Joseph W. Rogers, a Founder of Waffle House, Dies at 97

March 8, 2017

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Joseph W. Rogers, a founder of Waffle House, the restaurant chain that achieved a kind of cultural renown with its no-frills menu, attentive service and round-the-clock hours, died on Friday in Atlanta. He was 97.

The company announced his death on Monday. Joe Rogers Jr., who succeeded his father as chief executive in the late 1970s and remains chairman and controlling owner, said the elder Mr. Rogers died after having dinner with his wife of 74 years, Ruth, earlier in the evening.

Mr. Rogers and an Atlanta neighbor, Tom Forkner, founded the restaurant in 1955. At the time, Mr. Rogers was a senior official at a restaurant chain called Toddle House. Mr. Forkner was a real estate investor. The two were eager to own a restaurant in their neighborhood.

Even after starting the restaurant, Mr. Rogers kept his day job at Toddle House and moved to Memphis when he was promoted to vice president. But in 1961, frustrated that the company did not allow employees to acquire an ownership stake, he returned to Atlanta and devoted himself to Waffle House full time.

“If Toddle House had offered ownership to the management team, there never would have been a Waffle House,” Joe Rogers Jr. said in a phone interview.

Mr. Rogers and Mr. Forkner expanded the chain to about 400 restaurants by the late 1970s. Today, there are nearly 1,900 Waffle Houses in the United States, primarily in the Southeast, often along interstate highways. Of these, about 80 percent are company-owned. The rest are franchises.

Borrowing much from his previous employer — down to the waffle recipe, his son said — Mr. Rogers made Waffle House into a success in part by paying meticulous attention to customers, a management philosophy he imparted throughout the chain.

“I’ve walked into restaurants where workers are on the telephone calling, looking for an elderly customer who hadn’t been in in a while,” Joe Jr. said. “So it was all about the whole personal experience, relationships.”

Famously open 24 hours a day, seven days a week, the restaurants have been used by at least one Federal Emergency Management Agency official to help gauge the severity of natural disasters.

W. Craig Fugate, the FEMA administrator in the Obama administration, applied what he called “the Waffle House test.” If the local restaurant remained open after a hurricane, for example, it meant that power and water were very likely available.

Waffle House, a privately held company, had sales of a little more than $1 billion in 2015, making it the country’s 47th largest restaurant chain, according to estimates by Technomic, a restaurant industry consulting firm in Chicago.

Darren Tristano, Technomic’s president, attributed the chain’s success to its relatively small selection of highly “craveable” offerings and its unpretentious diner-style layout.

Rivals like International House of Pancakes have significantly altered their menus over the years, he said, but Waffle House has remained relatively faithful to its original model, allowing generations of adults to dine in roughly the same setting they did as children.

“This is something that’s very nostalgic,” Mr. Tristano said. “They’re true to their brand.”

Waffle House did not escape the ferment of the civil rights era, and it was the target of discrimination lawsuits in later years.

In an interview with The Atlanta Journal-Constitution in 2004, Mr. Rogers acknowledged that African-Americans had not patronized the restaurants early on.

But when civil rights protesters arrived outside a Waffle House in 1961, he said, he responded by asking them inside to dine.

“We actually accommodated everybody,” said the younger Mr. Rogers, who worked for his father at a nearby Waffle House at the time. “A lot of people have a stereotypical view of the South, that it was total segregation. That wasn’t the case.”

He added that African-American civic leaders expressed gratitude to his father for keeping restaurants open amid the rioting in many cities after the assassination of the Rev. Dr. Martin Luther King Jr. in 1968.

Still, in subsequent decades, workers and customers filed numerous lawsuits alleging sexual harassment and racial discrimination.

“I unearthed a policy of staffing restaurants on the basis of demographics,” said Keenan R. S. Nix, a lawyer who in the 1990s and early 2000s litigated several discrimination cases brought by employees and customers. One client alleged that the company had sought to cut back on the number of black workers in restaurants serving predominantly white customers.

Mr. Nix credited the company with changing its policies after these cases, some of which produced confidential settlements that he said “served the ends of justice.”

Joe Rogers Jr. said any policy changes at the company were not a response to litigation but part of a longer-term evolution. “Our law firm told us when they looked at all these things, ‘You’ve got to design better execution systems,’” he said. “It’s the growing pains of a big business.”

He blamed episodes of bias on “rogue employees” whom the company was not able to sift out when hiring.

Joseph Wilson Rogers was born in Jackson, Tenn., on Nov. 30, 1919, to Frank Hamilton and Ruth Elizabeth DuPoyster Rogers. His father was a railroad worker who lost his job during the Depression.

After high school, Mr. Rogers learned to pilot B-24 aircraft in the Army and trained other pilots.

Besides his wife, the former Ruth Jolley Rogers, and his son Joe, he is survived by another son, Frank; his daughters, Dianne Tuggle and Deborah Rogers; nine grandchildren; 15 great-grandchildren, and one great-great-grandchild.

Mr. Rogers remained involved with Waffle House into at least his late 80s. Most days he would spend several hours at the company’s headquarters in Norcross, Ga.; other times, he would show up at restaurants and mix with the customers.


Pollo Campero Sales Strong as Restaurant Chain Sees Sales Growth of 9.1% for Third Quarter of 2016

November 3, 2016

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PRNewswire
http://www.prnewswire.com/news-releases/pollo-campero-sales-strong-as-restaurant-chain-sees-sales-growth-of-91-for-third-quarter-of-2016-300354533.html

Campero Marks Sales Momentum with New Store Openings and New Value Latin Meals

DALLAS, Nov. 1, 2016 /PRNewswire/ — Pollo Campero, the world’s largest Latin chicken restaurant brand, announced today its sales momentum remains strong as it reports a 9.1 percent same-store sales growth for the third quarter 2016. This marks the Latin chain’s 19th consecutive quarter with positive comparable growth and comes as Campero focuses on expanding both its U.S. and international footprint, while growing its Millennial customer base.

In fact, Campero has now generated a +8 percent compounded same-store sales growth for the past five years. “We are extremely pleased that we continue to see strong growth, despite a restaurant industry slowdown this year,” said Tim Pulido, President and CEO of Pollo Campero International. “Year to date, we have posted excellent comparable growth of +9 percent, positive comparable traffic growth and 22 percent total sales growth driven by our new store openings.”

Pollo Campero has seen steady growth with Millennials, with the group now comprising more than 64 percent of Campero’s customer base in 2016, according to Technomic’s Consumer Brand Metrics. Campero attributes much of this growth to the constant innovation and enhancement of its bold, Latin-inspired menu.

“Pollo Campero has maintained its relevancy with its growing Millennial customer base by introducing menu items that are true to who they are,” said Darren Tristano, President of Technomic, Inc. “Their new products are viewed as exciting by their customers, helping them differentiate the brand from the competition—their sales results this year reflect that.”

Pollo Campero’s latest limited time offer items include value offerings for individual and family occasions that highlight Campero’s signature Latin flavors. The brand also launched its new kids’ program featuring new Pollito Meals with healthier pairings and more variety for the entire family.

“We understand that our guests have busy, demanding lives,” said Pulido. “Campero’s new Latin meals are proof that families, no matter how busy, can still enjoy fresh, flavorful meals on the go and on a budget.”

Pollo Campero Expansion: Challenge Accepted
As sales continue to grow, Pollo Campero also remains focused on restaurant expansion both in the United States and around the world. Campero currently has in place a goal to nearly double the number of its restaurants in the next three years. So far in 2016, Campero has opened 8 restaurants in the United States, with 6 more slated to open by the end of the year.

While much of Campero’s growth plans are concentrated on key states, such as California and Texas, along with the Washington, D.C. metro area, the brand has recently inked a deal to open its first restaurant in Tennessee – a franchise to be located in Nashville and expected to open during the first quarter of 2017.

ABOUT POLLO CAMPERO
Pollo Campero, considered the home of Authentic Latin Chicken, is the largest Latin chicken restaurant brand in the world. It first opened its doors as a tiny, family-owned restaurant in Guatemala in 1971 with the goal of treating family and friends to its prized chicken recipe passed down from generation to generation. Today, as Pollo Campero marks its 45th anniversary, its focus on quality, and its mission to stay true to its Latin roots remain the same. Pollo Campero is committed to serving unique Latin recipes prepared by hand daily using high-quality and all-natural ingredients. At the heart of that commitment: the promise to use fresh, never frozen, hormone-free chicken paired with traditional Latin sides, drinks and desserts in a vibrant atmosphere. There are more than 350 Pollo Campero restaurants around the world and Campero is accelerating growth. For franchise information, or to learn more about Pollo Campero, visit Campero.com. Follow the flavor on Facebook, Twitter and Instagram @CamperoUSA.


Striking While the Tortilla Warmer is Hot

October 5, 2016

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By David Farkas
http://restfinance.com/Restaurant-Finance-Across-America/October-2016/Striking-While-the-Tortilla-Warmer-is-Hot/

Mendocino Farms co-founders Mario Del Pero and wife Ellen Chen have put their money where many mouths are. Last month, the couple invested an undisclosed sum in Dos Toros, a 11-unit New York City-based taqueria chain that plans to expand to Chicago next year. “There is an unbelievable runway for them [to grow],” Del Pero declared in a recent interview.

The timing of the investment is no accident. Investors have been scouting for a viable investment vehicle in the category given the troubles at beleaguered Chipotle Mexican Grill. “I think that with the decline in traffic to Chipotle, the opportunity for other restaurants to capture share and support their desire for flavorful Mexican fare is very high,” Technomic Inc. President Darren Tristano told the Monitor. The market research firm expects Mexican fast-casual to grow 8% overall in 2016.

Del Pero and Chen invested alongside Managing Director Nick Marsh of GrowthPoint Partners, which last month made a $10 million minority investment in Dos Toros. Marsh, an early investor in the Studio City, Calif.-based premium sandwich chain, is also CEO of Chopt Creative Salad Company. “He’s a close restaurant friend that we trust,” Del Pero said.

Although Del Pero declined to reveal how much capital the couple put up, he acknowledged it was their own money. Still, he added, he sought permission for the investment from private equity firm Catterton, which has a substantial stake in 13-unit Mendocino Farms. “We made it very clear that we’re just investors, though we are a sounding board for Leo and Oliver,” Del Pero explained.

Brothers Leo and Oliver Kremer founded Dos Toros (“two bulls” in Spanish) in 2009, slowly opening units in Manhattan and Brooklyn until they added a second line in store in a busy Manhattan food-court two years ago. The addition has allowed new units to serve 450 people an hour.

Del Pero wouldn’t comment on Dos Toros AUVs or unit economics but claimed Dos Toros unit sales rivaled Chipotle’s. Before the chain’s food-poisoning problems, CMG reported volumes of $2.5 million. Dos Toros reportedly rang up $20 million in 2015.

He also said the couple would likely offer Dos Toros advice on catering and procurement as the brand scales outside New York City. “We think there is opportunity in catering. So that’s one of the things we can help with,” Del Pero offered.


Why new sports bars are blitzing Dallas for a piece of the action

September 28, 2016

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By Karen Robinson-Jacobs
http://www.dallasnews.com/business/restaurants/2016/09/21/sports-bar-operators-look-gain-yardage-north-texas

When The Park, a small sports bar chain, began looking to expand beyond its Austin birthplace, it bypassed Houston and headed straight for Big D.

With its confluence of marquee sports teams across every major league and its never-say-die fans, North Texas has become a magnet for game-focused restaurant chains and independents.

All are hoping to score.

“I don’t think there’s a better sports town anywhere in the country than the Dallas-Fort Worth area,” said Eric Dunahoe, director of operations for The Park, which hopes to open a North Texas location — its first outside of Austin — by late 2017. “If we’re going to be the Texas-owned-and-operated sports bar, we need to be in the city within the state of Texas that’s the best sports town and that’s Dallas.”

The sports bar occupies a unique, if amorphous, niche within the casual dining segment.

There’s no strict definition of what makes sports bars. Generally, they include TV-festooned venues where more than 40 percent of sales come from alcohol and the draw is the love of the game. (Think Buffalo Wild Wings, Dave & Buster’s and Twin Peaks.)

The growth of sports bars — both in number and in sales might — comes as the broader casual dining segment has struggled.

Chicago-based Technomic tracks sales at the Top 500 U.S. restaurant chains. In the 2015 list, about 13 percent of casual dining sales were at “sports bar” concepts.

Sales at sports bars on the Top 500 list grew 7.7 percent in 2015 to $7.3 billion, compared with 2.9 percent sales growth for the broader “varied menu” category, Technomic said.

The top sports bar chains grew their location count by 4.6 percent in 2015 while major full-service chains overall grew at a rate of 0.9 percent.

“I would say this is a fast-growing niche in the full-service industry,” said Technomic president Darren Tristano. “Although independents place higher emphasis on food quality, the chains tend to have the largest consumer attraction due to the size of the locations, variety of adult beverages, affordability of shareable food, comfortable seating and availability of televisions to view a variety of sports.”

North Texas is one of about a dozen U.S. markets with all four major sports leagues — NFL, NBA, NHL and MLB — along with soccer and numerous alums from powerhouse college programs.

And it’s increasingly a draw for migrants from other major sports towns, who bring their viewing loyalties with them.

That makes North Texas fertile ground for expansion-minded sports bar operators.

It’s also home base for several of the major chains including Twin Peaks, Boston’s and Dave & Buster’s.

Dave & Buster’s was born in Dallas in 1982 as a hybrid restaurant/playground that enticed guests to “Eat. Drink. Play,” with a focus on food and electronic games. In 2011, the Dallas-based chain added “Watch,” as part of a full-court-press designed to include a branded “D&B Sports” area near the restaurant bar.

Today, all 86 U.S. Dave & Buster’s locations include amped-up “sports viewing packages.” About 80 percent are officially branded with D&B Sports sections that bring the restaurant TV screen count up to about 40 (compared with 20 pre-sports push).

That includes two or three 180-inch screens, according to Sean Gleason, chief marketing officer for Dave & Buster’s.

The sports theme has helped Dave & Buster’s appeal to millennials, who gravitate to the communal dining spaces and party-like atmosphere.

On a recent football Sunday, manager Don McDougall presided over the dimly lit but highly animated scene at the Dave & Buster’s on Central Expressway — a restaurant that promises the “ultimate sports watching experience.”

The bar shows every NFL game on Sunday.

As the Cowboys battled the New York Giants, the chatter among the sports fans was constant. A taunt here, a high-five-punctuated boast there. Cheers and groans were interrupted by the occasional “Over here” as patrons vied for attention from a worker lobbing Dave & Buster’s T-shirts into the crowd.

“We try to make it just like tailgating, with prizes, a T-shirt cannon,” said McDougall of the 4-year-old location. “We try to make it as close to being at an actual game as possible.”

Near the center of the bar area, Brad Cotton, 33, and his wife Donna, 42, of DeSoto said they can be found at a sports bar any given Sunday, unless family members are hosting a watch party.

“Going to the game is a little expensive,” said Brad, who was wearing a No. 82 Jason Witten jersey. “So that’s once a year if we do that. This is affordable, but you’re still around die-hard fans. You want to be in the atmosphere with other fans, that’s going to turn up like you turn up.”

Donna noted that the uniform of the day was predominantly blue and white.

“When we walk through the door, just because we have Cowboys gear on, everybody becomes friends,” she said. “That’s pretty cool.”

None of the sports fans interviewed were surprised that North Texas is home to a growing sports bar scene.

“Sports are big in North Texas, whether it’s NASCAR [or] football,” said Daryl Hope, 47, who is moving soon from Forest Hill to Rockwall.

Hope prefers his perch at Dave & Buster’s to stadium seating because it allows him to watch multiple games at once.

That’s important, he said, since he’s big into fantasy football. Try 14 leagues big.

The introduction of fantasy football to younger consumers and mainstream consumers, including women, has given the sports bar segment a nice lift, Tristano said.

Despite the fan enthusiasm, North Texas remains a challenging market as operators compete for both consumers and investors.

In 2000, when the Canadian-based pizza and sports bar chain Boston Pizza began investing in a U.S. expansion, it headed straight for North Texas. The U.S. headquarters is in Dallas and a corporate restaurant that doubles as a training center is in Irving along busy Interstate 635.

Three more franchised locations were added locally through 2007. Then the company was hit with a blitz known as the great recession. From about 60 U.S. locations, the brand dropped to about 25. No additional locations have opened in North Texas in the past 9 years.

Nationally, the brand gained some yardage and is now back up to 29 locations. And while the company has found a franchisee to grow in West Texas — two locations will open in El Paso next year — the company has yet to find the right local combination of investor and real estate for North Texas.

“There’s lots of competition,” said Ken Phipps, director of franchise development for Boston’s Restaurant & Sports Bar, the U.S. arm, as the lunch bunch watched highlights from the weekend’s sports matchups.

North Texas “is and will remain one of our target markets to find the right franchise partners to help us grow.”

“It’s a very expensive market as far as real estate,” he added. “It retained its real estate value post-2008, and it’s gone nothing but skyward. Especially locations like Frisco, Plano, Arlington, with all of the new big developments like the Cowboys’ The Star.”

Three different franchisees own the three noncorporate D-FW locations. Now the company, like many major chains, is looking for large investors who can open more than one location.

“It’s a big investment,” he said, “We look for a net worth of $1.5 to $2 million and liquidity of $500,000.”

“We really want to grow our D-FW market,” said the North Texas native. “It’s our home. It’s our backyard for the U.S., and if we find the right partners we could easily add 15 restaurants in the next five years. This market can easily handle that.

“I’m grinning about the opportunities here in Texas,” he added, after showing off the restaurant’s 160-inch drop-down screen. “It’s very exciting.”


How is it possible that bacon sausages didn’t exist until he invented them?

September 26, 2016

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By PETER FROST

http://www.chicagobusiness.com/article/20160922/ISSUE01/160929995/how-is-it-possible-that-bacon-sausages-didnt-exist-until-he-invented-them

On a whim in 2008, Lance Avery hopped a quick flight to Des Moines to check out the inaugural Blue Ribbon Bacon Festival, a small event that drew about 200 bacon enthusiasts to a local bar. He remembers seeing men dressed in bacon suits and others with pieces of bacon stuck to their faces and thinking, “These are my people.”

Avery is finding that “his people” are all over the place today. The Des Moines bacon festival? It was held earlier this year in the city’s convention center and hosted 14,000 fans from 42 states and seven countries. As for Avery, the former corporate chef now runs Big Fork Brands, a line of all-natural, antibiotic-free, naturally encased sausages made primarily with bacon that he introduced at the 2011 festival.

Big Fork Brands, which consists of Avery and a single sales manager, had total sales of about $500,000 in 2015 and is on pace to do about $800,000 in 2016 after landing placement in the refrigerated shelves of Whole Foods and Costco stores in Illinois over the past few months. Its annual run rate just surpassed $1 million in its most recent financial quarter. He thinks the Big Fork brand can be worth $15 million to $20 million by 2020.

“Right now, we have more leads than we can deal with,” says Avery, 41, who quit his day job as a food consultant in January to focus on Big Fork full time. “We’ve got to be smart and strategic about how we position the brand and where we go from here.”

Funded with about $300,000 of Avery’s own money plus a small bank loan (that was recently paid off), Big Fork is now distributed in about 15 states both at retail and through food-service channels. Available in eight varieties, including aged cheddar, maple and brown sugar, and best-seller hickory and applewood, Avery’s bacon sausages can be found in grocers such as Plum Market and restaurants like Tavern on Rush. They retail for $6.99 to $7.99 for a 12-ounce package of four links.

He’s now trying to take his startup to a national platform. To get there, Avery knows he’s going to need help. That may mean partnering with a bigger manufacturer that can use its sales teams and infrastructure to broaden Big Fork’s presence or a private-equity-style investor that can inject capital into the business to allow Avery to hire more staff to scale the business.

Darren Tristano, president of Chicago-based market research firm Technomic, says the product is innovative and has a chance to be a hit; but its appeal likely will be limited to a niche group of bacon fanatics. “It’s the type of product that appeals to a more affluent, craft-focused consumer who’s willing to pay more,” Tristano says. Big Fork is “very well-positioned for a bigger brand to come in, and purchase it and build it up.”


Eatery digests patrons’ feedback

June 6, 2016

Arkansas-based fast-casual restaurant chain Slim Chickens, known for its tenders and wings, is rolling out a chicken-breast sandwich for taste-testing.

Testing is underway at Slim Chickens’ three Fayetteville locations, its Rogers store, and in Broken Arrow, Okla., near Tulsa. The restaurant chain is offering cayenne ranch and buffalo chicken sandwiches in Northwest Arkansas and cayenne ranch and Cajun chicken versions of the sandwich in Oklahoma.

Customers who select the sandwich are asked for feedback in a survey that takes about a minute to complete. That information goes straight to a few select Slim Chicken executives. So far, customers’ feedback has already resulted in changes to one of the sandwiches. The process is expected to continue for the next several weeks.

“Early indicators are positive,” said Sam Rothschild, Slim Chickens’ chief operations officer. “This is why you test.”

While the chain has offered sandwiches in the past, this is the first one made with a whole, premium chicken breast. Rothschild described the test sandwiches as being made from high-quality chicken and “fully dressed” with Slim’s sauce, pickles, lettuce and onions.

“We want our sandwich to stand out,” he said.

Slim Chickens has 35 restaurants — 25 are company owned and 15 are franchise operations — in Arkansas, Texas, Oklahoma, Illinois, Nebraska, Kansas, Louisiana, Missouri and Tennessee, with 21 other stores under construction. With the new stores, Slim’s is expected to have more than 50 restaurants open by the end of the year. The company said it hopes to have 600 stores in the United States by 2024.

Slim Chickens competes in the fast-casual segment, where operations focus on an enhanced dining experience compared with fast-food operations. While they don’t have a wait staff, fast-casual restaurants typically deliver patrons their food after ordering.

According to information provided by Chicago-based Technomic Inc., a research and consulting firm focusing on food and food service, sales at limited-service chains among the top 500 U.S. restaurant chains grew 5.5 percent to $211 billion in 2015. Sales at limited service chicken restaurants was up 9 percent. Limited service chains include fast food and fast-casual concepts.

Sales in the fast-casual segment alone were up 11.5 percent, and unit growth was up 9.6 percent in 2015, according to the report.

Darren Tristano, president of Technomic, said that portability, in the form of a sandwich, is something that consumers are looking for, and that adding a sandwich helps fast-casual operations compete with more traditional fast food’s convenience factor.

“One hand on the wheel and the other on a sandwich,” he said.

He added that Slim Chickens’ efforts to test the sandwiches locally are wise.

“They are getting consumers to validate the quality of the product,” he said. “It’s what successful brands do but not what everybody does.”

Rothschild said the sandwich sells for $3.99 by itself or as part of a combo meal at $6.49. Slim Chickens’ lowest cost combo meal, pre-sandwiches, was $6.99. He said that puts the Slim Chickens’ sandwich and combo meal close to fast food on price.

“We want people to come to us when they want chicken,” Rothschild said.


McDonald’s All-Day Breakfast Sparks a Fast Food Fight

May 9, 2016

by Leslie Patton

http://www.bloomberg.com/news/articles/2016-05-03/mcdonald-s-breakfast-push-sets-off-morning-scramble-in-fast-food

Fast-food joints aren’t hitting the snooze button anymore.

McDonald’s Corp.’s decision to start selling Egg McMuffins all day long last year — meant to help sales during lunch and dinner time — has boosted its morning business as well. That, in turn, has kicked off a scramble among its rivals to find new ways to combine eggs, potatoes and meat for a tasty breakfast.

The latest example is Burger King’s Egg-Normous breakfast burrito, which is being introduced in the U.S. on Tuesday. It’s stuffed with sausage, bacon, eggs, hash browns, cheddar and American cheese and served with picante sauce. The home of the Whopper, which still serves breakfast only during morning hours, also recently added a supreme breakfast hoagie and got rid of slower-selling English muffin sandwiches.

“We’ve invested more in breakfast,” Alex Macedo, head of Burger King North America, said in an interview. “The environment is very competitive.”

Along with adding and deleting items, Burger King tweaked its smaller egg burrito earlier this year, removing green and red peppers and replacing them with hash browns.

Skillet Bowls

Taco Bell revised its morning offerings in March to include $1 options such as skillet bowls and sausage flatbread quesadillas. Subway Restaurants just announced buy-one-get-one subs for the month of May. The catch: They have to be purchased before 9 a.m. And Dunkin’ Donuts revamped its menu boards to focus on all-day choices and started advertising $1.99 Coolatta drinks that are sold at all hours.

The changes come as more U.S. consumers grab eggs and coffee outside the home, according to a study by researcher GfK MRI published by EMarketer.com. Last year, more than 34 percent of Americans reported buying breakfast at fast-food restaurants, an increase from 32.8 percent in 2011. Meanwhile, fewer consumers said they’re dining out for lunch and snacks. Dinner increased less than 1 percent.

McDonald’s all-day breakfast in the U.S. has helped turn around its worst sales slump in more than a decade by drawing more customers throughout the day, including the morning. The plan is surpassing its goals.

Exceeding Expectations

“It’s still exceeding our expectations,” Chief Executive Officer Steve Easterbrook said on a conference call in April. “Whilst we clearly added incremental visits and incremental spend across rest of day, our breakfast business has also prospered.”

Items like Egg McMuffins and hash browns fueled a 5.4 percent U.S. same-store sales increase at McDonald’s in the first quarter. That’s stronger than the most recent quarterly gains posted by Burger King, Dunkin’ and Taco Bell.

“It’s helped drive success, which they haven’t seen for several years,” said Darren Tristano, president of industry researcher Technomic Inc.

After losing customers to McDonald’s all-day Egg McMuffins, Jack in the Box Inc. has been advertising a triple-cheese and hash-brown breakfast burrito. Same-store sales at company-owned Jack in the Box locations may be down as much as 3 percent in the recently ended quarter, the company said in Februar-1x-1y. The chain also is adjusting and improving other breakfast items, CEO Lenny Comma said during a conference in March.

Dunkin’ Donuts said last month that its new menu boards are helping drive breakfast-sandwich sales. It’s also focused on introducing mobile ordering and will start a 1,650-store test in metro New York in May to get customers their morning meals even faster. CEO Nigel Travis says McDonald’s push has actually helped Dunkin’ in the breakfast battle by highlighting that the doughnut chain has the same menu all day. Still, the change has increased competition for diners’ dollars.

“Clearly, the value war is pretty intense,” Travis said in an interview.