a larger problem. It’s imperative to help your customers understand the root cause, the cost implications, and what they can do to prevent issues later on. What is immediately apparent to you may surprise them, so slow down, do a thorough evaluation, and share as much information as possible to help them contextualize the challenge.

Being a five-star HVAC professional is more than just fixing customer problems. It’s also about providing education on preventative maintenance solutions that will benefit them in the future. By combining top-tier customer service with sound advice and big-picture thinking, we can all tap into prime revenue opportunities and provide the best possible HVAC customer service.

Scott Brinkley is Senior Vice President of Operations at Redwood Services, a home services firm focused on investing in leading residential HVAC, plumbing and electrical services companies in growing U.S. markets. Contact Scott at scott@redwoodservices.com.

Source https://www.hvacrbusiness.com/news/2024/dec/02/preventative-maintenance-helps-customers-and-drives-revenue/

Report Finds AI Boosting HVACR Service Profitability
Simpro’s 2025 Trades Outlook Report shows data centralization, workflow optimization are driving efficiency and profitability.

PRESS RELEASE

BROOMFIELD, CO, April 21 — Trade business owners are facing unprecedented challenges and opportunities, according to Simpro’s 2025 Trades Outlook Report. For plumbing, electrical, HVAC, and other field service business owners, the landscape has shifted dramatically but so have the tools for success.

The report, gathering insights from over 600 diverse trade & field service businesses worldwide, reveals that companies thriving amid today’s economic pressures are those investing in operational efficiency while building more resilient organizations.

“As someone who’s worked with thousands of trade business owners, I can tell you this is a pivotal moment,” says Gary Specter, CEO of Simpro. “The most successful businesses are facing these challenges head-on: rising customer expectations, evolving workforce dynamics, and the need to embrace technology as a competitive advantage. Those building resilient operations will see substantial growth in the coming years.”

Four Key Findings
1. Focus on Operational Fundamentals

Your peers aren’t looking for complicated technology solutions. The report shows successful business owners prioritize systems that perfect the fundamentals: job management, accurate quoting, efficient scheduling, and streamlined invoicing. Nearly 80% of owners surveyed consider robust invoicing capabilities essential, recognizing that cash flow remains king.

2. ‘Software Sprawl’ is Killing Efficiency

The average trade business now manages at least five software systems, with more extensive operations juggling eight or more. Yet nearly a third have no strategy for integrating the information generated by these resources. This fragmentation creates blind spots that prevent owners from making informed decisions about profitability, resource allocation, and growth opportunities.

3. AI Delivers Real ROI

For practical business owners, AI isn’t about futuristic concepts but tangible returns today. The report found that 69% of owners see AI’s most significant impact in optimizing workflows—reducing technician downtime, improving routing efficiency, and increasing job completion rates. Over 30% report that predictive maintenance capabilities help prevent costly equipment failures and emergency service calls.

4. Winning the Talent War Requires New Strategies

While blue-collar job growth continues to outpace white-collar positions, business owners still struggle to attract qualified workers. The perception problem is stark: only 23% of young people believe trades involve cutting-edge technology, while 89% of actual trades professionals report working with advanced tech daily. This disconnect has created a situation where just 16% of young people would even consider a career in the trades.

Strategic Priorities for Business Owners
For business owners looking to build more resilient operations, the report suggests three key focus areas:

Optimize Your Revenue Engine: The most successful owners invest in systems that streamline quoting, scheduling, invoicing, and payment processing—reducing overhead costs while accelerating cash flow.

Build a Data-Driven Business: Leading companies are consolidating information across their operations. Consider either hiring dedicated data expertise or partnering with software providers who can help transform your business data into actionable intelligence.

Modernize Your Recruiting and Retention: Forward-thinking owners are refreshing their company culture to appeal to younger workers by emphasizing the technological aspects of modern trades work and creating clear advancement pathways.

“I’ve owned my security business for over fifteen years, and the pace of change has never been faster,” says Jennifer Lambert of Team Wired. “The businesses that will thrive aren’t necessarily the ones with the most trucks or the longest history—they’re the ones willing to modernize their operations while maintaining their commitment to quality service.”

Survey Methodology
Simpro worked with Quietly Research to conduct the survey for this report. It involved a comprehensive data analysis collected from more than 600 diverse trade and field service businesses worldwide. The methodology included quantitative and qualitative research techniques, ensuring a robust and accurate representation of industry trends and insights.

For more information, visit: www.simprogroup.com.

Source https://www.hpac.com/technology/article/55285043/report-finds-ai-boosting-profitability-for-hvacr-service-firms

Carrier Moves UK HVAC Headquarters to Wimbledon, Launches Brand Refresh
New London office prioritizes hybrid work, sustainability, and customer collaboration.

Carrier Commercial HVAC UK has relocated its headquarters to a new office at 22 Worple Road, Wimbledon, marking a strategic investment in flexible workspaces and customer-centric operations. The move from Leatherhead reinforces Carrier’s commitment to innovation, sustainability, and modern working practices.

The new southwest London location spans over 3,800 square metres (approx. 40,900 sq ft) and features a Scandinavian-inspired interior designed by BuckleyGrayYeoman. The building supports hybrid work with hot-desking, collaborative zones, and integrated meeting spaces aimed at fostering teamwork and operational efficiency.

Certified with a BREEAM “Very Good” rating and an EPC B (27) energy performance score, the building meets high sustainability and energy-efficiency standards, in line with Carrier’s environmental priorities.

“We’re excited to move into this modern, well-connected space that reflects our commitment to innovation and sustainability,” said Andrew Paddock, Managing Director, Carrier Commercial HVAC, UK&I and Nordics. “This move allows us to work more collaboratively, serve our customers more effectively and continue to lead the way with our intelligent climate and energy solutions.”

The relocation was marked by an official opening on April 24, attended by employees from the Service, Rental, and Commercial divisions.

“Our new UK office is a strategic investment in our people and our customers,” added Bertrand Rotagnon, New Equipment and Strategy Director, Carrier Commercial HVAC, EMEA. “We’ve created a space that enables our teams to thrive, collaborate and innovate.”

Coinciding with the office move, Carrier also introduced a refreshed brand identity. The new visual language features a modern typeface, a vibrant electric blue color, and a framing graphic element symbolizing the company’s role in transforming built environments through intelligent climate solutions.

Source https://refindustry.com/news/market-news/carrier-moves-uk-hvac-headquarters-to-wimbledon-launches-brand-refresh/

Controls Engineering & IoT

Host Milano 2025: The Future of Foodservice Technology on Display
As the foodservice industry rapidly evolves, technology and digitization have become the driving forces behind increased efficiency, sustainability, and customer experience. From smart kitchen automation to AI-powered analytics, the landscape is shifting toward data-driven operations that optimize every aspect of hospitality and foodservice. Host Milano 2025, a trade show organized by Fiera Milano, will take place at Fiera Milano – Rho from 17 to 21 October 2025. It stands at the forefront of this transformation, offering industry professionals a firsthand look at the most cutting-edge equipment, innovations, and solutions shaping the future.

Host Milano 2025 is where foodservice technology meets innovation. From smart kitchens and automation to energy-efficient equipment and digital solutions, the trade show, organized by Fiera Milano, showcases the future of efficiency, sustainability, and profitability in hospitality. Get a front-row seat to the industry’s next big advancements!
Host Milano 2025 is where foodservice technology meets innovation. From smart kitchens and automation to energy-efficient equipment and digital solutions, the trade show, organized by Fiera Milano, showcases the future of efficiency, sustainability, and profitability in hospitality. Get a front-row seat to the industry’s next big advancements!

For professionals of foodservice equipment and supplies, Host Milano is not just another exhibition —it is a window into the future of foodservice technology. With thousands of exhibitors from across the globe, it is the ultimate platform to explore the latest advancements in kitchen efficiency, sustainability, and operational intelligence.

Smart Kitchens: The New Standard
One of the most significant trends in foodservice technology is the rise of smart, automated kitchens. At Host Milano 2025, visitors will witness how AI and IoT (Internet of Things) are revolutionizing kitchen workflows, from connected cooking equipment that self-regulates temperature and energy consumption to predictive maintenance solutions that prevent costly breakdowns. These innovations are particularly relevant for operators looking to enhance efficiency while reducing waste and operational costs.

Another game-changing technology on display will be robotic kitchen solutions. From automated fryers to robotic pizza makers, Host Milano 2025 will highlight how automation is addressing the industry’s biggest challenges, such as labor shortages and consistency in food preparation. These cutting-edge advancements enable kitchens to run more efficiently while maintaining high food quality standards.

Sustainability and Energy Efficiency in Equipment
Sustainability is no longer just a nice to have —it is a must have. Foodservice operators are under increasing pressure to adopt energy-efficient and environmentally friendly solutions. At Host Milano 2025, manufacturers will showcase equipment designed to reduce energy consumption, optimize resource management, and minimize food waste.

Among the highlights will be high-efficiency refrigeration units, smart dishwashing systems that cut water usage, and induction cooking technologies that enhance speed while lowering energy costs. For operators looking to stay ahead of regulatory requirements and customer expectations, Host Milano 2025 is the place to explore sustainable solutions that deliver both cost savings and environmental benefits.

Digitalization and Data-Driven Operations
In an industry where margins are tight, data analytics and digital monitoring tools are becoming essential for improving decision-making and optimizing performance. At Host Milano, visitors will discover the latest payment systems, inventory management software, and AI-powered analytics platforms designed to help foodservice businesses operate more efficiently.

Expect to see demonstrations of real-time monitoring systems that track kitchen performance, prevent downtime, and optimize supply chain logistics. These digital solutions allow restaurant and hospitality operators to make informed decisions that improve profitability, reduce waste, and enhance the overall guest experience.

Why is Host Milano 2025 a Must-Attend for Foodservice Professionals?
For foodservice equipment manufacturers, distributors, and end-users, Host Milano 2025 is the ultimate exhibition to stay ahead of industry trends. The event provides a unique opportunity to not only see these technological advancements in action but also connect with the innovators behind them. With live demonstrations, expert panels, and networking opportunities, it is a hub for knowledge exchange and future-focused collaboration, as well as an unparalleled networking platform for business opportunities. At Host Milano 2025, innovation will be in the spotlight also in a rich schedule of events.

As technology continues to reshape the foodservice industry, attending Host Milano 2025 is more than just an opportunity—it is a strategic advantage. Whether you are looking to invest in the latest smart kitchen solutions, explore sustainable equipment, or harness the power of digitalization, this exhibition is where the future of foodservice technology comes to life.

Join us at Host Milano at Fiera Milano – Rho from 17 to 21 October 2025 and experience the innovations that will define the next era of foodservice.

For more information visit us at https://host.fieramilano.it/en/ or follow us on social media with the handle @HostMilano.

Source https://fesmag.com/sponsored/22660-host-milano-2025-the-future-of-foodservice-technology-on-display

PepsiCo taps Amazon Web Services to accelerate digital transformation, AI adoption
The snack and beverage maker plans to improve real-time insights as part of a multiyear partnership with AWS.

Dive Brief:
PepsiCo is aiming to accelerate its enterprisewide digital transformation as part of a multiyear agreement with Amazon Web Services (AWS), it announced Wednesday.
IT modernization, cloud migration and generative AI are among the key initiatives. The snack and beverage company plans to build, iterate and test capabilities on AWS for its employees and customers after migrating applications and workloads. Improving real-time insights and boosting operational efficiency are also on the docket.
The household brand has already integrated its internal generative AI platform, PepGenX, with Amazon Bedrock to increase flexibility and capability for application development, the companies said.

Dive Insight:
PepsiCo continues its steady march of modernization, leveling up capabilities and strengthening the technology foundation along the way.

“We plan to use data and AI in a much more scaled way, and we were not able to do that five years ago … because our data was not in a way that our people could be empowered to use the data, as they are today,” PepsiCo CEO Ramon Laguarta said during a conference last year.

The AWS partnership builds on the company’s commitment to execute “a much more aggressive” data and AI strategy that Laguarta laid out in February 2024, which relies on PepsiCo’s cloud infrastructure.

“A cloud-first approach has been essential to PepsiCo’s ongoing digital transformation,” Athina Kanioura, EVP and chief strategy and transformation officer at PepsiCo, said in the Wednesday announcement. “This strategic collaboration will strengthen our mature cloud strategy and unlock new levels of agility, intelligence and scalability across the company.”

As PepsiCo expanded its cloud estate, executives worked to manage costs.

Enterprises across industries are facing ballooning cloud bills as AI adoption drives up costs. Nearly 3 in 4 IT pros blamed the AI boom for “unmanageable” cloud bills last year, a Vanson Bourne report found.

Up and down supermarket aisles, familiar brands are facing headwinds as consumers cut back spending and tariff talk sparks uncertainty, raising the stakes for big technology investments. Clorox pushed back against analyst concerns over the cost of its IT modernization initiatives during a February earnings call, emphasizing the long-term value that would be added.

Businesses may put some projects on hold if the outlook dampens.

“The reality of a slowing economy and rising unemployment will have a direct impact on IT spending,” IDC said in an April research note.

Source https://www.fooddive.com/news/pepsico-taps-amazon-web-services-to-accelerate-digital-transformation-ai-a/747463/

SpotOn unveils AI Vision technology for restaurant community
The new innovations extend SpotOn’s practical, purpose-built use of AI across its restaurant platform.

Software and payment company SpotOn has unveiled operator-first AI vision technology aimed at driving profitability and simplicity in restaurant technology.

The company said that its significant AI advancements reinforce its commitment to building intelligent, integrated solutions that enhance margins, save time, and simplify decision-making in the hospitality sector.

Amidst a slowdown in consumer spending and fluctuating costs, SpotOn is making AI accessible for independent restaurants with tools specifically designed to simplify a host of back-office tasks.

Earlier in 2025, SpotOn tested ‘Picked for You’, an AI-driven component for its SpotOn Order online ordering system, created in collaboration with Amazon Web Services.

This feature suggests menu items to online customers, boosting conversion rates and order volumes for eateries.

By analysing customer behaviour and preferences, SpotOn’s AI mimics Amazon’s recommendation engine, adapting to factors like time of day and popular items, leading to more online orders and fewer abandoned carts, all with no extra work for restaurant staff.

SpotOn’s AI offerings also include Marketing Assist, launched in 2024, which automates customised email and social media campaigns by leveraging guest data and business goals, potentially saving operators around five hours weekly.

The company’s approach to AI mirrors the hospitality ethos of its restaurant clientele: attentive, adaptive, and progressive.

Taking cues from chefs who refine their menus based on customer feedback, SpotOn develops products that evolve with operator input.

The company’s AI vision extends across its entire platform, employing smart tech to minimise obstacles, reveal opportunities, and therefore to conserve time for operators.

SpotOn chief product officer Bryan Solar said: “Restaurant operators need AI that fits into their workflow and helps protect their profit margin. That’s the core of our AI vision: practical, integrated technology that makes it easier for restaurants to do more with less—without compromising service quality or getting buried in complexity.”

Source https://www.verdictfoodservice.com/news/spoton-unveils-ai-vision-technology/?cf-view

Jan/San & Disposables

Brawny® launches 3-ply paper towel and updates visual identity
New campaign features new packaging and the return of the Brawny® Man

The Brawny® brand has announced the launch of its new Brawny® 3-Ply paper towel, promoted as the strongest, most absorbent, and most durable product among national brands. According to the company, it is the only 3-ply option currently available on the market.

The “Summon the Strongest™” campaign, launched in the U.S. on May 5, accompanies a full portfolio upgrade, replacing the previous two-ply products. It also includes a refreshed brand identity, redesigned packaging, and the return of the Brawny® Man. The initiative aims to reposition the brand in a mature market where innovation is often limited.

According to company-cited research, 79% of consumers are looking for a tougher paper towel to handle tough messes like greasy pans, pet accidents, grills, and bathtubs. Brawny® claims its new product delivers superior strength, absorbency, and durability compared to other national brands.

“It’s rare to see a brand fire on all cylinders—new product, new campaign, and an iconic mascot reintroduced with purpose,” said Amanda Earley, Brand Director. “We’re not just launching a product — we’re cementing the Brawny® brand’s place as a formidable force in the paper towel category.”

The new visual identity was created by the Bulletproof agency and features modern typography, a prominent “STRONGEST PAPER TOWEL” claim, and an updated illustration of the Brawny® Man, aiming to preserve the brand’s legacy while appealing to a new generation.

“In a branding landscape increasingly shaped by personality and storytelling, mascots remain one of the most powerful tools for building emotional connection — and few carry the cultural cachet of the Brawny® Man,” explained Holly Karlsson, Creative Director at Bulletproof. “We saw the opportunity to bring new dimension to his visual identity — not by changing who he is, but by elevating what has always made him iconic. The result is a Brawny® Man who feels heroic yet relatable, dependable, and relevant to today’s consumer.”

The campaign was developed by JOAN Creative and includes actions across TV, digital, and social platforms such as TikTok, Instagram, and Facebook. The message positions the brand as a reliable backup when life gets messy. The strategy includes influencer partnerships, behind-the-scenes content, and ongoing posts to maintain strong visibility and engagement.

“I’ve been seeing the Brawny® Man on rolls of paper towels since I was six. To witness our team at JOAN reimagine this character — and the brand — for today’s audiences is truly an honor,” said Jaime Robinson, Co-Founder and Chief Creative Officer at JOAN. “The way he behaves in modern contexts and comes to life across the channels we all engage with defines what it means to make legendary brands relevant in today’s world.”

For more information, visit www.Brawny.com.

Source https://tissueonlinenorthamerica.com/brawny-launches-3-ply-paper-towel-and-updates-visual-identity/

Tissue Summit Latinoamérica opens registration for its 4th edition in Chile
The leading meeting point for the Latin American tissue industry will take place on September 2–3 in Santiago, Chile, and registration is now open

Santiago, the capital of Chile, is preparing to host the fourth edition of Tissue Summit Latinoamérica, the main networking and knowledge-sharing platform for the tissue paper industry in the region. Following the success of previous editions, the event now reaches its fourth edition and is officially open for registration.

Under the theme “Technology and Digital Transformation”, Tissue Summit Latinoamérica 2025 will be held on September 2–3 at the W Hotel in Santiago.

Now well-established, the event gathers key players from across the region, aiming to promote and strengthen strategic connections between tissue paper manufacturers, converters, and their main suppliers. It also seeks to create opportunities for knowledge sharing, business development, and insights into new solutions, products, and technologies.

Tissue Summit Latinoamérica adopts an integrated format that combines conference sessions and an exhibition in a single space, offering greater convenience for participants. Attendees can follow presentations through wireless headphones, with simultaneous translation available in Portuguese, Spanish, and English, in a “silent conference” format.

This structure allows participants to attend talks, debates, and presentations by industry experts while exploring the latest solutions showcased by leading suppliers at booths and table tops — providing a comprehensive experience for professional development, networking, and business generation.

JOIN US

Tissue Summit Latinoamérica is an exclusive event designed for decision-makers who want to stay informed about the latest trends and innovations in the tissue paper market and seek new growth and networking opportunities. Spaces are limited — don’t miss out. https://latamticket.com/Tissue/es/registration

Source https://latamticket.com/Tissue/es/registration

ISSA and Inspire AR Launch Groundbreaking Augmented Reality Training Platform for Cleaning Professionals
Inspire AR, powered by ISSA, is an innovative augmented reality (AR) training platform designed specifically to help cleaning professionals revolutionize training methods, validate performance, boost efficiency, and tackle longstanding challenges like high turnover rates and inconsistent training practices.

Transforming Training Through Augmented Reality

With this newest version of the platform, members can experience immersive, on-demand training that brings real-world scenarios right to their devices. You’ll get instant, step-by-step guidance tailored to specific surfaces and cleaning tasks, along with real-time product recommendations, quick access to Safety Data Sheets (SDS), instructional videos, and two-way communication features. It’s all about making sure everyone receives consistent, comprehensive training-no matter where they are.

As Inspire AR shared, “By integrating AR into training, we’re providing a solution that not only enhances learning outcomes but also significantly reduces training time and costs.” This approach really addresses the industry’s need for scalable and effective training solutions.

ISSA’s Commitment to Innovation and Excellence

Through this collaboration, we’re excited to offer our network of over 11,000 members-including distributors, manufacturers, and facility service providers-cutting-edge tools that elevate training standards and make daily operations smoother and more efficient.

Our work with Inspire AR is all about advancing clean and driving innovation in our industry. The AR training platform is a testament to our ongoing commitment to providing members with the resources they need to thrive in a rapidly changing environment.

Enhancing Compliance and Safety

Along with improving training efficiency, this platform also makes compliance with safety standards easier than ever. Members can quickly access vital information from SDS and other resources, ensuring everyone has what they need for a safer, more productive work environment.

We’re excited to bring this technology to our members and can’t wait to see the positive impact it will have across the industry.

For more information about the Inspire AR platform and to schedule a demo, visit InspireAR’s website.

Brant Insero, Chief Global Education Officer | ISSA

Source https://www.issa.com/articles/issa-and-inspire-ar-launch-groundbreaking-augmented-reality-training-platform-for-cleaning-professionals/

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