When people think of TGI Fridays, they probably don’t think of sushi. If new CEO Brandon Coleman has anything to say about it, they soon will.
One of his first moves as chief executive of the nearly 700-unit casual-dining chain was to add items from the sushi concept Krispy Rice to the brand’s menu, which is otherwise populated by bar-and-grill staples like burgers, wings and fried appetizers.
It’s part of an effort to refresh the storied brand for a new generation, a process that will also include a revamped menu and in-restaurant entertainment that goes beyond food and drink. It comes as the 58-year-old chain has struggled in recent years with sales and traffic declines and store closures.
“TGI Fridays lacks relevance,” Coleman said. “We need to bring relevance back to the brand.”
When it was founded, in 1965 in New York City, Fridays was the definition of relevant. Its original location, on Manhattan’s Upper East Side, is widely recognized as the first singles bar, a place where young men and women could drink and socialize at a time when the best way to meet people was by attending cocktail parties.
Fridays was an immediate hit, and would later evolve from a hip bar into one of the first casual-dining chains. It opened larger locations in the suburbs that attracted families with approachable menus and unique appetizers like its signature loaded potato skins. Today, it’s an international brand, with more stores overseas (381) than in the U.S.
But over the years, it has lost some of its distinct spark, falling into what Coleman called the “sea of sameness” in casual dining—an endless parade of limited-time offers, specials and discounts.
“I wouldn’t classify that as innovation,” he said. “I would classify that more as blocking and tackling.”
To break free from the pack, Coleman wants to reestablish the brand as a trend-setter. And that means taking some risks and blazing its own trail. Which brings us back to sushi.
“There isn’t a single piece of industry data that said TGI Fridays needs sushi,” Coleman said. And yet the dish jived perfectly with his vision for the brand: It’s fun, approachable and easy to share. Early results have shown promise: In some locations, Krispy Rice is boosting check sizes by 30% and increasing frequency among the chain’s loyalty members.
Sushi is just one piece of an overhauled Fridays menu that will lean more heavily on small plates and appetizers and pare back the entree section in favor of better execution. A new app selection will launch Tuesday with small plates starting at $3; Coleman hopes they’ll encourage sharing and trial and attract larger groups. “We have to win the appetizer category,” he said.
At the bar, which has long been the heart of Fridays’ operation, the chain is embracing trends like booze-free cocktails, hard seltzer and sake. It’s taking some chances there, too: It recently added a banana-flavored bourbon made by Howler Head, the whiskey brand owned by UFC CEO Dana White.
Fridays hopes that by getting ahead of the curve, it can also get back to its roots as a place for people—particularly young people—to gather. And that effort does not stop at the menu.
In fact, regardless of how good the food is, Coleman doesn’t think it will totally cut it for the modern consumer. People are too used to having constant stimulation from social media and streaming television, he said. “I think just the simplicity of people sitting down and dining may not be enough going forward,” he said. He wants to make Fridays “more fun than your phone.”
To do that, the brand plans to add more entertainment to its restaurants, an area Coleman has some experience in from his 2.5 years as CMO of Dave & Buster’s. Though he would not reveal exactly what that might entail, he noted things like flair bartending, gaming and sports could help enliven the dining room. “We have many irons in the fire,” he said.
On a similar note, Fridays is doing more to court large groups looking for a place to party. On Thursday, the chain announced that customers will now be able to book events for groups of 10 or more, an option that wasn’t possible before. Previously, when 15 or 20 people walked in looking for a table, hosts would often have to turn them away. They had no way to execute for groups that big without any notice.
Now, there’s a process: People can book ahead online and choose from a selection of preset menu and bar packages. This will help the restaurant prepare and “narrows the scope of operations,” Coleman said. Fridays expects the new service to drive $5 million in incremental revenue in the fourth quarter alone as it moves through the holiday party season.
Coleman had been with Fridays for less than a year when he was promoted from global CMO and president to CEO in August. But he would appear to be uniquely suited for his new role. Growing up, his father owned an ad agency and his mother ran restaurants. When he wasn’t sitting in on creative brainstorms with his dad, he was mingling with servers and bartenders. “I had no idea that it would come full circle,” he said.
Before Dave & Buster’s, he was president and CMO of Del Frisco’s and CMO of Romano’s Macaroni Grill—two struggling brands that improved and later sold during his tenure. He acknowledged that marketing will be a big part of the puzzle at Fridays, but said the restaurants will also have to walk the walk. The cost of breaking promises is too great in the age of social media and online reviews.
“We have to compete on the basis of quality and value and what we’re giving the guest,” he said. “There’s no faking that.”