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I could not have said it better myself

January 26, 2012 by Don Fox — CEO, Firehouse of America

Put a bunch of fast casual restaurateurs in a room together and before long it is likely that a discussion will break out on what sets us apart from our fast food competitors. Such conversations are laced with the passion and enthusiasm we have for serving great food to our guests. Combine that with a great service experience and an environment that provides differentiation, and it is no wonder that our segment continues to outperform the rest of the industry.

Granted, there are brands that are doing a great job in the QSR arena (Chick-fil-A is always at the top of my list of QSR brands that can take great pride in what they do, and consistently deliver on their brand promise). But there are many more fast food brands that are struggling to protect their market share, much less grow it in any substantive way.

Having spent the majority of my restaurant industry career on the QSR battlefield, I know all too well where the weaknesses are in the category. I could write at length on the topic, but I'll leave that for another day. In the meantime, I recently read an interview conducted with the corporate chef of a major quick service restaurant chain, and his response to a question from the interviewer summed up one major aspect of QSR's dilemma.

Interviewer:When you’re developing a new menu item, you have so many variables to consider: food cost, menu price point, ease of execution by crew, etc. How do you juggle or prioritize those elements?

Corporate Chef:I’ve been a restaurant owner and operator myself, so it’s pretty easy for me to think about what’s important on the front line [of a kitchen line]. I just approach it by thinking of the people who will have to serve that burger each and every day, and asking how I can put it together in a way that will work for the people on that line.

What fundamental ingredient is missing from his answer? The guest! One would think that, if the food was front and center in the mind of the chef and the brand he works for, the answer would contain something to this effect:

"First and foremost, we create great tasting food that our customers will fall in love with. We find the best way to implement those flavors and textures in the context of our systems, but we never compromise on what is most important."

In fairness to the chef, he did bring the customer into play in some of his answers to other questions in the interview. But the fact is, within many fast food brands, the variables mentioned by the interviewer are the DOMINANT drivers of menu development. Time and time again, taste, flavor, and quality get trumped by other factors. The result is often a dumbed down, uninspired, bland, lukewarm meal that offers an experience best defined by the term "gut bomb."

There are quick service brands that are trying hard to overcome what is almost an inherent part of their industry DNA. I wish them well, because the better our industry performs as a whole, the more likely it is that the overall market grows. But in the meantime, the operators in the fast casual segment should be proud that we occupy the high ground. Let's collectively pledge to hold it.