Operational Challenges and Menu Simplification Balancing innovation with inventory management and operational efficiency struck a chord with several members. Jenks raised the challenge of managing inventory costs when experimenting with
LTOs (limited time offers). Senior Director, Food & Beverage for The Wills Group (Dash In) Barbara Kessler answered, sharing that Dash In’s scratch kitchens allow for flexibility, especially when new ideas use existing ingredients. They test new items in high-volume locations before scaling to avoid
inventory losses, learning from past experiences where promising trends didn’t sell. Heather Davis , senior director of food service for Parker’s Kitchen, echoed the importance of sticking to core items, using existing ingredients in new ways, such as combining bacon and sausage for a premium breakfast item. Her focus is on enhancing quality and marketing existing offerings rather than expanding the menu unnecessarily. She noted that limited, high-quality menus, like those at Wingstop and Raising Cane’s, can be more effective than chasing every trend. She said, “The smaller your menu is, the more effective your team is going to be.” Cox supported this idea, citing a successful Orlando concept offering a simple menu centered on sauces. The volume and efficiency of operations proved the model’s appeal, especially for younger consumers and third-party delivery. Stephanie Galentine , COO for Lassus Bros. Oil, Inc acknowledged that her stores struggle with menu complexity. She stressed the need to streamline operations and simplify offers for consistency and efficiency, noting that expan- sion without refinement had made execution more difficult.
When our chef comes up with something new and unique, as long as it’s what I call “out of the same box of Legos that we already have” and it’s just creating a new something, that we can move on very quickly. Barbara Kessler , Senior Director, Food & Beverage for The Wills Group (Dash In)
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