![]() ![]() "When businesses and things get tough, it allows you to get very creative,” Birzon says. The pandemic was the worst thing to happen to the industry, Birzon says, but it revealed some silver linings. So the goal is hopefully never.”Įven throughout COVID, Snooze managed to open up six units over the past year and plans to unveil 12 in 2022, including in fresh markets like Las Vegas and Nashville. “Now that we've hit 50, I say we can't afford to have a lousy restaurant until we hit 75. “I used to joke around, ‘guys, we can't afford to have a lousy restaurant till we hit 25,’” he adds. We think the biggest compliment we can get is when people are surprised to find out that we're actually a chain.” “We really strive to make all of our restaurants unique. “Every new location is not some diminished copy of the previous one,” Birzon says. While the brand hasn’t been the fastest grower in the industry, Birzon says, it has never drifted over the years. The Denver-based brand, founded in 2006, opened its 50th domestic store on September 1 in West Midtown Atlanta. Snooze was designed on an ethos of “breakfast, but different.” To Birzon, this meant high-energy, creative, and innovative in every angle-a mantra that stretches from operations to sustainability to employee culture. Yet here was a brand capable of creating a new platform for the morning daypart. Eatery, was that nobody had shaken up breakfast in three decades. We recycle and compost about 95% of what comes through our door.CEO David Birzon’s first thought when he encountered Snooze, an A.M. We’ll be just knocking on the door, or slightly over $200 million in revenue, compared to about $120 million a year now.īirzon: 1) Our ability to hire great people, that’s number one, 2) Our ability to keep the brand relevant and exciting, 3) Our ability to execute.īirzon: We spend a lot of money on sustainability. Two years from today, where will Snooze be?īirzon: We will be approaching over 60 restaurants. They can be themselves, and in return, they have to take care of our guests and deliver hospitality. The first thing you’d notice about a Snoozer is the tattoos, pink hair and fishnet stockings. We’re looking for hospitality and a sense of individuality. The website calls your employees Snoozers? What does that mean exactly?īirzon: That’s our internal nomenclature for our staff. How do you use that size and scale and become more relevant and special to your guests? Most companies, as they grow, become more ubiquitous and less special. The owners were afraid of growth it was their baby, but we had a mandate to grow. To keep the core thing we believe in and make it special. When you were hired as CEO in 2012, what was your mandate?īirzon: It was to keep the culture alive. In today’s labor market, the biggest challenge is staffing, and we offer a better quality of life. At some point in our development, that question will be asked by outsiders and internally. ![]() Why close at 2:30 p.m.? Aren’t you leaving money on the table?īirzon: We do one thing and do it really well. Our return on investment is so phenomenal, so that’s where we want to place our own money. We’re maniacal about control and the quality. It’s a barrier from competition because most chains can’t do exactly what we do. Why?īirzon: It’s a highly differential complex model. They love the brand, and our goal is to grow it and take it nationwide.Īll of your restaurants are company-owned. What role is Stripes Group playing in Snooze?īirzon: We sold to Stripes at the end of 2016. Their guests are dying off, and we’re bringing a whole set of new people into our restaurants. That’s what sets us apart from First Watch, Denny’s and IHOP. ![]() That’s how he came up with the name.īirzon: We appeal to a broad demographic. He always hit the snooze button three times when he woke up. Why did the Schlegel brother’s name it Snooze?īirzon: Jon was racking his brain for a clever restaurant name. It surprises me about what goes on at Snooze. We didn’t invent the idea of day drinking, but we strive to take it to a whole new level. ![]() Where does the bar fit in?īirzon: People are drinking at 6:30 a.m. They’re connecting with their family and friends and having a good time.īut you’re only open for breakfast and lunch. If you visit a Snooze, it’s the only place where people aren’t on their phones. What specifically are you doing to attract millennials?īirzon: We are experiential. We offer high energy and loud music it’s not your grandparent’s breakfast spot. We have a full bar, a chef-driven menu, and all of our food is responsibly-sourced. Why would a consumer choose Snooze?īirzon: I would argue they’re not our competitors. You face competition from First Watch, Huddle House, IHOP, and Denny’s. Ultimately, it’s the license our guests give us to grow. Many restaurants have cut back on growth. What were the key factors?īirzon: We are fortunate enough to have a brand that is popular with both developers and our guests. ![]()
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