Editor’s Note: This is an expanded version of the print article appearing in the January-February issue of PMQ Pizza.
By Tracy Morin
Whether running a single-location independent or a national chain, you’ll need to contend with value deals—especially in today’s economic climate. Even if you aren’t offering them, many of your competitors likely are.
Fortunately, strategic planning ensures that value deals create a win-win for both the pizzeria and its customers. In this deep-dive Q&A, three pizzeria masterminds in operations large and small (Sal’s Pizza in Lawrence, Massachusetts; take-and-bake leader Papa Murphy’s; and Regents Pizzeria, a single-unit operation in La Jolla, California), plus a foodservice consulting firm expert with Foodservice IP, explain how.
PMQ: Why are value deals important to consider right now?
Sal Lupoli: Value deals are essential in today’s economic climate, because customers are more price-conscious than ever. While dining-out trends have softened, people still crave great pizza—they just want to feel they’re getting more for their money. Strategic value offerings not only help us stay competitive but also give guests a sense of relief and confidence in choosing us. When we design a deal, we’re not simply cutting prices—we’re creating an offer that feels generous without sacrificing operational efficiency or long-term profitability.
Dallas Massey: The pizza segment is one of the most price-sensitive and competitive categories in all of foodservice. With inflation still pressuring discretionary income, guests are making trade-offs, but they’re not willing to trade down on quality. That’s where our opportunity lies. At Papa Murphy’s, our goal is to deliver true value without sacrificing quality while offering a pizza that’s as affordable as our competitors but made with superior ingredients. Guests can feel good about what they’re serving to their families. Value deals aren’t just a pricing tactic; they’re a trust and traffic strategy. They drive trial from new guests, re-engagement from lapsed users, and increased frequency from loyal guests who see us as a smart, high-quality choice for everyday pizza occasions, not just special ones.
Tim Powell: Value deals matter because affordability has become the consumer’s first filter. Only 19% of consumers in our national pizza study from spring 2025 said inflation hadn’t affected their foodservice spending. Value-positioned promotions give operators a way to retain frequency and protect traffic. For many guests, pizza remains an affordable indulgence, but operators must still signal fairness—bundled pricing or limited-time deals show empathy for squeezed budgets while protecting perceived quality.
Bill Vivian: At Regents, we are a premium quality/premium price concept, so we rarely consider discounting. We will engage in selective discounts to drive traffic and or consumer behavior. If we do discount, it will be tied to our Regents Rewards program so that we drive Rewards membership. As an example, the first discount (in 18 months) that we did was planned for December, in celebration of our 20th anniversary. It was a 20% discount on an order of a full-sized pizza and order of six wings. It was redeemable 31 times, or once each day of the anniversary month. We wanted to drive order pairing behavior of those two items as well as membership in the Rewards Program.
PMQ: For independents, what are the secrets to strategically creating smart value deals?
Lupoli: For Sal’s, every promotion goes through a full evaluation before it ever hits the menu. We analyze perceived value, food cost, operational impact and, ultimately, the margin after the net sale. A smart value deal should strengthen the customer relationship while supporting the business model. The best-kept “secret” is discipline: Don’t guess. Run the numbers, analyze the data, understand what you’re willing to trade for incremental growth, and build deals that meet customers where they are—without eroding the foundation of the business.
Massey: At Papa Murphy’s, we see value as both a competitive advantage and a growth catalyst, especially in regions where we have room to expand our footprint and deepen our guest base. As a regional chain, our strength lies in being nimble and locally responsive. Enticing guests with smart, well-structured deals helps smaller markets gain traction, build awareness and convert first-time visitors into repeat guests. For some franchisees, a thoughtfully crafted deal can be the difference between staying competitive and becoming a go-to neighborhood favorite.
Not all deals are created equal. The key is to design with intention, not reaction. Value should never come at the expense of brand integrity or quality. We focus on:
- Guest relevance: Offers should connect to real guest needs—family dinners, weeknight convenience or social gatherings—while reinforcing our core promise of high-quality pizza.
- Operational simplicity: Deals must be easy to execute in-store without adding prep complexity or slowing down service.
- Perceived value: Guests should feel they’re getting more than what they paid for through fresh ingredients, generous portions and a sense of abundance that aligns with our brand.
The most successful value deals don’t solely chase volume, they also build loyalty. They introduce new guests to our quality ingredients, re-engage those who haven’t visited in a while, and reward loyal families with something that feels special. For Papa Murphy’s, these strategic offers are how we grow market share regionally and strengthen the bond between our brand, our franchisees and the communities we serve.
Powell: Smart value deals start with cost discipline and menu awareness. Operators should build deals around high-margin ingredients, portion control and prep efficiencies—rather than blanket discounts. Smaller pizzas paired with shareable sides, or weekday-specific bundles, protect margin while feeling generous. A data-driven review of what sells best and travels well helps align operational efficiency with guest satisfaction. Strategic value isn’t cheap pizza—it’s engineered generosity.
Vivian: When considering discounting, it’s important to be intentional. While discounts can drive traffic in the short term, how can you create a deal that shapes future behavior? For instance, driving a desired order pairing, potentially increasing complementary sales (for us, we hoped for increased beer and/or salad sales during those anniversary-month visits), and growing loyalty program membership, which can help convert new guests into repeat customers.
PMQ: How should bundles and deals be priced—or is it more about perception? What types of deals work best?
Lupoli: We always start with perception: what looks and feels like a strong offer to the customer. Once we determine the psychological “sweet spot,” we reverse-engineer the financials. If we can meet or exceed our margin threshold, the deal moves forward. If not, we adjust the components, size or structure until it works on both ends.
Families often want simplicity and quantity. College students want value, speed and shareability. Parties and gatherings want crowd-pleasing combinations. A successful bundle ties all of that together: a core pizza option plus sides or beverages that increase the overall check while remaining economical for the operator.
Massey: Bundles are a powerful way to raise check averages while maintaining strong guest value perception. Bundles are also a great way to get guests to try something they may not normally order and to introduce them to items on the menu that may change future behavior. A good example at Papa Murphy’s is bundling Cookie Dough with the extremely popular Jack-O pizza. We sacrifice margin on the Cookie Dough to incite trial, and it’s been a great tactic to raise awareness and overall sales of a product we know our guests will love.
Pricing should anchor to psychological thresholds, where guests feel they’re “winning.” But it’s more about value perception than raw price. A well-structured family deal can outperform a large discount if it feels generous, complete and simple to order. The secret is clarity. When guests instantly understand what they get and feel the deal saves them both money and decision effort, they’re far more likely to convert.
Powell: Perception wins, I think. Guests judge value by what feels complete—so bundles should deliver a full experience rather than a dollar target. A “meal occasion” deal that includes a pizza, side and drink at a clean, round price communicates simplicity and generosity. Target segments—families, students or late-night groups—with tailored bundles that meet situational needs. If the guest perceives the bundle as solving a problem (time, hunger, sharing), price becomes secondary.
Vivian: It is more about perception and excitement. It still must be profitable and for a limited time only. After our anniversary month, we will be unlikely to offer any other discounts for at least the next year.
PMQ: How do you define value for independent pizzerias and their customers? What constitutes a “good deal” for both? And how does a pizzeria gauge whether a deal is successful, and when to change their offers?
Lupoli: A true “value” deal makes the customer feel like they’ve discovered something special—and makes the operator feel confident offering it. It’s a win-win when the perceived value is high and the margin still makes sense.
Different generations define value differently. Millennials and Gen Z gravitate toward bundles, shareability and digital convenience. Families prioritize predictability and volume. Every region has its own expectations, too—so local insight matters.
Loss leaders can work for independents when executed with intention. Our 2-for-$10 National Pizza Month promotion is a great example. We expected it to behave like a loss leader, but it drove hundreds of lapsed customers back to us and lifted our entire month above previous years. A well-designed value play can generate long-term loyalty, not just short-term transactions.
We define success by total redemptions, the percentage of first-time customers and the long-term behavior of those guests. Most new customers who redeem a value deal enroll in our loyalty program during checkout—that gives us a clear pathway to remarket, upsell and convert them into repeat guests. Deals should be refreshed often enough to stay exciting but not so frequently that customers can’t build habits around them. The key is to test, measure, adjust and let the data dictate the cadence.
With 150 locations, we’re constantly balancing customer value with brand integrity, profitability and operational consistency. The Game Day Bundle we launched last November is a strong example of a deal built around consumer behavior. It offers high perceived value, encourages group ordering and aligns with a key seasonal moment (football season) without compromising margins. Strategic value deals aren’t just discounts—they’re tools to shape buying behavior, introduce new guests to the brand and build long-term loyalty.
Massey: A “good deal” delivers a sense of abundance and quality that the guest couldn’t replicate at home or at our competitors for the same cost. From the operator’s view, a win-win deal should drive incremental profit, not just volume; encourage add-on sales (extra toppings, sides, drinks, etc.); and convert trial guests to repeat buyers via loyalty incentives [through Papa Murphy’s MySlice Rewards program). Generationally and regionally, perceptions of value differ. Gen Z and Millennials prioritize convenience and digital deals. Gen X families want balanced meals and crowd-pleasers. Boomers value portion size and quality ingredients.
We view value deals as acquisition tools, not permanent discounts. When structured correctly, they’re not “loss leaders” but loyalty accelerators, introducing new guests to our quality ingredients and upselling them over time through trust and experience.
Likewise, success isn’t just about redemptions—we believe it’s also about behavioral changes. At Papa Murphy’s, we measure several different factors: incremental transactions, average check value, guest frequency and repeat rate, as well as profitability per transaction.
To convert deal-seekers into loyal customers, we focus on rewarding repeat behavior via loyalty points and exclusive offers, and by rotating deals frequently to keep engagement high but prevent offer fatigue. Consistency with freshness is key. Deals should evolve seasonally or as guest behavior shifts, but your value promise must remain constant.
Powell: Value is the intersection of fairness, flavor and frequency. For customers, it’s paying a price that feels honest for quality they can taste. For operators, it’s achieving margin while building loyalty. Gen Z and Millennials emphasize convenience and innovation—they’ll trade up for interesting toppings or premium cheese if it feels original. Older diners prioritize consistency and portion size. The best value strategy blends both: authenticity for younger consumers and reliability for older ones.
Value deals work best as conversion tools, not permanent discounts. The goal is to generate repeat visits—rewarding guests who return outside of deal periods. Operators should track redemption frequency and repeat rates, not just coupon counts. Refresh deals quarterly to avoid fatigue and align with ingredient seasonality. Consistent communication through email and digital menus reinforces that the pizzeria is offering value with integrity, not racing to the bottom.
Vivian: If the deal is profitable for the organization and customers are perceiving good value, that can be a win-win. But, again, consider long-term effects vs. short-term. We don’t believe in discounting often, as it can cheapen the brand. We are dedicated to introducing our guests to an unmatched, premium experience that will drive repeat visits and word-of-mouth referrals. We would much rather offer a consistently high-quality experience vs. a “bargain.” If driving traffic is your ultimate goal, perhaps consider investing more in different marketing channels—we’ve seen great long-term success there.
It is vital for a concept to know its customer and meet their needs. The most important metrics for us are visit frequency, year-over-year transaction count and check average increases. Month-to-month sequential changes in those metrics are also meaningful. For our type of concept, discounts and deals are rare occurrences and depend upon the behavior we are trying to influence.
Tracy Morin is PMQ’s associate editor.
