top 100 movers & shakers
TRANSCRIPT
2014
Who smashed it this year?
The top brands, people, trends and technologies shaping the fast casual segment
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™
THERE’S ONLY ONE.And it’s pure frying power.
www.hennypenny.com
c
It’s simple math. With Henny Penny’s all-new Velocity Series pressure fryer, you can:
save time and labor with automatic oil filtration requiring no operator interaction
reduce costs significantly by extending oil life up to four times longer
cook using less oil per pound of food than the competition
utilize extensive programming and reporting capabilities with touchpad controls
No matter the variables, it’s easy to see how the Velocity Series delivers more convenience, more savings and more functionality — any way you do the math.
™
3
2014
The Fast Casual Top 100 Movers & Shakers is about more than
how much revenue a restaurant can make in a year. Otherwise,
the list would be all about math. Although profits certainly are
taken into consideration, compiling this list takes a bit more
finesse than just hammering out numbers.
Our methodology allowed our readers to nominate the brands
over a six-week process, an egalitarian approach that often allows smaller yet innovative
brands, to make the cut. From there, a panel of judges narrowed them down — after
many discussions and some debating.
The competition, in its ninth year, was fiercer than ever, as we had nearly 900 nominations
from which to choose. Luckily, we had a few experts to help us evaluate the nominations
for the ultimate rankings. Joining me as judges were Darren Tristano, EVP of Technomic;
Nate Riggs, president of NR Media Group; Rob D’orsi, executive corporate chef at Food
IQ; and Joni Doolin, CEO and founder of People Report.
We applied multiple criteria against the nominees, including innovation, unit and revenue
growth, use of technology and social media, branding and marketing and overall
contribution to the industry.
This year’s Top 100 also recognized the industry’s 25 most influential people, the year’s
top 10 technologies and menu trends and the five most interesting marketing campaigns.
As always, it’s an honor to present this year’s Fast Casual Top 100 Movers & Shakers.
Thanks for reading.
Cherryh Butler
Senior editor
FastCasual.com
Top 100: Fast casuals are growing up
The 2014 Fast Casual Top 100 Movers & Shakers. ©2014 Networld Media Group LLC. 13100 Eastpoint Park Blvd., Louisville, KY 40223. (502) 241-7545. All rights reserved. No part of this publication may be reproduced without the express written approval of the publisher. Viewpoints of the columnists and editors are their own and do not necessarily represent the viewpoints of the publisher.
Publisher
Kathy Doyleexecutive vice president and publisher,
Networld Media [email protected]
Editor
Cherryh [email protected]
Editor at large
Joseph [email protected]
Contributor
Christen Everett
Top 100 panel
Cherryh Butler Senior editor of FastCasual.com
Darren TristanoEVP of Technomic
Nate RiggsPresident of NR Media Group
Rob D'orsiExecutive corporate chef at Food IQ
Joni DoolinCEO and founder of People Report
Table of Contents 4 Top 50 restaurants
20 Top 5 marketing campaigns
22 Top 10 menu trends
25 Top 10 technologies
29 Top 25 people
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2014
Recognized as one of the first to take on the “better-burger” con-
cept, Smashburger is No. 1 on this year’s Top 100 list. With more
than 250 restaurants worldwide and plans to open another 70 to
80 units by the end of 2014, the Denver-based chain is obviously
a smashing success. In fact, it recently ranked No. 6 on Forbes’
third annual America’s Most Promising Companies list, which rec-
ognizes the top 100 privately held, high-growth companies with
“compelling business models and strong management teams, as
well as notable customers and investors.”
The chain, founded in 2007, named a new CEO in November 2013,
a move that sometimes can halt a company’s growth. Smash-
burger, however, still is going strong with Scott Crane at the helm.
He’s no stranger to the brand, having led its operations for the last
six years as president. The former Pizza Hut and Taco Bell exec
is looking to grow the company in his new role, seeking domestic
and international franchise partners throughout a variety of mar-
kets, including Chicago, Miami, Seattle and Canada.
The chain stays focused on menu innovation, said Crane, who
pointed out that over the last year it has introduced several unique
1 Smashburger
menu offerings, including its burger and craft beer pairing. That
item has the chain partnering with local craft breweries to pair local
brews with select burgers.
The brand continues to be on trend for what today’s foodies are
seeking, said founder Tom Ryan.
“Smashburger’s modern, premium approach to America’s favorite
food resonates with consumers on multiple fronts,” he said. “From
our juicy and delicious Certified Angus Beef Smashburgers, rose-
mary-and-garlic-seasoned Smashfries, chicken sandwiches and
salads, and Häagen-Dazs shakes to our fast, friendly service and
modern decor, Smashburger represents the burger restaurant for
the next generation of burger lovers.”
Last year: No. 18
CEO Scott Crane
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With more than 1,600 units, there’s no doubt that Chipotle is one of the most recognized fast casual
brands in the world, but that doesn’t stop the company from continuing to spread its gospel of fresh ingredients and
sustainable practices.
It recently made history when it debuted its original comedy series, “Farmed and Dangerous,” on Hulu and Hulu Plus. The four webisodes provide a satirical look at the lengths the agriculture industry goes to manage perceptions about its practices.
“Our goal in making the show was to engage people through entertainment and make them more curious about their food and where it comes from,” said Mark Crumpacker, chief marketing and development officer at Chipotle and an executive producer of the show. “It’s not a show about Chipotle, but rather integrates the values that are at the heart of our business. The more people know about how food is raised, the more likely they will be to choose food made from better ingredients — like the food we serve at Chipotle.”
The brand also got a lot of attention in September 2013, when it released “The Scarecrow,” an arcade-style adventure game
2 Chipotle
3 Fazoli'sFor the last few years, Fazoli’s has been on a roll. At the end of 2013, franchisees had reported same-store sales increases in 41 of the last 43 months, and although the chain now has about 220 units in 27 states, CEO Carl Howard wants those numbers to grow. In fact, 2014 will see a total of 14 new units, which include three locations of the brand’s new fast casual concept called Venti Tre.
The success of the brand, which got its start as a QSR more than 25 years ago, has stemmed from its revamped menu and look, which repositioned it as a fast casual brand. Expanding beyond its usual spaghetti, lasagna and fettuccine alfredo offerings, the menu now includes oven-baked pasta entrées, fresh chopped salads and sandwiches and limited-time offerings, including Chicken with Marsala and cheese-stuffed Mezzaluna Ravioli.
Along with the better food offerings, Howard pointed out that having employees deliver meals to tables and using real plates and silverware instead of disposable options gave the brand the fresh, upscale feeling that consumers now demand.
Although Fazoli’s has rebranded itself as a fast casual brand, it’s not ready to forget its origins. In fact, the chain is embracing them by expanding into nontraditional locations. While Howard still is opening traditional units, plans are underway for six franchises to open inside retail centers anchored by fueling stations this year, and the chain also is opening an 800-square-foot unit inside a Colorado convenience store. Another unit soon will open in the student union of Texas Tech University, proving that the brand can thrive as both a fast casual and a QSR.
Last year: No. 5
Last year: No. 1
for iPhone, iPad and iPod touch. Players fly through the fictional city of Plenty to transport confined animals to open pastures, fill fields with diverse crops at Scarecrow Farms and serve wholesome food to the citizens of Plenty.
Chipotle’s commitment to “unbranded marketing” helps it resonate with consumers, said Danielle Winslow, who works in public relations and marketing for the chain. For example, both “Farmed and Dangerous” and “The Scarecrow” are meant to drive awareness about modern food production and industrial agriculture in an engaging way.
“Our use of unbranded content is a proven and impactful way to tell the company’s food culture story, and this format allows the subject matter, issues and information about industrial agriculture to stand front and center,” she said. “We hope that the more we engage people, the more curious they will be about where their food comes from and the more inclined they will be to choose a restaurant like Chipotle.”
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2014
“We also worked very closely with Micros to design an elaborate, state-of-the-art POS system with multiple printers and large-screen KDS monitors,” he said. “The moment an order is entered into the system, every kitchen workstation and every cook knows what he needs to do to fill that order. We’ve improved efficiency and reduced ticket times.”
Now that operations are streamlined, the company is ready to expand. Four new stores are set to open within the next four months in California, but the brand isn’t focusing only there. Lowe has developed a multistore management system that includes opening in Texas. Dallas/Fort Worth soon will be home to a cluster of Luna Grills, with the first opening this summer in Flower Mound.
growth,” said Keith Davis, CFO.
Despite Freebirds’ goal of increasing profits and accelerating growth, count on it remaining true to the free-spirit, rock ’n’ roll attitude its founders — ex-hippies — had in mind. From piercings to tats, employees are free to look how they please, while giving guests the freedom to eat whatever they want — even if that desire ends up being a seven-pound “Monster Burrito.”
Luna Grill6
4
Burger 21, owned by Front Burner Brands, which also operates The Melting Pot franchise, has been building on its momentum since opening three years ago. By the end of 2013, it had signed eight new franchise agreements and opened another 14 locations. In addition, the company’s average unit volume grew from $1.47 million to $1.75 million, a 19 percent increase from 2012, said Mark Johnston, president of Front Burner Brands.
Burger 21 plans to open 10 new units across five states in 2014, seeking to expand the franchise program it launched two years ago. The strategy has resulted in deals with 13 entities in nine states with plans to develop more than 20 franchised restaurants.
5 Burger 21
Freebirds World Burrito Last year: No. 3
Last year: No. 22
Last year: N/A
Opening only two new units in 2013, the San Diego-based Mediterranean brand is now on a growth mission to
become a national chain. The plan is to double its 10 stores to 20 in 2014, and then again by 2016, said Dan Lowe, director of operations, who joined the brand last year after working several years for Chipotle.
The chain took a break from expansion plans last year to implement a new POS system and to focus on a redesign, featuring an open kitchen that allows guests to walk down the line and watch chefs prepare their handmade meals, said Enrique Lombrozo, chief development officer.
When it comes to fast casual Mexican fare, Freebirds’100 locations may seem small compared with
some competitors, but the chain is growing. In 2013, it opened 12 locations and will open seven more by the end of 2014. In a move toward pushing growth, its parent company, Tavistock, recently hired former Chipotle exec Bobby Shaw as its SVP of operations.
Shaw spent the last decade with Chipotle during its explosive growth, which Freebirds executives predict will come in handy.
“His experience and hands-on management is just the kind of leadership we need to optimize our operations and accelerate
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Modmarket’s commitment to sustainability and healthful, creative meals landed it on this year’s Top 100 list. With seven locations now serving its farm-to-table cuisine, the Colorado-based chain is looking to open three more units by the end of the year.
Each location has clean, modern designs, uses real plates and silverware and serves food the way it was hundreds of years ago: raw, grilled or cooked in a stone hearth oven, said co-CEO Anthony Pigliacampo, who created the concept with a friend in 2009. The brand avoids preservatives and artificial sweeteners, making everything from scratch and using locally sourced and organic ingredients whenever possible. Because the menu relies on seasonal fruits and veggies, it changes often, giving customers new items to sample.
Since offering healthy food is such a priority at Modmarket, the website includes nutritional info for each menu item and allows customers to click on any ingredient to find out where it’s sourced. Gluten-free and half-size portions also are available.
7 Modmarket
When it comes to embracing new menu trends, Zoës Kitchen isn’t afraid to be the industry’s guinea pig. Last year, for example, it was one of the first restaurants to test quinoa when it launched its Quinoa Salad, made with tomatoes, cucumbers, broccoli, fresh greens, celery, feta, green onions and light lemon vinaigrette.
“We are always looking for ways to provide our guests with balanced Mediterranean meals that they can feel great about eating,” said Lauren Hopkins, director of brand.
Menus aren’t the only place where innovation is key at Zoës; the chain also takes a fresh approach when it comes to marketing. The chain ended 2013 with the creation of Fresh Takes, a recipe book with easy-to-make, healthful recipes that feature take-home sides from the chain to help families create easy and healthy dishes at home. To increase awareness for the book, the chain invited customers to create and pin their favorite Fresh Takes recipes on Pinterest for an opportunity to win a variety of prizes.
One of Zoës most notable campaigns of the year, however, was its “Zoë Goes Running” partnership with ultra-distance runner Zoe Romano, who set out in June to become the first person to run the Tour de France. She hoped her 2,000-mile run would encourage others to donate funds to the World Pediatric Project, an organization that aims to save the lives of critically ill children. Inspired by her lofty goal, Zoës Kitchen launched a two-week campaign giving guests who donated $5 to WPP a mobile app goodie for $5 off any menu item.
After finishing the Tour by running 30 miles a day for nine weeks, Romano ended up raising more than $160,000, of which more than half came from Zoës guests.
8 Zoës Kitchen
Last year: N/A
Last year: No. 10
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2014
Since it was founded in 1989, McAlister’s has been an industry leader, putting its innovative spin on everything from sandwiches, spuds and soups to salads, desserts and sweet tea. Today is no exception, which is why it’s a perennial presence in the Fast Casual Top 100. The brand, under the direction of CEO Frank Paci, is always on the cusp of consumer demand. For example, it recently launched a light menu, featuring more than 200 options under 600 calories.
The brand, which has corporate offices in both Alpharetta, Ga., and Ridgeland, Miss., now has more than 320 restaurants in 24 states with more on the way. It recently developed a partnership with Balboa Capital, marking its 10th franchise financing partnership in the last year to help existing and new franchisees grow and improve their businesses.
9
Firehouse Subs had a record year in 2013: It opened 155 new restaurants, added 111 new franchisees and ended the year with 722 locations. It also increased its footprint to 38 states, setting up shop in Maine, Idaho, Wisconsin and Washington.
“Maintaining our No. 1 ranking in so many key areas of the business, even during a period of rapid growth, is a direct result of the hard work and dedication of our franchise community and headquarters team,” said CEO Don Fox.
Also remarkable for the year was the success of its charity, Firehouse Subs Public Safety Foundation. It donated more than $2.2 million in equipment and resources to first responders and public safety organizations.
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Firehouse Subs
Garbanzo Mediterranean Grill
McAlister’s Deli
Last year: No. 4
Last year: No. 15
Last year: No. 2
to launch a digital catering platform to handle everything from operations and sales to improving customer experience and staff development.
“We are very excited about these new applications as they allow us to electronically store our sales database, move orders easily between locations and fully integrate our online ordering sales backend and guest frontend,” Mor said. “Our goal is to have 80 percent of catering come from online ordering in the next few years.”
Garbanzo’s April rollout of LevelUp, a mobile payments and loyalty platform solution, is another way it’s taking business operations to the next level.
“Guests can pay, receive instant digital receipts and unlock loyalty rewards all from their smartphones,” Mor said.
The Mediterranean fast casual concept is not only growing its footprint by opening new units,
it’s also expanding its presence by going digital with business operations. The chain, which has 19
company-owned units and nine franchises, plans to have 40 units open by the end of the year, 75 by 2015 and 120 by 2016, said Alon Mor, Garbanzo founder, president and CEO.
To pull off those numbers, Mor knew it was time to invest in upgrading not only the company’s catering channel but also its mobile offerings.
“Utilizing some of the latest technology plays a large part in how Garbanzo stays ahead of the industry curve,” said Mor, who recently partnered with MonkeyMedia Software
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2014
12 MOOYAH Burgers, Fries and Shakes Last year: No. 8
Although MOOYAH opened 16 new units in 2013, that’s nothing compared to its goal of launching 40 by the end of this year. CEO Rich Hicks said the chain’s 2013 success was due in part to a passionate and am-bitious team of multi-unit franchisees. And he’s not done looking for new recruits.
“In order to continue propelling our brand forward throughout 2014, we are looking for prospective operators that possess the experience and enthusiasm necessary for long-term growth with MOOYAH,” he said.
Proving itself to be a “Mover and Shaker,” MOOYAH’s goal for 2014 is to achieve do-mestic and international growth, whether developing in existing markets with high demand or introducing the MOOYAH ex-perience to new territories, said Michael Mabry, vice president of franchise develop-ment and operations.
“This twofold strategy, coupled with an ex-ceptional product, will allow MOOYAH to truly assert ourselves as the leader in the competitive burger segment,” he said.
The nearly 60-unit brand has plans to con-tinue its sustained expansion, already pre-dicting that the brand will add more than 1,000 jobs to local communities through its restaurant openings in 2014.
13 Pie Five Pizza Company Last year: No. 40
While pizza as a fast casual concept is still new, the team behind Pie Five seems to have worked out a winning strategy. CEO Randy Gier, who is also CEO of parent com-pany Pizza Inn, runs the 3-year-old chain and has grown it to 19 units with plans to develop 150 over the next five years.
To hit that number, Gier knows he has to help create a demand for the product, which is why the chain recently launched its first TV campaign, starring a couple of Dal-las sports stars. The spots, which included hockey legend Mike Modano and Texas pitcher Derek Holland chatting about their favorite Pie Five creations, ran this spring during prime time on AMC, Comedy Cen-tral, Fox Sports Southwest, Discovery, FX, TBS and TNT.
“All of us at Pie Five are big fans of both local stars, and we were happy to know they’re fans of our pizza, too,” Gier said.
Although the publicly traded company is looking to expand quickly, Gier is a stickler when it comes to franchisee selection.
“We are very discriminating in selection of franchisees — only those with significant capital and successful restaurant operating backgrounds,” he said.
14 Rubio's Last year: No. 41
With a passion for protecting the ocean and offering high-quality seafood for its famous fish tacos, Rubio’s has grown to nearly 200 restaurants across the West Coast since its inception in 1983.
“Without the ocean, there would be no fish. Without fish, there would be no Rubio’s. This is why we’re so passionate about serving sustainable seafood,” said Rubio’s Co-Founder Ralph Rubio.
Rubio is so passionate about the ocean that he and his ad agency, barrettSF, recently launched an extension to the chain’s ad campaign “To The Ocean.” The new ele-ment is a commercial linking the ocean to Rubio’s use of fresh ingredients and grilled seafood sourced sustainably when possible.
In addition to promoting sustainable sea-food, Rubio’s is an active participant in World Oceans Day, an annual event dedi-cated to celebrating and educating the public on the protection of the world’s oceans, and also hosts CoastFest, an an-nual beach cleanup and party in San Diego.
“The ocean is an incredible resource. It pro-vides much of our food, and also serves as inspiration for our coastal menu, as well as the ambience of our restaurants,” Rubio said.
15 PizzaRev Last year: N/A
L.A.-based PizzaRev is revving up for a year of growth. The eight-unit chain will open four units by the end of the year, and Co-CEO Irv Zuckerman projects that number to be in the hundreds in the next five years.
The chain plans to meet its growth goal via franchising and corporately owned stores, said Zuckerman, who said the 2-year-old chain launched its franchising program last year, naming Buffalo Wild Wings Inc. its first partner. The franchise relationship is not typical, however, considering BWW also holds a stake in the pizza chain.
“BWW brings a variety of positive items, in-cluding history, credibility, connections and economies of scale, which all add to our positioning and growth potential,” Zuck-erman said. “Since BWW has success-fully navigated the franchise and corporate store model, we can take full advantage and separate ourselves from some without that wealth of experience.”
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2014
Zuckerman believes that customers will see the same potential that BWW saw with the chain’s complete customized “craft-your-own” model that not only gives customers control over pizza toppings but also allows them to select their sauces and beverage choices via the “Rev it Up” condiment and sauce center and Free-style Coca-Cola machines.
“We are one of the few to add kids meals to broaden the family appeal, especially in dense neighborhood locations. In the end, we are proud to offer a complete service model for our guests, partners and fran-chise partners,” Zuckerman said.
16 Blaze Fast-Fire'd Pizza Last year: No. 19
Pizza is a hot ticket in fast casual these days, and Blaze Fast-Fire’d Pizza is heat-ing up, said Jim Mizes, president and COO. The chain started in 2014, with 12 units but expects to finish the year with nearly 50, a feat Mizes says will require innovation.
“We are building a unique and special brand that targets millennials and connects
with many others, offering quality fast-fired pizza in a comfortable, hip, urban environ-ment at an affordable price for lunch and dinner. We see as much business during the lunch daypart as we see at night and even for late night.”
Staying busy during the lunch daypart sometimes can be a challenge for pizza chains that often cannot accommodate customers stopping in for quick lunch breaks, but Mizes said the chain’s dedica-tion to scalability has solved that problem.
“It took a lot of work up front to create res-taurants that are this smooth to operate, while delivering an exceptional product over and over again,” he said. “Basically, we’re selling a $15 pizza for just over $7. We spent a lot of time ‘sweating the small stuff’ up front, in terms of our recipes, our operations and our store design.”
From restaurant No.1, Mizes said his team knew it was embarking on something big.
“So from the beginning, we were focused on finding ways to scale the concept while consistently delivering excellence in our ex-ecution,” he said.
17 Freshii Last year: No. 6
Freshii is used to making headlines, whether they feature info about the chain’s growth or Founder Matthew Corrin’s unique business practices. The Canada-based chain, which opened in 2005, has 100 open stores and 60 more in construction across 40 cities in eight countries. The brand’s recent press — including Corrin’s appearance on the CBS TV series “Undercover Boss,” along with features on The Food Network and in Fortune Magazine — is continuing to at-tract new franchise partners.
One of those partners is Raddah Invest-ments, which recently signed a deal to open 20 units throughout Saudi Arabia. Two Freshiis already are open in Dubai.
“The day I opened the first Freshii location at age 23 was the first day I ever worked in the restaurant industry,” Corrin said. “We’ve worked hard as a team to create a compel-ling business model for the franchise indus-try and an innovative brand for our custom-ers. As each year passes we continue to attract best-in-class partners, who divide and conquer in our quest to bring healthy
fast food to the masses.”
18 Blazing Onion Burger CompanyLast year: No. 20
Since launching the first Blazing On-ion Burger Company with his wife, Lorri, in 2007, CEO David Jones has been on the forefront of technology. Each of the brand’s six locations is outfitted with self-service ordering kiosks to speed up the ordering process, and each also has 3-D televisions, Coca-Cola Freestyle machines and LRS pagers to help staff quickly deliv-er food to tables. Next up is guest-initiated ordering via iPads, which will be secured to each table at every restaurant by the end of the year.
Blazing Onion
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2014
20 Sweetgreen Last year: N/A
It’s not every day that GQ Magazine fea-tures restaurant execs, but that’s business as usual for the founders of sweetgreen, Nate Ru, Jonathan Neman and Nick Jam-met. The trio, which in 2007 founded the fast casual chain offering healthy and sus-tainable food options, told GQ about how they launched the concept while attending Georgetown University in Washington, D.C. Their target market was customers seek-ing a healthy lifestyle, and they combined their passion for design, music and sustain-ability to create a fast casual concept that serves salads and wraps made from locally sourced and organic ingredients.
If that wasn’t innovative enough, they again combined their passions and launched the Sweetlife Festival, an annual event hon-oring “flavorful music, wholesome food and thoughtful living.” This year’s concert wrapped May 10 and featured a variety of popular and up-and-coming artists, in-cluding Bastille, Lana Del Ray, Foster the People and 2 Chainz.
With 22 units currently operating and six more confirmed to open by the end of the year, it’s no doubt that these friends are liv-ing a pretty sweet life.
21 Cowboy Chicken Last year: No. 25
Not bucking tradition is how Dallas-based Cowboy Chicken has thrived over its 30-year history, said the brand’s president, Sean Kennedy.
“We are so set in our ways, and proud of our heritage, that we are still cooking with wood,” he said about the chain’s signature way of perfecting its chicken, which is al-ways all natural and hormone free.
Although the chain opened in 1981, it didn’t start growing until 2003, when Kennedy and his partner, Gillian Menter, purchased the single-location brand. The duo since has expanded the brand to nine locations and recently signed three new develop-ment agreements for five stores each. More deals are coming, Kennedy said.
“We learned the brand, expanded the menu, enhanced systems and built our first new prototype store in late 2004,” he said.
Kennedy opened a third corporate unit in 2008 and began franchising in 2009, open-ing two franchises in 2010, one each in 2011 and 2012 and one franchise and a corporate store last year.
Technology aside, Jones’ next goal is fran-chising; he opened his first franchised loca-tion last year and is looking to open three more by the end of 2015.
“We are moving slowly to learn how to be a great franchisor,” he said. “We think the slow, careful learning is better in the long run.”
19 Burgerfi Last year: N/A
While most fast casual burger joints still are fighting to be king of the better-burger segment, Burgerfi doesn’t want the title. Instead, the 50-unit, Florida-based chain claims to have “picked up where better burger” companies left off, offering all-natural Angus beef, free of antibiotics and hormones. The menu also features spe-cialty items, including Kobe beef hot dogs, gourmet toppings, desserts, craft beer and wine.
Burgerfi isn’t just strict with its dedication to healthy food practices; it’s also committed to the environment. Every unit is built ac-cording to environmentally sustainable best practices, featuring earth-friendly elements, including chairs made from recycled Coke bottles, tables made out of compressed recycled wood and large fans that use 66 percent less electricity. The chain also boasts a low carbon footprint and main-tains strict recycling programs for oil, card-board, bottles and cans.
“Simply put, sustainability is important to us because we want to be a good neigh-bor, preserve resources for future genera-tions and best of all we don’t have to give up quality in our food, or the aesthetics to do it,” said Josh Lorence, COO. “Why waste anything if you don’t have to? The more businesses that follow sustainable practices, the more consumers will be edu-cated about it and hopefully carry forward the same practices in their everyday lives.”
Cowboy Chicken
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2014
“I think growth happens in stages,” Kenne-dy said. “The first stage is slow and steady. It takes time to build a business with a good reputation, a great story and solid financial performance.”
22 MAD Greens Last year: N/A
For a relatively small chain, the 11-unit, Colorado-based brand specializing in sea-sonal salads and sandwiches is doing big things. The 10-year-old concept not only has its own mobile app that allows cus-tomers to pay via smartphones, it also has a nutrition and allergy calculator on its website. Both help the chain meet its goals of offering healthy, fresh choices in a speedy environment.
“We believe that our unwavering commit-ment to sourcing as many local products as possible has always been at the front of the fast casual space,” said Dan Long, president and co-founder. “For a concept like ours for whom a large part of the val-ue proposition is based on serving super-fresh, high-quality ingredients, what better way to ensure that this happens?”
Last year the chain took that commitment one step farther and created its own farm in partnership with Golden, Colo.-based Agriburbia.
“We source a majority of our kale, toma-toes and cucumbers and some other things from our farm for a good part of the summer and fall,” Long said. “We intend to not only continue this commitment but to increase it as we grow.”
MAD Greens expects to have about 14 units open by the end of the year and hopes to add 50 units over the next five years.
23 Wildflower Bread Company Last year: No. 11
Less is more at Wildflower Bread Com-pany, which never adds preservatives or additives to its fresh-baked bread. The baking technique is an art form, said CEO Louis Basile, which is why it takes 16 to 24 hours for the bread to rise. And choice is key at Wildflower; although it offers a va-riety of standard choices such as bagels and rolls, it also has more unique selec-tions, including Caraway Rye, Ciabatta, French Baguette, Friday Challah, Herb, Honey Oat, Levain, Nine Grain and Pasilla Chili Rye.
Besides being known for its bread selec-tion, the Arizona-based chain, which serves sandwiches, salads, soups and breakfast, also earns attention for its dedication to helping its community with the annual Wild-flower Cares Campaign. Each fall, it raises money with its customers to benefit three charities: Share Our Strength, Susan G. Komen for the Cure and Communities. This year, the goal is to raise $45,000.
24 Giraffas Last year: No. 13
Brazilian and Latin American flavors unite at this Brazilian-born concept that entered the U.S. market in 2011. The concept of-fers healthful choices for family-style cui-sine, serving Pichana, a special cut of meat giving steaks and burgers a more fla-vorful and delicious taste, said CEO Joao Babosa. The concept operates 410 units in Brazil and nine in the U.S. He plans to have 14 American locations by the end of the year, and 200 by 2020.
“Giraffas comes to the market offering a dif-ferent cuisine from the traditional most pop-
ular styles in the U.S.,” Babosa said. “We try to bring some of the Brazilian experience like the music, the vibe, being casual, colorful and happy. We do a blend between Brazil-ian food and the food Americans are used to eating like steaks and burgers. We add our Brazilian twist to the overall experience.”
Although U.S. Giraffas units are only in south Florida, that will change by 2015, said Barbosa. Plans are to open soon in Washington, D.C, New York, Boston and Philadelphia. Babosa's goal is to be pres-ent across all of North America within the next few years.
25 Giradino Last year: N/A
Florida-based Giradino doesn’t just sell salads, said CEO Kenny Lugo. The con-cept is built around what he calls “nutri-tional empowerment.”
“Our gardener chefs serve the widest vari-ety of premium ingredients — we offer the highest number of salad combinations from any other concept,” Lugo said. “This wide variety of offerings allows us to empower our guests to make the choices that are suitable for their levels of health and lifestyles.”
Gardener chefs also receive a massive amount of training, Lugo said, which allows them to guide guests during the process of building their perfect meals.
The chain, which has eight locations, ex-pects to open two or three by the end of the year and hopes to add five more in 2015.
“We’re focusing on healthy growth, not fast growth, throughout Florida and the South-east,” Lugo said.
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One thing that should help fuel that growth is that the concept offers franchisees one of the lowest capital costs of entry in the in-dustry, said the former firefighter. He and his wife, a former teacher, launched the busi-ness 10 years ago with dreams of making it accessible to other potential entrepreneurs who want to grow with the company.
26 Blue Lemon Last year: N/A
Utah-based Blue Lemon’s motto is “pure clean food, with a twist,” which means it takes “fast casual to its finest,” said CEO Aaron Day.
“The food quality, fresh ingredients, unique flavor combinations and gourmet plat-ing sets Blue Lemon apart from the rest,” he said. “Nobody does fast casual quite like us. Our refined, blended service style provides the table touches and quality of a full-service restaurant, yet allows for the speed that would rival some fast-food establishments. “
The four-unit concept specializing in arti-san sandwiches, salads and bakery items made from local sources will open another location this year but is positioning itself for rapid growth in the West over the next few years.
“Our goal is to open seven to 10 units in the next three years,” Day said.
27 Uncle Maddio's Pizza JointLast year: N/A
Led by a founder of Moe’s Southwest Grill, Uncle Maddio’s Pizza Joint hit the fast ca-sual scene five years ago and since has opened 18 units in six states. Still thriv-ing, it saw 214 percent growth in 2013, has 165 more units in development and will open 35 units by the end of 2014, said CEO Matt Andrew.
The secret to the chain’s popularity is its va-riety of choices, said Andrew, who boasts that more than 5 million pizza combinations are available, allowing guests to specify their exact pizza preferences in six minutes.
Its franchising success comes from be-ing able to attract multi-unit franchise op-erators, including current and former op-erators of high-profile chains such as Moe’s Southwest Grill, Papa John’s Pizza, Jimmy John’s, Arby’s, Subway, Burger King, Dairy Queen, Firehouse Subs, Tin Drum Asia Cafe, Marble Slab Creamery, Golden Cor-ral, Penn Station Subs, Great Wraps and Qdoba Mexican Grill, Andrew said.
Additionally, while most pizza places do the majority of their sales at night, Uncle Mad-dio’s earns 53 percent of its sales at lunch and 47 percent at dinner, setting it apart from others in this competitive market.
“Uncle Maddio’s understands what our customers want — fresh, fast and afford-able,” Andrew said. “We offer a high-qual-ity gourmet and customizable pizza that is ready in six minutes.”
28 Panera Bread Last year: No. 29
There’s no question that Panera Bread is one of the industry’s biggest players,
with its 1,777 bakery-cafés in 45 states and Canada, operating under the Panera Bread, Saint Louis Bread Co. or Paradise Bakery & Cafe names. And the chain isn’t slowing down, according to Mandy Burns, who said plans call for opening 115 to 125 locations systemwide in 2014.
Part of Panera’s success stems from quickly embracing new food trends. For example, to better serve customers looking for an alternative to white flour, the chain now offers a sprouted-grain bagel made with rye, spelt and oat groats. Last year, it launched a “hidden menu,” featuring foods full of protein and low processed-carb items, that customers could order from only if they previously knew about its exis-tence. Options included a Power Breakfast Egg White Bowl with Roasted Turkey and a Power Breakfast Egg Bowl with Steak.
Although menu innovation is key at Pane-ra, its dedication to social responsibility also keeps customers and employees re-turning to the cafés. Besides operating a couple Panera Cares locations, where all food orders are free and rely on customer donations, the chain also has several other programs to help feed the hungry. At the end of each day, for example, Panera do-nates all unsold bread and baked goods to local hunger-relief agencies and chari-ties as part of its local Day-End Dough-Nation program. Collectively, Panera bak-ery-cafés donated a retail value of about $100 million of unsold bread and baked goods in 2012.
29 Elevation Burger Last year: No. 24
With 34 domestic and 10 international units, Elevation Burger is gaining quite a bit of attention for its healthy and environ-ment-friendly practices. In fact, author, publisher and television personality David
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Zinczenko mentioned it in his new book, “Eat It to Beat It!”, pointing out that the chain is becoming a leader in the industry because it offers people the opportunity to enjoy their favorite foods while cutting calories by making smarter decisions.
The chain, which plans to open 22 units by the end of the year and 25 in 2015, cooks its fries in heart-healthy olive oil and offers a variety of fresh toppings, includ-ing 6-month-aged, unprocessed ched-dar cheese, organic bacon, caramelized onions, mushrooms, hot pepper relish and balsamic mustard, said Cynthia Hess, the brand’s training and human resources director.
“We have vegetarian, vegan, Paleo and gluten-free options available as well be-cause people told us they want these op-tions,” she said.
“There’s plenty of space here for growing brands like Elevation Burger to take mar-ket share,” said Rick Altizer, the chain’s new CEO and former McDonald’s execu-tive. “Some of the other companies, they don’t necessarily have the same envi-ronmental position and organic sourcing standards that we have, so we do offer a superior product.”
30 Boston Market Last year: N/A
Although Boston Market has been around for 25 years, its new design and rebrand-ing have revived it. In fact, the chain opened its first new location last year in seven years.
“Boston Market [opened] our first new res-taurant in seven years now because we’re positioned for growth,” said Sara Bittorf, chief brand officer. “We’ve had almost three
years of positive comp sales, we’re finan-cially healthy again, and we are ready to start building restaurants that drive people in to experience a great Boston Market meal.”
The brand, which has more than 460 lo-cations, plans to open five new units this year and has signed a 10-year agreement with the Army & Air Force Exchange Ser-vice to operate licensed locations on mili-tary bases around the country.
“We want to bring the brand back to its former glory and bring that emotional con-nection back to our customers,” Bittorf said. “The second task is getting the word out that Boston Market is back. We’re back and we’re back in a big way. We’re back with new products; we’re back with an enhanced experience. We’re open for business and we’re inviting people into our restaurants.”
31 Bean Sprouts Last year: N/A
While many fast casual chains are offering more healthy kid options these days, Se-attle-based Bean Sprouts has taken it to another level, focusing its menu and entire culture on kids and babies, said founders Shannon Payette Seip and Kelly Parthen.
“We are filling a niche few others are right now by looking at the restaurant experi-ence through the eyes of kids,” Payette Seip said. “We have a wholesome and whimsical menu that focuses on playful presentation and gets kids moving and in-volved in the café with silly activities.”
A customer favorite, for example, is the “Bean There, Ate That” gong that kids bang when they try new foods.
“It’s a dining experience like few others
for kids today in the fast casual industry; we designed it from what we as moms were hoping to find for our kids when dining out — but never could,” Payette Seip said.
The chain, which serves sandwiches shaped like spiders and flowers, salads and pizzas served on waffles called Wazzles, has three locations located in kid-friendly or family destinations, including the Seattle Center, campus of the Space Needle; the Bay Area Discovery Museum in the San Francisco Bay Area and Chabot Space & Science Center also in the San Francisco Bay Area.
“We plan to open an additional 75 compa-ny-owned cafés by 2018, primarily at family destinations similar to the places we are in now,” Payette Seip said.
32 Wow Bao Last year: No. 46
Although Wow Bao has only four brick-and-mortar stores, it conducts business in several nontraditional ways, including selling its fare at US Cellular Field, where the Chicago White Sox play; at Camden Yards, the stadium of the Baltimore Ori-oles; and at Century Link Field, home to the Seattle Seahawks. It also operates a food truck in Chicago and sells some of its top menu sellers in frozen form in more than 25 Chicago area grocery stores.
Anne Petersen, https://www.flickr.com/photos/opacity/
Wow Bao
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Under the direction of Geoff Alexander, the chain will open three more brick-and-mortar locations in the next 12 months and then three per year for the next five years.
What often sets the chain apart from com-petitors is its dedication to quickly meeting customer needs however and whenever possible, Alexander said. He pointed out that it can serve 300 people each hour us-ing a variety of technologies, including self-ordering kiosks, mobile and online ordering, mobile gift cards, a mobile loyalty program, iPad inventory systems and online training.
The chain also offers catering options and bicycle delivery and even will ship six packs of “Bao” overnight to customers not in the Chicago area.
33 Bruegger's Bagels Last year: No. 9
While other bakeries are busy trying to complicate and perfect their recipes, Bruegger’s Bagels hasn’t changed the five-ingredient formula of its New York-style bagels in its 30-year history. And why should it when customers still are creat-ing such a demand that the 300-unit chain is on an upswing after three decades? Already spanning 26 states, Bruegger’s plans to open 13 locations this year, 22 in 2015 and another 100 by 2018.
Although the chain hasn’t touched its ba-gel recipe, it has modernized its design and added new menu items in the last few months. All new stores, for example, have open-kitchen designs featuring a “visible bake theater,” said Judy Kadylak, director of marketing.
“The open kitchen and plate-glass win-dows allow guests inside and out to watch bagels being freshly baked, celebrat-ing our artisan heritage,” she said. “But
this design element is also very much on trend — industry experts predict by 2020 the division between the front and back of the house could disappear.”
Along with the new physical design, the chain has updated its logo, point-of-pur-chase materials and to-go packaging and is in the process of updating the cater-ing packaging. The menu also is getting an upgrade, including an espresso bar staffed by a full-time barista. Other new offerings include salmon and Hot Smoked Wild Salmon, appearing in new salads and breakfast and lunch sandwiches.
34 Veggie Grill Last year: No. 16
Veggies are all the rage these days, a con-cept on which Santa Monica, Calif.-based Veggie Grill is capitalizing. With 23 loca-tions across the state, the chain features only 100 percent plant-based soups, salads, burgers, hot sandwiches, bowls, homestyle plates and desserts.
CEO Greg Dollarhyde and the rest of his team must be eating their spinach based on how quickly they’ve grown the con-cept since it opened in 2007 in Irvine, Calif. By the end of the year, Dollarhyde hopes to hit 29 units.
Fueling that growth is Dollarhyde’s focus on improving customer experience. At the end of last year, the chain rolled out
its own mobile app that allows guests to snap a picture of their receipt and earn points for every dollar spent. Extra points are earned when members “Share the Love” by inviting friends to download the app. In addition, the app includes online ordering functionality that allows guests to locate their nearest Veggie Grill, browse the menu and place an order for pickup.
35 I Dream of Falafel Last year: No. 36
With five stores in operation and plans to add up to three more by 2015, this Chica-go-based Mediterranean concept is thriv-ing. In an effort to stay fresh, the chain is revamping the brand with a new look and menu this year that includes healthier op-tions, said Co-founder Imran Kasbati.
“We felt our brand was lacking brand eq-uity with our current look. We wanted a refreshed look to the brand, gearing and educating customers on the health aspect of the Mediterranean diet,” Kasbati said. “We have a funny and whimsical name, so the challenge is to show that we are seri-ous about what we serve. And I think we will accomplish that with our new look.”
As for the new menu, one of the main challenges in a create-your-own concept is to make sure every combination tastes great, said Kasbati, who pointed out that the Mediterranean diet is still new to a lot of customers. Since educating them on how flavors work together is so important, the chain recently implemented a chef-inspired menu that helps new customers with the ordering process.
“We limited some of the options, yet broadened our menu with healthier op-tions that enables customers to create a different meal,” Kasbati said.
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New menu additions include Organic Chick-peas Quinoa Salad, Greek Yogurt Tzatziki Salad, organic hummus, organic salads, cage-free chicken, organic falafels, several gluten-free options and vegan items.
36 Wingstop Last year: No. 17
Boasting 10 years of same-store sales increases, a small footprint and a simple operating platform, Wingstop has become a leader in the fast casual industry. The chain, known for its fresh, cooked-to-or-der chicken wings and bold flavors, has more than 620 locations and plans to hit 1,000 by 2017.
The chain, founded in 1994 in Dallas, has enjoyed some national attention from one of its more famous franchisees, rap-per Rick Ross. In 2009, he namedropped Wingstop in a song, “MC Hammer” from his album “Teflon Don.” His affinity for the brand inspired him to invest in the chain, and he opened his first location in 2011 in Memphis. His favorite wing flavor: Lemon Pepper.
37 Five Guys Burgers & FriesLast year: No. 27
While many fast casual chains strive to stand out from the competition by re-branding, updating décor or adding to their menus, Five Guys is dedicated to keeping its brand the same as it was when it opened in 1986. Pretty smart, consid-ering it has nearly 2,000 locations, which includes five in the UK and 60 in Canada.
“We are so flattered and humbled by our loyal customers,” said Molly Catalano, di-rector of marketing. “I think they continue to come back for the reasons they came back when we first opened in 1986. We serve a high-quality burger, fresh board-walk-style fries in a no-frills atmosphere and we have not veered from that focus.”
The chain plans to open between 125 and 150 units each year over the next few years in the U.S. and Canada and at least 20 in the UK, Catalano said.
“We know people come for our food and we put all of our focus there,” she said.
“Simply, we have tried not to lose touch with why people want to eat at Five Guys.”
38 Moe's Southwest Grill Last year: No. 39
Describing growth at Moe’s can be done with one word: “rapid.” The chain finished 2013 with $526 million in systemwide sales, a 12 percent increase from 2012, and enjoyed a 4.5 percent increase in same-store sales, said Paul Damico, pres-ident of Moe’s.
With 540 locations, the chain is on trend to open nearly 100 new restaurants and sign 200 franchise agreements in 2014, beginning with an 18-unit agreement in Northern California.
“2013 was great for us in terms of sales and unit growth, and we anticipate even stronger results in the next year,” Damico said.
The brand also has deals for new restau-rants in other markets, including Dallas; Las Vegas; Springfield, Mo.; and Omaha, Neb. And plans are in the works for further development in markets such as Chicago, Philadelphia and Orlando.
“Prospects are increasingly looking to Moe’s because of our outstanding growth potential in an industry segment that is by no means saturated,” Damico said. “We have a fun, irreverent brand that people want to be a part of.”
39 GRK Fresh Greek Last year: N/A
Traditional Greek cooking in a fast casual setting describes Manhattan’s GRK Fresh Greek. The New York restaurant will open two more new units this year that each will
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offer its pitas and “yeeros,” built from lo-cally sourced veggies, as well as authentic Greek yogurt imported daily from Greece using the country’s centuries-old strain-ing method and locally purveyed meat, butchered in house and then marinated in a special blend of aromatic spices and Greek extra virgin olive oil. Finally, the yee-ros are layered and roasted on a traditional rotating spit.
“Consumers are increasingly demanding healthier, higher-quality fresh foods,” said Christopher Potter, director of strategic de-velopment. “These demands are changing the restaurant and the food industry. GRK offers a unique alternative, combining the best products of Greece with the country’s cultural and culinary standards. It’s not just another twist on a burger or a taco.”
40 Dickey's Barbecue Pit Last year: N/A
With 500 units set to open by the end of the year and plans for 2,000 over the next five years, Dickey’s Barbecue Pit is on a mission to take fast casual barbecue across the nation.
“This has never been done,” said Roland Dickey Jr., the brand’s president.
He said the organization looks at innova-tion as “two halves of a whole.” What that means is that the brand not only focuses on core values and traditions but is intense-ly focused on providing high-quality service and food in every restaurant.
“On the other half, we are bringing a level of sophistication to the barbecue industry through big data, allocation of resources and predictive analytics that will allow us to serve our customers with a degree of modern precision,” Dickey said.
41 Schlotzsky's Last year: N/A
When it comes to rebranding, few res-taurants have seen as much success as Schlotzsky’s. Last year, it launched its “All round, Lotz better” campaign, which fo-cused on improving the service model and the look and feel of the brand as opposed to overhauling the menu. Other than add-ing fresh salads, Schlotzsky’s left the food alone and worked on adding messaging that focused on its made-from-scratch round buns, as opposed to the subs served in most restaurants. Those round buns in-spired the chain’s new design, which incor-porates circular elements everywhere from on the walls and the lamp shades to cups and bags, said CEO Kelly Roddy.
The design also incorporated fresh, modern colors, including apple green, sky blue and bright red mixed with some earth tones.
“It’s just a cool, hip look,” said Roddy, who believes the upgrade has helped give back the brand the relevance it had lost. The chain has 350 units but plans to add 25 before the end of the year.
“If you want to be a relevant brand, you have to look like it, behave like it,” he said.
Roddy also attributes Schlotzsky’s growth to its cobranding strategy, where it added Cinnabon Express inside about 200 of its locations and Carvel Ice Cream in 30.
“When we add these brands, we are more of a complete package,” Roddy said. “We may be selling ice cream to one out of 10 customers during the day, but it’s more about creating family events at night. It helps bring in more families. We’ve seen a nice little bump in the Carvel stores at dinner.”
42 Jimmy John's Gourmet SandwichesLast year: N/A
Best known for its dedication to “freaky fast” delivery times, Jimmy John’s also could boast about its freaky fast growth rate. The chain, which has nearly 2,000 units, has added about 200 locations per year over the last three years and created about 45,000 jobs across the U.S. since it opened in 1983. The system, with vendors and affiliates, exceeds 50,000 employees, according to the company.
The chain is built around sustainable prac-tices, not only striving for efficiencies in food delivery times but also in packaging and materials. Jimmy John’s, which is EPAct, Green-e and Constellation Energy certified, requires that all bulk ingredients come in reusable containers, and 35 percent to 50 percent of the cardboard it uses is recycled.
Jimmy’s meats supply chain is a Top 15 percent food producer in the SAM Sus-tainability Yearbook and has earned AMI awards for safety records and environ-mental matters management. The chain periodically requires suppliers to describe their sustainability progress and has com-mitted to reduce landfill and water usage and increase energy efficiency.
43 JJ's Red Hots Last year: N/A
While it’s the smallest brand on this year’s list when it comes to its number of units (two
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plus a hot dog cart called “Frank the Tank), JJ’s Red Hots is focused on growing the brand over the next five years. CEO Jona-than Luther, however, said he won’t sacrifice the brand’s two-word mission statement, “Create joy,” for the sake of growth.
“While we don’t really have a specific num-ber of units in mind, I could see us with 25 locations by 2020. But to be very clear, we will only grow if we can continue to deliver on the quality/service/value brand promise upon which we were founded,” he said.
That being said, 2014 will be a year of growth when it comes to the chain’s ca-tering business, and it’s also discussing a variety of points-of-distribution models that may include additional stores in adja-cent markets, more carts and smaller for-mats in nontraditional locations, including airports and colleges.
“The nice thing about our product is that it can scale down efficiently,” said Luther, who is pretty innovative when it comes to using social media to market the con-cept. Despite having only two locations, it has 1,400 twitter followers, more than 3,000 Facebook friends and 823 Insta-gram followers.
“For a small brand, we make quite an impact locally in the social media realm,” Luther said. “More than that, our content is fun, and a true extension of our brand. We are not just focused on social media as a promotional device. We believe it to be one of the best ways to build our brand from a lifestyle POV.”
44 Muscle Maker Grill Last year: No. 14
When Muscle Maker Grill was founded in 1995, Rod Silva was already the owner of a smoothie store. Silva found that custom-
ers were just as interested in the healthy lunches he brought for himself as they were in his smoothies. Inspiration hit Sil-va, and Muscle Maker Grill was born with the goal of helping other “healthy eaters” have a quick and healthy alternative to fast food. After partnering with Arthur Gunther, former president of Pizza Hut, the Muscle Maker Grill concept became popular in the franchise community due to its dedication to taste, competitive pricing and conve-nience, Silva said.
The franchise has grown into a 64-unit chain with 20 to 25 more stores expected to open in the next year. Muscle Maker Grill now has the muscle power of 19 years in the food industry behind it. This is a concept that will only continue to grow.
45 Boneheads Grilled Fish & Piri Piri ChickenLast year: No. 27
Boneheads opened in 2006 after a seren-dipitous meeting between two chefs, who discovered that their ideas about fresh food and great taste intersected. With nine cur-rent locations, 10 more opening this year and 50 planned in the next five years, the Atlanta-based concept is on its way to be-coming a premier fast casual destination.
In the last year, it partnered with James Beard Award-winning Chef Mark Miller and
has continued to incorporate fresh flavors to the menu. Miller has put his own expertise in chilies and spices and more than 30 years’ experience into enhancing the customer ex-perience. By using fresh seafood and chick-en, Boneheads has tapped into a consumer base that enjoys great taste along with the benefits of healthy convenience.
46 Fresh Brothers Last year: N/A
Fresh Brothers’ line of innovative pizza choices landed it on this year’s Top 100 list. The California-based pizza chain of-fers gluten-free crusts, skinny crusts, a kids’ special sauce, vegan cheese and Matzah Pizza (introduced last year for Passover), and it recently added King’s Hawaiian Meatball Sliders’ launch.
Founders Adam and Debbie Goldberg have partnered with Michael Greenberg, president and co-founder of Skechers, to expand its footprint. Since adding Green-berg as a strategic partner, Fresh Broth-ers has added four units and sales have increased year over year. Mature Fresh Brothers’ stores have increased in sales by 15 to 20 percent, Debbie said about the chain that has 12 units and plans to open two more later this year and five more stores within the next year.
“Within five years, there will be 50 Fresh Brothers locations,” Debbie said.
47 Jason's Deli Last year: N/A
Jason’s Deli boasts more than 240 loca-tions across 28 states and strives to pro-vide innovative recipes along with healthy choices. Its website, for example, includes a nutritional calculator along with its “Spe-cial Diets Wizard” that allows customers to enter which ingredients they need to avoid
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due to allergies. The chain was one of the first to ban trans fats, MSG and high-fruc-tose corn syrup.
Besides its dedication to good food, the chain also is dedicated to finding and help-ing good employees. In 2005, its founder and president, Joe Tortorice Jr., created the Leadership Institute for his employees. It of-fers free classes about money matters, eth-ics, marriage, conflict resolution, emotional intelligence and the brand’s core values. He also started a program called The Fish-ing School to empower hourly employees to better themselves professionally by be-coming managers and leaders.
In addition, Jason’s has a non profit foun-dation to help employees in crisis.
“Employees are not simply human capi-tal or resources; they are the future of the company,” Tortorice said. “We care for and grow our people.”
48 Which Wich? Last year: N/A
With 300 locations open or in develop-ment across 38 states and four countries, Which Wich? is already a major-league player in the sandwich space, but CEO Jeff Sinelli is ready to hit a home run with his expansion plans.
“We expect no less than 25 percent unit growth every year for the next five years,” he said about the Dallas-based brand that
boasts a fun ordering system that his cus-tomers love.
Guests use red Sharpies to mark up pre-printed menus on sandwich bags. They select a sandwich from one of 10 cat-egories, then choose the bread, cheese, spreads and toppings. The sandwiches are prepared to guests’ exact specifica-tions, toasted to perfection and delivered in the now-personalized sandwich bags.
After they’ve enjoyed their 'wiches, guests are encouraged to draw on their bags us-ing red Sharpies and hang their artwork on the community wall.
49 The Bistro - Marriott Last year: N/A
As the first hotel to make the Top 100 list, The Marriott has proven it belongs in the fast casual industry. Its concept, The Bis-tro, serves sandwiches, salads and lattes inside 800 Marriott locations and will near 1,000 by 2016, said Lon Southerland, se-nior director global of food and beverage of Marriott International.
“It has been a tremendous amount of fun leading my team in doing something transformational and actually disruptive in our industry,” Southerland said about the chain’s opening of 200 units a year for the past three years. “We’ve sort of flown un-der the radar and popped up way ahead in many respects, and it is gratifying to see the team being recognized in the industry.
Transition from the hospitality industry stan-dard buffet to a fast casual concept was a sharp turn away from the Marriott’s compe-tition, but Southerland was confident The Bistro would resonate with guests.
“Within a couple of years after our launch, a number of the savvy competitors did
their own research and learned what we realized early on; they then turned to fol-low us,” he said.
Another first The Bistro takes credit for was posting calories on menus; it made the info available June 1, 2010.
“We take pride in making this decision to post calories well ahead of national legisla-tion, being fully transparent and enabling our customers to make informed choices,” Southerland said. “In my opinion this was the right thing to do, and when you do the right thing with the customers' benefit in mind you seldom make a mistake.”
50 Genghis Grill Last year: N/A
Touting itself as a full-service experience with a fast casual price point and service model has led to Genghis Grill’s rapid growth. It’s up to 109 units with plans to add up to 10 more this year, said CEO Al Bhakta. He believes the menu’s 80-plus options for build-your-own stir-fry al-low people with a variety of diets to eat at Genghis, and the full-service bar helps make it feel like a dinner destination as op-posed to fast casuals that do most of their business over lunch.
Taking customization a step further, the chain recently opened its first “fresh ca-sual” location with a fast casual approach in Mira Mesa, Calif., Bhakta said.
“This is a first of its kind as we have our signatory Build Your Own option from our Fresh Market bar along with a YOU Build It option, where fans can order our chef -crafted, Asian-influenced tacos, salads, noodle bowls and skewers and pay at the table via our tabletop devices called Presto,” he said. “Or they can pay at the counter, and we will deliver their bowls or menu items to their tables.”
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Last year, Zoës Kitchen, a Mediterranean fast casual restaurant, sponsored Zoë Romano’s
historic 2,000-mile run — not bike — of the Tour de France. She made the trek on foot to
draw support for the World Pediatric Project’s mission to give medical care to children in
need. With help from Zoës, Romano ran the race on foot over a nine-week period. The
concept raised more than $87,000, more than half of the more than $160,000 her run
brought to the cause.
Zoës’ customers had the opportunity to support the project’s mission by participating in the “Give $5, Get $5”
campaign. For those making a $5 donation to WPP, Zoës Kitchen sent a mobile coupon for $5 off any menu item
during the next two-week period.
To get the word out, the chain used table menus with healthy meal options as well as social
media. More than 7,000 social fans followed Romano’s story, with the promotion reaching
almost 320,000 Facebook followers.
1 Zoë Goes Running
Chipotle has had success with cause marketing before, and it
scored another hit with its recent promotion for better farming meth-
ods. The concept employed video, a website and an app-based
game to teach millennials in particular that there are more sustain-
able, humane and healthful ways to go from farm to burrito.
The chain relied heavily on social media and other buzz to promote the content. Its game
allowed players to earn points toward special offers by helping animals in a city called
Plenty. The video, “The Scarecrow,” showed the titular character learning about better
farming methods. The campaign intentionally de-emphasized the Chipotle brand to
better appeal to the targeted demographic, which responds poorly to overly com-
mercial messaging.
2 Chipotle's campaign on better farming
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In June, Red Mango introduced its Summer of Super Biotic
Smoothies and launched a marketing campaign to highlight them
as well as its other patented probiotic offerings. According to the
chain, they are stronger and more effective than the generic pro-
biotics commonly found in ordinary yogurt.
The items come in a variety of flavors in four lifestyle-centered
categories: Body Balance, All Fruit Harmony, Twisted Fruits and
Just Kidd’n, which are snack-sized smoothies made especially
for kids, according to the company.
Each participating Red Mango store gave limited-edition Super
Biotic and superhero-themed items to the first 250 guests who
ordered a Red Mango smooth-
ie on its launch day (June 29).
The addition of those Super
Smoothies more than doubled
Red Mango’s menu, taking the
number of items from 14 to 36.
To add excitement to the cam-
paign, Red Mango used Face-
book and Twitter to leak info about giveaways
and special promotions at various locations.
4 5Panera Bread’s “Live Consciously, Eat Deliciously”
Orange Leaf's “Go Orange for No Kid Hungry”
Campaign
3 Red Mango's Summer of Super Biotic Smoothies
Panera Bread Company kept
its 2013 focus on its “Live Con-
sciously, Eat Deliciously” cam-
paign. The simple message ex-
pressed the company’s brand
values, purpose and culture. In
addition to TV advertising, Pane-
ra launched a social media effort
called “Food Chain Reaction” that asked individ-
uals to join with others to create online circles of five friends
on Panera’s Facebook page. For every circle of five friends
created, Panera worked with its foundation to provide a bowl
of its low-fat vegetarian black bean soup to people in need in
more than 75 markets.
To help raise awareness of childhood hunger in America, Orange
Leaf launched its “Go Orange for No Kid Hungry” campaign in
September. Each location sold limited-edition “Go Orange” com-
memorative cups for $1, with 75 cents of each sale going to Share
Our Strength’s No Kid Hungry campaign. Customers who par-
ticipated also received a coupon for three free ounces of froyo on
their next visit.
The campaign, tied to the opening of the chain's 300th store,
surpassed its $50,000 goal, selling more than 100,000 cups
and raising $80,000
for the program, said
Reese Travis, CEO of
Orange Leaf.
22
2014
2
1 Bite-sized food and snacks
Beverage innovation
Restaurants looking for a small way to add big excitement to their menus
found much success with bite-sized food and snacks this year.
Just over 50 percent of respondents to a Technomic survey say they
snack at least twice a day. One-third of them said they are doing so more
than they were just two years ago.
One super-snacker this year was French Fry Heaven, which opened its first
location in October 2011 and now has more than 60 franchise deals signed
to bring fries nationwide. It was named one of the hot franchises in 2013 by
USA Today.
In addition to snacks, restaurants like Salsarita’s are finding bite-sized success in desserts.
The chain released its newest item, called Poquitos, in September. These miniature churros
bring big happiness to customers who are in need of just a little something sweet. (Poquito
means “little” in Spanish.)
As consumers continue to count calories and monitor caffeine intake, soda alternatives continue to
“pop” up all over menus. Specialty drinks that include fresh fruit and teas are growing in popularity,
and fruits and veggies that have an exotic image are becoming more popular. Jamba Juice helped
consumers fill their need to be exotic with the addition of acai berries
and coconut water to its menu, and in September, Smashburger
added organic Honest Tea to its beverage lineup in response to the
growing demand for noncarbonated beverages.
For those still needing a cola fix, products such as the Coca-Cola
Freestyle machine fill the need for something different by giving
people the ability to create their own soda concoctions from more
than 100 flavors.
23
2014
3 Organic/grass-fed/ hormone-free
Terms such as “organic,” “grass-fed” and “hormone-free” are becoming more important for consumers each year. With more people caring where their meals originate, fast casual concepts that develop accordingly are finding greater success. Elevation Burger, sweetgreen and Chipotle, are three examples. Chipotle uses organic and local produce when possible as well as meat and dairy from animals that are free from antibiotics or added hormones, and Elevation prides itself on cooking its fries in heart-healthy olive oil and offering a variety of fresh toppings, including 6-month-aged, unprocessed cheddar cheese, organic
bacon, caramelized onions, mushrooms,
hot pepper relish and balsamic mustard.
BurgerFi, a fast casual burger concept
out of Florida, promotes the fact that the
company sells only grass-fed, never frozen
beef. The natural Angus beef sold to
BurgerFi customers is free of antibiotics,
hormones and additives, providing a more
healthful and flavorful beef.
What these concepts are figuring out is
today’s consumers like to splurge every
once in a while, but providing high-quality,
better-for-you meals brings customers
back day after day.
4 Concentration on breakfastDietitians — and your mother — have said
for years that breakfast is the most impor-
tant meal of the day. Now it’s become truer
for fast casual restaurants, too. Proof: the
many bakery-cafés such as Einstein Bros.
that are continuing to see market growth.
And as other concepts take notice, those
cafés are having to differentiate by offering
a broader menu selection.
Uncle Maddio’s is an example of a con-
cept experimenting in the space. The chain
dipped its toe into the breakfast pool in De-
cember by testing a breakfast menu at its
Charlotte, N.C., location. The test included
breakfast pizzas, panini and Break-zones,
which are breakfast calzones.
“We are very excited to now offer breakfast
at Uncle Maddio’s Pizza Joint in uptown
Charlotte,” said Jerry Licari, Uncle Maddio’s
Charlotte-area franchise owner. “Our cus-
tomers are craving more from Uncle Mad-
dio’s, and we are happy to deliver with in-
novative and creative new breakfast items,
along with fresh fruit, premium coffee and
fresh-squeezed juices.”
5 Farm-to-table and locally grown produceIf the old saying “you are what you eat”
continues to ring true, today’s consum-
ers definitely are homegrown. The farm-
to-table, locally grown concept is bigger
than ever. Funky Chicken, a new fast ca-
sual concept out of Houston, is showcas-
ing its focus on using only local, farm-to-
table ingredients. The restaurant’s chefs
use only chickens that are fed organically
and cared for humanely. The burger in-
dustry also is going local. The owners of
b. good, a Boston-based burger compa-
ny, are holding on to their commitment to
locally grown even as the concept plans its
35-unit expansion over the next five years.
Credit Chipotle Mexican Grill for helping
pioneer the trend. In 2012 the chain’s goal
was to serve 10 million pounds of locally
grown produce. It increased the goal for
2013 by 50 percent, to 15 million pounds.
6 Fast casual pizza
Pizza always has been a great dinner option,
but until the addition of fast casual pizza, it
wasn’t always a practical lunch choice. Fast
casual concepts such as Top That!, Blaze,
Pie Five, Fresh Brothers, The Pizza Studio
and Uncle Maddio’s, however, are proving
pizza can be quick, customizable and af-
fordable — all things lunch-goers demand.
The model allows guests to order individ-
ual-sized pies, choosing from thousands
of pizza combinations that can be ready
in just a few minutes. Even companies
that have been traditional pizza joints are
looking to get into the fast casual pizza
markets; California Pizza Kitchen founders
Larry Flax and Rick Rosenfield announced
their plan to create a new fast casual
pizza concept.
24
2014
7 Embracing beer and alcoholDuring 2013, more alcohol appeared on
menus across fast casual concepts all over
the country. Chains such as Starbucks
started experimenting with beer and wine,
and Chipotle debuted craft beers and mar-
garitas in some markets.
Millennials are ordering more premium and
above-premium beers and liquor, which
is driving many places to increase their
selections. Research shows millennials
like craft beers more than traditional do-
mestic beers. In July, Buffalo Wild Wings
began offering a new craft beer that was
designed specifically to be enjoyed with
wings. BurgerFi opened its first location to
feature a fully stocked bar and a menu that
included alcoholic varieties of its popular
dessert concretes.
8 Customization
We want what we want, how we want it
and when we want it. In other words, fast
casual patrons love customization. Playing
to that fact was key to the success of many
brands. Froyo giants such as Pinkberry, Yo-
gurtland and Red Mango are seeing suc-
cess because they give the customer the
ability to control exactly what goes on their
sweet treats without looking picky when
placing their orders.
The idea behind customization is driving
pizza as a fast casual concept as well. The
fact that customers now can design their
own pizzas opens a whole new pizza ex-
perience, said Randy Gier, CEO of Pie Five.
“You never have to share again,” he said.
Customization doesn’t just stop at the
menu. Everything from the food to the mu-
sic is controlled by consumers. Apps such
as Google’s Roqbot replace traditional
background music at restaurants by al-
lowing customers to vote for their favorite
songs to be played while they are dining.
9 Quinoa
Until recently, few people outside of South
America had heard of quinoa. Now news of
the superfood is spreading, with consum-
ers attracted to its high fiber, amino acids,
proteins and lack of gluten. Sounds great,
but does it taste good? The answer is yes,
according to several fast casual restaurants
that tested it last year.
Zoës Kitchen introduced quinoa to its
customers with the debut of The Quinoa
Salad, which fit in perfectly with its Medi-
terranean menu. Burger joints also are
adopting it. BurgerFi added a quinoa veg-
gie burger in September. And Fresh & Co
created an entire bar around it last year.
Customers can create their own com-
plete customizable quinoa bowls including
meats, veggies and sauces.
10 Healthy kids menus
We all want our kids to eat healthfully. Un-
til recently, however, finding healthful menu
choices that kids wanted to eat was a
challenge. Thankfully, that’s changing. The
National Restaurant Association’s Kids
LiveWell program is being adopted by res-
taurants such as Mama Fu’s that realize a
high standard must be met in order to be
included on the organization’s dining guide.
McAlister’s Deli made strides to provide op-
tions to kids by adding a garden salad and
a kids’ baked potato to its menu. But the
leader when it comes to this space, howev-
er, is arguably Seattle-based Bean Sprouts.
Founders Shannon Payette Seip and Kelly
Parthen offer a “wholesome and whimsical
menu that focuses on playful presentation
and gets kids moving and involved in the
café with silly activities,” Payette Seip said.
A customer favorite, for example, is the
“Bean There, Ate That” gong that kids ring
when they try new foods.
25
2014
Not only have mobile apps revolutionized the way we do busi-
ness, entertain ourselves and communicate with our peers,
they also have changed the way customers eat. Custom mo-
bile apps are making dining out easier each and every year.
Everything from ordering food to paying the bill can be com-
pleted with just a couple clicks.
In fact, mobile payments represent 14 percent of Starbucks’
in-store transactions in the U.S., said Chief Digital Officer
Adam Brotman. The brand’s iPhone app also allows custom-
ers to tip baristas.
Chipotle’s app allows customers to browse the menu, place
orders, select a pickup time, pay for their meal and save their
orders as a favorite item to make the next order quicker and
easier. In addition to allowing customers to order and pay for
food, mobile apps are helping restaurants promote specials
and are being used as loyalty programs to reward custom-
ers for being faithful to their businesses. In today’s digital age,
who wants to carry around a coupon or a punch card? Mobile
apps eliminate the need to carry around those cards, but still
give customers what they are looking for — a great deal.
Tracking customer analytics via social media is helping fast
casual operators target their customers. Although a variety of
high-tech platforms is on the market to measure customer
feedback when it comes to food quality, wait times, menu
selection, pricing and overall experience, one that is resonat-
ing well with fast casual customers is newBrandAnalytics. It
recently partnered with Five Guys Burgers & Fries to help the
chain quickly detect customer service problems and quantify
customer requests, according to the company.
The platform not only allows Five Guys to monitor social media
chatter to help the company implement operational changes
and improve engagement with customers, it can leverage the
technology to gauge interest in potential new menu items.
For example, when Five Guys recently considered introducing
a smaller french fry order based on some customer requests,
the company was not sure if demand was widespread enough
to provide ROI. According to Five Guys public relations official
Molly Catalano, Five Guys employed nBA's technology to
monitor social media commentary and determine the demand
for a smaller french fry option.
“With nBA’s insight, we could see that the desire for a smaller
fry was spread widely across many markets and demograph-
ics, so we decided to test what we called the ‘Little Fry’ in a
variety of markets,” said Catalano. “The test went really well in
all the target markets and, as a result, we rolled out the ‘Little
Fry’ systemwide. The feedback loop continues through social
media and we have actually gotten almost nothing but posi-
tive feedback from our customers. They are so happy that we
listened and that we’re offering the Little Fry now, which truly
feels like a big win for us.”
1 Mobile apps
2 Social media analytics
TECHNOLOGIES
26
2014
3 Using social and mobile for training
Tabletop media/pay at table
Table trackers
4
5
Training team members well is one of the most critical tasks
for any customer-facing business. It’s hard enough to do well
when employees tend to stay around a while, but in high-turn-
over industries such as foodservice and retail, it sometimes
can seem impossible.
Fortunately, high-tech is offering more ways to help, especially
when it comes to online programs and apps.
Uptown Network, for example, created a new training format
that uses tablets to serve as “mobile teachers.” This new way of
training can reduce training costs while training employees con-
sistently and effectively. Employees who use it can post badges
on their LinkedIn, Twitter, Facebook and other social media pag-
es. Technology also is affecting scheduling in a big way. Freddy’s
Frozen Custard & Steakburgers is using online technology such
as ShiftNote to do everything from scheduling to sales tracking.
The idea that all of these areas are being addressed with new
technology frees up time and space for managers to focus on
what’s important: pleasing their customers.
Speed is crucial in any fast casual concept, and restaurants
use the LRS Table Tracker to take advantage, according to
the company. Table Tracker helps ensure tables are turned
faster and orders are delivered quickly with as few runners
as possible.
This small device is easy to use. Customers leave it on their
tables after ordering, and table info is sent immediately to the
kitchen. When their food is ready, employees easily can see
where the food goes, making delivery quick and simple.
Jason’s Deli is a fan of the solution and how it helped cut
more than a minute off each ticket. In addition to speed of
delivery, this tiny tracking system helps restaurants collect
data about their guests’ experiences as a whole.
The use of tabletop media with pay-at-the-table services con-
tinues to intrigue customers, which means more operators are
embracing it.
Buffalo Wild Wings, for example, recently has partnered with
NTN Buzztime on a tablet that brings a new kind of entertain-
ment to the table. The technology includes trivia, arcade-style
games and music, in addition to menu-ordering and bill-pay.
It also allows guests to play against each other and against
guests sitting at other tables
or at other restaurant locations.
Another example is pay-at-the-table
provider Tabbedout, which created Peri-
scope, a set of tools that allows merchants
to see whether customers are new or regulars and to keep
track of their average bill. Customers also can use it to give
real-time feedback about their experiences.
27
2014
6 InstagramVine
Oven technology
7
8
Restaurants are finding the photo-sharing platform use-
ful when it comes to enticing customers. This free, digital
word-of-mouth advertising is being used to showcase
menu items in ways mere text never could.
Taste Marketing Strategies launched Bagels & Brew’s first
Instagram content last May, asking customers to share
photos of their experiences on Instagram. Every Friday, the
restaurant shared winning photos on Instagram, awarding a
$25 gift card for most likes of the week and a $15 gift card
for best photo of the week. Throughout the contest, the
submitted photos received more than 11,500 likes.
Videos now are an option on Instagram, which The Coffee
Bean & Tea Leaf has embraced. One of its most popular
postings was a video showing the pouring technique of
its baristas.
The use of short videos, or vines, has become an impor-
tant part of a successful marketing campaign. Vine, a so-
cial media platform that competes with Instagram, allows
people to upload six-second videos, which can be linked
to a person’s Facebook and Twitter accounts. And just as
they did with Instagram, businesses are taking notice and
using the platform to reach customers.
Barberitos is one such company. The chain created Vine-
specific promotions to attract a larger following, and Fuzzy’s
Taco Shop created a monthlong campaign in July to sup-
port its Share Our Strength’s Dine Out For No Kid Hungry
campaign. Fuzzy’s donated 10 meals to the No Kid Hungry
campaign for each video uploaded to the Vine app or to
Twitter with the hashtag #fuzzys4nokidhungry.
When it comes to ovens, speed matters, but so does ease of
use, especially in the fast casual pizza segment that can’t exist
without the right type of oven.
Middleby Marshall’s WOW 2 Oven, for example, gives operators
more control over bake temperatures and conveyor speed. It
also allows the user to adjust airflow to the top and bottom im-
pingement ports independently for faster, consistent baking and
menu flexibility. An oven that cooks more efficiently will enable
chefs to cook more product faster, which can lead to increased
revenue, according to Middleby.
Another innovative oven is one that self-loads and unloads by
using two alternating cook surfaces. Because there is no hood,
it enables items to be cooked one after another.
28
2014
9 Digital menu boards
Energy-efficient equipment10
As fast casual customers become more digitally connected, the
use of digital menu boards is going to become even more im-
portant. This use of digital technology not only catches the eye
of today’s consumers, but also gives restaurant owners the abil-
ity to change menu prices and contents instantly.
Mama Fu’s, an Asian-inspired concept, switched to digital
boards last year with a goal of increasing sales and providing a
better guest experience.
Many restaurant owners have been using energy-efficient
equipment for years to reduce their carbon footprints. However,
there may be more to such equipment than just reducing waste.
Owners are beginning to see substantial ROI when dealing with
energy-efficiency equipment.
Sarah Puls, business unit manager at Hobart, said that
the use of this equipment helps offset other costs owners
are incurring.
“The recession sort of started this move toward standardization
because people had to save money down to the last penny,”
“We want to keep customers up to date on our unique brand
attributes and innovations, so we created a variety of animated
marketing messages for the new Digital DNA menu boards,”
said Randy Murphy, CEO. “We now feel that the quality of our
interior matches the quality of our food. It’s been fantastic, and
we’re still new to it.”
she said. “And now, operators are looking for ways to offset ad-
ditional costs such as Obamacare.”
Equipment such as foodservice designer and manufactur-
er Henny Penny Corporation’s oil- and energy-efficient fryer also
is helping increase ROI for its customers. Its fryer uses 40 per-
cent less oil than standard fryers, with ROI in approximately 18
to 24 months, according to the company.
29
2014
1
2
People
Carl Howard
Don Fox
Fazoli's
Firehouse Subs
Carl Howard just might be the hardest-working guy in the fast
casual industry, so it’s no surprise he tops this year’s list of people.
The CEO is growing Fazoli's while
simultaneously launching a new
fast casual Italian concept called
Venti Tre. He’s opening nine new
Fazoli’s franchises along with
two company-owned locations,
plus three Venti Tre units by the
end of 2014, which Howard de-
scribes as his biggest growth
year since 2003.
“There’s no question that
Fazoli’s is on fire right now,”
If such a title were given, Don Fox, the CEO of Firehouse Subs,
would be the industry’s top celebrity. He is known well for sharing
his experiences on panels and in sessions all over the country,
and it makes perfect sense that his peers want to know his se-
cret, considering Firehouse Subs had a record-breaking year in
2013. The concept opened 155 new restaurants and added 111
new franchisees, ending the year with 722 restaurants.
Fox said the most important ingredient for that success has been
the team’s ability to build continuously on the brand culture during
growth periods.
“Within our culture, we have certain fundamental, non-negotiable
standards and disciplines,” he said. “Applying these standards
Howard said. “Our franchisees are outperforming (the standard)
by 4 to 5 percent.”
With all of his success, it’s a no-brainer that everyone in the indus-
try wants to know how he does it.
“Honestly, I never stop working and I have a team that is wired
the same,” he said. “We love what we are doing, jazzed about
everything that is going on and thrilled that we are winning again.
It makes the hard work worthwhile.”
In addition to his work in the office, Howard is finding ways to give
back. In 2013, he gave time to Feed The Children and delivered
food boxes to families in Indianapolis right before Thanksgiving.
“I still reflect on this day, as it reminds me not only how lucky I am
but how so many people need help,” he said.
and practices, under-
neath a fundamental
framework of fairness
and open communica-
tion within our system, has been the foundation of our success.”
The chain’s “best in class” food and service helps, too.
“They are the cornerstones of our brand, and I am tremendously
proud of our team for their continued commitment to excellence,”
he said.
Fox is looking for another record-breaking year in 2014, with a
goal of having 881 units open.
30
2014
3 Steve Ells Chipotle
Under Steve Ells’ direction, Chipotle Mexi-
can Grill continues to be a leader in the in-
dustry. In 2013, the company’s net income
topped $327 million, an increase of 17.8
percent from 2012. In addition, the chain
opened 185 new restaurants. This impres-
sive growth is largely because of the vision
of Ells, the brand’s founder, chairman and
co-CEO.
“We are very proud of our accomplish-
ments during 2013. Over the past 20 years,
we have created a very unique and special
restaurant company,” he said. “Chipotle is
a place that appeals to a diverse customer
base throughout the country and beyond.”
Over the last two decades, Ells developed
an interest in sustainably and ethically raised
food and has shifted Chipotle’s purchasing
habits accordingly. Early this year, his team
released a marketing campaign on Hulu, a
four-episode Web series called “Farmed and
Dangerous,” featuring that mission. (See
more about Chipotle’s marketing innovation
on page 5.)
This nontraditional advertising is just one
more way that Ells continues to step out-
side the box to continue Chipotle’s tradition
of leading the industry. And his growth will
continue. In 2014, Chipotle is scheduled to
open 180 to 195 new restaurants.
4 Kevin Miles Zoës Kitchen
Since his appointment as president of Zoës
Kitchen in 2011, CEO Kevin Miles has con-
tinued to lead the Mediterranean-themed
restaurant chain to success. Miles has more
than 20 years’ experience in the industry,
having worked at La Madeleine, Baja Fresh
Mexican Grill and Pollo Campero.
Under Miles’ direction, Zoës has continued
to add healthy, innovative items to its menu,
ending 2013 with the creation of Fresh
Takes, a recipe book with easy, healthful rec-
ipes featuring the chain’s take-home sides.
An even bolder move came in March, when
Miles announced that the chain would be
on the New York Stock Exchange. He’s
hoping to raise up to $80 million in the initial
public offering.
5 Kelly Roddy Schlotzksy's
If you are looking for a good comeback
story, then Kelly Roddy’s is one you will
want to hear. Under Roddy’s leadership,
Schlotzsky’s has worked its way out of
bankruptcy to regain a top position in the
industry. After taking over as president in
2007, he has led the chain to seven years
of growth after implementing a company
rebrand. Plans are underway to add 25
units to its existing 350 locations in 2014.
One reason for the success is Roddy’s
commitment to cobranding. Schlotzsky’s
added Cinnabon Express to about 200 of
its locations and Carvel Ice Cream to 30.
“When we add these brands, we are more
of a complete package,” Roddy said. “We
may be selling ice cream to one out of 10
customers during the day, but it’s more
about creating family events at night. It helps
bring in more families. We’ve seen a nice
little bump in the Carvel stores at dinner.”
6 Sally Smith Buffalo Wild Wings
Sally Smith joined Buffalo Wild Wings as
CEO almost two decades ago, when the
brand had only 35 units, and during her
tenure the Minneapolis-based chain’s num-
bers have been on the rise. After chang-
ing the name from BW3 and overseeing a
new logo creation, Smith has continued to
move the chain in the right direction. Today,
Steve Ells Kelly Roddy
Kevin Miles
31
2014
it has more than 900 locations and has ex-
panded outside of the United States and
Canada. Last year, the popular wing desti-
nation launched its first locations in Mexico
and is expanding into the Middle East and
Puerto Rico.
“As we explore new markets, we take the
time to learn about the countries, cultures
and potential partners,” Smith said.
7 Erle Dardick MonkeyMedia Software
Erle Dardick has had a busy year. The Mon-keyMedia Software CEO is not only leading his successful catering software company, which has more than 4,000 restaurant brands as clients, but he’s also involved in a documentary film project called “Back to Basics,” a call-to-action film inspired by Dardick’s essay, “The Ghost in the Wall.”
The documentary will attempt to show the restaurant industry’s impact on the nation, both economically and culturally. Panera Bread CEO Ron Shaich had the idea for bringing the documentary to the big screen
after reading Dardick’s essay.
Last year, Dardick’s team at Monkey launched the MMS Catering Institute, headed by Wayne Alexander, former Ein-stein Noah Restaurant Group catering director. The institute’s goal is to “help op-erators grow sales and increase profits by educating them to become experts at feed-
ing their customers where they live, work and play,” Dardick said.
The company also hosts regional catering
certification programs to certify restaurant
operators, consultants, vendors and ser-
vice providers in the company’s “Five Pil-lars of Successful Restaurant Catering.” (They are leadership, centralized services, sales and marketing, operations and deliv-ery.) This certification process is supported by ongoing training classes, educational manuals and continuing assessments.
8 Dan Lowe Luna Grill
Dan Lowe traded in his Chipotle title last year for an opportunity to be the director of operations for Luna Grill, a San Diego-based Mediterranean restaurant. For more than a decade, Lowe played an important role in the growth and development of Chi-potle, managing up to 65 restaurants and budgets that totaled more than $100 mil-lion. With his new position at Luna, Lowe continues to focus on growth as the chain prepares to open its 10th location.
“I am very excited to be a part of this amaz-ing team of people and offer any experi-ence I can to help us grow stronger into the future while maintaining Luna Grill’s original mission of providing our customers ‘good food that is good for you,’” he said.
The chain plans to have 20 units open by the end of 2014, and 40 by the end of 2016.
9 Alon Mor Garbanzo Mediterranean Grill
Alon Mor is motivated to keep growing. The founder, president and CEO of Garbanzo Mediterranean Grill opened his 28th nation-
wide location last year and is planning on many more.
“Now we have our sights set on the 30th, 40th and 50th Garbanzo,” said the entre-preneur, who launched Garbanzo in 2008. “We are moving rapidly to achieve those goals and realize substantial nationwide growth over the next few years.”
In just five years, Mor has expanded Gar-banzo to California, Maryland, New Jersey, Georgia, Florida and Arizona.
10 Anthony Pigliacampo Modmarket
When Anthony Pigliacampo left his me-chanical design firm in 2009 to open his first Modmarket, many people might have thought he was crazy. With no restaurant experience, he partnered with Rob McCol-gan to open in Boulder, Colo., the first fast casual brand that displayed nutritional con-tent on its receipts. It didn’t take long for the idea to take off.
Pigliacampo said the vision behind Mod-market was to create healthful meal op-tions that people could eat every day. The
menu uses simple, whole ingredients from a handful of regional and local growers. Ev-ery item on the menu is made from scratch in open kitchens in less than 10 minutes and costs under $10.
Modmarket has six metro-Denver area
Erle Dardick
Alon Mor
32
2014
Guerra opened his first Giraffas restaurant in Brazil more than 30 years ago, focusing on sandwiches and burgers. Today, he has more than 400 locations in Brazil, and the menu has evolved to include Brazilian com-fort food, featuring barbecue, beans, steak and chicken. With all that success under his belt, Guerra decided to bring the con-cept to the United States, opening the first U.S. location last year in Miami.
“Florida right now is the destination of many Brazilian tourists and we have a lot of Brazilians living in the area,” said Guer-ra, who said he’s just getting warmed up with Miami.
Within the next five years he plans to have 40 to 50 locations across America.
13 Randy Gier Pie Five Pizza Company
Randy Gier knows pizza. The CEO of Pizza Holdings Inc. oversees two concepts in the pizza industry, Pizza Inn and the ground-
locations and is working on its seventh, which will open at the Denver International Airport this spring.
11 George Michel Boston Market
Since being named CEO of Boston Market
in 2010, George “The Big Chicken” Michel
has turned the image of the fast casual
chicken concept around, making it a rele-
vant choice once again. A rebrand included
replacing plastic tableware with real plates
and silverware and working to lower sodi-
um in meals without compromising taste.
Sodium is down 26 percent in its mashed
potatoes and 20 percent in its stuffing.
“We are committed to ensuring our guests enjoy delicious, homestyle cooking that can be part of a healthier diet,” Michel said. “Modifying our recipes to create healthier options without sacrificing taste is another way we deliver our mission to provide guests wholesome foods they can feel good about eating and sharing with their families.”
12 Carlos Guerra Giraffas
While many American-based concepts are franchising their brands outside the United States, Carlos Guerra’s Brazilian fast casual concept recently opened in America.
breaking fast casual brand, Pie Five Pizza Co. Launching in 2011, Pie Five rocked the industry with its hand-crafted, made-to-order pizzas, prepared in five minutes. Gier since has grown it to 19 units with plans to develop at least 150 over the next five years.
“Our intention is to be the leading, pre- eminent fast casual brand in the pizza space,” he said. “If that means 500 units, great. If that means 1,000, great. We’ll let the consumer tell us how much demand there is and build to meet the needs.”
Gier also is the CEO of Cedars Woodfire Grill, a four-unit Texas chain focusing on fresh-fired cuisine.
14 Frank Paci McAlister's Deli
In 2010, when Frank Paci took over as CEO of McAlister’s Deli, his goal was to expand the brand. He succeeded. In addi-tion to raising sales in existing stores, Paci increased the number of restaurants in the chain, opening 15 restaurants this year and signing new development agreements for an additional 45 locations. Paci credits his success with his focus on service.
“A lot of emphasis in this industry is on spending more in the area of marketing to get customers in the door,” Paci said. “But it’s the quality of experience that really im-pacts whether they come back or not, and this is what drives growth.”
15 Geoff Alexander Wow Bao
Geoff Alexander is definitely a big deal in the fast casual and QSR circuit. Not only is he the president of Wow Bao, one of Lettuce Entertain You’s most popular concepts, he’s
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also a hot commodity, speaking at various conventions on the topics of social media and restaurant technologies. He also is the vice chairman of the National Restaurant Association’s Fast Casual Industry Council. He is proving to be a leader in technology, successfully incorporating mobile and on-line ordering, as well as self-ordering kiosks and mobile gift card and loyalty programs.
16 Charlie Morrison Wingstop
Charlie Morrison has spent the last decade perfecting his knowledge of the fast casual industry. When he was named president and CEO of Wingstop Restaurants in June 2012, he was confident he could help grow the concept. And he was right. In 2013, Morrison led Wingstop to its most success-ful year of growth. Under his leadership, it has opened 74 new restaurants and signed agreements to open an additional 182 do-mestic and 35 international units.
“The demand for Wingstop has never been greater,” Morrison said. “Over the past two years, our same-store sales have grown 23.6 percent. That is almost unheard of in the fast casual segment of the restaurant
industry and certainly for chains our size. And we expect the strong momentum to carry forward in 2014.”
17 Rich Hicks MOOYAH Burgers, Fries & Shakes
Before creating MOOYAH Burgers in 2007, Rich Hicks spent more than 20 years in the restaurant business honing his skills. At age 25, he was an area director for Romano’s Macaroni Grill. After spending several years in that role, he developed his own brand, Tin Star Taco Bar, in 1999. Eight years later, he co-founded MOOYAH Burgers, Fries & Shakes, which now has nearly 60 units with plans to add 40 more by the end of 2014.
Hicks isn’t concerned just with the bottom line of these new restaurants. His focus on sustainability and supporting the commu-nities in which he serves is impressive. He predicts that the brand will add more than 1,000 jobs to local communities through its restaurant openings in 2014.
18 Amit Kleinberger Menchie's
Making people smile is a far cry from the missions Amit Kleinberger was used to car-rying out as an Israeli soldier, but the CEO of Menchie’s has been up to the task. He’s grown his froyo concept to more than 400 locations in less than six years by offering high-quality products and customer service that puts grins on people’s faces.
“When I look at my business today and ask, ‘Why do I feel proud?’ it’s because it makes the world a better place,” he said.
Kleinberger also takes a refreshing ap-proach to running his business, under-
standing that you have to spend money to make money. He didn’t make a dime on the business until he opened his 200th unit.
“We grossed $60 million, and I invested it all back into building, not profiting,” he said.
In 2013, the company paid out its first divi-dend in more than six years.
19 Maria & Sean Pourteymour Luna Grill
For the last 15 years, Maria and Sean Pourteymour have been working together. Getting engaged after only one-and-a-half weeks of knowing each other, they took another leap of faith and opened their first Luna Grill in 2004, after not being able to find a healthy fast-food alternative.
A decade later, their 10-chain business is going strong, with Maria serving as the chief cuisine officer and Sean adding his European influences to create a menu of Mediterranean dishes, including kabobs, original salads, gourmet wraps, desserts, beer and wine.
The plan is to double units to 20 by the end of the year, and each new unit will have a
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state-of-the-art POS system to improve ef-ficiency and reduce ticket times. This fast casual power couple is proving they have the recipe for success.
20 Rod Silva Muscle Maker Grill
When Rod Silva opened his first Muscle Maker Grill in 1995, he had no idea how popular it would become. It’s been almost 20 years, but the concept still is thriving. He began franchising in 2009, and his focus on “healthy eaters” has swept the country. Last year Muscle Maker signed 13 franchise agreements to develop up to 25 locations throughout the country.
Silva knows people eat with their eyes first, so placing a large focus on the visual ap-peal of the food is key. But, he said, that’s just what brings them in.
“One bite is all people need to be con-vinced that it is possible to eat healthy and enjoy the food you are eating,” he said. “Our truly unique concept of great food with your health in mind is gaining popular-ity throughout the U.S.”
21 Mark Johnston Burger 21
What a year Mark Johnston has had. He is president of Burger 21 and chief con-cept officer and president of Front Burner Brands. He led the restaurant chain to a fantastic year that included eight new fran-chise agreements and 14 new units.
In addition to adding stores, the company’s average unit volume increased from $1.47 million to $1.75 million, a 19-percent in-crease from 2012.
“What an incredible year it has been for Burger 21. We’ve experienced strong growth and continued to receive recogni-tion for being a leader in the fast casual segment,” Johnson said. “We’re pleased to report our first increase in same-store sales and average unit volume, which will further position the brand as an attractive business model for single- and multi-unit operators.”
To build on last year’s momentum, the chain plans to open 10 new units across five states in 2014.
22 Jim Mizes Blaze Fast-Fire'd Pizza
When the management team started look-ing for a new president and COO for Blaze Fast-Fire’d Pizza, Jim Mizes topped the list, and why wouldn’t he? With experience developing more than 500 restaurants throughout his career, his vision for expan-sion is clear.
“Blaze Pizza is the leader in the explod-ing fast casual pizza sector,” said Mizes. “I joined this team because I wanted to be part of a brand that is going to change the way this country enjoys pizza.”
Before joining the Blaze team, Mizes worked for Freebirds World Burrito, Jamba Juice and Noah’s New York Bagels.
The chain started 2014 with 12 units but plans to end the year with nearly 50.
23 Tom Ryan Smashburger/Live Basil
Tom Ryan is a true innovator. Through-out his career he has created Pizza Hut’s Stuffed Crust Pizza and McDonald’s Mc-Griddles, Big N’ Tasty, Dollar Menu and Fruit ’N Yogurt Parfait.
He also is the namesake behind Tom’s Urban 24, the founder of Smashburger and co-founder of Live Basil Pizza. When he created Smashburger in 2007, Ryan wanted to give customers a different kind of burger. Specializing in hand-crafted burgers that are smashed, seared and sea-soned to order, Ryan’s brand delivers on the goal.
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His innovative ideas have landed him on many lists, including ours. He also was re-cently added to Gourmet Magazine’s list of “Top 25 Food Entrepreneurs of the Last Quarter Century.”
24 Matt Andrew Uncle Maddio's Pizza Joint
When he opened the first Uncle Maddio’s Pizza Joint in 2008, founder Matt Andrew wanted to dominate the fast casual pizza industry. In just six short years, Andrew has expanded the concept to 18 locations across six states and has 165 more in de-velopment. By taking the fast casual know-
ledge he gained while serving as president of Moe’s Southwest Grill, he has set out to perfect the build-your-own pizza concept.
“Guests love the create-your-own pizza, salad and panini model with a choice of fresh ingredients,” he said. “It’s a person-alized experience, but one that delivers on our promise of fresh, fast and affordable.”
Andrew’s growth isn’t accidental. He knows interactive technology is key for getting and keeping customers.
“We’ve found that social media, website video content and customer intercepts with iPads are effective means of garnering fol-lowers, fans and repeat customers,” he said.
25 Scott Crane Smashburger
If you are looking for an industry expert, Scott Crane could definitely be your guy! Throughout his career, the newly appoint-ed Smashburger CEO worked for popular chains, including Olive Garden, Houlihan’s and Lone Star Steakhouse, before be-coming the EVP of operations for Fugate Enterprises. There, he oversaw hundreds of franchised restaurants, including Wing-
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Street, Pizza Hut, Sonic and Taco Bell.
Before being named Smashburger CEO in November 2013, he spent the previous six years as the brand’s president. He is cred-ited with helping it grow from two units to more than 250 worldwide. Plans now are to grow to 400.
“Smashburger has seen great success in rekindling Americans’ love affair with burg-ers across the 30 states we operate, so we are excited to partner with a new group of industry experts to bring our one-of-a-kind experience to new guests and help us continue executing on our steady growth path,” Crane said.
THERE’S ONLY ONE.And it’s pure frying power.
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It’s simple math. With Henny Penny’s all-new Velocity Series pressure fryer, you can:
save time and labor with automatic oil filtration requiring no operator interaction
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No matter the variables, it’s easy to see how the Velocity Series delivers more convenience, more savings and more functionality — any way you do the math.
™
THERE’S ONLY ONE.And it’s pure frying power.
www.hennypenny.com
c
It’s simple math. With Henny Penny’s all-new Velocity Series pressure fryer, you can:
save time and labor with automatic oil filtration requiring no operator interaction
reduce costs significantly by extending oil life up to four times longer
cook using less oil per pound of food than the competition
utilize extensive programming and reporting capabilities with touchpad controls
No matter the variables, it’s easy to see how the Velocity Series delivers more convenience, more savings and more functionality — any way you do the math.
™