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One of the major challenges restaurant operators face is the constantly changing preferences of their customers and keeping up with those demands. Whether those changes are shaped by economic factors or the latest menu trends, restaurants must meet the needs of their customers or risk losing business to their competitors. Franchise Update asked several multi-unit restaurant franchisees about the recent changes they are seeing in menu tastes and customer preferences.
Like many businesses, particularly in a tight economy, restaurants are focusing on the value they provide to their customers. With many people cutting back on spending, brands are offering value meals or menu items that offer customers more for their money. Restaurants also want to provide a welcoming and fun social experience for those continuing to dine out.
Restaurants are also attracting customers through limited-time offers or innovations to their menus. While these new items can create interest and provide variety, several franchisees said they want to keep it consistent with their core menu and what originally attracted customers to the brand. From a broad menu item perspective, chicken, protein, as well as healthy and gluten-free options, are some of the most popular current consumer trends.
In each issue of Multi-Unit Franchisee magazine, we ask owners what one thing they are looking to do better. It is a bit of an introspective question and one that involves considering an area of personal improvement. Identifying an area to improve helps lift the performance of the entire operation. See the Franchisee Bytes section below to see how some top multi-unit restaurant franchisees are looking to get better.
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Company: Five Guys Taverns, LLC
Brands: 3 Taffer’s Tavern
Years in Franchising: 6
Guests today are looking for balance. They want elevated, high-quality offerings, but they also want familiarity and value. We’re seeing a continued shift toward cleaner, more intentional menu items, as well as increased interest in lighter options, gluten-free options, shareable plates, and well-crafted cocktails.
At the same time, there’s a growing demand for social experiences, items that feel unique or “worth going out for.” That’s where thoughtful menu innovation comes into play. It’s not about adding complexity, but about refining and elevating what you already do well. The brands that succeed are the ones that evolve with the guest while staying true to their core identity.
Company: Team Bailey
Brands: 160 Domino’s
Years in Franchising: 38
What we are seeing is a customer who is more value-conscious than ever. People are feeling the squeeze from grocery prices, rent, gas, and the overall cost of living, so they are being much more intentional with their spending. That makes it even more important for brands to lead with value. But value alone is not enough. To really stand out in today’s environment, you also must pair it with exceptional service and a great product. That combination is what keeps customers coming back.
Company: J&M Hospitality
Brands: 10 Chicken Salad Chicks
Years in Franchising: 11
Most of our guests find what they like and don’t stray too far. That said, the thoughtful use of LTOs has proven to be a strong way to attract new guests and give regulars an exciting option to test. Items like the recent Jill Pickle LTO have been some of the most successful LTOs we’ve seen, generating excitement and driving traffic. While guests may try something new, many return to their go-to favorites, which speaks to the consistency of the core menu.
Company: Kumar McDonald’s
Brands: 19 McDonald’s
Years in Franchising: 8
There is more demand for premium chicken products, such as our premium McCrispy sandwiches. We have reintroduced chicken wraps, with the all-time favorite McNuggets across all day parts. Chicken is also being used to drive value bundles, such as our McChicken in $3 and $5 deals. We are introducing beverages and refreshers to keep up with changing customer tastes and behaviors.
I’m working on delegating more effectively so that I can focus more time on strategy and long-term growth. Empowering my team to take ownership of day-to-day tasks helps them develop as leaders and allows me to keep my focus on the bigger picture.
-Misha Punwani, Multi-Unit Franchise Owner, 16 Playa Bowls
I am always looking to be a better communicator. One of my favorite sayings is, “When you point the finger, three fingers point back at you.” If someone makes a mistake, I try to think about what I could have done better to prevent it, and if I communicated my vision clearly.
-David Weeks, CEO, The Bean Team, 9 Barberitos, 8 Dunkin’, 4 Newk’s Eatery, 1 Dunkin’/Newk’s co-brand
Lead through motivation and inspiration. The larger our organization grows, the less effective I can be working hands-on in the operation. I need to be able to work through our team.
-Alex Karcher, Operating Principal, JCK Restaurants, 61 Carl’s Jr., 11 Jersey Mike’s Subs, 8 The Human Bean, 8 Dave’s Hot Chicken, 1 Hawaiian Bros Island Grill
Follow up more intentionally and quickly after establishing new personal and professional connections.
-Clement Troutman, CEO, Troutman Management, 2 Tropical Smoothie Cafe, 1 PJ’s Coffee of New Orleans
Understand how I can best support each company and get creative on ways to continue to grow our real estate portfolio.
-Nick Crouch, Co-CEO, Dyne Hospitality Group, 118 Tropical Smoothie Cafe
Delegation by trusting my team and protecting time for staring out the window. As a leader, you can get so caught up in keeping the engine running that you forget to look out the window to guide the direction in which you are traveling.
-Chris Aslam, CEO & Principal, Rock Strategies and various entities, 59 Jack in the Box, 5 Golden Chick, 5 Hawaiian Bros Island Grill
Communication, both personally and within our organization. It can be a challenge with an organization of our size. I’ve tried to work on it over the years, and it will be a priority for me for the rest of my time in the business. I don’t need many people around me, and I can work alone, which can be a detriment. I need to work on getting the buy-in from all our employees and motivating them effectively.
-Tom Lovelace, Owner/President, Tom Lovelace Group, 96 Papa Murphy’s