By Tracy Morin
Editor’s note: This is an expanded version of the original print article that ran in PMQ Pizza’s October 2025 issue.
Think you have nothing in common with the big chains as a small independent pizzeria? It’s easy to believe chains—with their mega marketing budgets, hundreds of locations and advanced technology—are running a different business altogether. But massive brands (and their franchisees) face a lot of the same challenges that independents do: finding, training and retaining top-notch employees; establishing effective leadership and culture; and innovating within menus, technology and marketing.
PMQ recently tapped six bright minds from two national chains—Marco’s Pizza and Hungry Howie’s—to share their best practices and suggestions for succeeding in the competitive pizza industry right now, plus predictions for where we’re headed next. Borrow some of their most valuable ideas to boost your competitive advantage.
Employee Retention and Training
Rod Sanders (Marco’s Pizza): It starts with creating real pathways for growth and visibility for franchisee’s team members across all roles. There are countless examples of franchisees and general managers who began their careers in in-store roles, and we’re working to make those success stories more visible and repeatable across the system. When employees understand there’s a future within the organization, they show up with more pride, purpose and long-term commitment.
Franchisees are competing for talent like everyone else, but we’ve found success by focusing on what really matters to today’s workforce: flexibility, recognition and purpose. It’s our “People First, Mission Always” philosophy. At Marco’s, we’ve built training and development programs that provide franchisees with a clear structure and support to provide to their team members from leadership tracks to multi-unit learning cohorts. At the store level, the brand is scaling our new “We’re Golden” development program, which focuses on system-wide training to build a culture rooted in hospitality, opportunity and personal growth. By the end of 2025, our goal is to have 700 store teams trained.
Today’s team members, especially Gen Z, are looking for more than just a paycheck. They want to feel part of something bigger. They want transparency, fairness and a culture that reflects their values. That means open communication, respect, flexibility and a genuine path forward. At Marco’s, we see that as a responsibility and a huge opportunity. We aim to equip our franchisees with the tools and resources to create an environment where team members feel seen and heard, because when you invest in people, the business grows alongside them.
Leadership and Culture
Sanders: Culture has always been imperative, but recently we’ve seen a shift in brands using it as a buzzword without providing the structure and fostering the connections. Since the pandemic, people seek more from their employer than just compensation. They’re looking for purpose, connection and a sense of pride in the work they do. That’s why culture is so critical right now, because it directly impacts retention, performance and brand loyalty.
But it’s important to note that simply just stating you have a “strong culture” doesn’t take a brand far enough anymore. It can no longer be a half-thought-out idea or put on the back burner; brands need to apply culture as a strategic focus. That’s exactly why we rolled out our “We’re Golden” development platform, demonstrating our commitment to constantly evolving so franchisee team members feel mutual respect, recognition and opportunity. While implementing strategies to enhance and build out culture will continue to rise in popularity, we truly believe a winning culture begins by aligning actions with values. It starts by hiring people who reflect our values, then back it up with training, support and consistent communication. From the corporate office to the make line, we encourage franchisees to be intentional about celebrating wins, providing growth pathways, and making sure every team member knows they’re part of something bigger than themselves.
At Marco’s, we believe great managers don’t just manage, they lead. And leadership starts with people. That’s why our training programs are designed not only to build operational excellence but to foster emotional intelligence and team engagement. Managers are the frontlines of our culture. They have the power to inspire, develop and retain top talent—or to drive people away. We don’t take that lightly. We train managers to create workplaces where team members feel valued, respected and motivated. That includes practical training on coaching techniques, conflict resolution and recognition, but also leadership development on topics like empathy, active listening and accountability.
We encourage franchisees to empower managers to lead by example and to create a sense of purpose for their teams. We also encourage leaders to engage with team members beyond just tasks and checklists. Whether it’s recognizing a crew member’s extra effort during a rush, supporting their career goals or just checking in on their well-being, those moments build trust. When people feel genuinely cared for, they’re far more likely to show up and give their best.
Menu Engineering
Kathleen Kennedy (Marco’s Pizza): Menu development at Marco’s is a careful balance between bold creativity and smart execution. Our culinary philosophy centers on crafting crave-worthy flavors built on a foundation of quality ingredients and thoughtful technique.
Our culinary team designs each recipe to build layers of flavor that excite the palate without complicating kitchen operations. Think vibrant sauces bursting with depth, cheeses that melt flawlessly, and toppings selected to complement and elevate, not compete. Recent standout menu items, like the limited-time Triple Pep Magnifico (pictured below), a bold, multi-pepperoni twist on a classic favorite, and the new permanent addition, Mike’s Hot Honey Pepperoni Magnifico, featuring crispy Old World Pepperoni, signature sauce, fresh cheeses and a drizzle of sweet heat, exemplify our commitment to premium, authentic flavors that honor tradition while pushing boundaries.
Profitability is an essential part of the equation, but it goes hand-in-hand with delivering unique, memorable experiences that inspire repeat visits. Every menu item is crafted to spark craving, satisfaction and delight, transforming pizza from a quick meal into an experience worth savoring.
Ultimately, our menus embody a commitment to authentic flavor and uncompromising quality while being designed for consistent execution across our growing network. This culinary approach perfectly aligns with our brand platform, “But Wait, There’s Marco’s,” which invites consumers to break free from the mundane and indulge in the big, bold flavors that come from true craftsmanship.
We monitor culinary trends closely, but we never chase fads. Everything we do is grounded in authenticity, flavor and real consumer insights. Limited-time offers are a powerful tool in our innovation strategy; they allow us to move with speed, test bold concepts and bring excitement to the menu without overhauling our operations.
The Fiery Flavors Menu LTO is a great case study in trend leadership. We recognized a whitespace in the category: While heat had been explored through sauces or toppings, no one had reimagined spice through the cheese itself. Our team created a first-of-its-kind spicy cheese blend featuring Monterey Jack, jalapeños, habaneros and Carolina Reaper peppers. It wasn’t just trend alignment—it was a category innovation.
And it worked:
- 25% of Fiery Flavors buyers were new to the Marco’s brand.
- It drove nearly 7% of all orders during the LTO run.
- Repeat customers returned at rates 2.5% higher than average.
That kind of performance shows what’s possible when innovation is grounded in culinary creativity and business strategy.
At the same time, we recognize that value and versatility matter more than ever, especially in an uncertain economy. Families are looking for meals that stretch further without sacrificing flavor. That’s why we continue to introduce bundle deals like our LTO Marco’s More Menu, hearty shareables and flexible offerings that give customers both variety and value, all while maintaining our premium quality standards.
Jeff Rinke (Hungry Howie’s): We always prioritize store operations. At Hungry Howie’s, we aim to introduce menu items that are simple to implement into the system and require minimal new ingredients. Rule of thumb is, don’t bring in more than one to two SKUs. Every new item is run through a food cost analyzer, so we know how much it costs to make, and we price accordingly and competitively. Our edge lies in offering unique items you can’t get anywhere else, which helps us stand out while keeping things streamlined for the team.
I try to stay on the cutting edge, bringing in items that are different, even a little controversial. I’m a foodie at heart; I live on cooking shows and food content, constantly on the hunt for inspiration. One of my favorites is Carnival Eats on the Food Network. It’s a goldmine for ideas and makes me always think, can I apply this to pizza?
One recent example: the Pickle Bacon Ranch Pizza (pictured above). This creation was simple and only required us to bring in pickles—a single, low-cost SKU with great shelf life. My goal was to bring in an LTO that generated some controversy and created buzz. Like pineapple on pizza, pickles stir debate. I pitched it to our marketing advisory council knowing it might not be a top seller, but that wasn’t the goal. The result? It was a home run. It sparked major social media buzz, but it ended up exceeding expectations, and we got a great lift, outperforming previous LTOs. It was inexpensive, operationally simple and created a ton of social buzz.
At Hungry Howie’s, we’re always experimenting—every Wednesday is test kitchen day. Some ideas don’t make it past the kitchen, but the ones that do are ingredient-simple and impactful. One of our best examples is the Bee Sting pizza with pepperoni, jalapeños and hot honey. This combination crushed it.
We stay very close with our suppliers and meet with their executive chefs several times a year. They share what’s trending and present us with recipes. Typically, five to six times a year, we collaborate and enjoy pizza recipes they’ve created based on research trends they’re seeing. It’s a great partnership and resource. That collaboration helps Hungry Howie’s stay ahead. We discuss and analyze possibilities, with a caveat that whatever new item we introduce to our consumers always makes sense operationally to our franchise owners. A trend isn’t worth pursuing if it complicates store execution.
Our biggest LTO success was a perfect combination of every kid’s favorite: pizza and mac-n-cheese! It was a massive hit. Hungry Howie’s pizza dough was covered with mac-n-cheese, and then we sprinkled additional cheese on top. It quadrupled our expected demand, and our warehouse had to reorder supplies just three days after launch. It was a great problem to have. It actually showed us how efficient our distribution system is, because they recognized the need to reorder, and we were able to keep everyone supplied.
On the flip side, we learned a valuable lesson when we launched two new pizzas (pictured below) at the same time, our Pickle Bacon Ranch and Backyard Burger. The Backyard Burger had a ketchup/mustard base with a cheddar-mozzarella blend, hamburger, onions and tomato. Individually, they had strong flavor profiles, but together, they competed for attention. Pizza is communal food, and when people want to try something new, they usually try just one at a time. From that, we learned to not launch multiple new items simultaneously.
We’ve developed several value meals that cater to any size family or any size budget, whether a couple or a larger family. Hungry Howie’s introduced the $11, $22 and $33 deals that make ordering simple while offering something for everyone at various price points. A few years ago, we launched the Mix and Match deal: a medium one-topping pizza or salad or sub for $7.49 each. It’s flexible, affordable and opens up the entire menu at a great price point.
My best advice [for new menu items] is to keep your SKU count low; you don’t want product sitting around. There are actually 34 million possible combinations with pizza, including toppings, base sauce and dough; the combinations are endless. But don’t get carried away with that. Often, your secret weapon is simply offering creative combos using ingredients already in-store. Consumers are creatures of habit, but if you inspire them with new ideas, they’ll try something different.
For example, at Hungry Howie’s, our secret menu secret menu uses regular toppings that are combinations not offered anywhere else. Try unique combinations. Give the consumer some ideas. Don’t overextend yourself with too many specialty pizzas. Focus on a menu that’s fresh and easy to execute. Know who you are and offer a menu you can consistently deliver well. Find what you’re great at and elevate it. All our research shows that younger generations want familiar foods with a twist, like pizza—something that’s both comforting and exciting.
It’s better to have to reorder than to have product sitting in storage. When we consider a new item like our Chicken & Waffles Pizza, we knew we only needed to bring in low-cost waffles and syrup. The next steps were for us to work closely with operations, the warehouse and distribution to reverse-engineer it. We had to figure out: How much product will we need? Will it work logistically? Can we supply it to every store, easily? That kind of planning is key to successful execution.
Marketing
Ben Halliwell (Marco’s Pizza): It’s all about relevance and timing. Today’s consumer is constantly scrolling, so we focus on delivering bold, engaging content that stops the scroll but also speaks directly to what they want in the moment. Whether it’s showcasing a hot, cheesy pizza during lunchtime or promoting a deal during a major sports event, our goal is to be where our guests are with messaging that connects. We use data and real-time insights to personalize outreach across platforms to ensure we’re hitting the right person with the right message at the right time.
A loyalty program only works if it delivers genuine value and is easy to use. At Marco’s, we built our program around the guest, giving them clear incentives, simple rewards and seamless access through our app and digital platforms. In the future, we want to evolve our digital experience to further build on guests’ brand love. So we are focused on making our loyalty platform more intuitive and personalized, and rewarding enough to keep guests coming back, while providing us with valuable behavioral data to further enhance our engagement strategies.
We use an integrated approach, but our most powerful tools are digital and performance-based—from paid search, promotions, email marketing and local store marketing. Ultimately, it’s not about one channel; it’s about building a connected ecosystem that keeps Marco’s top of mind and one click away.
Investing in Technology
Milton Molina (Marco’s Pizza): As we look ahead, the must-haves for restaurant tech in 2025 are all centered around one thing: efficiency that enhances, not replaces, the guest and team member experience. It’s not about chasing every new gadget or platform; it’s about smart, integrated solutions that solve real problems inside the four walls and in the digital storefront.
A key investment has been our proprietary Marco’s Ordering Management System (MOMS), a fully integrated proprietary tech stack designed to streamline operations. MOMS allows us to control the guest experience from end to end, supporting payment processing and the point-of-sale (POS) system with integrated conversation ordering, scheduling, inventory management, and a cloud-based dashboard with centralized data management capabilities. Because we own and operate the platform, we can adapt quickly to changing customer needs and market dynamics.
Other must-haves for 2025? Data-powered personalization, AI-assisted labor forecasting and frictionless payment options. Whether it’s using predictive analytics to prep the right amount of dough or surfacing upsell opportunities in real time, the goal is to let technology quietly do the heavy lifting, so the team can focus on great food and service.
Industry Assessment and Predictions
John Meyers (Marco’s Pizza): Pizza remains a consumer go-to for quick, affordable meal solutions, especially as families remain cost-conscious. Brands that offer bundled value meals and quality ingredients without sacrificing speed or ease of access are seeing a real advantage. Delivery and carryout are still dominant, and operational simplicity is crucial. For the remainder of the year, I expect brands to focus on refining the customer experience, through loyalty, tech integration and efficient operations, as well as a renewed focus on driving engagement across all day parts, rather than chasing over-the-top innovation.
In the next three to five years, I expect significant acceleration in digital transformation. Brands that build flexible footprints, invest in back-end systems, and streamline ordering and fulfillment will outpace others. We’ll also likely see more expansion into nontraditional venues, and smaller, modular store models designed to serve off-premise traffic efficiently. Looking 10 years ahead, automation and AI will play a bigger role in predictive operations and labor management, while data will increasingly shape everything from marketing to menu development. But what won’t change is the need to deliver a consistent, high-quality product.
The landscape is evolving rapidly on two fronts: consumer expectations and operational demands. Customers want faster, easier, more personalized experiences, and they don’t want to pay a premium for it. Meanwhile, operators are being pushed to do more with less: less space, less labor and tighter margins. That’s pushing the industry toward smart investments in technology, more strategic real estate decisions, and simplified menus that drive both speed and profitability. We’re also seeing franchisees more involved in decision-making and innovation, which is helping brands stay agile and relevant at the local level. The future will reward those who listen closely to their customers and adapt quickly with the right infrastructure to support scalable growth.
Tracy Morin is PMQ’s associate editor.
