THE
T H E M A G A Z I N E O F F R A N C H I S E B U S I N E S S S E R V I C E S | 2025 ISSUE 3
Discover how Buffalo Wild Wings
franchisees are blending trust,
tradition and transformation to
keep guests coming back
generation after generation.
PAGE 28
Wings. Fans. Family.
Wings. Fans. Family.
A practical look at how small-business owners can
harness A.I. responsibly to enhance everyday operations.
PAGE 32
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2025 Issue 3
TABLE OF CONTENTS
FBS Board of Directors
Roz Mallet
Chair
Jenny Beaudoin
Vice Chair
Bobby Pancake
Secretary/Treasurer
Wray Hutchinson
Chairman Emeritus
Brian Carmody
Director
Steve Grube
Director
Mark Jones
Director
Jack Litman
Director
Martti Matheson
Director
Chris Olexa
Director
Larry Podlogar
Director
Christy Williams
Executive Director
FBS Editorial Board
Rachel Jackson
Editor-in-Chief
rachelj@myfbsonline.org
Advertising Sales
FBS Advertising Team
advertising@myfbsonline.org
678-797-5160
Design and Layout
Kristen Thomas
KT Graphic Design
kthomas@kt-graphicdesign.com
Headquarters
1701 Barrett Lakes Blvd. NW
Suite 180
Kennesaw, GA 30144
Phone: 678-797-5160
Fax: 678-797-5170
Franchise Business Services publishes The SCORE.
Any reproduction, in whole or in part, of the
contents of this publication is prohibited without
prior written consent of Franchise Business
Services. All Rights Reserved.
In keeping with our commitment to the
environment, this publication is printed
on certified, environmentally-friendly recycled
paper using eco-friendly inks.
Copyright© 2025
Printed in the U.S.A.
www.myfbsonline.org
ON THE COVER
Generations of fans. Decades of lessons. Discover
how Buffalo Wild Wings franchisees are building the
future by honoring the past by blending tradition,
innovation and community to keep guests coming
back for more. Read more on page 10.
COLUMNS
2
Chair’s Column
DEPARTMENTS
4
FBS Member News
5
History Behind the Industry
6
Look, Listen, Read
9
One Topic: 10 Facts
FEATURES
10 Generational Growth: How Buffalo Wild Wings Franchisees Can Build
the Future by Honoring the Past
14 Team Up for Kids Campaign Launches October 1 … Let’s Make 2025
Our Biggest Year Yet!
contributed by the Buffalo Wild Wings FoundationSM
16 A.I. Tools: Leveraging Tech for Your Success
18 The Way Out Is Through
by David Allen, Get Things Done
20 The Essential Walks Series: Connect Your Essence, Your Life and
Your Work
by Dan Coughlin, The Coughlin Co.
24 The Difference Between Repeat Customers and Loyal Customers
by Shep Hyken, Shepard Presentations
26 Don’t Wait for Burnout: How – and Why – To Track Stress in Your
Business Early
by Annette Franz, CX Journey Inc.
28 Will A.I. Replace Customer Service? Here’s What Customers
Really Want
by Danny Snow, Snow & Associates Inc.
DIRECTORIES
8
Associate Member Listing
32 Advertisers Guide and Editorial Calendar
2025 Issue 3
|
THESCORE
Letter From the Chair
his past summer, franchisees,
managers and valued vendor
partners came together in Bonita
Springs, Florida, for the 2025 Franchise
Business Services (FBS) Annual Summit.
Each year, the Summit unites our
franchise community in one place to share
best practices, reconnect with old friends,
forge new relationships and discuss the
direction of the Buffalo Wild Wings®
brand. The topics we explored and the
insights we uncovered were meant to
guide how we approach the remainder of
2025 as dedicated business owners. We’ve
just concluded another Florida confer-
ence for our franchise owners hosted by
Inspire Brands.
My hope is that, following the
Summit and the Owners’ Forum, you’re
implementing new strategies to strengthen
your operations, and that you’re preparing
for an exciting end of year of growth and
evolution.
As year-end approaches, it naturally
brings change. It’s a season of transition —
an opportunity to shed the old, prioritize
what matters most and prepare for what’s
next. As we move further into 2025 and
turn our attention to 2026, I encourage
you to take time to reflect on what you’ve
learned this year.
Ask yourself: What new insights
have you discovered about your business?
How have you challenged yourself to be a
stronger leader? What goals remain within
reach before the year’s end? There’s still
time to coordinate with your teams, refine
your priorities and finish the year with
purpose.
The end of the year isn’t just a closing
chapter; it’s also the foundation for the
next one. Use the lessons, relationships
and momentum you’ve built in 2025 to
fuel your vision for 2026. And as you plan
for the future, remember to pause and
appreciate the people who’ve supported
you along the way — your families, teams
and fellow franchisees.
Looking ahead, we’re already
planning the 2026 FBS Annual Summit,
which promises to bring even more
opportunities for collaboration, innova-
tion and shared success. Please make plans
to join us April 20-23, 2026, at the Paris
Hotel in Las Vegas! I hope to see you there
as we continue to evolve together as one
community.
This issue of The SCORE is about
just that, balancing reflection and antici-
pation. Ours is a generational business in
many ways. We inherit not only recipes
and operational know-how but also the
passion, leadership and commitment of
those who came before us. Let’s honor
that legacy while building the next chapter
— stronger, smarter and more connected
than ever.
Sincerely,
Roz Mallet
Roz Mallet
FBS Chair
A Season of Reflection and Renewal
2025 Issue 3
|
THESCORE
MEMBER NEWS
he Buffalo Wild Wings® on Saint
Andrews Drive in Mankato celebrated
its 20th anniversary in September,
following a full remodel completed over
the summer.
The Mankato Area Chamber of
Commerce hosted a ribbon-cutting
ceremony recognizing the milestone, with
community partners, business leaders and
Buffalo Wild Wings team members in
attendance.
“This 20-year milestone affirms the
importance of investing in our teams
and building strong community connec-
tions,” said Jen McCabe, business and
brand manager with Buffalo Wild Wings
Mankato & Hutchinson. “Our success
is built on excellent ownership that puts
people first, both our team members and
our community.”
The remodel included major updates
to the restaurant’s audiovisual systems
and refreshed design, giving guests a new
way to experience sports in a modern
setting.
“Classifying ourselves as the number
one place to watch sports, the remodel
was more than just a corporate mandate,”
McCabe said. “The remodel has
enhanced guest experience and will carry
us into the next 20 years and beyond.”
The Mankato team plans to continue
its tradition of community engagement
and exceptional hospitality as it looks
forward to the next chapter of success. S
Mankato, Minnesota, Buffalo Wild Wings
Celebrates 20 Years and a Fresh New Look
Tow Joes Inc. officially open its remodeled
location.
Two Joes Inc. celebrates 20 years!
he Buffalo Wild Wings® in Fort
Walton Beach, Florida, (BWW
#3109) has earned top honors as the
2025 Community’s Choice Award winner
for “Outstanding Sports Bar” along
Florida’s Emerald Coast.
Hosted annually by the Northwest
Florida Daily News, the contest invites
residents across the region to vote for
their favorite local businesses in a variety
of categories. This year, thousands of
community members cast their votes,
naming Buffalo Wild Wings as the area’s
go-to destination for great food, drinks
and sports.
Since opening its doors in 2001,
BWW Fort Walton Beach has been a
proud part of the community, known for
its lively atmosphere, quality service and
passionate team. Franchise owner Joshua
Theiss credits the award to the dedication
of his staff and management team.
“All credit goes to the team who gets
it done every single day,” Theiss said.
“Without the commitment of staff and
management, none of this is possible.”
From game days to family nights,
the Fort Walton Beach team continues
to embody what it means to be part of
the community, delivering unforgettable
experiences, one wing at a time. S
Fort Walton Beach Buffalo Wild Wings®
Wins 2025 Community’s Choice Award
“Our success is built on
excellent ownership that
puts people first, both
our team members and
our community.”
– Jen McCabe,
Buffalo Wild Wings Mankato &
Hutchinson brand manager
“All credit goes to the
team who gets it done
every single day.”
– Joshua Theiss,
Franchise Owner
“Without the commit-
ment of staff and
management, none of
this is possible.”
– Joshua Theiss
THESCORE |
2025 Issue 3
History Behind the Industry
History Behind the Industry
istory Behind the Industry is a spotlight on events and/or figures that have shaped or significantly impacted the
current state of the restaurant industry, and how Buffalo Wild Wings® franchisees can utilize such information for
the betterment of their businesses.
Buffalo Wild Wings: A Place to
Cheer on Your Favorite Team
For years, Buffalo Wild Wings built its
reputation as the ultimate gathering place
for sports fans; a place where friends came
together for wings, beer and the big game. The
traditional model was simple yet effective: big
screens on every wall, packed bars and a lively
atmosphere that brought people together to
cheer for their favorite teams. The emphasis
homed in on game-day rituals, community
spirit and the social experience of watching
live sports in a high-energy environment. That
formula made Buffalo Wild Wings synony-
mous with sports-viewing culture for decades.
Today, appealing to a new generation of
sports fans means expanding beyond that
classic playbook. Buffalo Wild Wings is
embracing innovation to meet the changing
expectations of younger audiences, many
of whom are as interested in esports, fantasy
leagues and social media highlights as they
are in traditional sports. New initiatives include
enhanced digital engagement through the Blazin’
Rewards app, improved takeout and delivery
options for watch parties at home, and
restaurant redesigns that blend tech-friendly
spaces with the classic sports bar vibe. By
combining the best of tradition with modern
convenience and connectivity, Buffalo Wild
Wings continues to be the go-to destination
for fans, no matter how they define “game
day.” S
2025 Issue 3
|
THESCORE
ook, Listen, Read is a quarterly compilation of some of the most highly rated and reviewed apps, podcasts, books,
websites and other resources. FBS does not support or endorse the use of these tools, which merely serve as a guide to
exploring a new level of knowledge and productivity for your business.
L O O K
L I S T E N
R E A D
“Multiplier
Mindset® with Dan
Sullivan” is a podcast for
entrepreneurs who want to multiply their
freedom and success. Updated bimonthly,
this podcast can give business owners the
insights they need to turn struggles into
strength, approach their businesses with mental clarity and follow
their entrepreneurial goals to the finish line.
Business
owners
are
often using several different apps, websites and other resources
throughout their day, sometimes without realizing how much of
their time is going to certain platforms. RescueTime is a
resource that can help franchisees understand exactly where their
time goes throughout the day, avoid common distractions and
stay motivated to be as productive as possible.
One of the smartest things
a business owner can do
for their organization is
make it a welcoming place for their teams. In
“The Business of Belonging,” author
and community expert David Spinks
emphasizes that the successful brands of the
future will be those that foster authentic connections, giving
both customers and staff a sense of belonging. This book could
be a great resource for franchisees looking to drive customer
loyalty and growth by creating a sense of community!
“The Indicator from Planet
Money” is a podcast that
provides valuable insights into
money, work and business for the listeners out there
who don’t have as much time in the day for lengthy discussions. In
ten minutes or less, an episode of “The Indicator” can help
franchisees make sense of whatever’s happening in today’s economy.
THESCORE |
2025 Issue 3
Your locations can get high-efficiency
HVACs, energy-saving technologies,
and lower utility bills—$0 upfront.
Budderfly.com
Learn how
As small-business owners, it is
becoming more and more
obvious that artificial intel-
ligence is a tool many people are using for new
ideas on how to foster growth and success. “The
AI Advantage” by Thomas H. Davenport can
give franchisees a guide on how AI can help improve decision-
making and provide new insights on improving their business
practices. If you’re curious as to how AI can help your business, pick
up this resource!
If you have trouble
with note-taking or
keeping your
thoughts in an organized, easy-to-access place, consider using
Obsidian as your next tool for keeping your ideas fresh! The
free app can allow business owners to store, link and visualize
their latest ideas in one hub with a flexible, user-friendly interface.
“Leading Through Disruption:
A Changemaker’s Guide to
Twenty-First Century
Leadership” by Andrew N. Liveris is described as a
masterclass in forms of leadership that are resilient and
agile in a world that is rapidly changing. For business
owners looking for powerful tools to tackle any problem quickly
and responsively, all while keeping up with how their industry is
poised to change in the future, this book could be for you.
For anyone who’s looking to
absorb the day’s news through
audio while they go about their
daily tasks, The Wall Street Journal’s official
podcast, “The Journal” provides news updates about money,
business and power, delivered by trusted journalists and hosts
Ryan Knutson and Jessica Mendoza.
Relatively new franchisees could
benefit from finding resources
that are tailored for people who
are just starting out in a new life venture, such as
opening their first business or owning a new
concept. “The First 90 Days” by Michael D.
Watkins describes how transitions to things like
new careers are a critical time of vulnerability, where
missteps can have big impact on one’s success. The book provides
some tools on how to better handle such transitions, as well as
the reality of today’s demanding professional landscape.
10
Forest is a great resource for
those who are not only looking
to be more productive, but like
to see the proof that they’re improving as soon as
possible. With this app, you can choose when you’re ready to set
your distractions down and get to work, and a tree will visually
grow as time passes. For an easy, fun and satisfying way to get
more work done, business owners can consider Forest! S
2025 Issue 3
|
THESCORE
COMPANY
LEVEL
CONTACT
PHONE
Alliant
Partner
Robb Hubbard
robbh@elevanta.com
678-439-2283
Aprio, formerly Mize CPAs
Partner
Stacy Randel
stacy.randel@aprio.com
800-234-5573
Elevanta Health
Partner
Ben Bittner
memberservices@elevanta.com
678-797-5160
Green Dot Corp./rapid!
Partner
Steve McDonald
smcdonald@rapidpaycard.com
503-206-5144
Hall Financial Advisors
Partner
Brennan McKean
bmckean@hallfa.com
866-865-4442
PepsiCo Foodservice
Diamond
Marc Wolfson
marc.wolfson@pepsico.com
904-588-5401
Sazerac
Emerald
Candida Banti
cbanti@sazerac.com
415-302-0202
NCR Corp.
Emerald
Marianna Narinyants
marianna.narinyants@ncrvoyix.com
770-299-6676
Ecolab
Sapphire
Paul Martin
paul.martin@ecolab.com
601-383-8338
McLane Co. Inc.
Sapphire
Neill Flood
neill.flood@mclanefs.com
817-403-5283
Stafford-Smith Inc.
Sapphire
Don Smith
dsmith@staffordsmith.com
214-770-7577
Budderfly
Pearl
Chris Allen
chris.allen@budderfly.com
361-765-8881
EverPass Media
Pearl
Matthew Murlas
mmurlas@everpass.com
888-726-1391
Global Payments
Pearl
Phillip Durrance
phillip.durrance@globalpay.com
706-325-8428
Instant Financial
Pearl
Doug Denny
doug.denny@instant.co
689-777-8150
Sierra Nevada Brewing Co.
Pearl
Bobby Clark
robert.clark@sierranevada.com
678-938-9022
The Wasserstrom Co.
Pearl
Matt Brown
mattbrown@wasserstrom.com
614-737-8314
Alliance HCM
Assoc. Mbr.
Jennifer Gordon
jgordon@alliancehcm.com
281-418-7351
American Beverage Marketers
Assoc. Mbr.
Beth Borkosky
bborkosky@abmcocktails.com
601-383-8338
Anheuser-Busch
Assoc. Mbr.
William Poole
william.poolejr@anheuser-busch.com
919-815-3927
AVDI
Assoc. Mbr.
Sean McGoff
sean.mcgoff@avdiusa.com
260-797-3707
AVSi
Assoc. Mbr.
Britn Gilbertson
bgilbertson@goavsi.com
952-999-4500 X: 100
Bixolon
Assoc. Mbr.
Ann Klein
aklein@bixolonusa.com
651-270-0700
Boston Beer Co.
Assoc. Mbr.
Gary Fragle
gary.fragle@bostonbeer.com
770-402-9850
Cavendish Farms
Assoc. Mbr.
Kevin Ledford
ledford.kevin@cavendishfarms.com
770-855-7309
C&T Design and Equipment
Assoc. Mbr.
James Bales
jbales@c-tdesign.com
317-654-3721
Diageo Beer Co.
Assoc. Mbr.
Allen Roosa
allen.roosa@diageo.com
407-739-0140
DRAS Cases
Assoc. Mbr.
Josh Flattum
josh@drascases.com
507-402-4812
Federal Heath
Assoc. Mbr.
Boyd Hippenstiel
bhippenstiel@federalheath.com
813-244-5854
Ghost Tequila
Assoc. Mbr.
Alex Carregal
alex@ghosttequila.com
781-443-4628
Heineken USA
Assoc. Mbr.
Chuck Mathison
cmathison@heinekenusa.com
770-377-6959
Henny Penny
Assoc. Mbr.
Josh Frank
jfrank@hennypenny.com
937-564-8597
LG Electronics
Assoc. Mbr.
David Boerlin
david.boerlin@lge.com
760-415-7797
Mahoney Environmental Services
Assoc. Mbr.
James Fisher
info@mahoneyes.com
800-892-9392
Mark Anthony Brands/White Claw
Assoc. Mbr.
Katie Kirkhoff
stefano.caccia@tryotter.com
317-753-7151
Markon
Assoc. Mbr.
Carsen Beckwith
carsenb@markon.com
831-775-1481
Molson Coors
Assoc. Mbr.
Stephanie Mitchell
stephanie.mitchell@molsoncoors.com
816-289-1786
National Corporate Accounts (NCA)
Assoc. Mbr.
Chris Witts
cwitts@ncaconsultants.com
727-530-0078
National Distribution Alliance
Assoc. Mbr.
Matt Harvey
harvey@ndaunipro.com
678-476-5361
New Belgium Brewing/Bell’s Brewery
Assoc. Mbr.
Kari Gladney
kgladney@newbelgium.com
419-280-6015
Ole Smoky Distillery/Tanteo Spirits
Assoc. Mbr.
Holly Parsons
hparsons@osdistillery.com
615-945-2497
One More Time
Assoc. Mbr.
Alex Alvarez
aalvarez@onemoretimeinc.com
323-839-8541
Open Table
Assoc. Mbr.
Jake Nichols
jnichols@opentable.com
512-960-9009
Plymold
Assoc. Mbr.
Judy Ryan
jryan@plymold.com
507-789-8337
Red Bull North America
Assoc. Mbr.
Erin Lemke
erin.lemke@redbull.com
612-321-65
Remy-Cointreau
Assoc. Mbr.
Ben Lorimer
benlormier@remy-cointreau.com
214-929-3441
Restaurant365
Assoc. Mbr.
Lisa Rodkey
lrodkey@restaurant365.com
717-269-0192
SCI
Assoc. Mbr.
Ken Hibben
khibben@scicustom.com
815-483-2253
Shift
Assoc. Mbr.
Laura Lieder
llieder@shiftplatform.tv
517-449-0876
The Middleby Corp.
Assoc. Mbr.
Mark McCabe
mmccabe@pitco.com
603-496-2108
TouchTunes
Assoc. Mbr.
Nikki Hendricks
nhendricks@touchtunes.com
Nikki Hendricks
Trane US Inc.
Assoc. Mbr.
Jonathan Ralys
jonathan.ralys@trane.com
508-981-3731
Upside
Assoc. Mbr.
Emmy Sanders
scott.whitmer@upside.com
303-995-0088
Wathco
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Jason Walder
jasonw@wathco.com
678-898-4769
Welbilt
Assoc. Mbr.
Jeremy Strege
jeremy.strege@welbilt.com
727-946-3363
Wintrust Franchise Finance
Assoc. Mbr.
Sean M. Willison
swillison@wintrust.com
847-295-4272
Workstream Technologies Inc.
Assoc. Mbr.
Nick Walters
nick@workstream.is
732-429-9946
WyreStorm Technologies ProAV Corp.
Assoc. Mbr.
Jim Reinhardt
jim.reinhardt@wyrestorm.com
631-901-9709
Support the Vendors
THAT SUPPORT YOUR ASSOCIATION
THESCORE |
2025 Issue 3
67% of Gen Z consumers depend on online reviews for
purchases, and user-generated content is their preferred source
for authenticity.
2
About two-thirds of Gen Z respondents report more
positive feelings about a brand when it is associated with a
social cause.
3
57% of Gen Z say they prefer learning through infographics
or short visual summaries, compared with 18% who prefer
articles or essays.
4
64% of Gen Z and Millennials say they choose to shop
elsewhere if in-app payment options are not available.
Promoting mobile purchases through social media, word-of-
mouth or in-store signage can be effective.
73% of Gen Z and 70% of Millennials say it is important
that brands provide a personalized experience, and many are
willing to pay a premium for products that highlight individuality.
6
More than 90% of Gen Z say they are interested in
tech-enabled features at quick-service restaurants. They want
technology that saves time, reduces friction and personalizes the
experience.
7
82% of Gen Z consumers say they are more likely to
purchase from brands that advocate social equality. 81% of
Millennials say the way a company treats its employees impacts
purchasing decisions.
8
73% of Gen Z say they try to purchase from ethical compa-
nies, and 9 out of 10 believe it is the responsibility of
businesses to address environmental and social issues.
9
58% of Gen Z say supporting restaurants and food busi-
nesses in their community is important.
10
10
36% of Gen Z identify as “chronically online,” meaning
they spend more than 8 hours a day on digital platforms.
How Franchisees Can
How Franchisees Can
Best Market To Gen Z
Best Market To Gen Z
Sources: https://www.forbes.com/councils/forbescommunicationscouncil/2021/03/15/how-and-why-to-build-brand-authenticity/
https://www.reach3insights.com/blog/gen-z-qsr-expectations, https://www.zebracat.ai/post/gen-z-marketing-statistics
https://business.yougov.com/content/52792-how-gen-z-eats-out-top-restaurants-dining-habits-and-food-values
https://www.qsrmagazine.com/story/why-gen-z-craves-personalized-restaurant-experiences
One topic:
10 facts
2025 Issue 3
|
THESCORE
10
Generational
Growth:
How Buffalo
Wild Wings
Franchisees
Can Build
the Future
by Honoring
the Past
THESCORE |
2025 Issue 3
11
n the restaurant business, the past has a way of shaping the
future. Every menu innovation, marketing strategy and
customer relationship traces its roots back to lessons learned long
before today’s franchisees opened their doors. For Buffalo Wild
Wings® operators, understanding that history — both the brand’s
and their own — can be a powerful tool for growth.
Across the foodservice industry, success rarely comes from
chasing what’s new for its own sake. It comes from evolving
thoughtfully, drawing from the foundations laid by those who
came before. For franchisees, that means recognizing that the
DNA of today’s Buffalo Wild Wings restaurants, community
engagement, game-day energy and a focus on great food and
memorable experiences, was built over decades by operators who
understood their guests.
It also means recognizing that the customer base itself
is generational. Families who once came in to watch college
basketball together now return with their own kids for the same
reason: connection. When franchisees appreciate the generational
nature of both the business and the people it serves, they position
their restaurants for enduring success.
Learning From the Past To Strengthen the Future
Franchisees often look ahead toward sales goals, staffing
improvements and new menu rollouts but looking back can be
just as valuable. Buffalo Wild Wings has been through several
eras of brand evolution: the original neighborhood-style wing
joint of the 1980s and 1990s, the national sports bar boom of
the 2000s, and now the era of digital ordering, delivery and
dynamic guest experiences.
Each phase has offered lessons in customer engagement
and operational excellence. Early marketing revolved around
community and college-town energy; every location was a hub
where locals gathered to share food and fandom. That sense of
belonging is still central to the brand’s identity.
For franchisees, tapping into that legacy is a way to build
authentic relationships with guests. Understanding why the
brand’s core experiences resonated — because they centered
around connection, celebration and consistency — helps inform
what’s next.
Franchise Business Services’ (FBS) own journey mirrors that
same philosophy. For decades, the association has served as the
connective tissue between franchisees and the brand, evolving to
meet new challenges while honoring its foundational purpose: to
strengthen operators’ voices, protect their investments and ensure
a sustainable future for generations to come.
Learn about our
innovative solutions to
maximize productivity
and profitability
1 For full methodology of time-savings calculations visit Ecolab.com/restaurantshow
2024 Ecolab USA Inc. All rights reserved.
©
Ecolab.com/Restaurants
Advancing clean to protect our customer’s brand
and profitability through best-in-class innovation
in chemistry, information and automation.
SMARTPOWER
Warewashing
Program
Grease Express
High Temp Grill
Cleaner
ELT
Dishmachine
™
™
Improved performance
reduces cycles by 10%
No cool-down or
rinsing reduces steps
Fast cycles increase
efficiency, save water
and energy
Save
26 mins
A DAY
Save
53 mins
A DAY
Save
107 mins
A DAY
1. Based on internal Ecolab testing of time-savings on a per case basis and total cases sold to Ecolab full-service restaurant customers in 2023
2. Based on internal Ecolab testing of running 280 racks per day
Continued on page 12
2025 Issue 3
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The Power of Generational Customers
Buffalo Wild Wings franchisees benefit from a customer
base that’s as loyal as it is diverse. Some guests first discovered
their favorite wings in college; others bring their children in every
Sunday to watch the game. These are generational customers;
people whose connection to the brand extends through time and
family.
Their loyalty is not accidental. It’s earned through trust,
quality and consistency. Guests know that whether they’re in
Ohio or Oklahoma, a Buffalo Wild Wings experience feels
familiar: lively, engaging and reliably good. That familiarity
builds emotional equity, which translates into repeat visits and
word-of-mouth growth that no advertising budget can match.
For franchisees, nurturing those relationships is about more
than good service. It’s about creating the kind of environment
that families feel proud to share with the next generation. The
way guests talk about “their” local Buffalo Wild Wings — the
one where they watched the playoffs or celebrated a birthday —
shows just how powerful that connection can be.
Trust, Tradition and Transformation
Every franchise system relies on trust: between the brand
and its guests, between franchisees and their teams, and between
FBS and its members. Maintaining that trust requires balance.
While it’s important to stay consistent with what works, it’s
equally critical to recognize when the industry and customers
have moved on.
Recent updates to the Buffalo Wild Wings menu, remodel
program and service technology are prime examples. Change
doesn’t erase tradition — it strengthens it when done right.
Guests who grew up ordering traditional wings and beer now
also expect handhelds, shareables and efficient takeout options.
Meeting those expectations keeps the brand relevant without
losing its soul.
Generational Growth
Continued from page 11
Change doesn’t
erase tradition
— it strengthens
it when done
right.
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www.instant.co
GO CASHLESS
with
Learn more about Instant Tips & Instant Card at
Pay your employees their
tips and distribute payroll
electronically, avoiding
cash and checks.
Franchisees who adapt quickly, invest wisely and engage
authentically are the ones who not only preserve their business
but expand its legacy. That adaptability, rooted in respect for the
past, defines the best operators in the system.
FBS provides the platform for that balance. Through
advocacy, information sharing and collaboration, the associa-
tion helps members stay prepared for what’s next while staying
grounded in what’s proven to work. That partnership is what
ensures both Buffalo Wild Wings and its franchisees will thrive
across generations.
Building a Business That Lasts
Every franchisee hopes their business will outlast market
shifts and economic cycles. The key lies in embracing evolution
while honoring heritage. Whether it’s revisiting successful local
marketing ideas, refining team training practices or preserving
the atmosphere that makes Buffalo Wild Wings unique, the
strongest operators know that longevity is built on layers of
experience.
Looking backward doesn’t mean resisting change. It means
learning from it. The wing sauces may evolve, the sports may
change and technology will certainly keep advancing. But the
heart of Buffalo Wild Wings, the energy of community and
connection, remains constant.
FBS reminds franchisees that this isn’t just a business; it’s a
legacy. It’s a brand that continues to unite generations of fans,
operators and families through food, friendship and fandom.
So, as you plan for the future — your next remodel, your
next promotion your next decade in business — take a moment
to reflect on how far both you and the brand have come. The
lessons, stories and relationships built along the way are more
than history; they’re the blueprint for what’s still to come.
Because in this business, the past isn’t just part of your story
— it’s the foundation of your future. S
Franchise Business Services can be reached at communica-
tions@myfbsonline.org or 678-797-5160.
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Team
Up fo
r Kids
Cam
paign
Launc
hes O
ctobe
r 1st...
Let’s
Make
2025
Our Bi
ggest
Year Y
et!
e are proud to announce that the Buffalo Wild Wings Foundation raised an incredible
$2.4 million last year through the Team Up for Kids campaign. This is the highest total in the
campaign’s history! Thanks to the dedication and passion of our franchisees, team members, and
guests, over 400 grants were distributed to local nonprofits across the country, making a real and
lasting difference in the communities we serve.
From coast to coast, the impact of these dollars has been seen — from local Boys & Girls Clubs to
dozens of new youth-serving organizations that received funding for the first time. Our check
presentations this year were a huge success, bringing the community together to celebrate the
power of giving back.
LaHaise Management LLC hosted a check presentation with Connor
McGovern (9- year NFL player with Denver Broncos, New York Jets,
New Orleans Saints) for the TNT Kids Fitness organization.
Campaign Highlights:
Launch Date: Oct. 1st
Goal: Raise $2.5MM!
Who Benefits: Local youth-serving
nonprofits
This is more than just a fundraiser; it's a
chance to bring your team together
around a shared purpose and make a real
difference where you live and work. The
Team Up for Kids campaign is one of the
most impactful ways we live out our brand
values, and your involvement is key to its
continued success.
Together, we are making a difference.
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ASK EVERY TABLE, EVERY TIME
TO SUPPORT YOUR COMMUNITY
SCAN TO LEARN HOW YOU ARE HELPING KIDS
The money raised will support
youth nonprofits in your community.
Your ask makes a difference!
Why Participate?
80% of what is raised stays local — you help decide where the funds go.
It’s a meaningful, turnkey way to support kids in your community.
Team engagement — a powerful opportunity to rally your team around a shared cause.
Bracket Challenge – Franchisees can compete against other markets for the chance to
win extra grant dollars for their communities.
You're not alone — the Buffalo Wild Wings Foundation team is here to support you every
step of the way.
Let’s challenge ourselves this year: What if we asked every guest, every time, “Would you like
to support youth in your community?” Just imagine the impact we could make. Check out
the QR code below for inspiring stories and updates about how your efforts are helping
youth across the country.
If you have questions, want to get involved, or would like to learn more about the campaign or
check presentations, please reach out to: Catherine Stranberg at cstranberg@inspirebrands.com.
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A.I. Tools:
Leveraging Tech for
Your Success
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ne of the hottest topics in the world right now seems
to be the rise of Artificial Intelligence (A.I.) through
various apps and programs that are allowing everyday
people to tap into new wells of knowledge and creation.
Everywhere you turn, there are new articles, studies and
products being released that are centered in A.I. innovation, and
we’ve seen a wide variety of ways people and businesses have
decided to use it. A.I. has become a polarizing topic, as many
people are reluctant to use certain generative A.I. programs due
to the kinds of consequences it can carry for users and for the
environment. On the other hand, some people have promoted
widespread acceptance of A.I. tools and are encouraging people
to find new uses for the technology, in hopes of making different
aspects of life easier and improving the quality of their work. If
you are a small-business owner, you are no stranger to innova-
tion, nor are you unaccustomed to using whatever tools you can
find in your environment to reach your desired levels of success.
If you have any interest in using A.I. to see if it can improve
your business operations in significant ways, the best way to
get started is to gain a better understanding of exactly what A.I.
tools are available to you, which areas of the business they can
impact and how they could be used ethically.
The first step in becoming more acquainted with A.I. is to
understand that the technology is not as new as it may seem.
The global discussion around A.I. and its potential uses in
society has been ongoing for decades, though it might feel like
A.I. tools are only just now becoming more popularized than
ever. In order to make the most of the tools at your disposal, it is
worthwhile to take a look at some of the apps and programs that
have already been available to business owners for years, whether
you’ve decided to take advantage of them in the past or not.
Grammarly, for example, is a program that has recently been
marketed as “free A.I. writing assistance,” despite offering the
same services it did before “A.I.” was ever included in its tagline.
For years, the program has been a potential resource for small-
business owners looking to improve their writing for various
purposes, like marketing materials, email campaigns or everyday
correspondence with business partners. There are countless tools
like Grammarly that have entered the A.I. space and may seem
daunting to use, but the reality is that similar programs have
been available and accessible to most people since their concep-
tion. It’s beneficial to understand that while A.I. may be framed
by some as an entirely new technological venture that only
certain people can or should tap into, there are A.I. tools out
there that people have been using for years without difficulty.
When it comes to choosing which tools you’d like to use to
improve your business operations, it’s important to first determine
exactly which areas of the business you’re looking to change or
strengthen. As was previously mentioned, Grammarly stands out as
a tool that can help strengthen the marketing and communications
side of a business. Programs that are made to transcribe and/or
summarize audio recordings can also be particularly helpful for
notetaking or recording minutes for meetings that a business
owner may need to reference later on. As a Buffalo Wild Wings®
franchisee, attending the Franchise Business Services (FBS)
Summit prepared to use a tool that will help you remember what
you heard during presentations is an example of utilizing A.I. to
directly improve your business, as you’ll be more likely to make
more informed decisions that will help strengthen your business.
If you struggle with productivity and getting the most important
daily tasks done on time, finding a tool that can help you build
a realistic schedule and track when/how you complete your
tasks could directly impact whether you reach certain short- and
long-term business goals.
It is also just as important for many people to figure out
whether there are A.I. tools that they can use without fear of
worsening the kinds of environmental impacts that may be
caused by the data centers powering newer A.I. programs. For
business owners who are particularly concerned with the ethics
of A.I., continuing to research how certain A.I. tools are being
powered and relevant studies on their impact is a great way to
discover helpful tools without compromising what you feel is
right. Recognizing that we don’t need to sacrifice the health
of the world or the strength of our own mental capacities just
to reach success must play some part in the search for helpful
tools and technologies, or else this search will have been done
haphazardly and without true consideration of what it means to
use A.I. These tools should not hinder us in any way, and if they
are, then we must keep looking in different places for a leg up.
Many people across the globe are likely wondering why
learning anything about A.I. is relevant at all to the industries
they work in. Whether you are in the automotive industry, food-
service, healthcare, etc., it is always important to be informed
when there are innovations in technology that can help you do
your job. As more and more programs are being created these
days with the intention of helping people communicate more
clearly, complete tasks more efficiently and be more effective in
the workplace, it is worthwhile for any business owner to do the
proper research as to how they can utilize those programs. For
franchisees in particular, it is well known that countless brands
are looking for ways to incorporate A.I. into their business
models. For fast-casual restaurants, this can look like A.I. order
takers becoming more present on tables. As a franchisee under
a brand that is looking to take advantage of such innovations,
being left behind is not an option on the road to success; being
informed and being ready to implement and master the tech-
nology is paramount.
The best thing a small-business owner can do in the era of
A.I. is distance themselves from fear and misunderstanding the
topic. Being as informed as possible and doing the necessary
research into A.I. tools can make the difference between using
untrustworthy platforms blindly, and successfully taking advan-
tage of helpful tools that are proven to do good and prevent
harm to people and the planet. New tools are made to be useful
for everyone, including communities of small-business owners
looking to get ahead however they can. Finding the balance
between advancing technology and preserving what’s great about
our society is sure to be a balancing act for everyone, but the
possibilities of improving everyday life (and your business!) are
ultimately endless. S
You may reach Franchise Business Services at
communications@myfbsonline.org or call 678-797-5160.
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The Way Out Is
Thro ugh
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federalheath.com
SIGN & LOT LIGHTING MAINTENANCE
Nationwide Service
Rapid First-Call Response
Concierge Customer Service
Serving Buffalo Wild Wings Since 2001
800.359.7372
he heat is on. I’ve been noticing that the stress factor at
senior levels in organizations is increasing. My coaching with
executives has uncovered an increasing number of agreements
that are real, but largely not consciously acknowledged or kept.
We’re giving ourselves so much to do, and we’re taking on so much
of what we expect others are expecting of us, that it would be
virtually impossible to do even a portion of what’s on our plates.
Most of you reading this don’t even have time to finish (to
perfection) your current set of projects, even if you stopped the
world from giving you anything new and you had several months,
or even years, within which to do them.
It’s strange, but I work with people to define the work
they are not doing. Unfortunately, the resulting ambiguity of
just halfway assuming responsibilities and commitments with
ourselves and others, or just halfway clarifying and understanding
what they mean and what needs to be done about them, won’t cut
the pressure in half — it doubles it! So much of what
people are feeling these days is the pressure
to get things done, but there is universal
resistance to defining precisely what that
commitment and that work is. We must
really focus and think (which requires
energy often in short supply) to clarify and define the outcomes
and actions needed, on each and every thing that we might need
or want to do.
You can only do one thing at a time, so at any point in time,
there is going to be a huge backlog of “work.” Much of what we
must do, to gain comfort and control in our knowledge-worker
worlds these days, is clarifying what all that work is, objectively,
in a format that provides an easy overview. We must continually
renegotiate those commitments with ourselves and with others;
and that’s impossible to do, unless they’re captured, clarified and
organized in some systematic way outside our psyche.
There’s an old Gestalt theorem: “The way out is through.”
Defining what we could do, and what we are doing right now
instead — managing the triage strategically with ourselves
and others is a key component of managing ourselves and our
workflow these days. You can only feel
good about what you’re not doing
when you know what you’re not
doing. We have to loosen the grip of unclear
agreements with ourselves to be free to follow
our intuitive hunches and creative focus.
There is no catching up. There is only
catching on. S
DAVID ALLEN has been called one of the world’s most influen-
tial thinkers on productivity and has been a keynote speaker
and facilitator for such organizations as New York Life, the
World Bank, the Ford Foundation, L.L. Bean and the U.S. Navy
and he conducts workshops for individuals and organizations
across the country. He is the president of The David Allen Co.
and has more than twenty years of experience as a manage-
ment consultant and executive coach. His work has been
featured in Fast Company, Fortune, the Los Angeles Times,
The New York Times, The Wall Street Journal and many other
publications. “Getting Things Done” has been published in
twelve foreign countries. Learn more about David Allen at
https://gettingthingsdone.com.
by David Allen