Haith believes Teriyaki Madness can march to 500 locations. Firstly, he says Teriyaki Madness doesn’t have a long string of competitors in the made-to-order Asian fast-casual segment. The chain offers a customizable footprint to perspective operators and will be able to grow rapidly without much kick back, Haith says, from strip malls to larger boxes. The typical unit is 1,800 or so square feet with seating for 30–40 people. It takes about 20–25 people to staff each spot.
And Teriyaki Madness can beat local competitors with technology and accessibility, he says. When Haith bought the company, about half of its business was coming outside the four walls. That’s now averaging 70–80 percent.
The company launched an order-ahead mobile app last summer. It features “redeemables,” which load into user’s app and can be used toward mobile or in-store purchases. It also offers map and location information, news about products and promotions, a customer referral program, link to jobs at Teriyaki Madness, and even a link to buy a franchise.
Teriyaki Madness partnered with Olo and Punchh on the launch, making sure it was fully integrated into the company’s point-of-sale system with Revel. The brand is focused on reducing friction further, Haith says, designing stores that cater to third-party delivery and pick-up, as well as continuing to build out a catering platform.
In regards to delivery, Teriyaki Madness has seen the channel jump about 25–30 percent. It’s a natural and differentiating element of the business, he adds, since Asian food already has delivery equity other brands don’t. Only, in this case, it’s actually branded. “We’ve really been able to take advantage of that,” he says, “and be able to build that piece really quickly.”
Haith says Teriyaki Madness is looking for operators who match its culture. “Folks who really want to build a business with us and partner with us,” he says. “We’re still at that small phase where people have an impact. That’s a big piece—having people who want to be a part of something.”