Has the growing use of GLP-1 weight loss drugs impacted your portion size or menu offerings? If so, what changes have you made?

The biggest dietary trend in the country recently has been the use of GLP-1 weight loss drugs such as Ozempic, Wegovy, or Zepbound. These medications suppress a user’s appetite, leaving people to consume smaller, more protein-dense meals. As more GLP-1 users are eating smaller portions at home and when dining out, what impact does that have on the restaurant industry?

Franchise Update asked several multi-unit franchisees what changes they have seen in recent dining habits and if they have made any changes to their portion sizes. While these operators have not made major adjustments to their menus, they are aware of the role the weight loss drugs have had on consumer behavior.

Just as other owners have acknowledged a demand for protein-rich meals, these franchisees say they are seeing a desire for lighter, healthier menu options. Their concepts are meeting consumer behavior through smaller items or shareable portions on their existing menus. Regardless of menu changes, franchisees are meeting customer demand by offering healthier options and greater customization without sacrificing taste or value.

Even the most successful restaurant owners make mistakes and go through difficult times with their business. One of the most important parts, however, is what is learned through these trials. In this week’s Franchisee Bytes, we asked several multi-unit restaurant franchisees about the hardest lesson they learned in business. See their answers below and how those lessons have helped their restaurant operations in the long run.

Jason Thomas

Company: Marquee Coffee LLC
Brands: 3 Bad Ass Coffee of Hawaii
Years in Franchising: 3

We have not made major changes solely in response to GLP-1 medications, but we are closely watching how they are influencing consumer behavior. Guests increasingly value smaller, high-quality portions and options that emphasize protein, balanced nutrition, and customization. Our approach is to expand choice by offering satisfying items at appropriate portion sizes without compromising flavor, value, or the indulgent experience many customers still want from a coffeehouse.

Kristy Rans

Company: Prime Hospitality Group
Brands: 12 Ruth’s Chris Steak House
Years in Franchising: 25

We are closely watching how GLP-1 medications and broader wellness trends may influence dining behavior, but we have not made sweeping changes based on one trend alone. Our concepts already provide guests with flexibility through à la carte selections, shareable items, lighter options, and the ability to customize their experience. Our priority remains delivering exceptional quality and hospitality while continuing to listen carefully to what our guests want.

Marshall Degani

Company: Neptune New Millennium, LLC
Brands: 6 Kolache Factory
Years in Franchising: 25

Less than one might expect, largely because our product is portion-controlled by design. A kolache is an individual, handheld item, so a customer whose appetite has changed can simply buy one instead of two or three, and we don't have to shrink anything. What we have noticed is more customers are gravitating toward our protein-forward savory options, which fits how people on these medications say they want to eat. If anything, I think the trend favors concepts like ours where guests can buy exactly the quantity they want, from a single kolache to a dozen for the office.

Matt Roth

Company: Geaux Route Partners
Brands: 3 Walk-Ons Sports Bistreaux
Years in Franchising: 7

We haven't changed our menu specifically because of GLP-1 medications, but more and more, we've noticed that our heart-healthy options are driving a large portion of our business as customers seek lighter choices.

Franchisee Bytes

What is the hardest lesson you have learned?

The hardest lesson I’ve learned is that you can’t do everything yourself. Growth and scalability depend on trusting others and empowering your team even when their approach might differ from your own. Learning to delegate and let go has been essential to building a strong, sustainable business.
-Misha Punwani, Multi-Unit Franchise Owner, Playa Bowls, 16 Playa Bowls

You can’t grow properly without having your infrastructure in place first. When we first expanded out of Washington state and into California, we tried to do it on the cheap. We purchased three stores and ran them through Washington. It didn’t work, and it was a painful experience.
-Tom Lovelace, Owner/President, Tom Lovelace Group, 96 Papa Murphy’s

You can’t fix everything in one day. I’m someone who moves fast, so it was challenging to accept that lasting growth comes from incremental, compounded changes. Additionally, no matter how sharp your strategy is, strategy can’t fix a bad culture. You can feel a negative culture the moment you walk into a restaurant. It’s thick, soupy, almost humid, and uncomfortable to stand in. A strong, positive culture is what truly drives sustainable success.
-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

I’ve come to understand, sometimes in a hard way, that not everyone and everything is worth my time, energy, investment, or generosity. One of the most valuable skills is learning to say “no” to people and situations that don’t contribute to our growth or align with our purpose. Protecting your focus is just as important as pursuing opportunity.
-Yunus Shahul, Franchise Owner, Smartfoods Group, 24 Cousins Maine Lobster, 1 German Doner Kebab

Trust is earned, and it’s not always best to trust that someone or something will always work out. I will now always trust my intuition.
-Shak Patel, Multi-Unit Franchisee, Breaking Bread LLC, 6 Potbelly, 1 The Halal Guys

Never take things for granted. You need to always work hard for the things you admire the most. When business is doing well, if you don’t stay on top of it, tomorrow will start to disappear. You can’t take for granted that tomorrow will be successful. You need to keep working at it.
-Andy Cabral, CEO, Vigario Management, 25 Dunkin’, 9 Baskin-Robbins

I got a promotion once that required me to work in a different area. After the next promotion, I closely watched the area that I had left, and it slowly went downhill. Sales and margins faltered a bit, and momentarily, I thought that was a good thing for me. It made me think I made an impact while I was there. At the same time, a mentor of mine said to me, “Do you realize that maybe you didn’t train those teams as well as you should have to sustain their growth without you there?” That changed my perspective entirely. I realized I didn’t do nearly the job I thought I did to set my old team up for success.
-Wade Oney, President, Bam-Bam Pizza Inc., 96 Papa Johns, 8 Qdoba, 8 Starbucks

I built four franchised units with a different brand in 2004 and then closed them during the recession in 2008. It was the wrong brand and the wrong approach to growth.
-Tamra Kennedy, Franchise Operator, Twin City T.J.’s, 6 Taco John’s