Top Advantages of Fast Casual Expansion in 2026

Thank you. And we likewise have Clinton Anderson, the CEO of 4th, who will be moderating the discussion with Jason. So Jason, how about I let you give the audience some info about your background and you can likewise inform them a bit about Chop Store. And after that I'll let you take it from there, Clinton.

My name is Jason Morgan, CEO of Original Chop Shop. We purchased the brand name in 2016three unitsand I have actually grown it to 26. After a quick stint of trying to be an accountant for about a year and a half, I transitioned into gambling establishment home and worked in business finance.

I was the first staff member there after private equity bought the company. Assisted grow that from 20 to 150 areas, took it public in 2014, and after that left about a year and a half after going public to do this at Chop Shop. My hope is that we can replicate the success we had at Zos, and we're off to an actually excellent start.

We're at the counter, we bring the food to the table. It is mostly protein bowlsabout 40 percent of the mix. We likewise do salads, sandwiches. The secret to the program is we have a beverage part also with fresh-squeezed juices and protein shakes. We do all stables, we do breakfast all the time.

Freddy's Frozen Custard & Steakburgers

A little more complex than a few of the walk-the-line ideas that are out there, but we believe we have actually got something quite unique. We're going to include another shop this year and at least four shops next year. So we will be 31 or so shops by the end of next year.

Fast Casual Market Share Trends

Hey, everybody. It's fantastic to be with you once again. My name is Clinton Anderson. I'm the CEO here at Fourth. I have actually been in this function for about 6 years. 4th, as a number of you know, is a leading service provider of software options to the dining establishment and hospitality market. Our goal is to help our clients be successful in driving success and being efficientmanaging labor, managing inventory, and essentially providing them with tools they need to deliver their vision.

It's uncommon to have business that are beloved and growing quickly, that can duplicate that success every year. Jason, among the factors I was so excited to have you join our session is the success at Zos was incredible. I've only met a handful of brands where there was such a strong customer affinity for the brand.

And now you're doing the exact same thing at Chop Shop. When you talk to clients about Chop Store, they love the location. They discuss its distinction. And to be able to take what is a relatively complex concept in regards to providing an excellent experience for the customer, and be able to grow that from a few stores to now north of 30 stores next yearit's fantastic.

We're going to discuss how to scale a restaurant company. Every restaurateur I ever speak to has dreams of taking one store, two shops, five stores, and turning it into something much biggerexpanding throughout the city, across the state, into multiple states, and ultimately national, even worldwide reach. But it's hard, specifically in today's environment.

It's not an easy time to drive success and development at the same time. How do you scale it and make it effective? Second, beyond technology, how do you scale terrific groups?

Why Is Scaling a Best Move?

The first question I have for you, Jasonlook, you have actually done this twice now in the dining establishment industry. What are some of the lessons you've learned? What has your experience remained in regards to what it requires to actually drive success in broadening dining establishments? Inform me a little about your path, what you experienced along the method, and maybe some of the harder lessons you discovered.

We talked a bit before we began about LinkedIn, and I have actually got a post teed as much as follow this next week about what the playbook is likepoint by pointfor growing a company. To me, among the crucial things, and I feel really fortunate, is that both brands I have actually been involved with are special.

And there's absolutely nothing exactly like Chop Store in regards to what we're doing with a large, varied menu. Most brand names today are extremely singularly focused in regards to what they're offering from a foodstuff. I feel like we began at a benefit with both brand names by having something special that filled a niche nobody else was doing.

A lot of it starts with the brand name. Does your brand have something special that no one else is doing?

Why Is Scaling the Wise Investment?

The 2nd thingI came from a finance background, so a lot of my learnings are more financing and data-driven versus a great deal of early startup restaurateurs who are imaginative types. They enjoy the food, they built the menu, they built the brand name. I most likely could not do that from scratch. But if you offered me something that has all those elements in place, I can take it from there and put the playbook in place.

They don't understand their breakeven sales. They don't comprehend how margin enhances as sales increase. They don't understand cash-on-cash returns. I've seen many business where the numbers just do not work. And yet people state: let's open 10 more. And I'll state: why? It does not generate income. Stop. You require to find a principle that is unique.

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If you don't have those 2 things, you shouldn't be constructing stores. Since as I hear your description, you have actually highlighted three things: execution, brand differentiation, and financial viability.

Leading Franchise Prospects to Watch

Second, you require a compelling brand or distinct principle that resonates with consumers. And another crucial lesson is about entering brand-new markets.

When we expanded to Dallas, I anticipated new shops to do 5070% of Phoenix sales in the very first year. Too lots of operators presume new markets will open at full volume day one.