More restaurants have jumped onto better-burger bandwagon

September 19, 2012

Emily Bryson York Chicago Tribune, 28 June 2012, St. Paul Pioneer Press

The humble burger still reigns as an iconic American food, but a growing number of foodies are searching for something a little more special: Sandwiches made with fresh Angus beef, a better-quality roll and such toppings as aged cheddar or homemade pickles.

The better-burger segment has become one of the restaurant industry’s best performers in recent years, due in part to unprecedented growth by Five Guys Burgers and Fries, known for its hand-formed burgers, fresh-cut fries and unlimited free toppings.

More recently, a number of upstarts have elbowed in at the table, adding turkey or veggie patties and myriad toppings, such as tzatziki (a yogurt-cucumber sauce), dill pickle chips, goat cheese or brie. Some also offer salads and beer.

The better-burger segment remains a tiny portion of the restaurant industry, with estimated sales of $2.2 billion in 2011, but it grew 21 percent from the prior year, according to a recent report by Technomic, a Chicago-based research firm. That compares with sales growth in 2011 of 3.2 percent for all fast-food and fast-casual restaurants that focus on burgers.

Technomic defines better-burger restaurants as establishments that use fresh meat and make sandwiches to order. That means consumers will have to wait 10 minutes or more for a better burger. They also can expect to pay more — as much as $10 for a meal.

But the idea appears to have broad appeal.

On a recent Friday afternoon, the Smashburger in Elmhurst, Ill., was bustling, with groups of co-workers, families, friends and couples out for celebration lunches, quick bites and family meals.

Heather Hoy and her husband, Blair, were enjoying a lunch with their three children and nephew in celebration of the last day of school.

She was tackling a Spicy Baja chicken sandwich with pepper jack cheese, guacamole, chipotle mayo and jalapenos. Sweet potato fries and haystack onions were also hits with her family, she said.

“It’s obviously higher quality than some of the fast-food places,” she said.

IMPROVEMENT PLAN

McDonald’s continues to dominate the fast-food burger business, posting nine straight years of worldwide same-store sales gains. In recent years, the chain has expanded its menu and kept sales growing.

Salads, smoothies and coffee drinks have helped win back women, but Darren Tristano, executive vice president of Technomic, said serious burger lovers got bored along the way.

“That’s when the opportunity opened, and that’s when the chains jumped in,” he said.

McDonald’s declined to comment for this report. But the chain has chased the better-burger trend, adding Angus burgers with a better-quality bun and upgraded toppings like mushrooms and Swiss cheese.

Tristano said the economy also has been a factor in better-burger growth. “Consumers were looking for familiar products that could be a little better but didn’t break the bank,” he said.

Today, a number of “second-generation” chains can be found, with offerings beyond the ostensibly higher-quality burger and fries.

Newcomers include Smashburger, Freddy’s Frozen Custard and Steakburgers, the Counter and the Habit Burger Grill, all of which grew their restaurant bases by more than 20 percent during 2011. Smashburger grew sales 71.5 percent to $118.7 million as locations expanded to 143 last year.

Smashburger founder Tom Ryan said he began thinking about better burgers a decade ago while conducting research for McDonald’s as the company’s worldwide chief concept officer.

“Although there was an increasing number of burger purveyors, no one was really hitting the ball out of the park around great burgers,” he said. “Even the best iconic ones — the Big Mac, Quarter-Pounder, Whopper — weren’t knocking burger lovers over anymore.”

Denver-based Smashburger also has wooed some McDonald’s franchisees away from the Golden Arches. Irwin Kruger, a 42-year McDonald’s operator, sold his business in 2010 to work with Ryan.

“I knew that Tom had never shot from the hip,” Kruger said, adding that anything Ryan ever proposed “was based in fact and science and a very keen eye on where consumers were going.”

Kruger said he was drawn in by the chain’s business model: smaller restaurants with high volume, and the ability to own an entire territory. With one restaurant in the Long Island area and two opening next month, Kruger is contracted to open 20 by the end of 2018.

ROOM FOR COMPETITION

Ed Rensi, former CEO of McDonald’s USA, said the idea that McDonald’s has lost its way with burgers is “nonsense.”

“You don’t grow to an $89 billion company by neglecting your core product,” he said. The success of better-burger chains, he said, is more a matter of the burger’s ability to sell for a wide range of prices.

“There’s a niche in any industry that you can fill and have a very nice business,” Rensi said, adding that baby boomers, who grew up eating burgers and have disposable income, are some of the best customers.

“They still want hamburgers, but they want them to be different than they had them back in the day.”

These burger chains appear to be building on a winning concept that Lorton, Va.-based Five Guys Burgers and Fries ushered in on a nationwide level when it began franchising in 2002. It has been the fastest-growing restaurant chain in the U.S. by sales since 2008, up 32.8 percent in 2011, to $951 million, according to Technomic.

Five Guys has 1,035 locations, founder Jerry Murrell said.

While new burger concepts are “popping up all over the place,” Murrell said, “there’s plenty of room for competition.” But he had words of caution for competitors that are building out the menu beyond burgers and fries.

“When you open a place up, you have a tendency to start adding things and get away from the burger (and fries),” he said, adding that he has seen competitors “start having a little trouble with quality.”

“We can’t even make coffee right,” Murrell said.

He’s determined to keep things simple and not try to please everyone. That includes being more concerned with getting the burger right than having it arrive fast.

“We have a sign in some of our restaurants that says, ‘If you’re in a hurry, there are a lot of really good hamburger places close to here,’ ” Murrell said. “Some of our franchisees are afraid to use it.”


Hooters-style restaurants experiencing a mini-boom

September 18, 2012

By Candice Choi, Associated Press, Sun, Jun 24, 2012

NEW YORK (AP) — The waitresses at Twin Peaks wear skimpy plaid tops that accentuate their chests. In case you didn’t catch the joke, the chain’s logo is an image of two pointy, snow-capped mountains. And the sports bar doesn’t stop there: It promises “scenic views.”

Twin Peaks owner Randy DeWitt downplays all of that and insists that the appeal of the restaurant goes beyond the obvious. Hearty meals and a focus on making customers feel special, he says, are what really keeps them coming back.

“We believe in feeding the ego before feeding the stomach,” he says. Or as the website of the mountain lodge-themed restaurant states, “Twin Peaks is about you, ’cause you’re the man!”

Twin Peaks is part of a booming niche in the beleaguered restaurant industry known as “breastaurants,” or sports bars that feature scantily clad waitresses. These small chains operate in the tradition of Hooters, which pioneered the concept in the 1980s but has struggled in recent years to stay fresh.

Instead of relying on lust alone, the new crop of restaurants is growing by offering new themes (think: rustic lodges and Celtic pubs) and varied menus (think: pot roast and shepherd’s pie instead of just burgers and wings). In other words, they’re hoping maybe people really are coming in for the food.

The nation’s top three “breastaurant” chains behind Hooters each had sales growth of 30 percent or more last year, according to Technomic, a food industry research firm. They still represent less than 1 percent of the nation’s top restaurants, but the upstart chains are benefitting as other mid-priced options like Applebee’s and Bennigan’s have experienced declines during the economic downturn.

“The younger crowds want to go to a newer place, not where mom and dad took them,” says Darren Tristano, an analyst at Technomic.

Tovan Adams says he frequents Tilted Kilt Pub & Eatery in Tempe, Ariz., where waitresses wear matching tartan mini-skirts and bras that fit in with the restaurant’s Celtic theme. He even brings his daughters, ages 6 and 9, with him for lunch.

“If you come in the evening, you’ll see a lot of kids here,” says Adams, an electric engineer who likes the menu’s variety. “Everyone’s still got their clothes on. If you go to the beach, it’s a lot worse than being here.”

Lynette Marmolejo, a college admissions worker, dropped in at the Tilted Kilt for the first time recently. She likes that the restaurant is dominated by the “corporate crowd” rather than the “college crowd.” And she says the half-dressed waitresses don’t bother her.

“Prices and the food — if those are good, I don’t care what anybody’s wearing,” Marmolejo says.

Tilted Kilt, which serves dishes such as shepherd’s pie and “Irish nachos” (potato chips instead of corn tortillas), had annual sales of $124 million last year, reflecting growth of 33 percent, according to Technomic. And by the end of this year, the company expects to have 95 locations, up from 57 at the end of last year.

That growth is one reason Tilted Kilt CEO Rod Lynch, bristles at the “breastaurant” moniker. He says the word implies that the company’s success is based purely on sex appeal. To the contrary, he says his customers — about three-quarters of whom are men and of the average age of 36 — consistently say the experience is about far more.

Tilted Kilt doesn’t go so far to call itself a family restaurant. But Lynch understands the risks of crossing a certain line.

“We want to be very PG-13,” he says. Its “class in all things” motto also means servers can’t have tattoos, piercings or dyed hair.

Rose Dimov, a 22-year-old waitress at Tilted Kilt, says her job is no different from any other waitressing gig; make guests feel special and ensure they have a good time. As an aspiring ballroom dancer, she also says she’s not fazed by the revealing outfit that comes with the job.

“Going to a restaurant should be an experience,” Dimov says. “We’re entertainers.”

Although the name might suggest otherwise, the owner of Mugs N Jugs in Clearwater, Fla., says his place also is like any ordinary restaurant with entertainment. Sam Ahmad says his game room, pool table and karaoke are why 40 percent of his customers are families.

Sales at the restaurant grew to $3 million in 2008, from $700,000 in 1998, Ahmad says, but have since declined because of the recession. After selling a second location to a franchisee last year, Ahmad is looking to find others who want to open franchise locations under the Mugs N Jugs banner.

As for the tank tops and shorts the waitresses wear, Ahmad says they don’t reveal too much. And those photos on the Mugs N Jugs website showing waitresses leaning over a pool table? Ahmad explains they are purely for marketing purposes.

“They’re at an angle because they’re at a pool table,” he says. “When you’re in the restaurant, you won’t see that. She’ll be standing.”

Taking a cue from its much smaller rivals, Hooters is also making changes.

The company opened its first location in 1983 in Clearwater, Fla., with waitresses sporting the now famous tiny orange shorts and tight white tank tops. The chain grew rapidly at first but has struggled in recent years. Sales have fallen steadily since peaking in 2007 at $960 million, as the menu and decor grew stale.

Last year, a group of private investors bought the chain of 365 restaurants and decided to try to revive the business. In February, Hooters opened a renovated location in Atlanta to showcase its new look with upgraded TVs, an outdoor bar and a covered patio. Remodeling is slated for another six to eight restaurants this year.

In April, Hooters also beefed up its menu with items that include a Baja burger, buffalo chicken sliders and a spinach and shrimp salad. The idea is to offer dishes that draw new customers, says David Henninger, Hooters’ chief marketing officer. Currently, more than three quarters of Hooters customers are male, with an average age of 45.

As part of the effort to improve its image, Henninger says Hooters is looking to showcase the life stories of its servers, many of whom are studying to go on to professional careers.

“The public can be misinformed about what we do,” says Henninger, who was hired this year. “They jump to their own conclusions.”

Without explaining how, he says the “curious” name of the restaurant could easily be misinterpreted. He says that the name is “part of the fun” and is about being “in on the joke.”

No matter how hard they try to open their doors to a broader audience, Hooters and its rivals remain the subject of criticism. “If it’s an adult entertainment business, that’s fine,” says Mona Lisa Wallace, president of the San Francisco chapter of the National Organization for Women. “Where they’re crossing the line is when they expose young children to the objectification of women.”

Not every chain is defensive about the reputation of breastaurants.

At Twin Peaks, based in Addison, Texas, sales last year grew 35 percent to $44 million from the previous year, according to Technomic. Owner DeWitt touts the 22-restaurant chain’s amenities but is under no illusions about the main attraction.

Waitresses, for instance, vary their costumes for special occasions. Around the holidays, servers dress up like Santa’s little helpers. Around Easter, they dress up like bunnies.

The owner of Tilted Kilt is just as frank. “We hire only spectacular talent,” Lynch said. “They have to fit into that costume.”


Burger King, the Cash Cow

September 17, 2012

By: JOE NOCERA, Published: June 22, 2012

Earlier this week, a well-known company went public in a complicated transaction that involved a handful of Wall Street sharpies and a mysterious investment vehicle called a SPAC. The company was Burger King.

If you are surprised to learn that the home of the Whopper — not to mention the bacon sundae — would find itself the subject of complex financial machinations, you shouldn’t be. Burger King has long been an enrichment scheme for clever financiers, who have sucked hundreds of millions of dollars out of it over the years. Maybe it will be different this time. Or maybe not.

Financial engineering has been part of the Burger King story for so long that it’s hard to believe there is still anything worth plucking from its carcass. “It’s been run as a cash cow for Wall Street,” said Bob Goldin, an executive vice president of Technomic, a food service consulting firm. Along the way it’s had 13 chief executives in 25 years, numerous strategy shifts and marketing campaigns — and has been constantly starved for cash. But, hey, the private equity guys got theirs. And isn’t that what really matters?

Burger King first became financial fodder in 1967 when it was bought by Pillsbury, which didn’t have a clue about how to run a restaurant chain. Then in 1988, a British company, Grand Metropolitan, initiated a hostile takeover and won Pillsbury. The new owners vowed to turn Burger King around.

It didn’t happen. Nine years later, Grand Met merged with Guinness to form Diageo, by which time Burger King’s role was well established. It shipped cash to headquarters, even as it lagged ever further behind McDonald’s.

Enter — ta-da! — private equity. In 2002, Goldman Sachs, along with two private equity firms, TGP and … hmmm … Bain Capital, teamed up to buy Burger King. This is exactly the kind of situation private equity firms like to trumpet: taking over a downtrodden company and nursing it back to health. And to get them their due, Burger King’s new owners did some good, stabilizing both the company and the franchisees, many of whom were in worse shape than Burger King itself.

But the private equity investors also cut themselves an incredibly sweet deal. Their $1.5 billion purchase price included only $210 million of their own money; the rest was borrowed. They immediately began taking out tens of millions of dollars in fees. Four years later, they took Burger King public. But, first, they rewarded themselves with a $448 million dividend. In all, according to The Wall Street Journal, “the firms received $511 million in dividend, fees, expense reimbursements and interest” — while still retaining a 76 percent stake.

Does it need to be said that Burger King was soon back to its old struggling self? Or that the solution, once again, was to sell to another private equity firm? Of course not! In 2010, Bain, Goldman and TPG cashed out, selling Burger King to 3G Capital, for $3.3 billion. In sum, the original private equity troika reaped a fortune by selling a company that was in nearly as much trouble as it had been when they first bought it. Surely this represents the apotheosis of financial engineering.

What has 3G done? According to Howard Penney, the managing director at Hedgeye, it has prettied up the pig by laying off a large percentage of the staff in Burger King’s Miami headquarters. Burger King’s owners grew earnings, he said, “by cutting expenses. They have not improved the business one iota.” And, of course, 3G pulled out fees and dividends, too. In all, Penney wrote recently, private equity firms have taken for themselves “$1 billion or more in capital that could have been used to improve the company’s relative standing versus its competitors, many of whom Burger King struggles to keep up with.”

This latest deal is just as complicated as the ones that have come before. Three financiers, including William Ackman, the well-known shareholder activist, put together a special purpose acquisition company, or SPAC — a vehicle that allows them to raise money, buy a company and take it public without the hassle of an I.P.O. The SPAC then bought a stake in Burger King, though 3G is still in charge. On its first day of trading, Burger King had a market value of $3.3 billion. When you include its fees and dividends, 3G has already made a tidy sum on its original investment.

Ackman told me that the 3G guys are “the best operators around, bar none.” He sent me a presentation for investors that suggests that the owners are prepared to modernize the stores, expand abroad and make other moves that are necessary for Burger King to remain competitive.

For the sake of all the people whose livelihoods depend on Burger King, let’s hope that happens. And if it doesn’t? The financiers will still make money. They always do.


Starbucks Believes M&A Bolsters Company’s Core

September 14, 2012

A pedestrian passes by a La Boulange outlet in San Francisco. Starbucks is paying $100 million for the chain.

Most people flock to Starbucks to buy coffee, Frappuccinos and lattes. But Starbucks is sending out a siren call for customers to add sandwiches and pastries to their java orders. In fact, it spent $100 million to acquire La Boulange, a San Francisco-based bakery with 19 outlets, in June. Integration is slated to begin by early 2013.

How does the hefty acquisition fit into Starbucks’ long-term strategy? The skinny is that to grow revenue, companies must go beyond their core products. Known for coffee, Starbucks has to expand its repertoire in order to boost income. As a result of the merger, La Boulange’s products will be sold at Starbucks outlets and supermarkets nationally.

Starbucks’ springing for La Boulange achieves two primary goals, says Darren Tristano, a Chicago-based executive vice president at Technomic, a food industry research and consulting firm. The first is boosting sales of its baked goods, which only account for about 20% of total sales. The second focuses on the fact that selling La Boulange’s products in supermarkets adds to its line of consumer packaged goods like coffee.

‘We Are Bakers Too’

At the time of the acquisition, Starbucks CEO Howard Schultz said, “This is an investment in our core business. After more than 40 years, we will be able to say that we are bakers too.”

David Tarantino, a Milwaukee-based senior research analyst with Robert W. Baird, says Starbucks views this purchase as a “strategic asset to grow their food sales dramatically.” Currently, about one-third of its customers buy food, and if La Boulange can boost that number to 40% or more, Starbucks will see a return on its investment.

Tarantino says the fact that Pascal Rigo, the founder and CEO of La Boulange, is staying on and joining Starbucks as a senior executive is critical to the acquisition.

“His involvement will help make sure that Starbucks maintains the quality, recipes and execution of its food items as it rolls out nationally,” he said.

Moreover, it allows Starbucks to become more of a fast-casual cafe rather than a quick-service coffee shop. That will let it compete vs. Panera Bread, one of the most rapidly expanding chains in the restaurant industry.

Since Starbucks lures hordes of coffee drinkers, its target clientele will have an opportunity to increase spending. Consumers will be able to buy freshly made croissants, muffins and sandwiches to accompany their beverages at breakfast and lunch, Tristano says. Starbucks will have to develop kitchens in several regional locales to transport the pastries to its outlets and ensure freshness.

In the past, Starbucks has offered panini sandwiches that needed microwave heating. This led to mixed results in sales.“It slowed down service and took baristas away from their specialty,” Tristano said.

But why spend $100 million to acquire 19 bakeries, a premium price, instead of developing their own? “Buying the bakeries accelerates growth,” Tristano said. Panera is expanding quickly and Dunkin’ Donuts offers specialty coffees, so the La Boulange purchase primes Starbucks to vie in a more upscale way against two rivals.

Rather than spend millions in R&D, La Boulange offers immediate help. “They now have a supply chain that can provide its 10,875 U.S.-based stores and create retail products for supermarkets,” Tristano said.

Tarantino says that customers currently spend $1.5 billion on food at Starbucks annually. He says this justified the $100 million price of the acquisition because Starbucks “sees the potential return they might get from having La Boulange products in its cafe.”

Expanding La Boulange beyond the U.S. is a strong possibility. Tarantino said that “Starbucks is a global brand. It’s clearly possible you could see La Boulange outlets outside the U.S. in Asia and Latin America.”

Of course, any major M&A has risks. Tarantino says this purchase could “start to stretch the management bandwidth too far and could lead to management losing focus on its core.”

Global Expansion

Starbucks has said that it wants to retain La Boulange’s identity and not rebrand it as Starbucks. That strategy enables it to franchise the bakery and expand it nationwide, Tristano says. Growth won’t happen overnight and could take several years to achieve, but Starbucks could ramp up revenue by opening many new La Boulange bakeries.

Starbucks faces challenges maintaining its brand. Tristano says it acquired Evolution Juice for $30 million in November 2011 to expand its juice offerings and tackle industry leader Jamba Juice, and despite adding the bakeries, it’s still “a coffeehouse at heart.” It must continue to focus and specialize on the coffee while adding to its repertoire of products.

But Tarantino sees La Boulange spiking Starbucks’ revenue when combined with Starbucks’ ubiquity.

“Starbucks has significant growth potential of its retail brand,” he said. “Coffee is a convenience, and if you have to walk six blocks to find it, it can be too far.”


Seattle-based concept brings Chipotle assembly model to pizza segment

September 13, 2012

June 11, 2012 | By M. Sharon Baker


Ally and Scott Svenson may be relatively new to the pizza business, but they are hardly neophytes when it comes to growing restaurant concepts into multimillion-dollar enterprises — they’ve done it twice before.


The duo founded Seattle Coffee Co. as expats living in the United Kingdom in 1995 and grew the chain to 75 stores in less than three years. In 1998 Starbucks Coffee bought the Svensons out for more than $85 million.


In 1999 the Svensons helped London-based chef Antonio Carluccio create and fund Carluccio’s Caffès, a U.K.-based Italian cafe and deli concept. They took it public on the London Stock Exchange in 2005, built it to 50 units, then sold it in 2010 to the Dubai, United Arab Emirates-based Landmark Group in a deal valued at $141 million.


Now the Svensons are back in the United States with a fast-casual venture called MOD — short for “made on demand” — Pizza. The Seattle-based five-unit chain sells customized thin-crust pizzas served in two to three minutes for $6.88. Two more restaurants are slated to open in Seattle this year, and a third is planned for an undisclosed city in the Pacific Northwest.


MOD borrows Chipotle Mexican Grill’s assembly-line model and use of fresh ingredients, offering any number of toppings on an 11-inch pie for a single price. Sauce and dough are made fresh daily, and the pizzas bake in an 800-degree gas-powered oven. Beer, wine, milk shakes and salads also are available. 


The name MOD reflects the concept’s made-on-demand promise and the youthful, irreverent sensibility of a British subculture known as mod. 


HEADQUARTERS: Seattle
MARKET SEGMENT: fast casual
NO. OF UNITS: 5
SYSTEMWIDE SALES: $5 million projected for 2012
AVERAGE CHECK: $10
LEADERSHIP: founders Ally and Scott Svenson, director of operations Chris Schultz
YEAR FOUNDED: 2008
METHOD OF GROWTH: private investors, future partnerships
NOTABLE COMPETITORS: Pie Five Pizza Co., Pieology Pizzeria, Serious Pie, Top That! Pizza, Uncle Maddio’s Pizza Joint
TARGET MARKETS: Pacific Northwest
WEBSITE: www.modpizza.com

The idea for the concept grew out of the need to feed their family quickly and affordably.


“We had a giant car full of hungry boys, needing to feed them before a game and constantly trying to figure out how to do it,” said Ally Svenson, who has four sons between the ages of 8 and 15. “If I fed them quickly, that meant I would have to eat later, or if I took them to a place where I wanted to eat, it was going to cost me $120. The [solution] was always something like Chipotle, but you can’t eat that every night.”


Soon after, they joined forces with Jim Markham, a Californian who was trying to grow his pizza-by-the-slice business. The Svensons brought in their friend Michael Klebeck, co-founder of Seattle’s Top Pot Hand-Forged Doughnuts, to help refine and execute the concept. Markham eventually returned to California, starting a similar concept called Pieology Pizzeria in 2011.


The first MOD opened in Seattle in November 2008. The second opened in Bellevue, Wash., in January 2010, followed by three other Seattle-area units between June 2010 and October 2011.


While each unit is a bit different, Scott Svenson said the 2,200-square-foot location that opened in October 2011 in the Seattle suburb of Alderwood, featuring 85 seats inside and 30 patio seats, is the closest to a prototype.


MOD raised $4 million from investors to fund its expansion. Chris Schultz, a 10-year veteran of Starbucks, runs MOD’s day-to-day operations, while Ally Svenson oversees branding, communications and the in-store experience.


Scott Svenson is in charge of MOD’s funding and growth strategy, but works as chief executive of wealth management firm Freestone Capital Management. He also heads up The Sienna Group, his family’s investment company.

In addition to Top Pot’s Klebeck, MOD backers include Lindsey Schwartz, CEO of Schwartz Brothers Restaurants; Adam Brotman, vice president, digital ventures at Starbucks; Jim Alling, chief operating officer of T-Mobile; and Paul Twohig, COO of Dunkin’ Donuts.


MOD now employs just over 100 people and is projected to make $5 million with its first six shops in 2012, Scott Svenson said.


Like other entrants to the still-
undeveloped fast-casual pizza market, MOD faces several challenges, said Darren Tristano, executive vice president of Chicago research firm Technomic.


“It’s a very saturated Italian and pizza marketplace, with full- and limited-service restaurants as well as independents,” he said. “At [MOD’s] price point, they still have a lot of Chipotles to compete with and sandwich, Asian and other choices within a consumer’s consideration. It’s going to be a difficult battle within fast casual for a share of the stomach.”


From hot dogs and sausages to ethnic foods like taquitos and egg rolls, roller grills continue to prosper at conveniece stores.

September 12, 2012

Jun 13, 2012, By Howard Riell, Associate Editor

Roller grills—if handled correctly—offer a great opportunity to grow sales. But as simple and relatively labor-free as they are, they still require management oversight, employee training and some marketing savvy.It’s not that complicated, but it is that essential.“Let me give you an analogy,” said H. G. Parsa, chairman of the Department of Foodservice and Lodging Management at the Rosen College of Hospitality Management at the University of Central Florida in Orlando, Fla. “Every dining room table has salt and pepper. They’re not exciting, but everybody has them. Roller grills are the workhorses of convenience stores, and they make money.” As far as return on investment, roller grills are practically unparalleled. “The equipment has one of the highest payoffs. It’s attractive, and the best part is it doesn’t take space,” Parsa said. “Plus roller grills are easy to clean and require no labor. The products sell themselves. It’s a small size but can hold a lot of hot dogs, bratwurst, taquitos, sausages, whatever. It looks pretty and attractive, and it smells good. That’s the key.”While roller grills may have been stigmatized in the past, the high quality items now available are attracting a wide audience. “It’s blue collar food with crossover appeal,” Parsa said. “Construction workers, children, students, everyone it seems, is a potential roller grill customer. When you factor in the economy and product promotions, the roller grill offers tremendous value. It’s not a thriller, but it sells.”C-stores can also all but skip trumpeting the grill. “People know it’s where it is,” Parsa pointed out, “and they’ll go get it. The only thing is to make sure the food is fresh, and that the grill is maintained properly. You can get one big one, but two small ones work much better.”

Building Sales

How to make the most of a store’s roller grill station?

“A number of key areas come to mind,” said Darren Tristano, executive vice president of Technomic Inc. in Chicago. “The first is enhanced flavor. Operators can differentiate the flavor of the product served on the roller grill. Add flavor inside the product as well as spicy sauces and dips to create craveability and give consumers a greater demand driver.”

The second part, Tristano explained, has to do with innovation. “By developing different ethnic products like Mexican taquitos, Italian and polish sausage and bagel dogs, operators can broaden the appeal,”he said. “Differentiation by quality is also important. Higher levels of quality products provide a better-for-you appeal that is conveyed through the branding.”

Two additional key factors are portability—emphasizing the portability of the product that requires only one hand to eat and can be eaten on the run—and price point, Tristano said. He recommended bundling meals with chips, cookies and a drink to promote greater demand among value-seekers.

Attention to Detail

Even with quality products and a value price, freshness reigns supreme. “I took over a store where they really weren’t doing a whole lot with the roller grill at all,” recounted Steve Vieira, a district manager for a group of franchised Circle K locations in Pittsburgh owned by Duxbury, Mass.-based Verc Enterprises. Verc also directly operates 23 convenience stores in Massachusetts and New Hampshire. “They would throw hot dogs down in the morning and the same ones would be on there 10 hours later.”

Vieira, whose background includes food industry experience, knows what he is talking about. Under his stewardship, the Circle K roller grill sales have skyrocketed by close to 400% in the last seven months.

Hot dogs, Vieira noted, are only good on the grill for a lifespan of four hours. “If they don’t sell within that four-hour span they’ve got to go. You’ve got to put fresh ones on and you need to get the area clean. You’ve got to have the condiments available. It’s all about eye appeal and keeping everything fresh.”

At Vieira’s flagship store, he has the grill running from 10 a.m. to 10 p.m. “As I saw sales starting to increase I kept expanding that. I now run the grill 24/7 with the exception of when they shut it down for about two hours at night to do all the cleaning,” he said.

The store was rebuilt about seven years ago under previous ownership. “I don’t know if they had grills prior to the rebuild, but we now have two three-foot grills going around the clock,” Vieira said.

The unit offers a wide variety of products prepared on its grills, including hot dogs; cheeseburger dogs; pepperjack hot dogs; chicken; beef and pepperoni-and-cheese tornados; Buffalo-chicken roller bites and pork egg rolls. The store recently introduced a combo deal—a hot dog, fountain soda and bag of chips—for $3. “I’m expecting that to really take off for the summer,” said Vieira.

Too few c-store operators understand just how integral roller grills can be to their success. Fortunately for Vieira, he isn’t one of them. “I really believed that there was a lot of opportunity here,” he said. “There was a lot of training that had to be done with the staff. We had to get everybody on board. They had to know that it was important to our bottom line, and that we wanted to grow the category.”

Each of the employees has received training on the proper procedures for setting up, cleaning and maintaining the grills and condiment section.

The chances for success were so great, Vieira recalled, and owner Leo Vercollone’s belief so strong that it became a challenge he could not refuse. “I mean, there was just so much opportunity to grow this category, and we ran with it. It was important to Leo and it was important to us as a company,” he said. “It’s something that we wanted to look at and make sure we were giving due justice. Even I’m shocked at the numbers.”

One of Vieira’s primary tasks was to make certain his people were thoroughly trained on all aspects of the grills’ operation and maintenance.

In terms of routine maintenance, store managers should check the cook temperatures daily. In most cases, health inspectors won’t ask how long food has been sitting atop a roller grill, but rather at what temperature the product is held.

“It’s got to be out of the danger zone, which means 140 degrees or over,” Vieira said.

In fact, keeping the temperature adjusted correctly is an excellent way to help overcome the automatic resistance many customers have to anything sitting on a roller grill.

“The tendency when you throw some new product on there is to turn the control way up in order to get the temperature up quickly. But then your product generally shrivels up, and after a little while doesn’t look as good,” Vieira said. “If you time yourself right and keep the heat a constant low, acceptable temperature, hot dogs will tend to look nice and juicy and more appetizing for a longer period of time.”


Mooyah expects to stand out in crowded burger market with food, flair, service

September 12, 2012

John Stearns, 15 June 2012, Wichita Business Journal

© 2012 American City Business Journals, Inc. All rights reserved.

mooyah.com

A Texas-based burger franchise is hungry to sink its teeth into Wichita.

The local burger market is crowded, acknowledges Rusty Rathbun, a Wichita restaurant developer, but he says Mooyah Burgers, Fries & Shakes will stand out.

“There’s nothing like it in Wichita, guarantee it,” Rathbun says.

In the few markets where it’s established, Mooyah is known for its build-your-own burger combinations, myriad milkshake flavors and colorful dining rooms that feature flat-screen TVs and a giant chalkboard for the kids.

Rathbun works with Mooyah as a development agent, assisting Mooyah franchisees and taking a stake in each restaurant he helps. In Wichita, he’s working with franchise owner Anthony Powell, a former anchor on KSN-TV.

They expect to open in a west Wichita location — yet to be disclosed — in August. Powell says he’s waiting to finalize an SBA loan for build-out and equipment.

He says a timetable for future Wichita stores, which he has rights to, depends largely on how the first store does.

A growing niche

Frisco, Texas-based Mooyah fits in the “fast-casual” burger category with the likes of Five Guys Burgers and Fries.

“Fast-casual” means counter service, but food is made to order, so there’s more time between ordering and eating. And consumers pay a little higher price for what they expect to be higher quality.

Wichita’s Five Guys franchisees, brothers Jay and Jeff Miller, say they aren’t concerned about the new competition.

They entered the burger business 2½ years ago and now have three restaurants in Wichita and plan to open two more within five years.

“All we can worry about is ourselves,” Jeff Miller says. As long as Five Guys keeps offering high-quality food and service, the Millers say, they’ll be fine.

Five Guys is the nation’s fastest-growing large restaurant chain, according to food industry researcher Technomic Inc., with sales of $951 million in 2011, up 32.8 percent from the year before.

Mooyah — with just 36 stores, most in Texas — is much smaller.

Darren Tristano, Technomic vice president, estimates Mooyah’s sales at $21 million last year. But that gives it an average unit volume of about $1.1 million, close to Five Guys’ $1.15 million.

“They’re a good brand,” Tristano says. “It’s one that we expect to be a growth chain for years to come.”

Adam Mills, CEO of the Kansas Restaurant and Hospitality Association, says fast-casual restaurants are proving popular.

They cater, he says, to people in a hurry but who seek higher quality food and service and are willing to pay a little more.

However, not every fast-casual burger joint is guaranteed to succeed, as Smashburger demonstrated when it closed its two metro-area stores, the last a year ago. A Smashburger spokesperson could not be reached for this story.

Mills doesn’t know why Smashburger closed here, saying factors could include site, funding, branding or advertising.

Sold on food, experience, support

Powell says he was attracted to Mooyah after meeting Rathbun, whom he calls a “brilliant restaurant person.” Rathbun has developed about 125 Subway restaurants in Kansas and co-owns Wichita’s Twin Peaks restaurant.

After researching Mooyah, tasting the food and meeting franchisees, Powell bought in. He recently finished Mooyah training in Texas.

In Dallas, where burger competition also is fierce, “Mooyah stands above and beyond,” Powell says. “Not only the food, but the dining experience as well.”

Service is huge, he says, and will be his focus. For operations, he’s hired an experienced restaurateur, Bambi Storlie, as general manager.

High-quality food and service are key to competing in a crowded market, agree Five Guys’ Jay and Jeff Miller, and they welcome Mooyah to try its hand at it.

It won’t matter that much to Five Guys, Jay Miller insists. “I’m not going to sweat it either way.”

Franchise fee: $30,000 for first restaurant, $20,000 for each thereafter.

Number of stores: 36. Projected to be 50 by year-end, 100 by end of 2013.


South Florida restaurants stagger promotions through slow summer months

September 11, 2012

By Justine Griffin, Sun Sentinel, 9:01 PM EDT, June 14, 2012

South Florida restaurants are looking for new ways to keep customers coming back through the hot summer season.

It’s a cycle that the restaurant industry in South Florida has come to anticipate as the snowbird community heads north in late spring. This year, more restaurants are using summertime holidays, likeFather’s Day, as a way to bring people back into their dining rooms.

“You’re seeing more restaurants crafting discounts around summer holidays and events, like Cinco de Mayo and Father’s Day, when people are more likely to go out,” said Darren Tristano, the executive vice president of Technomic, a restaurant consulting firm.

Big City Tavern on Las Olas Boulevard and City Oyster & Sushi Bar in Delray Beach are offering Father’s Day promotions for the first time this year, said co-owner of Big Time Restaurant Group, Todd Herbst.

“We decided we wanted to try something different this year,” Herbst said. “Mother’s Day is always a big holiday for us, but we figured we would try and see how Father’s Day would hold up in comparison.”

The average person will spend $117 on dad for Father’s Day, according the National Retail Federation, as compared to the $152 per person spent on Mother’s Day.

All four Big Time Restaurant Group establishments will be offering 50 percent draft and bottled beer with the purchase of an entree on Father’s Day, and kids under 10 eat free. Big Time also owns Grease Burger Bar and Cellar Wine Bar & Grill in West Palm Beach.

“Slow seasons give restaurants ample opportunity to promote new products, where customers can go out and try new dishes,” Tristano said. “It gives customers just one more reason to go out.”

Big City Tavern in Fort Lauderdale will be pushing their endless mimosas on summer lunch menus and wine down Wednesdays, which offer half off bottles of wine under $99, Herbst said.

“All of this is geared toward locals,” Herbst said. “We get a steady stream of tourists who come in, but we want to have something to offer those that live here.”

Mario Ristorante Italiano and Wine Bar in Coconut Creek is offering a summer weekday dining promotion for the first time in the restaurant’s five-year history, said owner, Mario Spina.

“The last few summers have been the worst I’ve ever seen,” said Spina, who’s worked in the industry in South Florida for more than 30 years.

The promotion is a three-course dinner for $26.95 offered Monday through Thursday between 5 and 6:30 p.m. The savings are more than 30 percent off the regular priced items on the menu, he said.

Tundra, an ice-themed restaurant that opened late last year on Las Olas Boulevard, recently dropped menu prices by 20 percent to keep locals coming back, owner David Berman said.

Palm Beach Restaurant Week showcased several dozen restaurants in the county last week. Miami Spice, a month long dining out promotion, will run Aug. 1-Sept. 30, and Dine Out Lauderdale runs Oct. 1-Nov. 8.

Copyright © 2012, South Florida Sun-Sentinel


Sandwiches still doing well in restaurants

September 10, 2012

June 14, 2012

Sandwiches are the cornerstone of lunch and dinner menus at both limited- and full-service restaurants, where they are offered more than any other entree. More consumers report purchasing sandwiches away from home today vs. just two years ago due in large part to operators becoming increasingly innovative and responsive to consumers’ demand for lower prices, greater variety, fresher fare, flexible portions and healthier items.

“Today’s consumer expects greater customization and broader sandwich options,” says Executive Vice President Darren Tristano. “Trends in portion flexibility, variety, freshness and shareability have come to the forefront of this segment. Shareable options give operators a chance to go beyond the standard menu and try new ethnic sandwiches. Often these ethnic and next-level sandwiches, which focus on gourmet ingredients and toppings, are introduced through mini sandwiches or wraps. Giving consumers smaller, shareable portion options can be considered as healthier with less calories. This trend shows no signs of slowing down.”

To help operators and others aligned with the foodservice industry more effectively identify opportunities for growth and gain a competitive advantage, Technomic has developed the Canadian Sandwich Consumer Trend Report.

Interesting findings include:

  • 28 percent of consumers would like more mini-sandwich offerings at restaurants, up from 23 percent in 2010, signaling a greater need for portable and convenient meal options.
  • Gourmet grilled cheese sandwiches continue to take off. This simple sandwich staple is getting an update, as whole concepts are being built on the appeal of high-end, high-quality grilled cheese.
  • Pitas are the top sandwich bread on LSR menus.  Limited-service chains also make frequent use of Panini breads and bagels, while full-service brands veer toward tortillas and buns.
  • Over half of consumers polled (51 percent) say they purchase grab-and-go sandwiches, this up from 36 percent just two years ago.

Technomic’s Canadian Sandwich Consumer Trend Report examines consumer behavior, preferences and attitudes regarding sandwiches based on survey results from 1,000 consumers. For this report, Technomic asked consumers to include breakfast, deli, salad, and sub sandwiches, burgers, burritos, hot dogs, and wraps in their definition of sandwich. The Menu Insights section utilizes Technomic’s MenuMonitor online database to provide an in-depth look at how leading and emerging chain operators menu and position sandwiches. Technomic has been studying the sandwich category for 45 years and has produced three Consumer Trend Reports on the topic in the past ten years.

To purchase or learn more about this report please visit Technomic.com.

Source: Technomic


International Imports: Overseas Chains Look to U.S. for Growth

September 7, 2012

Note: This post originally appeared as a Technomic white paper. Download .pdf file.

In Japan’s busy city centers, the line for McDonald’s queues out the door. The Sphinx sees KFC as it looks across the desert. Restaurant chains are a prime export for the United States, as companies see an escape from the crowded domestic market.

But at the same time U.S.-based chains look to global markets for growth, many chains from outside our borders are finding ample opportunity to expand their concepts and compete in our homeland.

U.S. operators ignore these international imports at their peril. In their effort to stay ahead of the competition, operators must identify and monitor their competition—both domestic chains and global concepts—examining performance data, menu and marketing updates, and expansion plans.

Growing List of Imports
Over the years, as Technomic has been building its intelligence on international markets—now including Canada, the U.K., Brazil, France, Germany, Italy, Spain, Australia and Mexico—and the restaurant brands that lead those markets, it continues to uncover concepts that are looking at the United States for expansion opportunities. Chains such as Tim Hortons, Le Pain Quotidian and, more recently, Red Mango have led the way for a growing list of contenders eyeing the U.S.

What they see when they examine the U.S. market is a consumer who spends almost half their food budget at restaurants, and one who is eager to try new ethnic flavors. U.S. consumers are also ethnically diverse themselves, and many are well-traveled and already familiar with global foodservice brands.

Overseas operators also see large cities and small, some of which may look a lot like the markets in which they successfully operate at home. The real-estate experts in this group will spot the many good locations left by domestic operators and other businesses that couldn’t make it through the economic downturn and slow recovery.

Challenges and Opportunities
There are certainly challenges to overcome to opening in a new country, especially one as saturated as the United States. Beyond the usual complexities of offering a compelling point of differentiation at what consumers feel is the correct price point and keeping up with their busy and demanding lives, an overseas operator is at a disadvantage simply by being located outside the country. A new country’s supply chain methods, legal and governmental regulations, and human resource issues have to be understood and addressed. This means the operator must find partners, franchisors or trusted employees to handle Stateside business and operations.

But there are also opportunities for concepts that feed consumer needs, stay ahead of food and dining trends and manage unit economics. Those with a strong brand and niche, well-defined menu and value proposition have a chance of capturing the attention—and eating-out dollars—of American consumers.

Concepts to Watch
Following are profiles of 10 concepts in varying stages of expansion within the United States. We didn’t select them based on size or seniority. They are merely a diverse group of concepts from around the world that offer something different that gives them the potential to thrive in America. Some have achieved success through the authentic cuisine of their homeland, but others are making leaps with models that they believe are primed for success with U.S. consumers.
What they have in common is attention to consumer trends, such as better-for-you cuisine, a convenient and flexible format, or focus on authentic or innovative flavors.

AFRICA
Nando’s Peri-Peri, formed in Johannesburg, South Africa, in 1987, is a quick-casual chain specializing in peri-peri chicken, a Portuguese-style preparation of poultry basted with a spicy, vinegary sauce that gets its heat from the African Bird’s Eye chile. Portuguese beers and wines provide an authentic accompaniment. Units, averaging 3,800 square feet, operate primarily in high-visibility sites that often have multiple levels. Nando’s restaurants are uniquely constructed and designed, often reflecting the country in which they operate. Interior design elements typically include natural materials such as marble and antique oak, bold African artwork and large potted plants. Nando’s has entered numerous international markets and made its U.S. debut in Washington, DC, in 2008.

Why it’s worth watching: Nando’s pleases flavor-seekers and has strong global brand awareness, operating in three dozen countries on five continents.

ASIA
Gyu-Kaku, founded in 1995 in Tokyo, is a chain of contemporary casual-dining restaurants offering Japanese-style barbecue. It specializes in yakiniku (Japanese for “grilled meat”), in which guests cook their own marinated bite-sized meats, seafood and vegetables over individual smokeless braziers. Averaging 3,500–4,000 square feet, units are located in urban and suburban areas with heavy foot traffic such as shopping malls and lifestyle centers. Interiors are modern and characterized by Japanese-influenced artwork, dark woods, exposed brick and sheer fabrics. Large dark tables provide communal and private seating. Six years after its Tokyo debut, the chain entered the U.S. market with the 2001 opening of a West Los Angeles location.

Why it’s worth watching: Japanese barbecue is underrepresented in the U.S., and Gyu-Kaku gives it a distinct spin with its cook-it-yourself platform and social element.

Little Sheep Mongolian Hot Pot, established in Baotou, Inner Mongolia, China, in 1999, is a casual-dining restaurant chain with an interactive, cook-it-yourself Mongolian-food focus. Customers dip meat, seafood and vegetarian dishes into hot broth at their table to cook them. Signature items range from lamb shoulder, to shrimp meatballs, to mussels and clams. Units occupy at least 4,000 square feet and feature lustrous and contemporary décor with Mongolian murals, calligraphy and bamboo. After launching in Baotou, the chain expanded further into China as well as Taiwan, Japan and Canada. The first U.S. Little Sheep restaurant opened in 2006 in Union City, CA.

Why it’s worth watching: Yum! Brands Inc. owns a portion of the chain and is looking to acquire a majority stake in the company via a $573 million takeover bid.

AUSTRALIA
Guzman Y Gomez, launched in Australia in 2006, is a fast-casual Mexican taqueria that prides itself on being one of the first concepts to bring authentic Mexican food and Latin culture to Australia. The chain celebrates all things Latin: the region’s music, art, personality and especially the food. It specializes in burritos, mini burritos, tacos and bowls prepared with a choice of meat or vegetables and various toppings. It operates both small walk-up operations in food courts and lifestyle centers and larger units, which have TVs, foosball tables and billiards, and a bold décor heavily incorporating the brand’s yellow-and-black color scheme. Units also typically feature exposed brick, framed black-and-white photos and potted cactus plants. Since its founding, Guzman Y Gomez has expanded across eastern Australia.

Why it’s worth watching: Guzman Y Gomez has carved out a niche in Australia as one of the only chains offering authentic, made-to-order Mexican fare, and aims to compete against fast-casual Mexican leaders.

Pie Face, started in 2003 by an American living in Sydney, is a quick-service bakery-café chain known for its freshly baked sweet and savory pies marked with smiley-face designs on the crust. Popular varieties include chunky steak and Thai chicken curry. Stores are counter-service operations that occupy as little as 160 square feet. Whenever possible, they stay open 24 hours a day. Rows of pies and other pastries are showcased in glass cases, and red and black menu boards list the brand’s offerings. After getting under way in Sydney, the chain opened stores throughout Australia and began franchising in 2009. In early 2012, the chain made its U.S. debut, opening a unit in New York City—the first of many planned for the Big Apple.

Why it’s worth watching: Pie Face is bringing Aussie-style handheld, savory meat pies to American consumers, who may be open to this portable and inexpensive meal option.

EUROPE
PAUL, which traces its roots all the way back to 1889 in Croix, France, is a chain of fast-casual French-style bakery-cafés. The concept is designed to evoke a traditional French bakery, where patrons grab a quick bite to go or sit and relax with friends. Units, typically inline shops located along the high street, feature rustic French décor with the look and feel of a village bakery. Design elements include signature black storefronts, exposed interior brickwork and sculptured woodwork. In its present-day form, PAUL opened in 1963 in France. It eventually expanded into a number of countries before it opened its first U.S. unit in Washington, D.C., in May 2011.

Why it’s worth watching: The bakery-café segment continues to perform well, and PAUL differentiates itself with French-inspired décor and traditional French baguettes.

Pret A Manger, founded in London in 1986, is a grab-and-go sandwich concept emphasizing convenience and speed. Pret A Manger, French for “ready to eat,” specializes in prepackaged sandwiches, soups, salads, sushi and breakfast pastries. Food is made daily in-house with natural ingredients and then stocked in stainless-steel, temperature-controlled cases. Any food that is not sold by the end of the day is donated to local charities. Restaurants seat 20–30 customers, measure about 1,500 square feet and feature a bright, modern décor. Units reflect and preserve their European roots with staff members from Europe and from each unit’s host country. Pret A Manger expanded abroad with the 2000 opening of a unit in the Wall Street area of New York City.

Why it’s worth watching: The chain is in the midst of developing what it calls “Pret Local,” an interpretation of the original concept that offers more of a fast-casual positioning in a suburban setting.

YO! Sushi, which debuted in London in 1997, is a conveyor-belt sushi concept (known as “kaiten” in Japan) that aims to make Japanese food accessible and affordable. Freshly made sashimi, sushi maki rolls and nigiri circulate on a moving conveyor belt, and customers grab their dishes right off the belt. They may also order off the menu. Food is served on color-coded plates, each of which corresponds to a different price point; a staff member counts the plates to tally the bill. Store locations range from urban business districts to high-end department stores and airports. YO! Sushi made its U.S. debut in mid-2012 in Washington, D.C.’s Union Station and is planning 30 additional U.S. locations.

Why it’s worth watching: YO! Sushi’s interactive platform, combined with its exhibition sushi preparation, make for a unique and fun dining experience.

NORTH AMERICA
Freshii, founded in Toronto in 2005, is a healthy fast-casual concept that offers salads, wraps, bowls and burritos in signature as well as build-your-own varieties. The concept also stands out with eco-friendly initiatives in packaging and paperless marketing. Averaging 150–1,500 square feet, units are in high-traffic urban areas and feature contemporary décor, shelves lined with packaged snacks, and grab-and-go cases stocked with bottled beverages. Rapid expansion began in 2009 with a master franchise deal for the Chicago market. Eventually the chain expanded across Canada and the U.S. before entering Europe and the Middle East. Long-term expansion plans call for 1,000 units by 2015.

Why it’s worth watching: Freshii fills a dual niche within the rapidly growing fast-casual segment: an eco-conscious chain specializing in healthy, fresh fare.

SOUTH AMERICA
Giraffas, established in Brazil in 1981, is a limited-service chain specializing in Brazilian favorites. The family-owned chain’s signature item is a create-your-own burger with a choice of filet mignon, chicken, ground beef or meat substitute, and a selection of sauce and toppings. The concept goes beyond burger-joint fare to offer traditional Brazilian steak and meat entrées at moderate price points. Units vary in size from 750–3,000 square feet and in location from kiosk to freestanding restaurant. Interiors are contemporary and evoke the feeling of an African safari with tufted rugs and giraffe murals. In mid-2011, Giraffas opened its first international unit, a U.S. store in North Miami.

Why it’s worth watching: Giraffas, already well-established with some 350 stores in its native Brazil, has firmly set its sights on U.S. expansion, calling for additional locations to open over the coming months.

Conclusion
Like many industries, restaurant operators have become global in nature. Just as American chains have found fertile ground around the world in which to grow, internationally based chains are looking at the United States as a market to expand their brand and further develop a platform for growth. U.S. operators should view these new entries not as “flash in the pan” concepts but as true contenders challenging them for traffic and dollars.

Technomic currently tracks major chain operators and menu trends in 10 countries including the U.S., Canada, Mexico, U.K., France, Germany, Spain, Italy, Brazil and Australia. Market intelligence for these countries is available through our industry leading online Digital Resource Library and MenuMonitor.