Pollo Campero reported a 9.1 percent same-store sales growth for the second quarter of 2016, marking the 18th consecutive quarter the restaurant chain has seen positive comparable growth. Despite a restaurant industry slowdown throughout 2016, Pollo Campero has seen its same-store sales growth accelerate above the 7.2 percent same-store sales growth it experienced during the first quarter of the year. To generate its strong sales momentum, the brand continues to focus on and engage with its growing Millennial customer base.
“There are a number of issues impacting the restaurant industry: higher restaurant prices driven by labor costs, lower competitive prices for prepared food in grocery stores and political uncertainty,” says Tim Pulido, CEO of Pollo Campero International. “Given the industry’s challenges, we are pleased to see our brand outperform and sustain strong sales growth.”
With Millennials accounting for more than 60 percent of Pollo Campero’s customers, the brand continues to launch initiatives that are relevant to this segment. From a mobile app pilot in select cities, to its focus on menu innovation, unique limited-time offers, and reinforcing its Latin roots, Campero has seen steady growth in its Millennial customer base.
Pollo Campero also continues to focus on restaurant expansion and remodels. The brand is currently planning to grow its units by 20 percent in 2016, and is in the process of completing remodels that will showcase the new Campero brand image and design launched in 2014. “Our new store design and image reinforce our uniqueness and brand relevance. As we have opened new stores and remodeled existing ones, we have seen more diverse Millennial customers drawn to our restaurants,” Pulido says.
Pollo Campero’s focus on growth also includes plans to nearly double its number of restaurants in the next three years by concentrating in key states. “As we look forward, we are looking to expand in Washington, D.C., Texas, California, and Florida with both corporate and franchised units,” he adds.
