How are you using real-time data and analytics to make day-to-day decisions (labor scheduling, menu pricing, marketing)?

Restaurant operators have never had more access to data and performance numbers than they do today. In fact, with all the advancements in technology and AI, it can be a challenge to properly read and analyze the massive amounts of data and know how to best implement it into operations. Franchise Update asked several restaurant owners how they are using data and analytics to make decisions across their business.

One of the more interesting aspects of this question is the number of ways data can be used to improve operations. Franchisees can study past performance records to predict future results, reducing guesswork and assumptions. This helps establish pricing, gauge the effectiveness of previous promotions, and anticipate peak customer traffic to better coordinate staff shifts. The creation of various dashboards and AI platforms gives restaurant management access to this information and the ability to make more-informed decisions in real time.

Analytics can also guide targeted marketing programs and better gauge customer satisfaction. Ultimately, if used properly, data can help restaurant franchisees increase efficiency and save money, important factors in today’s economy with fierce competition.

In this week’s Franchisee Bytes section, we asked other franchisees if they have changed their marketing strategy in response to the economy. They have, in many cases, and the outreach ranges from increased promotions, value deals, third-party delivery programs, and customer connections. See below to learn how different franchisees are stepping up and getting creative with their marketing efforts.

Andy Kumar

Company: Kumar McDonald’s
Brands: 19 McDonald’s
Years in Franchising: 8

Data has become one of our most important tools. We use real‑time analytics to forecast labor needs, adjust staffing to demand patterns, and reduce service times. Pricing decisions based on Deloitte recommendationsare more precise because we can see how guests respond in real time. Digital dashboards help us track speed of service, product mix, and guest satisfaction, allowing managers to make adjustments during the shift, and not after. Marketing is also more targeted now. We can tailor offers to local behavior instead of relying on broad assumptions.

Brian Bailey

Company: Team Bailey
Brands: 160 Domino’s
Years in Franchising: 38

We use real-time data and analytics as a daily decision-making tool across the business. It helps us make smarter calls on labor scheduling, value, operations, and marketing. We look closely at sales trends, service metrics, labor performance, and customer feedback so we can respond quickly and stay aligned with what the business needs in real time. It allows us to staff more effectively, protect our value position, and focus our marketing where it will have the greatest impact. At the end of the day, data gives us clarity. It helps us move with more discipline, make better decisions, and serve customers at a higher level.

Nandini Mangroo

Company: Five Guys Taverns, LLC
Brands: 3 Taffer’s Tavern
Years in Franchising: 6

Data has become an essential part of how we operate. On the labor side, we’re using real-time sales trends and historical patterns to schedule more precisely, aligning staffing levels with actual demand rather than relying on assumptions.

From a menu perspective, we’re constantly analyzing item performance, contribution margins, and guest preferences. That allows us to make informed decisions around pricing, placement, and promotions. With marketing, we look at engagement and response in real time, including what’s driving traffic, what’s converting, and where we need to adjust. The goal is to stay agile and make strategic, incremental decisions every day that add up to stronger overall performance.

John Schissler

Company: J&M Hospitality
Brands: 10 Chicken Salad Chicks
Years in Franchising: 11

Having access to timely and relevant data is a must in today’s environment, especially with tight margins. Chicken Salad Chick has developed strong tools and reporting that help franchisees better understand performance and make informed decisions at the local level. The challenge is knowing how to interpret that data, focusing on trends rather than one-off scenarios. Adjustments to labor, like breaks or scheduling, can be made quickly based on real-time insights with minimal long-term impact. Pricing decisions require more careful consideration. Rather than reacting to short-term cost fluctuations, it’s more effective to evaluate longer-term changes in fixed expenses. Leveraging the data and guidance provided helps ensure those decisions are both strategic and guest-focused.

Franchisee Bytes

Have you changed your marketing strategy in response to the economy? How?

Yes. Tropical Smoothie Cafe has just moved to a full national marketing strategy. This is our first year moving all local store funds to national. We are excited for a huge year for Tropical Smoothie Cafe and a major increase in brand awareness and our overall media presence across the country.
-Nick Crouch, Co-CEO, Dyne Hospitality Group, 118 Tropical Smoothie Cafe

Our marketing strategy is guided by the franchisor, and they have done a great job balancing the strategy with the economy. Lately, they have launched a lot of value deals. They are very mindful of the effect rising costs of groceries and gas have on our customers.
-Andy Cabral, CEO, Vigario Management, 25 Dunkin’, 9 Baskin-Robbins

Yes. We have leaned into some discounting through the loyalty app as well as menu offerings at lower prices to promote on a trial basis.
-Tamra Kennedy, Franchise Operator, Twin City T.J.’s, 6 Taco John’s

Yes. We used to use direct mail, but that is now more costly. This year, we did more in marketing for holidays with a combination of direct mail, social media, and billboards.
-Matt Davis, President, The Davis Restaurant Group dba the Honey Baked Ham Co., 22 Honey Baked Ham

We’ve leaned more into community-based marketing and digital loyalty programs to strengthen relationships with our guests. The focus is on creating authentic connections and rewarding loyalty rather than competing on price.
-Misha Punwani, Multi-Unit Franchise Owner, 16 Playa Bowls

Yes, by adjusting to a more digitally focused approach. To stay relevant, you must navigate the third-party delivery system by finding the right balance of levers to pull, such as sponsored ads, pricing, and promotions. It adds an entirely new layer of analytics to our business.
-Chris Aslam, CEO & Principal, Rock Strategies and various entities, 59 Jack in the Box, 5 Golden Chick, 5 Hawaiian Bros Island Grill

Yes. We increased the amount of community outreach to connect with our customers. If they’re not coming to the mountain, we must take the mountain to them.
-Clement Troutman, CEO, Troutman Management, 2 Tropical Smoothie Cafe, 1 PJ’s Coffee of New Orleans

Yes, we have increased our focus on third-party deliveries and online business to increase our reach.
-Phong Huynh, Co-Owner, Fuego Investment Inc., 30 El Pollo Loco