Lee was talking about something that returns to the opening. “The most prominent and the most significant thing we've done is streamline the menus and our processes and procedures, and that's forever,” Lee told investors.
Brands throughout the sector reacted in kind. When dining rooms shut, full-serves had to simplify offerings to accommodate added off-premises orders. And then, operators found themselves asking what would happen when the doors reopened. As Lee put it: “How do we keep this simple because we had no idea what was going to happen … We didn’t know if anybody was going to show up.”
Darden introduced disposable, pared-down menus systemwide. That was a temporary reaction. But more lasting, it learned how to squeeze enough variety onto menus to satisfy consumer demand. “That’s been the biggest insight—that some of what I would call the superfluous menu items that are on our menu that one out of 100 people were buying when they were coming in, just aren't important, and most of those created the complexity in the kitchen,” Lee said at the time. “… I think that's what's going to be the lasting change. It's going to have significant impact two years, three years, four years from today.”
Processes and procedures were rethought. Extra prep work cut out. Labor efficiencies dialed in and the idea of being “fully staffed” reworked due to circumstance (shortages) and because, simply, what it took to run restaurants had changed. KDS and handhelds have since raced into the picture. Restaurants are using technology—first adopted as COVID must-haves—to create a more hospitable experience rather than replace workers, and to leverage data in a way that strengthens relationships well beyond the points-based loyalty programs of quick service. Those never fit low-frequency models like casual dining. So now, sit-down brands have become more sophisticated in understanding the difference, especially given what it costs to dine out. Consumers are tapping in for experience and personalization, and a VIP-like approach that rewards visits with insider information and access to brands over deep discounts.
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"Consumers continue to seek value, which is not about low prices. Consumers are making spending trade-offs. And food away from home is one of the most difficult expenses to give up because going out to a restaurant is still an affordable luxury for them," current Darden CEO Rick Cardenas said in March. "And so, what does that mean for us? For our brands, we believe that operators that can deliver on their brand promise and value will continue to appeal to consumers, despite economic challenges. And that's what we remain focused on doing, no matter what happens in the industry and whatever happens to the category."
This is evident at Chili’s of late, as well. The brand recently made its return to TV boasting a revamped “3 for Me” value platform that starts at $10.99 and allows customers to pick their beverage, appetizer, and entrée. They can also “spice it up” by adding a classic margarita, Dip Trio, or dessert.
Casual chains continue to move away from deep discounting. Instead, “relative value” has become a constant to help the category compete with the straight convenience of counter service.
Chili’s 3 for Me platform arrived in October and introduced three tiers—$10.99, $13.99, and $15.99. The latter two offer more variety and encourage guests to move up the ladder. Perhaps more vitally, the deal closed a pricing loophole for the brand. Previously, there were bundles on Chili’s 3 for Me section cheaper than the its la carte menu for an entrée and side. Chili’s also removed some items from 3 for Me to nudge diners toward a la carte for certain purchases.
Out of the gates, Chili’s said, 24 percent fewer 3 for Me meals were being purchased per day, but the per check average rose $1.38. More than two-thirds of orders came from the $13.99 and $15.99 price point. Additionally, Q2 menu mix lifted 5.6 percent as customers switched to a la carte and bought higher-priced items, appetizers, and soft drinks (all of which are not included).
In some ways, Chili’s implemented a gate on its value. It’s not so different from how many quick-serves lean on the lower end of the barbell to inspire trial versus courting a steady source of cheaper transactions. They draw guests in and work to trade them up.