How to Expand Your Dining Concept

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

Thanks Christina. My name is Jason Morgan, CEO of Original Chop Store. I've been doing this for about nine years now. We purchased the brand name in 2016three unitsand I've grown it to 26. Prior to this, I have actually spent most of my career in hospitality in some shape or form. After a short stint of trying to be an accountant for about a year and a half, I transitioned into casino residential or commercial property and operated in business financing.

I was the very first employee there after personal equity purchased business. Helped grow that from 20 to 150 areas, took it public in 2014, and then 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 a truly excellent start.

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

Freddy's Frozen Custard & Steakburgers

A little more complex than some of the walk-the-line concepts that are out there, however we think we've got something pretty unique. We're going to include another store this year and at least 4 shops next year. So we will be 31 or so shops by the end of next year.

Quick Service Industry Growth

Hey, everybody. It's fantastic to be with you again. My name is Clinton Anderson. I'm the CEO here at Fourth. I have actually remained in this function for about six years. 4th, as numerous of you understand, is a leading provider of software solutions to the dining establishment and hospitality industry. Our goal is to assist our customers be effective in driving profitability and being efficientmanaging labor, handling inventory, and basically supplying them with tools they need to provide their vision.

It's uncommon to have business that are beloved and growing quickly, that can repeat that success every year. Jason, one of the reasons I was so fired up to have you join our session is the success at Zos was remarkable. I've just fulfilled a handful of brands where there was such a strong customer affinity for the brand name.

And now you're doing the exact same thing at Chop Store. When you speak to customers about Chop Shop, they love the location. They discuss its differentiation. And to be able to take what is a reasonably complicated concept in terms of delivering a great experience for the client, and be able to grow that from a couple of shops to now north of 30 stores next yearit's amazing.

We're going to discuss how to scale a restaurant company. Every restaurateur I ever talk with has dreams of taking one shop, 2 shops, five stores, and turning it into something much biggerexpanding across the city, across the state, into several states, and ultimately national, even international reach. It's not easy, especially in today's environment.

It's not a simple time to drive profitability and growth at the very same time. How do you scale it and make it effective? Second, beyond innovation, how do you scale fantastic teams?

Essential Strategies to Growing Restaurant Footprints

The first concern I have for you, Jasonlook, you've done this two times now in the restaurant market. What has your experience been in terms of what it takes to truly drive success in expanding dining establishments?

We talked a little bit before we started about LinkedIn, and I have actually got a post teed approximately follow this next week about what the playbook is likepoint by pointfor growing a business. To me, one of the crucial things, and I feel extremely fortunate, is that both brand names I've been included with are unique.

And there's nothing precisely like Chop Store in terms of what we're finishing with a big, varied menu. Most brands today are very singularly focused in regards to what they're offering from a food product. I feel like we began at a benefit with both brand names by having something distinct that filled a niche nobody else was doing.

Because it's just more difficult to stand apart when there are 10, 20, 50 ideas within a two- or three-mile radius attempting to do the precise very same thing. A lot of it begins with the brand. Does your brand have something special that no one else is doing? That's unusual.

Why Is Scaling a Wise Move?

The 2nd thingI came from a financing background, so a lot of my knowings are more finance and data-driven versus a lot of early startup restaurateurs who are creative types. They love the food, they developed the menu, they developed the brand name.

They do not understand their breakeven sales. They don't understand how margin enhances as sales increase. They don't understand cash-on-cash returns. I've seen numerous business where the numbers simply don't work. And yet people say: let's open 10 more. And I'll say: why? It does not generate income. Stop. You need to find an idea that is special.

Freddy's Frozen Custard & Steakburgers

If you don't have those two things, you shouldn't be developing shops. Since as I hear your description, you have actually highlighted 3 things: execution, brand distinction, and financial viability.

Top Benefits of Restaurant Franchising in 2026

Second, you require a compelling brand name or distinct concept that resonates with customers. And another essential lesson is about getting in new markets.

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