The virtual offshoots
Though Smokey Bones is an outlier in its drive-thru, it has also embraced another hybrid component, one that continues to proliferate across the industry: digital brands.
During the pandemic, when dine-in business was low, if not nonexistent, some restaurants opted to launch new menus under separate brands. This tactic not only allowed them to maximize kitchen space in the face of lower volumes, but to also introduce fresh menu items and perhaps lure new patrons.
At Smokey Bones, that situation culminated in two new concepts. Launched in fall 2020, The Wing Experience and The Burger Experience each specialize in their eponymous dish. The company has always positioned itself around meats, even going so far as to call itself a “protein candy store,” so adding these specific brands was well within Smokey Bones’ menu wheelhouse.
“Our approach to ensuring that the virtual brands are executable is finding the sweet spot between products that we are already excellent at preparing and creating enough distinctiveness that they’ll be interesting and exciting for the consumer to try,” O’Reilly says. “We found that sweet spot with both of these products. For example, it would be harder for us to launch a pizza virtual brand because it does not fit that model for Smokey Bones. That is not a category of products that we currently are producing.”
In a quest to attract new customers, The Wing Experience and The Burger Experience do not call out their connection to the original brand, but this is hardly a universal approach. In developing the virtual concept Bodegga by Snooze, the parent company sought to capitalize on its established reputation.
“When we’re coming up with that name, … we were intentional and wanted to tether it to the mother brand and try to bring along the equities that Snooze has,” says chief marketing officer Andrew Jaffe.
That’s not to imply that Bodegga wasn’t designed to attract new customers, but it also wanted to give existing guests a new dining occasion through morning offerings that were ideal for takeout, like breakfast burritos and sandwiches. While many limited-service brands offer breakfast items to-go, Jaffe says none were executing at Snooze’s quality level.
At the same time, the restaurant had always positioned itself as a dine-in destination and never really focused on convenience or speed of service. Bodegga was a chance to pursue both.
“When you think about the Snooze experience, it’s not always frictionless. If you’ve ever visited Snooze on a weekend or ever plan to, we have a wait, we have a line,” Jaffe says. A virtual brand could eliminate that friction for customers wanting their food fast.
“At the same time, we saw a huge opportunity in what I would call that Monday-to-Friday time frame,” he adds. “We felt like Bodegga could really help us capitalize on this morning routine experience that a lot of us go through. … We wanted to be part of that ritual and no different from how a guest is hitting a Starbucks for their latte and a sandwich.”
Indeed, the morning ritual can be especially lucrative; insights from The Coca-Cola Company’s Grounding Data found that consumers’ breakfast orders were 1.5 times more likely to be part of a ritual than all other dining-out occasions.
The name “Bodegga” also plays into the idea of a morning routine. Especially prevalent in New York City, bodegas are hybrids themselves: part convenience store, part grab-and-go food purveyor, part local shop. Historically, city-dwellers might pop into their neighborhood bodega for various items, including coffee, bagels, fruit, etc.
Bodegga moved quickly through the proof-of-concept stage, going from idea to pilot program in less than six months. Since its debut at two Charlotte, North Carolina, locations last April, Bodegga has gleaned business insights while also refining its formula, from marketing and branding to menu selection.
“As we look to the future and roll out in a bigger market later this year, we’re going to be able to apply some of those learnings. And there may be a couple of these items that don’t go later this year,” Jaffe says. “I’ll use an example, like the breakfast burger. [We’re] not sure that’s going to be one that takes us to the next phase of launching in other markets, and that was part of this process—learning from an ops perspective.”
Although some chains may use digital brands as a means of testing the waters for expansion, Snooze has no plans to do so with Bodegga. Instead, it will launch only from the brick-and-mortar restaurants, and herein Jaffe makes an important distinction. Where the terms “virtual brand” and “ghost kitchen” are often used interchangeably, Snooze specifies that Bodegga is the former since the latter would imply it operated out of a space unaffiliated with the mother brand.