QSR June 2023

fresh ideas

| GROWTH AND DEVELOPMENT |

“We’re seeing a lot of success with that model,” she says. “It’s all about provid ing ease of access for our guests. We’re spending a lot of time making sure that our models are really optimizing the off-premises business and optimizing digital sales.” Consumer demand for convenience also is shaping prototype innovation at Tropical Smoothie Cafe. The company last year opened its first double drive thru location. Like Smoothie King’s latest model, the design includes a designated lane for delivery and digital orders, which now account for more than a third of the brand’s total sales. Digital is a top priority for Tropical Smoothie Cafe, which has more than 1,200 locations across 44 states. It recently invested in upgraded app technology, enhanced mobile ordering capabilities, and a new loyalty program to elevate its digital experience. Chief marketing officer Deborah von Kutzleben says the company is working with franchisees to develop more double drive-thrus, and it’s exploring additional prototypes that will cater to the growing strength across digital channels. “How can we get people their smooth

Main Squeeze Juice Co. also is aiming to bolster its breakfast business. Around 70 percent of the brand’s revenue comes from juices and smoothies, and much of that business is lunch driven. “Our challenge is being able to educate that we have something other than juices and smoothies,” says chief operating offi cer Julie Canseco. “That means maximizing our lunch by sampling things out, so peo ple are primed to come back for breakfast later. We’re really focused on that 7 a . m . to 9 a . m . window—think overnight chia seed pudding and different types of breakfast wraps. We’re also looking at making bars out of our juice pulp to really make a more robust breakfast daypart program.” Main Squeeze is a newer player in the smoothie space. It opened its first store in New Orleans in 2017. Since then, it has expanded to 28 units throughout the South, with around 60 locations currently in development. The company’s foot print almost doubled this spring when it acquired Tennessee-based I Love Juice Bar, a 23-unit concept offering a similar selection of juices, bowls, and smoothies. Canseco says the current environ ment, marked by inflation and economic uncertainty, makes growing through acqui sitions a better option. The company is continuing to explore opportunities to purchase similar concepts and expand into markets where it can convert exist

ies as quickly and as seamlessly as possible? That’s always at the forefront of our minds,” she says. “At first blush, customers might not think a smoothie would be a great experience from a delivery perspective, but we really stand by how it holds up to time.” Tropical Smoothie Cafe opened 158 stores last year, the highest number of new cafe openings for the brand in a single year. It also achieved its 11th consecutive year of same-store sales growth. While much of that growth can be attributed to the namesake bever age’s health halo, the company has made a point to balance health with indulgence. From functional smoothies to dessert-inspired blends that satisfy sweet cravings, a steady stream of LTOs has helped the brand stay relevant with a broad base of customers. Despite its name, von Kutzleben says the company doesn’t see itself competing squarely in the smoothie space. It also offers a robust food menu centered around flatbreads, wraps, sand wiches, and salads. “We know our guests are cross-shopping a lot of more main stream [quick-service] and fast-casual brands, so we sort of sit in between all of them,” she says. An all-day breakfast menu is a key differentiator. Earlier this year the company bolstered its breakfast menu with new morning centric flatbreads and smoothies, which helped drive an increase in traffic for the daypart.

SMOOTHIE KING, TROPICAL SMOOTHIE CAFE, AND MAIN SQUEEZE JUICE CO. ARE ALL EXPERIENCING FRANCHISE SUCCESS.

ing stores into Main Squeeze locations. “Mom and pop juice bars have really struggled lately because the costs have been so out of whack. They don’t have buying power and they don’t have any leverage. It’s just a lot harder to make a fresh product,” she says. “Second-generation sites are everywhere, and they’re already built for this.” The deal with I Love Juice Bar was struck with Conscious Growth Capital, an investment firm that first partnered with Main Squeeze last summer to fast-track franchise sales and real estate develop ment to scale nationally. Following the investment, Main Squeeze inked a 30-unit development deal with an operator in Arizona and opened new locations in Texas and Missouri. Canseco says faster and more accurate service will help improve unit-level performance and position the brand for long term success. “The problem is that when you’re making products as fresh as we are, that could mean three to five minutes for a ticket,” she says. “But we know the faster we can make our times, the more frequently people will visit us.”

Sam Danley is the associate editor of QSR . He can be reached at sdanley@wthwmedia.com .

SMOOTHIE KING, TROPICAL SMOOTHIE CAFE, MAIN SQUEEZE JUICE CO.

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JUNE 2023 | QSR | www.qsrmagazine.com