Perkins is a Food On Demand Outstanding Operator.
Perkins is more than breakfast. That’s not the brand’s motto but it may as well be as that’s where the brand’s head is at in 2025.
But let’s be clear: the brand, which operates close to 300 locations in the U.S. and Canada, will always be primarily associated with breakfast. Those mammoth muffins just can’t be denied. But it has a strategy to grow its lunch and dinner programs as well. The roadmap includes four ingredients: value, off-premises, catering, and innovation.
Valuing value
Value was a big buzzword for 2024 as brands adjusted to consumer reaction to inflation. Yet Perkins has long had it in its vocabulary.
Toni Ronayne, president of Perkins
“It’s about more than price, it’s about the guest experience,” said Toni Ronayne, the brand’s president, in an interview. “And that includes technology. Technology plays a big role for us.”
In its 65-year history Perkins has never been as digitally savvy as it is now. This includes an advanced online-ordering system, self-service kiosks, and electronic menu boards. It also uses inventory-management software from Crunchtime, which allows it to track ingredient levels in real time, ensuring that items are always in stock, reducing the risk of substitution.
Off-premises channels are attracting new consumers
The brand pulls in 16 percent of its revenues from its delivery channels. Ronayne believes this can grow higher.
“We’re starting to do more marketing for delivery as we’re seeing in our data that a lot of these consumers are new to us,” she said. “We have targeted guests living on these platforms. Third-party delivery is an opportunity for us to attract and retain new guests.”
Catering holds a key
It has been identifying plenty of business through its catering program, which it bolsters through a partnership with ezCater.
“We have many of our operators on that platform,” she said, noting that it’s planning to launch catering soon in its Canadian locations. “We’re also building a sales team so that we can also work directly with businesses in our B-to-B program. It’s all upside for us.”
The challenge is in getting the word out.
“We’ve learned that we need to create awareness within and outside the ezCater platform to grow our catering business,” she said. “We are executing brand and store-level sales and marketing initiatives designed to create awareness.”
Always innovating
A brand must innovate and take chances or run the risk of obsolescence. Perkins knows this. This means mojitos.
“We opened a new flagship restaurant in Orlando and we are offering alcohol as that’s something consumers expect with dinner,” she said.
And when a brand has the ingenuity to offer pie-inspired donuts — cookies & cream, salted caramel cream, wildberry delight — one must pay heed. “They have been flying off the shelves,” she said. “Who doesn’t love pie and donuts?”
Loyalty is on the way
Combining pie and donuts is one way to bond a brand with a consumer. Another is through a savvy loyalty program. A new one is in the works. Right now it funnels enthusiasts to its eClub membership program, which serves as its loyalty engine. It boasts some enviable numbers.
“We have about 1.5 million subscribers,” Ronayne said. “It is a substantial base of existing guests. But we know we can do more for our guests, and our new loyalty program will allow us to do that. We’re planning to roll it out in the next year.”
A new store prototype
Of course Perkins will always be Perkins: a wholesome, affordable experience. And now, with the advent of Griddle & Go, its new lean fast-casual prototype, which clocks in at a modest 1,500 feet and includes plenty of digital optimization, it’s bordering on hip. The model, which it debuted last year, is already proving popular. “We have about 35 franchise agreements in the pipeline,” she said.
The challenge is in marrying the operational tech of 2025 Griddle & Go with the time-tested charm of 1960 Perkins. Ronayne is confident the brand can braid them together.
“You need to appeal to different needs states of guests,” she said. “Having our flagship design and our new prototype gives us flexibility in how we choose the right real estate and how we go into new markets.”
It is also making plans for a world-class app.
“We did one in a previous life but we’re designing a new one,” she said. “The new app and loyalty program will allow us to communicate with guests after their orders so we can make sure they were happy with their experience. We have a lot of exciting things in development that we can’t wait to apply to our business.”
The Outstanding Operators Program highlights 20 innovative brands taking creative paths to success with all things off-premises. Each winner receives a $1,000 charitable donation to its organization of choice and will be recognized on-stage at the 2025 Food On Demand Conference. Register today!
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