INDUSTRY SPOTLIGHT

How KFC’s Sister Chain Gives In-N-Out Some Serious Burger Competition

California has a long burger history as the state that birthed McDonald’s, Jack in the Box, Carl’s Jr., and the iconic In-N-Out. Another member of that list that keeps growing in popularity is the Habit Burger & Grill. It began in 1969 as a small stand in Goleta, just outside Santa Barbara, but to the dismay of some fans, it became a part of Yum! Brands in 2020, which also owns fried-chicken legend KFC as well as Taco Bell. While Habit Burger & Grill — colloquially known as “the Habit” — was for years considered an alternative to In-N-Out when its drive-thru line was too long, it’s become a true rival. Both chains represent California culture and take pride in food quality, but each company takes a different approach to burgers, and there’s some disagreement about which is best.

Back in 2014, Consumer Reports named Habit Burger & Grill “America’s best burger chain,” and in 2025, Yelp ruled In-N-Out’s Double-Double “America’s best fast-food burger.” But it’s USA Today that’s been fueling this latest burger battle with its “10Best” burger list, which this year awarded the Habit’s Double Charburger the top spot for the third straight year (via USA Today). Meanwhile, In-N-Out’s signature burger has fluctuated during that period, going from No. 2 in 2024 to No. 4 in 2025, and bouncing back to No. 2 this year (via USA Today). The Habit’s marketing team was quick to revel in the results of this list, leasing a billboard in 2024 across from a popular In-N-Out location in Los Angeles that simply read, “Congrats on #2, In-N-Out” (via the Los Angeles Times). One year later, Habit updated the billboard with a red “X” over the “#2” and a spray-painted “#4” above it.

What sets the two fast food chains’ burgers apart

When you set one burger against another, the logical place to start is with the burger patty. In-N-Out’s patties are cooked on large flat-top griddles for even cooking with seared outsides. Contrast this method with the Habit, which grills its patties directly over fire to get a smoky taste and backyard-cooked feel. And even though much of the Habit’s signature flavor comes from the chargrilled patties, the differences don’t stop there, as the expansive menu and ingredient options at the Habit are in direct opposition to the simplicity of the In-N-Out menu.

At In-N-Out, you can get burgers, fries, drinks, and shakes. The chain’s not-so-secret menu shows just how much you can do with that small offering, but it remains a minimal lineup. When USA Today awarded Habit “best fast casual restaurant” in 2025, it did so because of the variety of options, even calling out the company’s tempura green beans as the “best fast-food side dish” (via the Los Angeles Times). Sure, you can get onions six different ways at In-N-Out but you don’t have the option to add bacon or avocado to your Double-Double, ingredients that scream “California burger taste.”

For years, many burger joints have tried to compete with the dogmatic following of In-N-Out and fallen short. However, this Santa Barbara spot combined flame-grilled patties with a variety of fresh ingredients, and quietly grew its following over decades. Now, the Habit is no longer in the shadow of its sister chains, boasting close to 400 locations in 15 states plus international locations.

Source: https://www.chowhound.com/2310648/habit-burger-in-n-out-competition-kfc-sister-chain/

 

How BJ’s Restaurants built a stronger foundation for its next phase of growth

The casual-dining chain spent the past two years working on profitability, traffic, and store-level operations. Now BJ’s can focus on future expansion.

BJ’s Restaurants just spent the past two years focusing on the basics and building a strong foundation for future growth. Along the way, the casual-dining chain built up momentum and is now celebrating its ninth straight quarter of same-store sales and traffic growth, up 8.1% and 8.3%, respectively, for the third quarter ended Sept. 29.

Two years ago, the Huntington Beach, California-based company outlined a four-pillar strategy with the goal of increasing sales, improving unit-level economics and laying the groundwork for future expansion. During that time frame, BJ’s CEO Lyle Tick said the company grew average unit volumes by 10%, to $500,000, and increased average store-level profits by 24%, to $1.1 million.

“Over the past two years, we have clarified our positioning, organized behind our four strategic pillars, and refined our growth drivers, all focused on building a stronger BJ’s and delivering sustainable and profitable growth,” Tick said during the third quarter earnings call.

BJ’s is moving from a defensive approach to a more proactive investment strategy across its existing fleet of 219 restaurants. That includes addressing facility and equipment needs to ensure locations are equipped to support the company’s next phase of growth. The company is also switching from a responsive equipment maintenance program to a preventative one to head off issues before they begin.

“We’ve made material progress on our deferred facilities work with a focus on sharpening our replace versus repair strategy to ensure we are solving and not band-aiding problems,” Tick said.

After getting the basics down, BJ’s executives said the company is ready for its next chapter. The company is continuing to steadily build its store development pipeline, with “a handful” of restaurants planned in 2027.

BJ’s is also working on its second new store prototype in two years, with stores that have a more contemporary look, updated brand elements, and flexibility for smaller sizes or restaurant conversions instead of just always building from scratch. The last two units opening in 2026 — one in Joilet, Illinois, and one in Buckeye, Arizona — will showcase these changes.

“We continue to build our pipeline and expect to open a handful of additional units in 2027 as we continue to refine the prototype and apply a right-size, right place, right cost approach to our next chapter of unit growth,” Tick said.

Contact Joanna at joanna.fantozzi@informa.com

Source https://www.restaurantbusinessonline.com/operations/how-bjs-restaurants-built-stronger-foundation-its-next-phase-growth

 

TGI Fridays, Black Rock Coffee, and California Pizza Kitchen

TGI Fridays is ramping up U.S. development. The casual-dining company just announced a new development agreement with LVP Food Service Concepts LLC to open five new restaurants in the Las Vegas market over the next three years. This follows the September agreement with franchisee Bliss Bites to open TGI Fridays restaurants across New York state. LVP Food Service Concepts will be the master franchisee of the Vegas market, and the company plans to open TGI Fridays locations both in traditional and nontraditional locations, like in hotels and casinos on the Las Vegas strip.

Later opening hours are working for Black Rock Coffee Bar. The chain said this week that same-store sales grew 5.8% last quarter, with transactions up 2.4%. Revenue increased nearly 30% and the chain’s net income more than doubled to $2.7 million. Black Rock credited in part the decision to keep about 70% of shops open longer, to 8 or 9 p.m. The chain served more food, like cake pops and the recently added grilled cheese sandwiches, and attracted more younger consumers.

California Pizza Kitchen is bringing vending machines to military bases. The company said it plans to install hundreds of its automated pizza kiosks on bases across the U.S., and is partnering with a contractor, Ranger Group, to install and operate the machines. It builds upon CPK’s plans to open up to 1,000 kiosks around the country in places like airports and hospitals as it looks to expand beyond brick-and-mortar stores.

Source https://www.nrn.com/casual-dining/tgi-fridays-black-rock-coffee-and-california-pizza-kitchen

 

El Pollo Loco Eyes Biggest Expansion Push in Years

The company foresees up to 50 openings over 2026 and 2027.

El Pollo Loco is preparing to accelerate restaurant development in 2027, with plans to open as many as 30 locations as improving sales performance attracts franchisees and creates opportunities to take the fire-grilled chicken brand into new markets.

The company expects to open 25 to 30 restaurants next year, compared with a projected 18 to 20 in 2026. Roughly two-thirds of the new locations will be outside California. The expansion includes an anticipated debut in New York City, where the chain has secured agreements for 15 restaurants over the next five years.

The development outlook follows another quarter of positive traffic and same-store sales growth. Systemwide same-store sales increased 5 percent in the third quarter, marking the fourth consecutive quarter of positive comparable sales. Traffic rose 0.7 percent, and restaurant contribution margin reached 18.4 percent, within the company’s long-term target of 18 to 20 percent.

“Our positive traffic for the quarter is another proof point that more guests are choosing El Pollo Loco and that our quality chicken at an affordable price is resonating with existing and new guests,” CEO Liz Williams told investors.

Source https://www.qsrmagazine.com/story/el-pollo-loco-eyes-biggest-expansion-push-in-years/

 

Yum China Surpasses 20,000 Locations

Yum China Holdings, Inc. today announced that it has hit the 20,000-store milestone, spanning over 2,800 cities and towns across China, as it celebrates the 10th anniversary of its listing on the New York Stock Exchange.

Yum China celebrates the 10th anniversary of its listing on the New York Stock Exchange

The Company celebrated this milestone with over 10,000 restaurant general managers (RGMs) at its annual RGM convention. This year’s event was held in Chengdu, a vibrant city renowned for its rich culinary culture. The occasion was marked by the simultaneous opening of six new stores – one for each brand it operates in Mainland China: KFC, Pizza Hut, Lavazza, Taco Bell, Little Sheep and Huang Ji Huang.

Joey Wat, CEO of Yum China, commented, “Reaching 20,000 stores is a milestone made possible by the hard work of Yum China employees and the trust of our customers. 2026 marks the second year of executing our RGM 3.0 strategy, which focuses on resilience, growth and moat. In a dynamic operating environment, we remain laser-focused on execution — solving problems, turning strategy into action, and delivering sustainable profitable growth.”

Targeting 30,000 Stores by 2030

From the first KFC store in China, opened in 1987, it took the Company 33 years to reach its first 10,000 stores and just six years to add the next 10,000. As shared at its 2025 investor day, Yum China is targeting 30,000 stores by 2030, meaning it expects to add the next 10,000 stores within four years. This accelerated expansion underscores Yum China’s strong execution capabilities and significant runway for growth in China. The Company plans to continue expanding through its equity-and-franchise hybrid model, supported by diverse store formats and offerings tailored to different city tiers and consumer occasions.

Alongside its rapid store expansion, KFC and Pizza Hut developed side-by-side modules including KCOFFEE café, KPRO and Pizza Hut Burger Bar, capturing new consumer occasions and generating incremental sales and profits. Through solid execution and a strong commitment to shareholder value, Yum China delivered double-digit diluted EPS growth year-over-year in the first nine months of this year and in each of the past three years, and continues to target a double-digit diluted EPS CAGR from 2026 to 2028, as outlined at its 2025 investor day.

Agentic AI to Support Growth at Scale

Yum China’s RGM 3.0 strategy has a dual focus of innovation and operational efficiency to drive growth. Since 2023, the Company has been exploring and deploying agentic AI to enhance operational efficiency across the organization. In 2025, Yum China began piloting “Q-Smart,” an AI-enabled assistant that supports restaurant managers with data-intensive tasks such as labor scheduling and inventory management.

Its latest “AI Store Assistant” builds on Q-Smart and adds a range of new capabilities. By further integrating AI and advanced technologies with restaurant operating data and connected kitchen equipment, the upgraded agent provides real-time recommendations on operating decisions. For example, it can identify changes in restaurant traffic and suggest adjustments to production and staffing, helping restaurants respond more nimbly while reducing food waste.

Supporting and Caring for Frontline Teams

Yum China upholds the “RGM No.1” principle, prioritizing the needs of its RGMs and frontline employees. In addition to the AI Store Assistant, Yum China launched its RGM One-Stop Service Center this year. It features a single interface where a dedicated case manager, aided by AI, supports RGM requests across IT, human resources, supply chain, finance, and other functions. Over time, the system is expected to provide insights into restaurant needs to improve processes and support decision-making.

Beyond equipping its workforce with the tools and resources needed at work, Yum China is also further enhancing its care for frontline teams through more targeted medical support. This includes access to services such as medical appointment registration, assistance with hospitalization and surgery scheduling, and complimentary caregiver support for eligible employees and their family members during critical moments. The initiative is designed to help ease the burden of coordinating medical resources when support is needed the most.

Looking ahead, Yum China will continue to champion its “People First” philosophy, which has been the cornerstone of its growth for nearly 40 years, by offering employees a platform to help realize their full potential and ensuring that every contribution is recognized and valued.

Source https://www.qsrmagazine.com/uncategorized/yum-china-surpasses-20000-locations/

 

Krispy Kreme’s Leaner Business Delivers Results

The doughnut chain is seeing improved profitability, renewed fresh delivery growth, and stronger franchise expansion as its restructuring efforts begin to pay off.

Krispy Kreme is discovering that selling more doughnuts doesn’t necessarily require putting them in more places. Sometimes, the better opportunity comes from making sure customers can find them in the right places.

A little more than a year after launching a sweeping restructuring effort, the company is seeing favorable results from its focus on profitable distribution, operational efficiency, and franchise-led expansion. U.S. fresh delivery returned to growth in the third quarter, margins improved, and the company raised its full-year revenue outlook.

The progress comes after Krispy Kreme spent much of the past year reworking its business model, including exiting approximately 1,500 underperforming fresh delivery locations, refranchising operations in Japan and the Western U.S., and reducing capital expenditures.

CEO Josh Charlesworth says the company is now better positioned to expand without taking on the same level of financial obligations that accompanied its previous growth plans.

“Unlocking that demand continues to be our priority as we pursue profitable U.S. expansion and capital-light international franchise growth,” Charlesworth said during the company’s third-quarter earnings call.

Global systemwide sales increased 1 percent during the quarter, and Krispy Kreme continues to expect growth of 2 to 4 percent for the full year, bringing systemwide sales above $2 billion.

Net revenue declined 12 percent to $328.8 million, primarily because of the refranchising transactions in Japan and the Western U.S. Organic revenue, which excludes the effects of refranchising and foreign exchange, was essentially flat.

Adjusted EBITDA fell 13.1 percent to $35.3 million, largely because the company recorded a $9.3 million cybersecurity insurance recovery in the prior-year period. Excluding that one-time benefit, adjusted EBITDA increased 13 percent, and adjusted EBITDA margin expanded 240 basis points to 10.7 percent.

The improvement was pronounced in the U.S., where organic revenue increased 0.9 percent, supported by fresh delivery and digital sales. Adjusted EBITDA in the segment reached $13.9 million, representing an 18 percent increase when excluding the prior-year insurance recovery. On the same basis, adjusted EBITDA margin improved 320 basis points.

Much of that progress stems from changes to Krispy Kreme’s production and distribution network.

The company has improved production planning, adjusted labor deployment, streamlined hub operations, and made delivery routes more efficient. Those efforts have increased sales per production hub by more than 10 percent year-over-year, allowing Krispy Kreme to make better use of its existing infrastructure.

The adjustments are important to the company’s fresh delivery business, which supplies doughnuts to grocery stores, mass retailers, convenience stores, and club stores.

Last year, Krispy Kreme determined that parts of its distribution network were not producing sufficient returns. The company responded by eliminating approximately 1,500 underperforming doors and shifting its attention toward higher-volume retail partners.

Krispy Kreme added 715 net new fresh delivery doors year-over-year, bringing its U.S. network to approximately 7,700 locations, including franchise operations. The newer doors have higher average weekly sales than the locations the company previously exited.

Fresh delivery returned to growth during the third quarter.

The company sees additional opportunities with Walmart and Target, where it currently distributes doughnuts in fewer than half of each retailer’s U.S. stores.

Charlesworth says the company’s relationships with large retailers have demonstrated the importance of customer traffic and prominent product placement.

“We’ve been adding distribution with them because they have higher traffic and because the partners really understand the importance of merchandising and prominence in store,” he said. “So we’re pleased with the momentum we’re seeing with them. And we still see plenty of opportunity.”

In grocery stores, front-of-store placement has proved valuable, and Publix has contributed to the company’s recent distribution growth. Krispy Kreme has also improved product visibility at Sam’s Club and is evaluating additional opportunities with Costco after completing its latest U.S. product rotation in August, including seasonal assortments and road shows.

Convenience stores present a more challenging environment. Charlesworth said reduced traffic, potentially influenced by higher fuel prices, has affected the channel, prompting Krispy Kreme to review its footprint and prioritize locations capable of supporting sustainable sales.

The company is also adapting its menu to appeal to customers seeking smaller portions and more variety. Its growing Minis category includes Doughnut Minis, Dots, and Mini Crullers, with the latter performing particularly well in fresh delivery.

The development is especially relevant as restaurants evaluate the potential effects of GLP-1 weight-loss medications on consumer eating habits.

Krispy Kreme’s research suggests that customers using GLP-1 medications are just as likely as nonusers to purchase sweet treats for holidays and special occasions. The company also found that GLP-1 users demonstrate higher purchase consideration for Krispy Kreme, despite generally having smaller appetites.

Charlesworth attributes that behavior to the brand’s position as an occasional indulgence. Consumers typically purchase Krispy Kreme doughnuts two to three times annually, often for celebrations or other special occasions. The company estimates that approximately 80 percent of its doughnuts are shared and 40 percent are purchased as gifts.

“We believe our focus on quality, occasional indulgence, and sharing positions us well as consumer habits evolve,” Charlesworth said.

Limited-time offerings and seasonal promotions are also contributing to demand. Krispy Kreme’s recent Pokémon collection performed well during the third quarter, and the company reported a successful Halloween period.

Value is another important consideration as consumers navigate economic uncertainty. Charlesworth said Krispy Kreme has seen strength in its dozen-doughnut business, particularly promotions that offer a discount on a second dozen.

Digital sales are contributing to U.S. growth, supported by improvements to the company’s ordering platforms, additional payment options, and an expanding loyalty program that now has more than 18 million U.S. members.

Despite opportunities in specialty coffee and beverages, Krispy Kreme continues to prioritize its signature product.

“Our focus is naturally on the fresh doughnuts. That’s what we absolutely excel in, welcoming consumers to our doughnut shops, bringing the doughnuts, the fresh doughnuts, to more convenient locations like our fresh delivery partners and also online in the digital channel, making it more convenient to pick up,” Charlesworth said.

Krispy Kreme is also shifting more restaurant development to franchisees.

Earlier this year, the company completed refranchising transactions in Japan and the Western U.S., helping reduce debt and move toward a less capital-intensive operating model. Franchisees now account for approximately 42 percent of global systemwide sales, up from approximately 25 percent in 2025.

The company recently announced an agreement with an existing franchisee to open 33 doughnut shops across the New York City metropolitan area over the next five years. Charlesworth noted that Krispy Kreme already works with more than 20 franchisees across the U.S., including WKS Restaurant Group, which is pursuing additional development in Western states.

International expansion is moving forward as well.

Krispy Kreme announced a development agreement with Gray Mackenzie Restaurants to open 120 doughnut shops in Pakistan over the next five years. The agreement marks the company’s fourth new international franchise market announced in 2026, following Estonia, Mauritius, and the Netherlands.

Existing international markets are contributing to expansion, too. Krispy Kreme reported 98 new shop openings through the third quarter, nearly all franchised, with India, South Korea, and the Middle East accounting for much of the activity. The company is also seeing continued development interest in Brazil, Spain, and Japan.

Charlesworth says Krispy Kreme’s established international infrastructure, including support teams in Dubai and North Carolina, helps franchise partners launch operations in new countries. The company continues to manufacture and service its doughnut production equipment in North Carolina.

“We have a very well thought through network across the world and supply chain that helps people open up new markets,” Charlesworth said.

Krispy Kreme is also experimenting with smaller restaurant formats to improve development economics.

A longtime franchisee is preparing to open a new Hot Light Express prototype in Las Vegas. The smaller-format shop will offer fresh, hot Original Glazed doughnuts, giving the company another potential avenue for expansion through its existing hub-and-spoke production network. The concept is in the early testing stage, but Krispy Kreme has already received interest from franchise partners.

Financial flexibility continues to be a priority.

Krispy Kreme increased and narrowed its full-year revenue guidance to $1.35 billion to $1.4 billion, compared with its previous outlook of $1.25 billion to $1.35 billion. The company maintained its adjusted EBITDA forecast of $140 million to $150 million and lowered its expected capital expenditures to $40 million to $45 million, down from $50 million to $60 million.

The company’s focus now turns to the fourth quarter, traditionally its busiest period, when holiday celebrations and seasonal purchasing occasions drive demand.

Charlesworth says Krispy Kreme is positioning itself to capture those opportunities through a more efficient production network, improved retail distribution, and continued menu innovation.

“The fourth quarter, it’s our peak season,” Charlesworth said. “We’re very focused on meeting that demand for the different celebrations and seasonal moments that people are looking for our doughnuts for.”

Source https://www.qsrmagazine.com/story/krispy-kremes-leaner-business-delivers-results/

 

5 Lessons from John Peyton on Dine’s Dual-Brand Bet

Pairing Applebee’s and IHOP is about more than pancakes and burgers. CEO John Peyton shares what the experiment reveals about growth, operations, and giving an unconventional idea room to develop.

Nobody asked Dine Brands to put Applebee’s and IHOP under one roof.

But according to CEO John Peyton, guests are finding plenty to like once they walk through the door: Two-thirds of checks at the company’s dual-brand restaurants include items from both menus.

For Peyton, that illustrates an important distinction between responding to demand and creating something customers couldn’t quite picture beforehand.

On FSR’s Restaurant Innovator podcast, he discusses how the format grew from international experimentation into a U.S. development opportunity. With 60 locations open and more on the way, the effort offers lessons that extend beyond pairing two familiar names.

1. Look for complementary demand, not just compatible brands
The logic behind combining Applebee’s and IHOP starts with when people visit.

IHOP brings breakfast strength. Applebee’s brings an established afternoon and evening business. Together, they create an opportunity to generate more sales from an existing building throughout the day.

For IHOP operators, that means addressing a historically challenging dinner business. For Applebee’s franchisees, it means adding a breakfast occasion they weren’t serving.

That distinction matters as operators contend with higher costs. Peyton sees adding an entire daypart as a different growth proposition from competing for another incremental visit.

Most locations have been conversions, allowing franchisees to spread fixed costs across more sales. “That incremental revenue flows at a higher margin than the original restaurant because the fixed costs remain the same,” he says.

2. Give customers something concrete to react to
Peyton argues that a focus group would have struggled to evaluate a shared Applebee’s–IHOP experience without seeing it.

Dine Brands wasn’t starting without evidence. International operators had already opened dual-brand restaurants, and Peyton visited locations before pursuing the opportunity domestically. But translating that evidence into a U.S. concept required franchisees willing to open restaurants before every detail was settled.

Those early operators understood they would help refine the format as they learned what worked.

“We had conversations with the first franchisees that the concept you open is not going to necessarily be the concept in two years, and together we’re going to refine it and tweak it,” Peyton says. “And so we went big and we went all in.”

Research followed the experience rather than substituting for it. With restaurants operating, Dine could ask guests what they liked, what needed improvement, and how their impressions changed after visiting. One early finding: Guests largely don’t care which brand’s side they sit on, provided they can order from both menus.

“One of the definitions of innovation is giving the consumer something they didn’t know they wanted,” Peyton says.

3. Combine the experience without doubling the complexity
Putting two brands together could easily mean giving the kitchen twice as much to manage.

Dine Brands deliberately avoided that approach. While overseas locations had essentially combined both menus, the U.S. team streamlined the offering to keep the total item count in line with an individual brand’s menu.

Overlapping products underwent a comparison process. The resulting burger, for example, uses an Applebee’s burger and an IHOP bun.

Still, menu editing doesn’t eliminate the learning curve. For Applebee’s teams, IHOP’s weekend breakfast rush takes some getting used to.

“There’s nothing that you can really say to prepare them for what happens on Saturday and Sunday morning at an IHOP,” Peyton says. ”No one orders their pancakes and eggs the same way.”

IHOP franchisees, meanwhile, often need support learning how to operate a bar, which he calls “the heartbeat and the cultural hub of the restaurant,” with bartenders helping build regulars and support servers.

The combined menu also leaves room for mashup items available only at dual-brand locations. Peyton’s favorite is the buffalo chicken omelet, which pairs Applebee’s boneless wings with an IHOP omelet.

4. Make innovation somebody’s full-time job
Peyton didn’t assign the dual-brand rollout to employees already juggling their regular responsibilities. Instead, Dine pulled roughly a dozen people into a dedicated team and gave them room to move without getting slowed by the broader organization.

“It was no one’s part-time job,” Peyton says. “It was a dedicated team to just work on that, and they had permission to break things.”

He also didn’t want to spend years studying the idea or open just one or two restaurants and wait a year to assess the results. Dine moved ahead with franchisees willing to take the risk.

“We found some great franchisees who are development-oriented risk-takers, and we signed up the first 10 or 12, and we opened them,” Peyton says. “And if we hadn’t done that, we wouldn’t be having this conversation today.”

5. Don’t let the new format eclipse the original brands
Peyton is clear that Dine hasn’t created a third restaurant brand.

“We have our red brand, we have our blue brand,” he says. “We haven’t created a purple brand.”

The format depends on Applebee’s and IHOP remaining compelling individually. Their menus, marketing, and identities still have to give guests reasons to visit. Even with an opportunity for roughly 900 dual-brand restaurants over the next decade, Peyton expects standalone locations to far outnumber them.

That distinction carries through to sales reporting. Guests receive one check, but Dine assigns revenue to Applebee’s and IHOP separately so it can report each brand’s comparable sales. Even for mashup items drawing from both menus, “everyone gets their fair share,” Peyton says.

“We’ve created an experience where guests can enjoy Applebee’s and IHOP in the same location at the same time, and the dual brands will only be as strong as Applebee’s and IHOP are as individual brands,” he says.

Source https://www.fsrmagazine.com/feature/5-lessons-from-john-peyton-on-dine-brands-dual-brand-bet/

 

Wendy’s rejects $7.35 per share takeover proposal

The independent committee concluded that the offer price substantially undervalued the company.

The Wendy’s Company has turned down an unsolicited, non-binding cash takeover bid of $7.35 per share from an investor consortium, which it received last week.

The takeover proposal sought to acquire all outstanding common stock across the business.

The bidding group included Wendy’s shareholder Trian Fund Management (Trian Partners), Flynn Group, BlueFive Capital, and Sixth Street Partners.

Following an assessment, an independent committee formed by the restaurant operator’s board of directors concluded that the offer price “substantially undervalues the company”.

The committee further established that proceeding with the transaction would run counter to the best interests of Wendy’s and its equity holders.

Wendy’s Board of Directors chairman Art Winkleblack said: “The independent committee thoroughly evaluated this proposal and unanimously concluded that it substantially undervalues Wendy’s standalone prospects and long-term earnings potential.”

The board also approved a shareholder Rights Plan to safeguard investor interests.

A statement from Wendy’s said: “The Rights Plan is intended to reduce the likelihood that any person or group gains actual or negative control of the company without paying all shareholders an appropriate premium for that control, and to ensure that all shareholders receive fair and equal treatment in the event of any proposed takeover of the company.”

It will also provide the board committee “sufficient time and opportunity” to make informed judgments, the statement added.

The Wendy’s Company also reported its third quarter 2026 results.

For the quarter ended 27 September, the group’s global systemwide sales fell 5.9%, due to lower same-restaurant sales in the US.

Wendy’s restaurant count in the country also dropped. Net income slumped 65.9% to $15.1m, down from $44.3m in Q3 2025.

Total quarterly revenues also eased from $549.5m to $547m year-on-year.

Source https://www.verdictfoodservice.com/news/wendys-rejects-takeover-proposal/?cf-view

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FOODSERVICE EQUIPMENT & SUPPLIES

Krowne Welcomes Western Strategic Account Manager

Toree Hendricks will work with strategic customers and industry partners in her new role.

Krowne has welcomed Toree Hendricks to the role of Western strategic account manager. She’ll work with strategic customers and industry partners, applying her hospitality and beverage expertise to help design efficient, profitable bar operations.

“Toree brings an incredible combination of hands-on hospitality experience and industry knowledge,” says Justin Minder(opens in new tab), director of strategic accounts at Krowne, in the release. “Her understanding of bar operations, equipment design and customer needs makes her an incredible resource for our Strategic Accounts division, and we could not be more excited about welcoming her to the Krowne team!”

Prior to joining Krowne, Hendricks spent more than a decade in the hospitality industry, where she worked as a bartender and bar operations manager, developing expertise in guest experience, beverage programs and bar design. She later transitioned to the foodservice equipment industry, spending more than eight years with a manufacturers’ rep group specializing in bar and beverage solutions. Throughout her career, she has provided equipment consulting, bar layout guidance and design training for consultants, dealers and end users.

Earlier this year, Krowne opened its smart factory in New Jersey(opens in new tab).

Source https://www.fermag.com/articles/krowne-welcomes-western-strategic-account-manager/

 

Middleby Launches Succession Plan

Multiline foodservice equipment manufacturer Middleby Corp. has triggered a succession plan that includes the promotion of Steve Spittle to company president from chief commercial officer. This sets the stage for Spittle to succeed Tim FitzGerald as Middleby’s chief executive officer, effective April 1, 2027.

FitzGerald will remain with Middleby until that date “to ensure an orderly transition,” per a company release. At that time, FitzGerald will step down from Middleby’s board of directors and Spittle will join the company’s board.

Middleby will end 2026 as a different company compared to when the year began and that extends beyond the new leadership team taking shape. During the first quarter Middleby sold a 51% stake in its Residential Kitchen business to 26North, and in July it completed the spin-off of its Food Processing business as Midera, an independent public company. In July interview with FE&S, Spittle discussed these moves and what being a “pure-play commercial foodservice company,” means for Middleby and its business partners.

“This year, Tim led the most significant transformation in the company’s history, creating independent, focused platforms designed to unlock value for our shareholders,” said Gordon O’Brien, Chairman of Middleby.

FitzGerald became Middleby CEO in February of 2019 following the retirement of Selim Bassoul. FitzGerald’s time with Middleby dates back to 1998, when he joined the company as its vice president and corporate controller. Prior to his promotion to CEO, FitzGerald served as its chief financial officer.

Spittle joined Middleby in 2010 and has held several leadership roles across the company. In 2021, Spittle was promoted to the newly created role of chief commercial officer, leading Middleby’s global commercial organization. Previously, as a group president, he managed customer relationships and was responsible for the daily operations of a variety of the company’s equipment lines, including Pitco and Blodget. Spittle also served as president of the North American Association of Food Equipment Manufacturers. He still serves as an ex-officio member of the association’s board of directors.

Brand Snapshot: Middleby Corp.

Headquarters: Elgin, Ill.
Company type: Foodservice equipment manufacturer

Source https://fesmag.com/topics/the-latest-news/23992-middleby-launches-succession-plan

 

How To Equip a Kitchen for Speed, Fresh Food Quality

Hawaiian Bros’ SVP of Operations Chris Habiger offers a look at how the 80-plus unit brand delivers freshly prepared food quickly.

Hawaiian Bros is growing. The island-inspired restaurant concept opened its first restaurant in Missouri in 2018 and has grown to 80-plus stores across 14 states. It has more than 350 additional restaurants under development agreements. It announced in October plans to bring 52 stores(opens in new tab) to Florida.

Hawaiian Bros’ menu is inspired by the traditional Hawaiian plate lunch and built around a limited number of freshly prepared products. It features chicken or pork, white rice and macaroni salad or vegetables. The brand calls out how it doesn’t use freezers, fryers or microwaves. To explain more about how it equips and designs its kitchens, SVP of Operations Chris Habiger offers the following details via an email interview:

FER: What are Hawaiian Bros core equipment pieces?
CH: Our kitchens are built around a focused set of equipment, with each piece serving a clear purpose:

Grills are central to preparing our signature chicken offerings.
Rice cookers produce the steamed white rice that serves as a foundation for our plate lunches.
Combi and convection ovens(opens in new tab) support our cooking processes and provide flexibility in food preparation.
Refrigeration and cold-holding equipment help maintain food safety and ingredient quality throughout preparation and service.

Hot-holding equipment maintains proper serving temperatures and supports speed of service.
Together, these pieces support a straightforward flow from preparation and cooking through holding, assembly and service.

What is an example of how the kitchen layout minimizes unnecessary movement for employees?
The plate assembly process is a good example. By positioning rice, proteins, sides and packaging close to the team members assembling orders, we can bring a meal together with minimal walking, reaching or backtracking. That also helps limit cross-traffic, so team members aren’t repeatedly crossing one another’s work areas during a rush.

We’ve also incorporated a dedicated service line for drive-thru orders into our kitchen design, helping organize the work around how guests receive their food.

A few steps saved on each order become meaningful when that process repeats hundreds of times a day. Those details support productivity and our target of 30 seconds at the drive-thru window, while making the kitchen easier for our teams to operate. A well-designed restaurant should make the right operational behaviors the easiest ones to execute.

Could you share a glimpse—equipment- or design-wise—into the future of Hawaiian Bros?
As we grow, we’re focused on making our restaurants easier to operate while preserving the food quality and hospitality that define Hawaiian Bros.

On the design side, that includes compact, flexible formats such as freestanding drive-thru restaurants, endcaps and inline locations. The options allow us to adapt to different sites and ordering preferences while maintaining a consistent operating model.

For equipment, we look beyond the purchase price to reliability, productivity, maintenance requirements and the effect on food quality. We’re interested in equipment and technology that improve cooking consistency, reduce repetitive tasks and help team members work more effectively.

Standardization remains important as we support both company-operated and franchised restaurants. Our goal is to make successful processes easier to repeat, support strong restaurant economics and consistently deliver the Hawaiian Bros experience as we enter more communities.

ABOUT THE AUTHOR
Allison Rezendes

Source https://www.fermag.com/articles/how-to-equip-a-kitchen-for-speed-fresh-food-quality/

 

Don Stevens Picks Up B&G Distributing

In the coming months, customers may notice benefits such as a broader inventory and expanded technical support, says a release.

Eagan, Minn.-based distributor Don Stevens has acquired B&G Distributing, out of Tennessee, expanding its geographic reach and more. The acquisition closed Oct. 31 and was formally announced on Nov. 5.

B&G will continue operating under the name B&G Distributing, a Don Stevens Company, and will maintain existing manufacturer lines and represented territories (MAFSI Regions 12 and 14).

“This partnership is about bringing two organizations together while respecting the relationships B&G has built with its customers and manufacturer partners,” says Matt Zechmann, president of Don Stevens. “We’re looking forward to working alongside the B&G team as we continue to grow and serve our markets.”

Source https://www.fermag.com/articles/don-stevens-picks-up-bg-distributing/

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TABLETOP & FRONT OF HOUSE

Top Restaurant Design Innovations

While designing an effective menu is crucial for attracting new and repeat customers, enhancing your restaurant’s design can also play a significant role in the success of your business. By staying current with restaurant design trends, you not only make your space more visually appealing but also have the opportunity to incorporate cutting-edge technology to streamline your operations. Design innovations are not limited to the front of the house; staying ahead of back-of-house design trends can also lead to significant upgrades in efficiency and functionality for your business. We’ve rounded up the key foodservice design trends so you can incorporate them in ways that work for your business model.

Candid Camera
Investing in AI-integrated surveillance cameras provides numerous benefits for restaurant owners and managers. They can help with the flow of service by providing real-time insights into customer traffic and behavior throughout your dining room layout. By monitoring camera feeds, you can identify areas of the dining room that may require additional servers or attention. This can help ensure customers receive prompt and efficient service. Facial recognition technology allows you to identify and track your loyal customers, so you can provide personalized service and rewards. This technology can also help you better understand customer preferences and tailor your offerings to meet their needs. Beyond customer service, surveillance cameras can also improve staff training and quality control in food prep areas. By monitoring camera feeds in the kitchen, you can ensure that food is prepared according to your standards and recipes, helping you maintain consistency in the quality of your dishes.

Memorable Spaces
According to a Consumer Research Methodology report, 54% of Americans are willing to pay a premium for a dining experience that offers a unique vibe. It’s clear customers want more than just a meal; they want a memory. In today’s digital age, social media plays a significant role in shaping consumer perceptions. 58% of Americans will choose a restaurant they consider TikTok worthy over a less aesthetic establishment, and 25% consider social media appeal extremely important when dining out. This means that the visual appeal of your restaurant, from the decor to the seating, can greatly impact how customers perceive and share their experiences online. In 2026, 48% of Americans reported a preference for a cozy, local charm in interior design. This style evokes a sense of warmth and familiarity, making customers feel at home while enjoying their meal. Additionally, 21% of consumers expect Instagrammable bathrooms, highlighting the importance of every detail. Clean, modern, minimalist designs are preferred by 20% of Americans, according to a 2025 Restaurant Survey.

Storytelling Through Design
In the competitive foodservice landscape, creating a memorable and engaging experience for guests is essential. One powerful way to captivate your audience is through storytelling embedded in your design elements. Today’s guests want to know what drives your business, not just what products it offers. An effective method of storytelling through design is to utilize customized touchpoints such as coasters, coffee sleeves, and napkins. These seemingly small items can serve as powerful tools to convey a piece of your brand’s narrative. Avoid generic slogans and instead, infuse your unique voice, humor, and story into these touchpoints. For instance, consider sharing a snippet about who grew the beans on a coffee sleeve or providing a brief insight into your brewing process on a coaster. These subtle touches can pique curiosity and spark conversations among your guests. By weaving storytelling into your design elements, you can create a cohesive and immersive experience that resonates with your audience.

KDS Integration
In 2026, Kitchen Display Systems (KDS) will continue transforming the operational dynamics of restaurants by facilitating seamless communication between the front and back of the house. A KDS utilizes digital screens to exhibit orders directly from the point-of-sale (POS) system, ensuring synchronization among all team members. Equipped with features such as color-coded indicators, order prioritization, and real-time updates, a KDS significantly improves efficiency and precision in food preparation. One of the primary advantages of implementing a KDS is the enhancement of order accuracy. The system reduces the likelihood of errors and guarantees that each dish is prepared accurately and promptly. The integration with inventory systems further bolsters accuracy by reflecting real-time stock availability, thereby preventing customers from ordering unavailable items. A KDS offers managers a centralized dashboard where they can monitor order times, identify workflow bottlenecks, and track staff productivity.

AI Noise Management
AI technology offers innovative solutions to effectively manage noise levels within restaurants, enhancing the overall dining experience for customers. AI systems can adjust background music volumes in different parts of the restaurant. By monitoring the occupancy levels in real-time, AI systems can automatically modulate the volume to maintain a comfortable and conducive atmosphere for diners. They analyze factors such as the size of the room and the materials used in its construction, such as glass, to determine the optimal volume levels for each area. By tailoring the music volume to suit the specific characteristics of different spaces, restaurants can create a more harmonious and enjoyable ambiance for their patrons. AI technology can also adjust music volume based on how full the room is. This dynamic approach to noise management ensures that the auditory experience remains pleasant and balanced, regardless of fluctuations in crowd size.

Multi-Purpose Spaces
Many restaurants are incorporating specific areas within their establishments that can be utilized for hosting events such as private parties or corporate functions. Investing in stackable chairs allows them to adjust their space to capacity fluctuations and events since they can conveniently be stacked and stored when not in use. Breweries are also embracing multi-purpose design by repurposing underutilized spaces, like barrel rooms, into versatile banquet halls. This flexible approach not only optimizes space utilization but also generates additional revenue streams for the business. Restaurants can add a small cafe next to their main dining space, especially if they’re a popular brunch spot that often has a long wait. If customers are deterred from waiting for a table, the operator doesn’t have to lose their business entirely. By offering a coffee and pastry window, their potential patron will likely either grab something to go or be willing to wait with their drink and snack.

Textural Touch Points
In our overstimulated society, chefs are using texture stimulation to capture customers’ limited attention spans, and this trend is extending beyond the plate and into the realm of design. In upholstery, textured fabrics such as velvet, chenille, or tweed are gaining popularity for their luxurious look and feel. Menu covers incorporating textured materials such as leather, embossed paper, or fabric can add a tactile element that makes the menu itself a part of the dining experience. Tablecloths and napkins are essential touchpoints in any foodservice establishment, and the choice of texture can significantly impact the overall dining experience. Textured tablecloths, such as linen or burlap, can add depth and visual interest to the table setting, while also providing a more tactile experience for diners. Similarly, textured napkins can elevate the dining experience by adding a layer of sophistication and refinement to the table setting. This trend towards texture stimulation in design reflects a growing emphasis on sensory experiences and the desire to create inviting and immersive spaces for customers.

Nature Meets Industrial
A beautiful fusion of nature and industrial design will emerge in 2026, emphasizing sustainability and durability. This trend harmoniously blends the raw, organic features of nature with the polished, industrial aesthetics. Upgrade your dining room decor by incorporating organic materials like wood, stone, and greenery. Live plants, moss walls, and natural wood finishes appeal to customers who desire a connection to the earth. Industrial elements, such as exposed brick, metal accents, and concrete flooring, infuse a sense of modernity and urban style into the space, creating a visually striking contrast with the organic elements. Combining hardwood furniture with distinct grain patterns alongside sleek metal accents produces a striking visual impact. Layering upholstered cushions against smooth laminates adds depth and texture to the overall design. The color palette of this trend is dominated by earthy tones, bringing warmth and grounding to the space. Clean architectural lines provide structure and refinement, creating a welcoming environment that seamlessly merges the natural world with industrial features.

Group Dining Spaces
Restaurants act as third spaces, helping people connect, create memories, and celebrate milestones, and 2026 will see more group diners than before. Recent OpenTable data shows an 11% increase in the number of groups of six or more individuals dining out year over year. This trend underscores the importance of creating inviting and functional group dining spaces within restaurants. A key driver behind the popularity of group dining spaces is the innate human desire for connection and social interaction. Studies show that 78% of Americans view dining out as a way to feel connected to other people. Consumer preferences are shifting towards more intimate and exclusive dining experiences. Research indicates that 36% of Americans express a desire for more group and private dining options in 2026. This trend presents an opportunity for foodservice operators to set up spaces that comfortably accommodate larger groups and allow them to feel a sense of intimacy with their party.

High Tables and Counter Seating
Counter seating and bar height tables and chairs have experienced a notable increase in popularity in recent years, with a substantial 26% rise in counter seating and a 23% increase in bar seating year over year. One of the primary reasons restaurants incorporate tall seats is to promote social interaction. Sitting on a bar stool places you at eye level with standing guests or bartenders, facilitating conversations that are more engaging and enjoyable. This seating arrangement encourages people to gather in groups, promoting a sense of community and camaraderie. In addition to fostering social connections, tall chairs enable restaurants to optimize vertical space utilization, especially in areas like bars or counters. High tables and chairs accommodate larger groups in a smaller footprint, maximizing seating capacity and creating a warm and intimate dining environment. For solo diners, high stools at the bar offer a cozy spot for individuals dining alone, allowing them to savor their meal without feeling isolated or out of place.

What Is Driving Restaurant Design Trends in 2026?
The foodservice industry is constantly evolving, driven by a multitude of factors that shape consumer preferences and industry trends. As we look ahead to 2026, several key influences are shaping the trajectory of restaurant layout, furnishings, and overall design.

Artificial Intelligence (AI): AI-integrated surveillance cameras are being used to manage the flow of service and improve staff training and quality control.
Social Media Influence: Design trends are being influenced by customer preferences towards cozy local charm, experiential dining, and the fusion of nature and industrial aesthetics.
Texture Stimulation: Incorporating touch points such as velvet upholstery, textured menu covers, tablecloths, and napkins to engage customers and add another layer of sensory experience.
Group Dining Experiences: Social experiences involving groups of six or more are increasing in popularity, leading to the need for dining rooms with tables and chairs that facilitate group dining, provide comfort, and encourage social interaction.
Multi-Purpose Spaces: Utilizing moveable furniture to create versatile spaces for hosting events and incorporating other businesses into foodservice establishments, such as having a store where sauces are sold or a coffee shop adjacent to the restaurant.

2026 is an exciting time to upgrade your restaurant’s decor, integrate new technology, and add personalized touches that tell your brand’s story. AI technology is advancing to enhance the flow of service, digital menus, and back-of-house quality control. The public desire for restaurants to be third spaces for socialization has operators updating their dining rooms to accommodate groups and become multi-use spaces. Whether you’re integrating new trends into your existing foodservice business or starting a new concept, use this blog to guide your restaurant’s design.

Source https://www.webstaurantstore.com/blog/2374/top-restaurant-design-trends.html

 

Which Unexpected Dinnerware Color Combinations Should Restaurants Be Willing to Try?

A cohesive tabletop doesn’t have to match.

When designing a restaurant, it’s easy to assume every plate, bowl, and mug needs to come from the same collection. While coordinated dinnerware will always have its place, today’s most memorable dining experiences are embracing something different: thoughtfully mixed colors that create depth, personality, and visual interest.

The secret isn’t choosing more colors, it’s choosing the right ones.

Vertex China offers collections that pair beautifully together, allowing operators to create a custom tabletop that feels intentional, elevated, and uniquely their own.

Here are three combinations we’re loving right now.

baby Blue + Espresso
There is something effortlessly calming about this combination.

The cool blue brings freshness and brightness, while the rich espresso brown grounds the table with warmth, creating balance without feeling overly coordinated.

This palette works especially well for:

-Coastal restaurants
-Seafood concepts
-Farm-to-table dining
-Upscale brunch
-Boutique hotels

Why it works
Instead of competing, the colors each play a significant role.

Blue adds freshness.
Espresso creates contrast.
The result feels layered rather than matched.

Perfect for serving:

-Fresh seafood
-Pasta
-Seasonal vegetables
-Shared appetizers
-Artisan desserts

2. Sage + Onyx

If you’re looking for a combination that’s modern without feeling trendy, this is it.

The muted sage offers a natural, earthy feel while black introduces drama and sophistication.

Together, they create a tabletop that feels relaxed yet elevated.

Ideal for:

-Modern American restaurants
-Wine bars
-Steakhouses
-Boutique cafés

Why it works
Green is often associated with freshness and organic ingredients.

Black adds depth and lets colorful dishes become the focal point.

The pairing feels luxurious without trying too hard.

It’s proof that subtle colors can still make a bold statement.

3. Navy + Lavender

Cool, calming, and quietly bold, this combination offers a fresh take on monochromatic tabletop design.

Navy provides richness and confidence, while soft lavender introduces a subtle, calming contrast.

Instead of feeling overly colorful, the combination creates dimension through different tones of blue and violet.

Perfect for:

-Contemporary restaurants
-Cocktail lounges
-Boutique hotels
-Upscale cafés
-Dessert concepts
Why it works
Monochromatic palettes don’t have to mean using one color.

Working within neighboring hues creates interest while maintaining a cohesive overall look.

The darker pieces naturally frame the lighter dinnerware, allowing every course to stand out.

The New Rule? There Really Aren’t Any.
Today’s restaurant tabletops are less about matching and more about storytelling.

Mixing collections allows operators to:

-Create visual depth
-Highlight signature dishes
-Differentiate meal courses
-Add personality without overwhelming the table
-Refresh an existing tabletop without replacing every piece

When done intentionally, unexpected color combinations often feel more curated than a perfectly matched set.

That’s where Vertex China shines. Their collections offer finishes, textures, and color palettes that complement one another, giving designers and operators the freedom to create a tabletop that’s uniquely theirs.

Whether you’re designing a new concept or refreshing an existing one, don’t be afraid to experiment. Sometimes the best combinations are the ones you never expected.

Source https://blog.eaton-marketing.com/eaton-essentials-blog/unexpected-pairings

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FOOD & BEVERAGE NEWS

Black Rock Finds More Room to Grow Beyond the Morning Rush

Longer hours and an expanded food menu are helping the coffee chain build afternoon and evening traffic.

Black Rock Coffee Bar is giving customers more reasons to visit later in the day. It’s also giving them more time to do it.

The chain has made extended hours permanent at roughly 70 percent of its stores after testing the initiative beginning in late June and early July. New locations are opening with the longer schedule, too. Alongside a growing food menu, the move is helping Black Rock build sales beyond its morning business.

The benefit hasn’t been limited to the added hour. CEO Mark Davis said sales have also grown in the hours leading up to it, while the later business is attracting a younger customer.

“When we made the decision to make them permanent, they are definitely profitable, they are contributing to the same store sales, and they are contributing to the transactions,” Davis said during Black Rock’s third-quarter earnings call.

The company hasn’t quantified the initiative’s contribution to comps. But it’s one piece of a broader traffic improvement as Black Rock works to get more business from existing stores.

Same-store sales rose 5.8 percent in Q3, up from 4.2 percent in the prior quarter and marking Black Rock’s 15th consecutive positive period. Transactions increased 2.4 percent, and the two-year same-store sales stack reached 16.6 percent. Revenue climbed 29.7 percent to $66.8 million.

Traffic turned positive after declines in the first half, when Black Rock was comparing against activity surrounding its loyalty rollout. Transactions improved from 1.7 percent growth in July to 2.4 percent for the full quarter. Davis expects Q4 to deliver the year’s strongest same-store sales and transaction growth.

Food is becoming a larger part of that story. It represented 14.2 percent of Q3 sales mix, while Black Rock’s Fuel energy platform accounted for 26.3 percent. Food attachment has increased across every daypart in each quarter of 2026.

Grilled cheese and cake pops are helping build afternoon and evening orders. The latter earned a permanent place on the menu, with rotating seasonal flavors providing additional news. Black Rock has also begun rolling out an enhanced core menu with more sweet, savory, and snackable options.

The goal isn’t to keep adding complexity.

“We want to have a menu that does not grow substantially,” Davis said. “I think as we bring things on, we take things off.”

Limited-time offerings serve as a testing ground for both customer demand and store execution. Cake pops, for instance, offered something new without creating a difficult preparation process for employees.

Black Rock’s lobbies provide another way to build food occasions alongside its drive-thru business. Still, Davis said later-day food attachment isn’t where the company wants it yet, leaving room to improve as the menu evolves.

The chain is becoming more targeted in how it encourages those visits, too. Loyalty represented approximately 69 percent of transactions in Q3, holding steady as Black Rock opened stores and added customers.

Personalized campaigns can follow specific behaviors, such as sending an offer after a food purchase to encourage another visit. About 90 days into testing a customer data platform, Black Rock is also using point-of-sale information to reach previous visitors outside its loyalty program.

Davis described the early results as promising, although the company did not disclose engagement or redemption rates. Black Rock also sees room to increase paid media investment in 2027 following a regional campaign spanning video, search, streaming audio, and connected television.

Building those visits comes with near-term costs. Labor increased 110 basis points to 22.1 percent of revenue as Black Rock staffed extended hours and invested in larger teams to support openings, particularly in California.

“We want to make sure we are showing up, supporting the team, and providing a great guest experience,” CFO Rodd Booth said.

Booth expects productivity to improve as afternoon and evening sales build. Store-level profit grew 26.5 percent to $19.3 million, with a margin of 28.9 percent. Lower beverage, food, and packaging costs helped offset the labor investment.

Adjusted EBITDA increased 22.1 percent to $8.5 million, trailing revenue growth. Black Rock expects that relationship to reverse in Q4 as it laps public-company costs, improves opening processes, and builds later-day business.

The chain opened 11 stores in Q3, finishing with 211, and raised its full-year opening target to 40 from 38. Its 2027 store-lead pipeline is already in place, supported by a system in which 98 percent of store leaders were promoted internally.

“Our ability to attract, develop, and retain team members continues to differentiate Black Rock and supports the guest experience, operational consistency, and growth that drive our financial results,” Davis said.

The company reaffirmed full-year revenue guidance of $255 million to $257 million and adjusted EBITDA of $34 million to $35 million.

Source https://www.qsrmagazine.com/story/black-rock-finds-more-room-to-grow-beyond-the-morning-rush/

 

Holiday drinks are the new front in the Starbucks and McDonald’s race

Starbucks launched its 2026 holiday menu on Nov. 5, leading with tiramisu-flavored drinks and a new Apple Pomegranate Refresher. The launch lands days after McDonald’s rolled out its own set of festive drinks and an $8 meal deal, setting up a seasonal contest between a coffeehouse chain and a burger chain.

The new Starbucks line-up includes a Tiramisu Velvet Latte and a Tiramisu Velvet Cold Brew, both topped with Velvet Mascarpone Cold Foam and cocoa powder. The Apple Pomegranate Refresher comes with pomegranate-flavored pearls, and a Snowy Apple Drink is made with a coconut milk or lemonade base. On the food side, the chain has added a Bearista Cake Pop and a Braised Short Rib Grilled Cheese, and refreshed its Turkey & Stuffing Sandwich.

McDonald’s moved first. Its $8 Quarter Pounder with Cheese meal, with medium fries and a drink, started on Nov. 2 at participating restaurants. It followed with 5 limited-time holiday drinks on Nov. 3 in select cities, including a Frosted Cranberry Splash made with Sprite, a Red Bull Frosted Cranberry Energizer, and 2 Cookie Butter Frappés. The McRib is also back for a limited time.

Press coverage has framed the McDonald’s drinks as a direct challenge to Starbucks. That framing says a lot about where quick-service beverage competition now sits.

Holiday drinks have become a traffic driver, not a side menu
For years, holiday drinks were most closely associated with Starbucks. Its red cups and the Peppermint Mocha turned launch day into an annual ritual. Now holiday launches arrive in a cluster across coffee chains and burger chains alike, each promising a reason to visit during a short window. Dunkin’ has also launched its holiday offer, wrapping its cups and donut boxes in nutcracker-inspired “Donutcracker” packaging.

The appeal for operators is clear. Limited-time drinks give regular customers a reason to come back and give lapsed ones a reason to try again, without the chain having to overhaul its core menu.

McDonald’s line-up shows how far the burger chain has moved into specialty drinks. Cold foam toppings, energy drink mixes, and frappé flavors are now standard parts of its seasonal play.

Starbucks is leaning on familiarity as much as novelty
For all the new launches, much of Starbucks’ holiday menu is built on returning favorites. The Caramel Brûlée Latte, Gingerbread Chai, Peppermint Mocha, and Sugar Cookie Latte are all back, along with the Cranberry Bliss Bar, the Snowman Cookie, and the Sugar Plum Cheese Danish. Cookie Butter coffees and several white chocolate and matcha drinks have also returned.

The balance looks deliberate, as returning items give loyal customers something they already know they like, while the tiramisu drinks and the Refresher provide the talking points.

Flavor choices across both menus point in the same direction. Dessert-inspired profiles such as tiramisu, cookie butter, and cake pop dominate, alongside fruit-forward cold drinks for customers who want something festive without a hot, heavy latte.

Merchandise is part of the offer too. Starbucks has released holiday cups, tumblers, mugs, snow globes, and ornaments, and its original cold Bearista cup will return to select coffeehouses on Dec. 1. That second date gives the chain a reason to bring customers back mid-season.

The real test is whether the visits last beyond December
Seasonal menus are good at creating a short spike in visits, but what operators want is a lasting habit. For McDonald’s, the question is whether customers who come in for a holiday drink or an $8 meal keep visiting once the limited-time items disappear. For Starbucks, it is whether a familiar holiday ritual is still enough to hold customers who now have festive drinks on offer at the drive-thru down the road.

Overlapping menus also raise operational questions. More specialty drinks mean more steps behind the counter, and holiday weeks are already among the busiest of the year for staff.

How each chain balances novelty, speed, and price over the rest of the season will show which approach to holiday beverages is working, and whether burger chains can keep eating into territory that coffeehouses once had to themselves.

Source
ABC News

Source https://foodchainmagazine.com/holiday-drinks-are-the-new-front-in-the-starbucks-and-mcdonalds-race/

 

What’s powering the next wave of growth in canned cocktails

Premium offerings, hard teas and long drinks are shaking up the RTD space as the category matures, according to IWSR.

After several buzzy years, the American ready-to-drink market is stabilizing, according to a report from IWSR, led by a decline in hard seltzers. However, with growth expected to return by 2030, a new wave of entrants are expected to shake up the category.

Crafted canned cocktails, long drinks and hard teas are leading the charge toward the next point of growth. Both options are taking share from hard seltzers, which controls the bulk of the RTD category, and flavored alcoholic beverages, according to the report. Last year, U.S. ready-to-drink volume declined by 1%, with hard seltzers volume shrinking by 8%.

Canned cocktails are the bright spot within RTDs, with IWSR pointing to long drinks and sports drink-inspired cocktails as potential points of growth. Volumes of RTD cocktails climbed 17% in 2025, and hard teas grew 5%, with both categories expected to keep growing.

With the market changing, alcohol giants including Boston Beer, Sazerac and Constellation Brands are still entering the RTD market either through M&A or developing their own offerings in house. Just this year, White Claw’s owner bought Finnish Long Drink while Constellation purchased hard sports drink brand SpikedAde.

Hard sports drinks are what IWSR calls an emerging “distinct growth strand,” thanks to offerings from Super Lyte, SpikedAde and Rally Dog. The drinks meet the consumer appetite for both fun and function in the better-for-you beverage space, IWSR said.

“A wave of new vodka RTDs is borrowing sports drink cues such as electrolytes, ‘ade’ flavours, low sugar and non-carbonation for a range of daytime and casual occasions,” Susie Goldspink, head of RTD insights for IWSR, said in the report.

IWSR suggests that RTD innovation is slowing, due to companies learning their lesson from “the over-launch” of hard seltzers a few years ago. Within RTD, spirit-based cocktails and long drink volumes increased 53% last year, but only 2% of this was attributable to new product launches.

Like with many alcohol categories, including beer and tequila, consumer interest in premium is also growing. Premade, canned whiskey sours grew by more than 1,500% and accounts for about two-thirds of whiskey RTD volume, according to IWSR. This is in sharp contrast to overall ready-to-drink whiskey products, which fell by 11% in volume last year.

Source https://www.fooddive.com/news/ready-to-drink-cocktails-growth-iwsr/874513/

 

Kraft Heinz to sell North American coffee business to private equity firm

The food giant is offloading brands including Maxwell House and Sanka in a deal that values the segment at $650 million.

Dive Brief:
Kraft Heinz has agreed to sell its North American coffee business to private equity firm One Rock Capital Partners. The transaction, which includes Maxwell House and Sanka, is expected to close in the middle of 2027.
The deal has an enterprise value of $650 million, according to the food giant. Kraft Heinz will retain a 30% stake in the coffee business. The net cash proceeds after taxes are expected to be approximately $500 million, which Kraft Heinz expects to use to pay down debt.
The sale comes as Steve Cahillane, who took over as Kraft Heinz’s CEO in January, has vowed to streamline the company’s focus on product categories where it can accelerate growth, such as condiments, while committing millions of dollars to the marketing and innovation of its top brands.

Dive Insight:
Since Cahillane took the helm, the former Kellanova executive has wasted little time taking steps to reverse stagnating performance at the storied maker of Oscar Mayer cold cuts, Philadelphia cream cheese and Heinz ketchup.

Cahillane paused a plan to split the company, overhauled Kraft Heinz’s operating structure, pledged to invest $700 million in the business and brought brands into trendy categories such as Kraft Mac & Cheese into protein and Jell-O with no artificial colors or sweeteners.

Kraft Heinz has reportedly tried to sell underperforming segments like coffee for years, and some analysts have recently speculated that it could make a renewed push under Cahillane to further sharpen the focus around its core portfolio.

“This transaction is a meaningful step in unlocking value from our portfolio and will further accelerate the momentum behind our transformation,” Cahillane said in a statement. “Our continued stake reflects the confidence we have in their long-term potential under One Rock’s focused ownership.”

While the coffee space has been strong, Kraft Heinz was going up against other coffee giants, including Nestlé with Nescafé and Nespresso and J.M. Smucker with Folgers and Dunkin’. The sale allows Kraft Heinz to focus on other higher-growth categories where it has a bigger presence while benefiting from further upside in coffee by retaining a 30% stake.

Kraft Heinz on Wednesday said net sales during its third quarter fell 2% to $6.12 billion, with sales in North America, its largest region, slipping 3.4%. The company narrowed its organic net sales forecast to drop between 0.5% and 1.25%, versus an earlier projection of as much as a 2% decline.

Cahillane said market share, sales and volume trends are improving in every region compared to a year ago.

“We are increasingly meeting consumers where they are, and giving them more reasons to choose our brands,” he said.

Source https://www.fooddive.com/news/kraft-heinz-sell-coffee-maxwellhouse-private-equit/873720/

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HVAC & PLUMBING

US government aims to prevent cyberattacks on refrigeration systems

In response to cyberattacks targeting supermarkets in Europe, the U.S. is urging businesses to implement measures to protect internet-linked systems.

Dive Brief:
In response to recent “malicious cyber activity” targeting industrial refrigeration systems in Europe, the Cybersecurity and Infrastructure Security Agency and the FBI, along with several other federal agencies, including the USDA, released a statement on Thursday outlining the threat these attacks pose.
The press release states that refrigeration and cold chain monitoring systems accessible from the internet can be at risk, as hackers can remotely interfere and cause widespread inventory loss and equipment hazards.
This statement comes after multiple cyberattacks that have targeted refrigeration devices in supermarkets across Europe since early October.

Dive Insight:
After a string of cyberattacks in Europe, the U.S. federal government is looking to prevent similar attacks stateside. The announcement specifies that hackers can target certain refrigeration system flaws and then alter temperatures that can create fire hazards, cause inventory loss or indirectly harm consumers who eat a product after unsafe storage. Loss of visibility into current temperatures is another potential impact, per the statement.

To mitigate the risks, the U.S. government urges owners and operators to “immediately” take several steps, including not connecting control system devices to public internet, keeping device firmware updated, and reporting unexpected activity.

The USDA, Health and Human Services and the Department of Transportation — federal agencies overseeing sectors that widely use industrial refrigeration and cold chain monitoring systems — were also part of Thursday’s joint statement.

In early October, hackers manipulated the refrigeration systems of hundreds of grocery stores across France after gaining access to programmable controllers that regulate commercial refrigeration systems, sister publication Cybersecurity Dive reported. The hackers raised the system’s temperature to 120 degrees Fahrenheit, leading to fires, spoiled food and millions of dollars in damage, the publication noted.

A second wave of cyberattacks struck just weeks later as hackers accessed dozens of internet-exposed refrigeration devices at major grocery chains across multiple European countries and reset the controls to defrost.

Another cybersecurity attack targeted refrigeration systems run by the French Blood Establishment, which oversees the country’s blood supply. An unknown hacker manipulated temperature controls at cold storage rooms for three of the organization’s sites, Cybersecurity Dive reported.

Source https://www.fooddive.com/news/cisa-cybersecurity-grocery-refrigeration-attacks/874514/

 

THRM Buys Refrigerated Solutions Group

A new player is emerging in the foodservice equipment segment: THRM. Formed by private investment firm Orangewood Partners, THRM’s first order of business was to acquire Refrigerated Solutions Group, the parent company of Norlake and Master-Bilt. Financial terms of the deal were not disclosed.

THRM’s deal to acquire RSG likely won’t be its last. THRM will focus on “acquiring, building and improving technology in foodservice equipment and services businesses,” per a release announcing the deal. In doing so, THRM plans to “pursue strategic acquisitions and expand into adjacent products, services, and technology solutions,” the release added.

Dave Brewer, a former executive vice president and chief operating officer for Middleby Corp., serves as founder and chairman of THRM. “The commercial foodservice equipment industry is a market with a large number of independent operators, and we see a real opportunity to build a platform that brings together strong businesses with complementary products and customer relationships,” Brewer said. “RSG gives us an excellent starting point to build from, with outstanding brands, manufacturing expertise and longstanding relationships across the foodservice industry. I’m excited to partner with Orangewood and the RSG team as we invest in the business and pursue opportunities to expand the platform.”

In addition, Chris Duffy, former president of Middleby’s Coffee Solutions Group, will serve as chief executive officer of THRM. “Our vision for THRM is to build a scaled platform of businesses serving the commercial foodservice equipment industry,” Duffy said.

Aaron Brown will continue to serve as chief executive officer of RSG.

RSG was founded in 2020 when The Ten Oaks Group acquired and combined refrigeration manufacturers Master-Bilt and Norlake. Later that year, RSG consolidated its manufacturing activities in its Hudson, Wis., location, which was home to Norlake. THRM’s deal to acquire RSG is the latest refrigeration-related acquisition in 2026. In April of this year, AeriTek bought Continental Refrigerator.

Brand Snapshot: Orangewood Partners

Founded: 2015
Headquarters: New York City
Business Type: Private investment firm that partners with founders to build lower-middle market businesses across business services, franchise, and multi-unit businesses.
Brand Snapshot: Refrigerated Solutions Group

Headquarters: Hudson, Wis.
Business type: Manufacturer of refrigeration products for the commercial foodservice industry

Source https://fesmag.com/topics/the-latest-news/23977-thrm-buys-refrigerated-solutions-group

 

Ferguson HVAC sales jump 15% in Q3

CEO Kevin Murphy on Monday pointed to the company’s “multi-pronged growth strategy around climate and comfort”

Ferguson on Monday reported a six percent year-over-year sales increase in its U.S. residential business in the third quarter, despite a “pressured” market.

What’s happening: The company’s HVAC revenue, in particular, grew 15 percent during the quarter, while its residential plumbing revenue grew three percent. (Executives didn’t specify how much of the HVAC revenue came from residential vs. commercial.)

Zoom in: Describing the jump in HVAC sales on an earnings call Monday, CEO Kevin Murphy pointed to the company’s “multi-pronged growth strategy around climate and comfort.”

Ferguson has been aiming to capitalize on dual-trade and multi-trade contractors across the U.S. and Canada, as Homepros has reported, converting hundreds of counters to sell both HVAC and plumbing products.
It’s also been expanding to new geographic locations and training newer associates on technical issues “to really understand what it takes to serve that specialized air professional,” Murphy said.
What they’re saying: “We have been building on some really solid equipment relationships, both unitary and ductless, across the entirety of the nation, and then complementing that with M&A,” Murphy said.

“[We’ve] got a roughly $10 billion North American coast-to-coast business inside of plumbing and HVAC that serves that residential trade repair contractor. We have been very pleased from a share gain perspective there,” he added.
Yes, but: New construction and existing home sales remain weak, and Ferguson reported “continued softness” in repair, maintenance, and improvement work.

The company’s exposure to large non-residential capital projects, however, has helped offset residential challenges.
Go deeper: Ferguson invested $1.7 billion in acquisitions during the quarter, including Rogers Supply, a Midwest HVAC distributor with 12 locations across Indiana and Illinois.

Murphy noted that the company plans to continue its HVAC expansion through additional investments in dual-trade capabilities, greenfield expansion, and acquisitions.

Source https://homepros.news/ferguson-hvac-sales-jump-15-in-q3/

 

Roto-Rooter margins slip on rising marketing costs

But the company benefits from exposure to bigger-ticket jobs, with half of its revenue coming from excavation and water restoration

Executives at Chemed, Roto-Rooter’s parent company, on a third-quarter earnings call late last month described how rising marketing costs are eating into the plumbing company’s margins.

What’s happening: Roto-Rooter’s residential company-owned branch revenue rose 5.2 percent year-over-year during the quarter.

“This aggregate residential revenue change consisted of excavation increasing 7.8%, plumbing increasing 5.9%, water restoration increasing 6.2% and drain cleaning increasing 4.5%,” an announcement states.
Yes, but: Total leads were “essentially” flat compared to last year, according to CEO Kevin McNamara. Free leads generated from internet searches declined by 11.8 percent year-over-year, while paid leads increased by five percent.

“Of all leads generated during the quarter, approximately 60 percent were paid compared to 56 percent in the third quarter of 2025,” McNamara said.
“This change resulted in increased marketing spending of $4.3 million in the quarter compared to the third quarter of ‘25,” he added, which contributed to a slight decline in the company’s adjusted EBITDA margin, to 20.6 percent.
What they’re saying: “I think we are seeing a little bit of panic by some of our competitors,” McNamara said, theorizing that companies with less name recognition are increasing their bids for placement in paid search, driving up the cost per lead.

“It’s kind of counterintuitive, but Google is discriminating against any company that advertises,” he added. “Because they say, ‘Well, as long as you are big enough to advertise, we are going to turn the screws on you, and you are going to be forced to have that be your only outlet for getting leads.’”
Looking ahead: Roto-Rooter can “outgrow a lot of the pernicious effects of Google’s stranglehold” on the market, McNamara noted, because of its exposure to bigger-ticket work rather than solely changing out toilets or fixing leaky faucets.

“Half our revenue comes from excavation and water restoration,” he said, adding that the company’s average job is $1,500. “In growing our average price per job, that will be how we handle the marketing issue.”
Of note: During the quarter, Roto-Rooter spent roughly $1.4 million more on fuel than last year, CFO Michael Witzeman said, adding that both rising fuel and customer acquisition costs are expected to persist in the fourth quarter.

The company also reacquired multiple franchise territories in California for approximately $62.5 million during the quarter.
It’ll open new branches in Sacramento and San Diego, while other territories will be absorbed by existing branches — or become part of Roto-Rooter’s independent operating model.

Source https://homepros.news/roto-rooter-margins-slip-on-rising-marketing-costs/

 

Danfoss to Showcase End-to-End Solutions for AI-ready Data Centers at Supercomputing 2026

Danfoss will highlight its broad portfolio of data center cooling, power, controls, and energy management technologies at Supercomputing (SC) 2026, November 16-19 in Chicago, Illinois. At booth 4823, Danfoss will demonstrate solutions that help data center operators maximize performance, improve efficiency and reliability, and support sustainability goals under the theme, “You run the data. We keep it cool.”

As AI and high-performance computing drive unprecedented growth in data center demand, operators face increasing pressure to deliver greater performance while managing energy consumption and infrastructure complexity. With more than 30 years of experience, Danfoss serves as a strategic partner for data center companies looking to scale quickly and optimize efficiency. The company’s solutions optimize the entire data center ecosystem, supporting both white space and gray space applications from grid to rack to heat recovery.

Danfoss works alongside customers throughout the design and development process, helping accelerate time to market, reduce risk, and future-proof infrastructure for the next generation of AI-ready facilities. Through integrated technologies and application expertise, the company enables operators to increase computing performance while turning sustainability into a competitive advantage.

Danfoss will launch several new products at SC, including:

Danfoss Hansen® FD83 2.5-inch quick-disconnect coupling. Extending the trusted FD83 liquid cooling platform, the coupling delivers nearly twice the flow, reduced pressure drop, and a compact size-to-flow ratio. Designed for higher-density AI deployments, the coupling helps prepare data centers for future cooling architectures.

Danfoss – SC26 – 7G Crimp Fittings
DataCryo™ 7G crimp fittings, which provide a secure, qualified connection for data center liquid cooling systems. Engineered for seamless compatibility with DataCryo DC394 and EHW194 hoses, the fittings help ensure reliable coolant transport from source to chip while supporting system performance and uptime.

CoolTrain™ 2, a customizable, plug-and-play solution for up to 233 kW of liquid cooling power in data centers. It connects and optimally balances coolant flow to the server racks using a flexible hose and stainless steel pressure-independent smart control valve.

Danfoss e-QC and e-PC stainless steel smart control valves. These valves electronically balance and control server rack liquid cooling flows up to 333 lpm (88 gpm), maintaining constant flow (e-QC) or differential pressure (e-PC), with an integrated UL-certified NovoCon® M2 digital actuator providing dynamic control and DCIM telemetry.

Danfoss will also showcase key technologies and recently launched products, such as the DataCryo hose series, two-phase liquid cooling solutions, Turbocor® compressors with active cooling, hydronic balancing technologies, and iC7-HVACR ultra-low harmonic drives and iC7 liquid-cooled system modules providing unrivalled power density for 800/1,500 VDC applications.

Danfoss – SC26 – e-QC e-PC
In addition, visitors will have the opportunity to learn about Danfoss’ latest research, including the recently published report, Data centers: A new lever of flexibility, integration, and security. The paper explores how data centers can strengthen grid resilience, enable energy flexibility, and accelerate decarbonization efforts.

As part of the event’s Exhibitor Forum, Danfoss experts Estela Nario and Atul Puranik will present, Scaling Liquid Cooling for AI Infrastructure: The Critical Role of Interoperability, Cleanliness, Traceability, and Ecosystem Alignment. In their presentation, Nario and Puranik will explore how these elements influence deployment reliability, operational efficiency, and long-term scalability. The session will be held Wednesday, November 18, at 10:30am in room W194b.

“Danfoss combines three decades of liquid cooling expertise with one of the industry’s broadest data center portfolios, helping customers address the challenges of AI-driven growth,” said Peter Bleday, Vice President, Data Center Solutions, Danfoss Power Solutions. “By working closely with our customers from design through deployment, we’re helping them build data center infrastructure that delivers the performance, reliability, and efficiency needed for the future of computing. We look forward to welcoming visitors to our booth and discussing how Danfoss can support their growth.”

For more information, visit Danfoss at SC in booth 4823 or online: Danfoss solutions for data centers.

About Danfoss: Danfoss engineers solutions that increase machine productivity, lower energy consumption, enable electrification, and reduce emissions.

Our solutions are used in areas such as refrigeration, air conditioning, heating, power conversion, motor control, industrial machinery, automotive, marine, and off- and on-highway equipment. We also provide solutions for renewable energy, such as solar and wind power, Power-to-X, heat recovery, as well as contribute to district energy solutions for cities.

Our innovative engineering dates back to 1933. Danfoss is family-owned and employs over 39,000 people. We create long-term value for our customers in more than 100 countries with a global footprint of around 100 factories.

For further information please contact:

Lindsay Schleisman, Senior Program Manager, Public Relations
Phone: +1 952-250-0604
Email: lindsay.schleisman@danfoss.com

Danfoss | danfoss@danfoss.com | www.danfoss.com

Source https://hvacinsider.com/danfoss-to-showcase-end-to-end-solutions-for-ai-ready-data-centers-at-supercomputing-2026/

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ENGINEERING, AUTOMATION, & IOT

Zest’s new AI agent finds restaurants and books reservations over text

Zest, the restaurant discovery app that launched earlier this year, is already thinking about a future where mobile apps are no longer the primary interface. On Thursday, the startup introduced a new feature: a personal AI-powered “restaurant concierge” that lives in your text messages, similar to other popular AI agents like Instinct or Poke.

The launch reflects a broader shift in how startups are thinking about AI, as conversational AI agents take on tasks that had previously required users to launch stand-alone mobile apps. For Zest, that means bringing its restaurant recommendations into texts, then allowing users to immediately take the next step of booking a table.

“The agent is the product now,” explains Zest founder and CEO Mario Gomez-Hall. “You text it, and it answers from your own history and your friends’. It doesn’t need weeks of conversation to learn you because it starts from where you’ve actually been,” he said.

Originally founded in November 2024, with $1.8 million in pre-seed backing from Alexis Ohanian at 776 and Steve Jang at Kindred Ventures, the app’s unique feature is that it links up with users’ credit cards to track where they’re actually eating out to get a sense of their tastes and interests. With this data on hand, Zest can make tailored suggestions of what places you might like to try next, whether that’s in your own city or suggestions of places to try when you’re traveling.

The credit card data used by Zest’s app is imported via the financial services company Plaid, which is used by banks and other fintech and budgeting apps. Zest says it focuses only on those transactions in the food and drink categories when making its personalized map and lists.

The startup’s latest idea is to tackle the same problem — where should I go to eat? — from a new angle. It will now make its suggestions from inside a text message thread and can turn to AI to do things like check availability and make the reservation for you through connected services like OpenTable, Resy, and SevenRooms.

To work, users will text the Zest concierge at (212) 470-6067. What’s even better is that Zest can be dropped into a group chat, where it can blend everyone’s tastes to find places the whole group will love. Here, it can also settle indecision with an in-thread voting feature and then can book a table for the group without leaving the conversation.

Users can ask Zest for recommendations based on a number of factors, like cuisine, craving, occasion, dietary restrictions, or neighborhood, and can ask questions about the restaurants, like how busy the place may be, or whether it offers Wi-Fi, and more. Plus, you can ask Zest to send you the menu to help you make a decision.

In TechCrunch’s tests, the AI worked fairly well, offering a list of suggestions for new places matched to our tastes that also fit particular conditions, like time of day, party size, location, and other factors. While finding an open table is something other apps have offered for years, there’s a convenience factor in being able to just text back and forth about the various options and have it tell you the available booking times.

The company began testing the concierge last month, but decided to hold the launch until it could add the booking capabilities; over time, the startup is considering moving Zest beyond restaurants to offer recommendations for businesses, shopping, and more.

By shifting to texts, Zest hopes the company can scale beyond its initial thousands of users and generate revenue.

“Booking and ordering are the first revenue lines. Zest books your table through OpenTable or Resy today, with food ordering coming, and there are transactions there to participate in,” said Gomez-Hall. “The reason that gets interesting is that Zest learns your taste faster than a general assistant does, because it starts from where you’ve actually been instead of asking you questions. That’s worth something well beyond dinner,” he added.

Source https://techcrunch.com/2026/10/30/zests-new-ai-agent-finds-restaurants-and-books-reservations-over-text/

 

Square Launches AI Agent to Help Restaurants Run Their Businesses

Square today announced that Squaremates, an intelligent business agent that can take on complex, multi-step work across a seller’s business using its own secure workspace, is generally available to U.S. sellers¹. An evolution of Managerbot, Squaremates is the main way sellers experience Square Dashboard when they sign in: it’s where they ask questions, see what needs attention, and get work done. Alongside Squaremates, Square is also introducing an improved Square MCP (Model Context Protocol) and new Square CLI (Command-Line Interface), giving sellers and developers easy access to the Square platform, right within their own agentic tools – and the ability to build and host their own apps on Square with Squaremates Apps.

“Running a business is an endless string of judgment calls that are all on the owner. How to price a new menu item, whether to add a shift, what to do about a slow week,” said Willem Avé, Square’s Global Head of Intelligence. “We built Squaremates to help share that load, and now it can take on more of the work than ever before: longer, more complex tasks that used to mean manual reconciliation and hours at a desk, now handled start to finish and handed back as something a seller can actually use. Square MCP and CLI further augment this vision. A lot of sellers already have an AI tool they like working in, and our job is to help that tool work directly with their Square business, so they can run things however’s most productive for them.”

Richer Capabilities, More Time Back

Managerbot launched in open beta six months ago, underpinned by two ideas: it monitors the business and proposes actions, while the seller decides; and it doesn’t just answer questions, it gets work done – all in service of helping sellers stay on top of what’s important and get time back to focus on what matters to them.

Squaremates builds on that foundation, with access to cloud compute that lets it take on work spanning multiple steps or tasks and touching more parts of a business. For example, Squaremates can look at a period of sales, identify customers who have lapsed, and generate a marketing campaign or discount directed at bringing those customers back. It can review a seller’s catalog and make bulk updates across prices, descriptions, channel visibility, and even images. Or it can weigh labor costs against sales for a specified period and come back with a more cost-optimized staffing schedule to review. Squaremates also now creates rich artifacts when completing a task – usable outputs like a polished, graphical sales breakdown or a fully designed, on-brand email campaign rather than simply a block of text in a chat window.

Squaremates’ reach is beginning to extend beyond Square itself. When it comes to restocking, a Squaremates capability currently in beta can check what’s running low, prepare an order, and build it directly on a supplier’s own site, ready for the seller to complete. And coming soon, a seller’s daily briefing will be able to pull in what’s waiting in their inbox alongside what’s happening in their business with permissioned access to their email account, giving sellers one place to start the day instead of several. The result: Squaremates can carry a task from start to finish, bring everything a seller needs into view before the day begins, and work directly with the third-party services sellers rely on to run their business, like suppliers, all while the seller decides what goes ahead.

“Our cheese sauce is made in-house, and it’s gold. I dip my fries in it, I dunk my burger in it,” said Fraser Thompson, who leads strategy and operations at Los Angeles-based BURGERS NEVER SAY DIE. “So I’m thinking, how are we not selling more of this stuff? I jump into Squaremates, and we dig into things like attachment rates and customer segments. Turns out our OGs, the regulars who’ve been with us since day one, love it. It’s an if-you-know-you-know kind of thing, and that insight made it obvious: we just needed to tell more people about it. I went to our marketing team and said, let’s have some fun with it. We started making silly posts on social, and made it way more discoverable. A few months later, we’d 12x’d our cheese sauce.”

Opening Square’s Platform to Sellers’ Own Agentic Tools

Many Square sellers already turn to outside AI tools to help run their business, exporting sales spreadsheets or inventory lists and asking AI assistants to make sense of it all. While Squaremates can handle those types of requests natively, Square MCP and Square CLI provide sellers with more options to continue using their choice of tools.

Square MCP is designed for sellers who already work with third-party AI assistants: they can connect their account once, then ask questions and make changes, with the assistant working from a defined set of Square actions. Square CLI is built for sellers and developers who want to script, schedule, or build on top of their Square account, giving their own tools and agents command-line access to Square’s APIs and the ability to create Squaremates Apps. With Squaremates Apps, sellers can build custom applications connected to their Square business, either by describing what they need to Squaremates or by using Square CLI with AI coding tools, then deploy and host them on Square. These tools can address recurring needs specific to an individual business, from splitting cash tips by hours worked to showing live staffing information across multiple locations.

“When you run multiple locations, a lot of the morning used to be playing catch-up just figuring out who’s where and whether every location is covered,” said Donnie McClanahan, who runs four cafes across the Knoxville, Tennessee area and consults for restaurants through his firm, Table & Ledger. “With the Square CLI and an AI coding agent sitting at my desk, I built a labor board app that pulls my team’s schedules and timecards into one live view across all of my locations. I can see who’s in, who’s working at another cafe, and who’s off, without checking each location separately. It gives me full focus in a fraction of the time.”

Giving Sellers More Intelligent Tools to Drive Growth

Today’s news continues a strategy Square has been building toward since introducing Square AI last year: giving sellers operational intelligence that used to require an entire back office, and extending sellers’ ability to shape that intelligence for themselves and use it to run their business. Squaremates’ expansion and the introduction of Square MCP and Square CLI are both expressions of that same commitment.

To help sellers get the most out of Square’s growing suite of agentic tools and capabilities, the company launched the Squaremates Tour, an in-person event series. These events kicked off recently, providing sellers with a space where they can get hands-on experience with Square’s AI tools, learn from other sellers about how they’re putting them to work, and talk to Square specialists. Sellers can find upcoming events near them by visiting this site.

Squaremates, Square MCP, Square CLI, and Squaremates Apps are available today to U.S. sellers at no additional cost. To learn more about Squaremates, visit squareup.com/us/en/squaremates. To learn more about Square MCP and Square CLI, visit developer.squareup.com/us/en/agents.

Square also plans to introduce a new Squaremates mobile app built on Buzz, providing sellers and their staff with a team communication and task management platform where teams can interact with AI agents to get real work done. Sellers can join the waitlist for alpha access at squareup.com/us/en/squaremates/waitlist.

¹Squaremates is not currently available to Multi-Account Suite sellers

Source https://www.qsrmagazine.com/news/square-launches-ai-agent-to-help-restaurants-run-their-businesses/

 

California Pizza Kitchen Brings Autonomous Cooking to Military Bases

The kiosks will be able to bake a pizza in as little as 90 seconds, according to the brand.

California Pizza Kitchen is rolling out hundreds of automated pizza kiosks at U.S. military bases.

The phased deployment—in partnership with Ranger Group and its CEO, U.S. Army Ranger veteran Mark “Ranger” Jones—will serve those in the Army, Navy, Air Force, Marine Corps and U.S. Coast Guard.

“As a veteran myself, I’m personally proud to bring our restaurant-quality pizzas directly to the places where our service members work and train,” says Michael Beacham, president of California Pizza Kitchen Global. “This initiative is both an expression of our gratitude and a meaningful step forward in our mission to make the California Pizza Kitchen experience more accessible wherever people are.”

In the future, the brand says it may potentially expand to additional military locations, including overseas facilities.

The military initiative builds on CPK’s broader automated retail strategy(opens in new tab)—which also targets airports, universities, hospitals and more—to implement and operate up to 1,000 such machines nationwide over the next three years.

Source https://www.fermag.com/articles/california-pizza-kitchen-brings-autonomous-cooking-to-military-bases/

 

New Sensor Developed at Oregon State Shows Promise for Fast, Low-cost Food-quality Testing

The sensor rapidly and accurately detects a compound widely used in the food and beverage industry.

CORVALLIS, Ore. – Researchers in the Oregon State University College of Science have developed a new electrochemical sensor for rapidly and accurately detecting a naturally occurring compound widely used in the food, beverage and fragrance industries.

The compound is eugenol, which gives cloves their telltale flavor and smell, and measuring its presence in commercial products is important for manufacturers and regulators.

Findings were published in Materials Today Chemistry.

Current techniques for measuring eugenol and other phenolic compounds, many of which contribute to the color, flavor, aroma and antioxidant properties of various foods, rely on sophisticated laboratory methods such as gas chromatography or high-performance liquid chromatography. The testing is accurate but relies on specialized personnel that makes the process expensive and time consuming.

While many nanomaterial-based sensors require precious metals and/or complex fabrication methods, scientists at OSU designed a nanocomposite sensor based on zinc phosphate and carbon black, which are relatively abundant and inexpensive. The composite is produced in a water-based solution via precipitation.

The comparatively low cost of components and ease of synthesis suggest the technology has high potential for scalability, the scientists say. Faster testing and simpler quality-control workflows for food producers may one day be among the results of the novel nanocomposite.

The sensor works by capturing eugenol in its mesoporous phosphate framework, concentrating it at the electrode surface, and using the conductive carbon black to quickly carry away electrons.

“Our research has long focused on rationally designing materials by controlling their composition, structure and properties to achieve specific functions,” said Mas Subramanian, University Distinguished Professor and Milton Harris Chair in Materials Chemistry at Oregon State University. “In this case, we designed a material in which the different components work together to capture the target molecule and efficiently convert that chemical interaction into an electrical signal.

“We want to design materials for a particular function, but we also want to see whether that function translates into a useful result in the real world,” he added.

In the study led by postdoctoral research Gopika Meenakumari Gopakumar, the researchers report that the sensor recovered 96.4% to 99.9% of eugenol from real food samples – cinnamon, peach, coffee beans, strawberry and canned tuna.

“Demonstrating accurate performance in complex foods shows the technology is likely not far away from practical application,” Gopakumar said. “We are not simply combining two components. We designed the composite so that each component contributes a different function, allowing us to achieve sensitive detection while maintaining good stability and reproducibility.”

The researchers say the platform could be adapted to detect other phenolic compounds for food safety and pharmaceutical analysis.

Collaborating on the study were scientists at National Taipei University of Technology, Ming Chi University of Technology, and King Saud University.

The U.S. National Science Foundation and the Ongoing Research Funding program at King Saud University supported the study.

Source https://www.foodmanufacturing.com/safety/news/22978301/new-sensor-developed-at-oregon-state-shows-promise-for-fast-lowcost-foodquality-testing

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JAN/SAN AND DISPOSABLES

 

Midterm Election’s Cleaning Industry Impact

The 2026 midterm election results elicited reactions from various groups across the commercial cleaning industry. Sweeping changes to the composition of both the House and Senate may impact economic policies regarding labor, chemical and environmental regulations, and supply chain infrastructure. Such shifts can influence innovations within this industry in how people are hired and retained, how cleaning products are classified and implemented, and which technologies and tools will become accessible for future operations.

A notable difference from these elections was the number of candidates with public health backgrounds. According to CNN, a record-breaking number of health professionals—around 125—were on the ballot, with some winning their race. These individuals can drive legislation that champions clean and safe environments due to their training and expertise in science and health.

“Sound public policy is essential to ensuring our industry can continue delivering the safe, effective cleaning products that people and businesses depend on,” says Jennifer Abril, American Cleaning Institute (ACI) President and CEO. “As a new Congress prepares to take office, ACI looks forward to working with newly elected leaders from both parties to advance policies that recognize the essential role cleaning plays in protecting public health, supporting healthy living, and helping communities thrive.”

Various labor unions celebrated the victories of candidates whose campaigns aligned with worker interests. In 2024, the U.S. Bureau of Labor Statistics reported that the minimum wage for janitors and cleaners was $17.27 per hour. In a September job market report, the average hourly earnings for all employees increased marginally (0.1 percent) to $37.81. This growth is misaligned with inflation, which has reached 3.7 percent.

With new representatives in office, organizations that represent workers, such as frontline staff, hope for legislation that aligns with workers’ rights and interests—including compensation that supports the current cost of living.

“At a time when families are struggling to make ends meet, the leaders we elect matter. They make decisions that impact our wages, our jobs, our right to organize, and our ability to build a better future for our families,” shares SEIU Local 1 President Genie Kastrup. “We are carrying this momentum forward, ready to turn tonight’s victories into real progress that puts more money in workers’ pockets, protects good union jobs, and builds stronger communities for generations to come.”

Source https://www.cleanlink.com/news/article/Midterm-Elections-Cleaning-Industry-Impact–33198

 

Georgia-Pacific Invests $20 Million in Paragould, Arkansas, Foodservice Packaging Facility to Grow Capacity

Two new production lines will expand Anchor Packaging® manufacturing capabilities to make high-quality food containers

ATLANTA, Nov. 12, 2026 /PRNewswire/ — Georgia-Pacific today announced an investment of approximately $20 million to add two new thermoforming lines at its Anchor Packaging® facility in Paragould, Arkansas. The investment is part of ongoing efforts to grow the company’s Foodservice Solutions business.

The Anchor Packaging facility, shown here, is located in Paragould, Arkansas, and employs more than 600 employees. The site manufactures rigid containers for the food packaging and foodservice markets, including restaurants, supermarkets and convenience stores. Georgia-Pacific’s investment at Paragould is designed to grow its Foodservice Solutions business.

Key facts about the investment include:

The $20 million investment will add two new thermoforming lines to the Paragould plant’s existing manufacturing footprint. It includes related equipment and infrastructure improvements.
The plant makes polypropylene and PET containers for the foodservice and food packaging markets.
The new lines will increase manufacturing capacity and capability to meet customer and consumer demand.
The Paragould facility investment adds to the customer solutions that Anchor Packaging® and the Georgia-Pacific Foodservice Solutions business offer to customers. Work has begun on this project, with startup of the new lines scheduled for some time in late-2027.

“Our customers are at the center of everything we do, and this investment reflects our commitment to them,” said Pranay Harsh, vice president and general manager of the Anchor Packaging® business. “Adding capacity in Paragould allows us to keep innovating and delivering custom solutions that help our customers run efficient operations and protect and preserve every meal they serve.”

The Paragould facility currently employs more than 600 team members making rigid containers for the food packaging and foodservice markets, including restaurants, supermarkets and convenience stores.

“I am so proud of the work of our team members to make this plant a safe, competitive and strategic location for our Foodservice Solutions business,” said Jake Hardage, plant director of the Paragould plant. “This investment is a direct result of their dedication to our plant, our customers and consumers and our community.”

“The city of Paragould is excited about the future of Anchor Packaging and the investment Georgia Pacific is already making in Paragould,” said city of Paragould Mayor Josh Agee. “The capital investment and creation of new jobs in Paragould is exciting for our entire community. ”

About the Paragould Facility
The Paragould facility began operation in 1985, producing blown film and thermoforming products. Through the years, the facility has expanded and modernized, including shifting blown film production to the Marmaduke plant so that the Paragould team could focus on thermoforming products. In 2021, the facility expanded to its current footprint of 365,000 sq. ft. In October 2025, Georgia-Pacific acquired Anchor Packaging as part of the company’s Foodservice Solutions business.

About Georgia-Pacific
Based in Atlanta, Georgia-Pacific and its subsidiaries are among the world’s leading manufacturers and marketers of bath tissue, paper towels and napkins, tableware, paper-based packaging, rigid food containers and cling film, cellulose and building products. Our familiar consumer brands include Angel Soft®, Brawny®, Dixie®, enMotion®, Quilted Northern®, Sparkle® and Vanity Fair®. Georgia-Pacific has long been a leading supplier of building products to lumber and building materials dealers and large do-it-yourself warehouse retailers. Its Georgia-Pacific Recycling subsidiary is among the world’s largest traders of paper, metal and plastics. The company operates more than 150 facilities and employs approximately 30,000 people directly and creates more than 80,000 jobs indirectly. For more information, visit: gp.com/about-us. For news, visit: news.gp.com. Follow Georgia-Pacific on LinkedIn, Meta, Instagram, X and YouTube.

Source https://www.streetinsider.com/PRNewswire/Georgia-Pacific+Invests+%2420+Million+in+Paragould%2C+Arkansas%2C+Foodservice+Packaging+Facility+to+Grow+Capacity/27333993.html

 

US tissue imports face a changing landscape as tariffs and freight reshape supply chains

Access to imported parent rolls remains an important part of the North American supply chain, while changing trade conditions and domestic capacity investments are reshaping sourcing strategies

The United States continues to rely on international suppliers to complement its domestic tissue production, particularly in the parent roll market. However, changing trade conditions, freight costs and new production capacity are influencing how manufacturers and converters approach sourcing decisions.

During the Tissue Summit North America 2026, Jorge Barbosa, senior price reporter at Fastmarkets, highlighted the importance of imports in balancing US tissue supply and demand. He also pointed to a shift in the types of products entering the country, with growing interest in premium and ultra-premium parent rolls.

This trend reflects a structural challenge for independent converters and away-from-home suppliers. Domestic producers often prioritize premium grades for their own branded products, limiting the availability of certain specifications in the open market. Imported parent rolls can therefore provide converters with access to paper qualities that may otherwise be difficult to source domestically.

Asian suppliers, particularly from China and Indonesia, have become relevant participants in this trade. Their competitiveness is influenced not only by production costs but also by product quality, freight availability and the ability to meet specific customer requirements.

Trade policy adds another layer of complexity. Tariffs can alter the relative competitiveness of imported products, but their effects vary according to product classification, country of origin and applicable trade rules. For tissue manufacturers and converters, understanding these distinctions is essential when evaluating sourcing alternatives.

Domestic capacity investments may gradually change the balance between local production and imports. However, new projects do not necessarily eliminate the need for international suppliers, particularly when buyers require specialized paper grades or flexible supply arrangements.

Freight costs also remain an important variable. Tissue products are bulky, and transportation expenses can quickly reduce the competitiveness of imported materials. Premium parent rolls may justify longer supply routes when their performance or availability provides sufficient value to converters.

For the North American tissue industry, the challenge is to balance sourcing flexibility, cost competitiveness and product specifications. As domestic investments and international trade flows continue to evolve, access to the right parent rolls will remain an important factor in the competitiveness of converters and finished-product manufacturers.

Source https://tissueonlinenorthamerica.com/us-tissue-imports-face-a-changing-landscape-as-tariffs-and-freight-reshape-supply-chains/

 

Place Bets on AI in Commercial Cleaning

Ceris Burns, one of the UK cleaning industry’s best-known voices on artificial intelligence (AI), is heading to Las Vegas in November to help building service contractors (BSCs) from around the world get more out of AI and waste less money on it.

The Founder and Managing Director of CBAi, which provides AI training and consultancy for the cleaning, facilities management, and environmental services sectors, will deliver a speaker session on the final morning of Contracting Success 2026 (CS26). The annual event of Building Service Contractors Association International (BSCAI) runs from 17 to 19 November at the Mandalay Bay Resort and Casino, Las Vegas, Nevada. This year, BSCAI is hosting the World Federation of Building Service Contractors (WFBSC) Global Executive Congress alongside Contracting Success 2026, bringing commercial cleaning international leaders and industry professionals together.

Since this is Vegas, her session, Are You Investing in the Wrong AI?, is running like a roulette table. The AI you can see, like robots, sensors, and smart buildings, sits on red. The AI you can’t see, like ChatGPT, Copilot, and their rivals, sits on black.

“Most of our industry has stacked its chips on red, and I understand why. You can put a robot in your client’s lobby, and it looks fantastic in the brochure. You can’t put a chatbot in the lobby,” says Burns. “My tip is free—it’s not red or black. It’s both, but the order matters.”

Burns will take the room through early results from CBAi’s AI Readiness Scorecard, completed by industry professionals at events across the UK and Europe this year. Seven in ten have no formal AI policy or only part of one. Eighty-one percent aren’t confident their team can write effective prompts, and just 23 percent scored as AI Ready.

“Use is running ahead of the rules,” she shares. “People try it, type one line, get something bland back, and decide AI doesn’t work. It does work. Nobody showed them how.

Delegates will also see live examples of everyday AI used on real cleaning jobs. In one, a 5 a.m. sick call finds cover and drafts messages in English and Spanish in under two minutes, with a person in charge throughout. In another, a cleaner’s phone photos are checked against the site spec so supervisors can see which site needs a visit first.

“With the Formula 1 Las Vegas Grand Prix grandstands going up on the Strip, it’s a good reminder that the fastest car doesn’t win with a driver who hasn’t practiced,” Burns says. “Whichever way you bet, AI only pays off if your people know how to use it.”

Directly after her keynote, Burns chairs the Technology Leadership Panel: Disruption, Risk and Opportunity in the Digital Age. The panel brings together three continents and both sides of the technology conversation:

• Tanja Cujic, CEO and Managing Partner of Berlin-based Cujic Gebäudedienste and a board member of the German building service contractors’ association
• Dominic Drumm, Founder and Managing Director of New Zealand’s Westferry Property Services
• Janelle Bruland, Founder and CEO of MSNW Group, providing facilities services across the Pacific Northwest, USA.

The panel will explore how cleaning and facility services businesses around the world are using technology and AI, what’s working, what to watch out for, and where the next opportunities lie.

“I’m not a techie; I come at this from the business side,” says Burns. “So I’m delighted to share the stage with three business leaders in facilities services who’ve invested in technology in very different markets. Between them, they’ll bring real-world experience that the whole room can learn from.”

Source https://www.cleanlink.com/news/article/Place-Bets-on-AI-in-Commercial-Cleaning–33195

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