1. Buffalo Wild Wings was Sucked into a Downward Spiral as Millennials Ditched the Chain — but the new CEO has a Plan for a Comeback

    Buffalo Wild Wings was Sucked into a Downward Spiral as Millennials Ditched the Chain — but the new CEO has a Plan for a Comeback
    • Arby's parent company Roark Capital Group completed its $2.9 billion acquisition of struggling Buffalo Wild Wings on Monday.
    • Paul Brown, who led Arby's turnaround, will be CEO of the newly formed operating company that will oversee both Buffalo Wild Wings and Arby's.
    • Brown told Business Insider that the major changes on Buffalo Wild Wings' horizon include new menu and marketing strategies.
    • The biggest problem Brown says he has to solve: Buffalo Wild Wings lost what made it unique...
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    1. There will obviously be some changes to the menu, changes to the experience, and changes to the marketing.
    2. I think the process and the mindset of how we went about it is exactly how we're going about it with Buffalo Wild Wings, too.
    3. I think that if you look back when Buffalo Wild Wings was really, really, really successful, it was really the only one out there doing what it was doing.
    4. I think there's an opportunity to figure out the 21st century incarnation of what made it so successful during, particularly, the early 2000s.
    5. Millennial consumers are more attracted than their elders to cooking at home, ordering delivery from restaurants, and eating quickly, in fast-casual or quick-serve restaurants.
    6. Ultimately, if you're in the restaurant business it comes down to food and innovation.
    7. There's been a loss of product development at Buffalo Wild Wings over time, partially because casual dining to date has not done as much of it.
    8. Create the personality, the brand, use earned media and all forms of earned media to create a persona around it as well as an awareness around it.
    9. If we sit here a year from now saying that Buffalo Wild Wings is sounding a lot like Arby's, then we failed.
    10. I think that is going to be the key — how we actually take the learnings and the capabilities from what we done, and leverage those learnings, leverage the infrastructure, and do it in a way that the brands look completely different from each other.
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