Feeding Readiness: How AAFES’ BE FIT 360 Program Advances Global Military Wellness in 2026

 

As wellness, nutrition, and performance continue to shape how Americans think about food in 2026, few organizations operate at the scale—or with the mission-critical responsibility—of the Army & Air Force Exchange Service (AAFES). Through its BE FIT 360 program, AAFES is not simply responding to New Year’s resolutions; it is embedding nutrition-forward food access into the daily lives of millions of service members, families, and retirees worldwide.

AAFES serves tens of millions of authorized shoppers annually across more than 2,500 Exchange facilities, operating on U.S. military installations in over 30 countries and U.S. territories. From large-format food courts and branded quick-service restaurants to Express convenience locations and 24/7 self-service markets, the Exchange functions as one of the most geographically diverse food retail and foodservice networks in the world.

BE FIT 360: Nutrition as a Force Multiplier

The BE FIT 360 program reflects a holistic view of wellness—one that recognizes food as fuel for readiness, resilience, and long-term health. Under this program, fresh, better-for-you options are available across all Exchange food formats, ensuring consistency whether a Warfighter is on a major stateside base, deployed overseas, or stationed in a remote location.

“Supporting nutrition and wellness for the military community is central to keeping the Nation’s Total Force ready,” said Air Force Chief Master Sgt. Rich Martinez, senior enlisted advisor at the Exchange. That commitment is operationalized daily through menu engineering, product sourcing, and in-store guidance that makes healthier choices easier—not aspirational.

Better-for-You Choices, Built Into Everyday Brands

Rather than isolating wellness into niche concepts, AAFES integrates better-for-you options into familiar national brands trusted by military families:

·       Burger King at Exchange locations worldwide offers the Impossible Whopper, featuring a plant-based patty, alongside salads—meeting demand for flexitarian and plant-forward eating.

·       Qdoba Mexican Eats delivers customizable, hand-crafted meals with fresh vegetables and grilled proteins, supporting low-carb, vegan, vegetarian, gluten-friendly, high-protein, and calorie-conscious lifestyles.

·       Charleys provides multiple menu items at 300 calories or fewer, including grilled chicken, steak, and garden salads, with smaller cheesesteak portions under 500 calories.

·       Exchange-exclusive Arby’s locations feature meal options under 500 calories, including sliders and the Classic Roast Beef sandwich paired with a side salad.

This approach allows AAFES to scale wellness without sacrificing familiarity, speed, or value—critical factors for high-velocity military environments.

Healthier Choices, Wherever Duty Calls

For on-the-go needs, BE FIT 360-approved items are clearly identified with Healthier Choices, Healthier Lifestyle shelf tags at approximately 350 Express locations worldwide. Fresh fruit, yogurt, trail mix, veggie chips, and balanced snack options support energy and satiety throughout demanding schedules.

Recognizing that access varies by assignment, AAFES has also expanded 24/7 self-service markets, ensuring that service members without proximity to full restaurants still have access to fresh salads, sandwiches, fruit, and prepared meals—anytime, day or night.

A Retailer With a Mission, Not Just a Margin

Founded in 1895, AAFES is among the largest retailers in the United States, yet operates under a unique model: 100 percent of earnings are reinvested into military communities, funding quality-of-life programs and services. As a non-appropriated fund entity of the Department of Defense, the Exchange blends commercial foodservice execution with public service responsibility at global scale.

From commissary-adjacent Express stores to overseas food courts, AAFES foodservice does more than feed people—it sustains morale, readiness, and family life across continents.

 

Insights from the Grocerant Guru®

1.       AAFES proves that wellness scales when it is integrated, not isolated. Embedding better-for-you choices into mainstream brands accelerates adoption far faster than standalone “healthy” concepts.

2.       Foodservice is readiness infrastructure. BE FIT 360 positions nutrition as a performance asset, reinforcing that what Warfighters eat directly impacts resilience and operational effectiveness.

3.       Global consistency with local flexibility is the Exchange’s competitive advantage. AAFES delivers a standardized wellness framework while adapting to diverse locations, duty cycles, and access constraints worldwide.

4.       AAFES is a blueprint for mission-driven food retail. By aligning food, value, and reinvestment into communities, the Exchange demonstrates how large-scale foodservice can drive both health outcomes and social return.

For international corporate presentations, educational forums, or keynotes contact: Steven Johnson Grocerant Guru® at Tacoma, WA based Foodservice Solutions.  His extensive experience as a multi-unit restaurant operator, consultant, brand / product positioning expert and public speaking will leave success clues for all. For more information visit www.GrocerantGuru.com , www.FoodserviceSolutions.us or call    1-253-759-7869

Roy Rogers Restaurants Riding High in the Saddle Again

 

For more than half a century, Roy Rogers Restaurants has been a quietly compelling player in the American quick-service restaurant (QSR) landscape. From its origins in 1968 to its present-day resurgence, the brand has delivered both nostalgic appeal and future-forward opportunities in menu innovation, customer experience and brand positioning.

Historic Roots with Broad Menu Appeal
Roy Rogers Restaurants was founded in 1968 by the Marriott Corporation in Falls Church, Virginia, as a western-themed QSR emphasizing quality ingredients and variety. Early on, the menu expanded beyond roast beef to include burgers and fried chicken, a combination that would become the brand’s hallmark “Big Three” offerings. By the 1970s, the now-famous Fixin’s Bar was introduced, giving customers the opportunity to personalize sandwiches and meals with fresh toppings and condiments—an early example of customizable fast food long before personalization became an industry standard.

At its peak in the late 1980s, the chain reached more than 600 operating locations nationwide, demonstrating broad regional appeal across the Mid-Atlantic and Northeast.

Brand Resilience and Strategic Revitalization
Despite a decline in the 1990s—triggered in part by a sale to Hardee’s and subsequent conversions of many units—the brand’s story didn’t end there. Brothers Jim and Pete Plamondon Jr. re-acquired and revitalized the Roy Rogers brand in the early 2000s, demonstrating a powerful example of legacy brand turnaround through strategic reinvestment and operational focus.

Key steps in the brand’s revitalization have included:

·       Modernized guest experience: Investments in electronic menu boards, enhanced drive-thru systems and support for third-party delivery partners, aligning the brand with current consumer expectations.

·       Digital engagement: Launch of the Roy’s Rewards mobile app, which includes a loyalty program and mechanisms to drive repeat visits and online sales.

·       Refranchising and expansion: Growth to approximately 40+ locations across seven states with a mix of company-owned and franchised units, and targeted expansions such as the Cherry Hill, New Jersey opening—Roy Rogers’ return to South Jersey after decades.

In 2023 and 2024, the brand’s consistent performance earned it inclusion on the Franchise Times Top 400 List, ranking among the largest U.S. franchise systems by global systemwide sales—a meaningful external validation of its operational momentum.

Menu and Consumer Value Positioning
Roy Rogers has centered its marketing and brand identity around menu quality and choice. The “Triple Threat” of roast beef, hand-breaded fried chicken and burgers taps into three of the most enduring comfort food categories in American QSR dining. The Fixin’s Bar reinforces the brand’s commitment to experiential eating—allowing consumers to tailor meals to taste, a differentiator in an industry often defined by standardization.

This mix of tradition and customization aligns with broader consumer trends toward:

·       Ingredient transparency and choice.

·       Premiumization within value formats.

·       Personalized ordering experiences across digital and in-store.

Brand Marketing and Storytelling
From its earliest moments, Roy Rogers leveraged a nostalgic American narrative—drawing on the legendary cowboy persona of its namesake and linking food to themes of authenticity, simplicity and hospitality. This narrative was reinforced in anniversary campaigns such as its 50th-year celebration with partner Cal Ripken Jr., tying cultural icons and community values to brand storytelling.

Modern marketing efforts have also included integrated campaigns via agency partnerships that span digital, social media, experiential and traditional channels, emphasizing four pillars: Quality People, Quality Products, Quality Experiences and Quality Business.

Data-Driven Brand Resilience
While quantitative disclosure from Roy Rogers is limited compared to publicly traded chains, several third-party indicators signal strong traction:

·       Inclusion in Franchise Times Top 400 highlights system sales performance relative to other franchise brands.

·       Franchise and company-owned locations continuing to open despite overall industry contraction among some legacy operators.

·       Customer turnout and buzz around new openings (e.g., long lines at grand openings) suggest strong consumer affinity and grassroots marketing effects.

Brand Positioning for the Future
Roy Rogers today occupies a distinct position that blends nostalgic heritage with modern operational relevance. It is a case study in how a legacy brand can:

·       Refresh its value proposition without losing sight of what made it beloved.

·       Utilize technology and loyalty frameworks to drive repeat engagement.

·       Activate regional cultural affinity to foster emotionally driven purchase behavior.

Three Insights from the Grocerant Guru®

1.       Embrace Menu Heritage with Modern Context: Roy Rogers’ focus on its “Triple Threat” and customizable Fixin’s Bar demonstrates how classic menu items can be reframed as contemporary value propositions—particularly when paired with current trends toward personalization and quality perception.

2.       Strategic Regional Growth Drives Brand Density and Loyalty: Rather than overextending, the brand’s targeted expansion in markets with historical affinity (e.g., Mid-Atlantic, Northeast) builds concentrated brand strength, facilitating word-of-mouth and localized social engagement.

3.       Digital Engagement Enhances Lifetime Value: The implementation of a loyalty app and integration of delivery channels provides actionable data on customer behavior, enabling more precise marketing and higher share-of-wallet with existing consumers.

Elevate Your Brand with Expert Insights

For corporate presentations, regional chain strategies, educational forums, or keynote speaking, Steven Johnson, the Grocerant Guru®, delivers actionable insights that fuel success.

With deep experience in restaurant operations, brand positioning, and strategic consulting, Steven provides valuable takeaways that inspire and drive results.

💡 Visit GrocerantGuru.com or FoodserviceSolutions.US
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A Century-Old American Icon Meets Industrial Scale

 

Smithfield Foods has entered into a definitive merger agreement to acquire Nathan’s Famous in an all-cash transaction valuing the iconic hot dog company at about $450 million. Smithfield will pay roughly $102 per share for all outstanding stock, bringing Nathan’s firmly into its portfolio as a wholly owned subsidiary. Closing is expected in the first half of 2026, subject to regulatory and shareholder approvals.

Founded on Coney Island in 1916 as a simple 5-cent hot dog stand by immigrant Nathan Handwerker, Nathan’s has evolved into a nationally recognized brand associated with classic American fare, summer culture, and the annual Nathan’s Fourth of July International Hot Dog Eating Contest.

 

Why Nathan’s Brand Matters

Few food brands can rival Nathan’s for cultural resonance:

• Heritage and Authenticity. Over more than a century, Nathan’s hot dogs have become synonymous with American culinary tradition — starting as a humble stand in Brooklyn and growing into a household name distributed nationwide.

• Emotional and Experiential Value. The annual July 4 hot dog eating contest has become an Americana spectacle — televised, widely covered, and culturally embedded — linking the brand to celebration and ritual.

• Brand Equity Across Channels. Nathan’s products appear in supermarkets, convenience stores, foodservice outlets, theme parks, stadiums, and franchise restaurants. That breadth gives it unique multi-channel reach compared with more narrow regional food brands.

• Licensing and Margin. Prior to the acquisition, Smithfield held exclusive manufacturing and distribution rights under license — a relationship that contributed meaningfully to Nathan’s retail and foodservice presence. Owning the brand removes a middleman and aligns brand control with production and go-to-market execution.

 

Strategic Fit for Smithfield Foods

From Smithfield’s perspective, the deal is strategic rather than sentimental:

• Complementary Portfolio Expansion. Smithfield is a major player in packaged meats — particularly pork — but beef and branded hot dogs have been relatively smaller segments. Nathan’s brand instantly broadens Smithfield’s product mix and presence in beef-centric categories.

• Control of a Proven Asset. Having manufactured and distributed Nathan’s products since 2014 under exclusive license agreements, Smithfield knows the brand’s economics and demand drivers. Bringing Nathan’s fully in-house affords operational efficiencies and full strategic alignment.

• Retail and Foodservice Leverage. Smithfield’s national scale in retail distribution and foodservice channels can accelerate penetration for existing Nathan’s SKU lines and provide a platform for new product innovation.

• Synergies and Profitability. The deal is expected to generate cost synergies (estimated at approximately $9 million annually within two years of closing) and to be immediately accretive to Smithfield’s earnings.

 

What This Means for Nathan’s Brand Rejuvenation

This is not merely a transfer of ownership — it could transform Nathan’s presence in the market with disciplined investment and strategic expansion:

1. Stronger Marketing Muscle. With Smithfield’s scale, brand marketing can move beyond nostalgia toward broader national campaigns and category leadership positioning.

2. Enhanced Distribution Footprint. Smithfield’s extensive retail and foodservice networks could accelerate expansion into under-penetrated regions and channels (e.g., convenience, quick serve partnerships, and international licensing expansion).

3. Product Innovation Potential. With direct access to Smithfield’s R&D and product development infrastructure, Nathan’s could introduce new formats (e.g., premium franks, plant-forward lines aligned with trends, or seasonal limited drops) to reinvigorate attention and cross-sell.

4. Consistency and Quality Assurance. End-to-end ownership can ensure consistency from production to plate — critical for food brands with a heritage positioning tied to quality and taste.

 

Grocerant Guru®: Four Insights on Nathan’s

From a strategic food industry lens, here are four insights to watch as this acquisition unfolds:

1.       Brand Reinvention Without Dilution: Expect Smithfield to preserve Nathan’s core identity (heritage, authenticity) while modernizing its appeal — potentially engaging younger consumers through digital campaigns and new product lines.

2.       Channel Innovation as Growth Driver: Nathan’s could become a case study for omnichannel expansion — integrating retail SKUs with foodservice partnerships and branded experiences (e.g., stadium concessions, c-store ready meals).

3.       Margin Optimization Through Scale: Operational synergies and supply chain integration should unlock margin improvements, allowing Nathan’s to compete more aggressively on pricing and promotional strategies in crowded categories.

4.       Cultural Asset Monetization: The hot dog eating contest and other heritage events could be leveraged as proprietary experiential IP — supporting brand storytelling and merchandising opportunities far beyond traditional food products.

 

Conclusion: A Hot Dog Brand With Fresh Potential

Smithfield’s acquisition of Nathan’s Famous for $450 million is far more than a corporate consolidation — it anchors a storied American brand with industrial capability and strategic intent. By blending Nathan’s cultural capital with Smithfield’s distribution and marketing prowess, the transaction has the potential not only to stabilize a beloved brand against inflationary and competitive pressures, but also to revitalize Nathan’s in ways that resonate with both legacy consumers and new audiences.

This is one of those food industry moments where heritage meets scale, and the results could shape how classic brands evolve in the modern grocerant landscape.

Are you ready for some fresh ideations? Do your food marketing ideas look more like yesterday than tomorrow? Interested in learning how our Grocerant Guru® can edify your retail food brand while creating a platform for consumer convenient meal participation, differentiation and individualization?  Email us at: Steve@FoodserviceSolutions.us or visit: us on our social media sites by clicking one of the following links: Facebook,  LinkedIn, or Twitter

Investing in Culture: Why Starbucks, Why Now

 

In foodservice, culture is not a soft concept—it is an operational lever according to Steven Johnson Grocerant Guru® at Tacoma, WA based Foodservice Solutions®. Starbucks’ decision to institutionalize a new leadership layer across its U.S. estate is a clear signal that the brand understands this reality and is acting decisively. By rebranding assistant store managers as “coffeehouse coaches” and committing to at least one full-time coach in every domestic location by the end of 2026, Starbucks is making a proactive, people-first investment at a moment when the industry is recalibrating around labor, experience, and ticket growth.

From Pilot to Platform

Starbucks quietly tested the model in 2024, deploying 62 assistant store managers across select markets including Chicago, the Rio Grande Valley, and Empire, California. The results were operationally meaningful: smoother shifts, stronger hiring and onboarding, better leadership coverage, and—most critically—partners reporting higher confidence in career progression. Those outcomes matter in a labor environment where, in 2024, U.S. restaurant turnover still hovered near 75%, well above pre-pandemic norms, and where training a single hourly employee can cost operators $3,500–$5,000.

Renaming the role “coffeehouse coach” is more than semantics. It reframes leadership away from task management and toward experience stewardship. As Starbucks’ chief partner officer Sara Kelly noted, the role is designed to be focused on people and the coffeehouse experience—exactly where brands win or lose in an era of commoditized beverages and aggressive value competition.

Culture as a Growth Strategy

The rollout aligns with Starbucks’ broader “Back to Starbucks” strategy, unveiled during its Leadership 2025 convention. The objective is clear: reverse traffic declines, stabilize sales, and restore the brand’s “third place” positioning. In Q4 2024, Starbucks posted flat U.S. comparable sales—its first non-negative quarter after six consecutive declines—driven by a 1% increase in average ticket even as transactions dipped 1%. That data point is instructive. When traffic is pressured, culture and experience become primary drivers of ticket lift.

Industrywide data reinforces the timing. In 2025 planning cycles, leading restaurant brands are prioritizing:

·       Experience-led differentiation, as 60% of consumers say atmosphere and service now influence where they buy food away from home as much as price.

·       Internal leadership pipelines, with best-in-class operators filling 70–90% of management roles internally to reduce hiring risk and preserve culture.

·       Daypart optimization, where strong on-shift leadership directly correlates with speed of service, order accuracy, and attachment rates.

Coffeehouse coaches sit at the intersection of all three.

Operational Impact at the Store Level

Unlike traditional assistant managers, coffeehouse coaches are positioned as real-time problem solvers during peak periods. They are present across dayparts, available to jump in, coach on the fly, and support both customers and partners. This matters because, in 2024, the average Starbucks transaction window shrank while complexity grew—more modifiers, more cold beverages, more rewards redemptions. Execution under pressure requires leadership capacity, not just labor hours.

The initiative also supports Starbucks’ commitment to promote 90% of its leaders from within, a critical differentiator in a market where Gen Z workers increasingly value visible career pathways. With restaurant jobs accounting for more than half of new U.S. jobs added in several late-2024 months, competition for reliable talent is intensifying, not easing.

More Than Labor: A Signal to the Market

This move does not stand alone. It complements Starbucks’ reimagining of freshly baked offerings, its evolving Rewards ecosystem, and tangible nods to brand nostalgia—like the return of condiment bars and handwritten cup messages. Collectively, these are signals that Starbucks is re-anchoring itself in human connection at scale.

For grocerants, convenience retailers, and QSRs watching closely, the lesson is clear: technology may drive efficiency, but culture drives consistency, and consistency drives profitable growth.

 

Three Insights from the Grocerant Guru®

1.       Culture Is Now a Capital Investment
Starbucks is treating leadership bandwidth the same way others treat kitchen equipment or digital platforms. In 2025, brands that fail to fund culture at the unit level will continue to leak talent—and margin.

2.       Experience Leaders Protect the Ticket
The 1% ticket lift in Q4 2024 underscores a broader truth: when traffic softens, coached teams sell better, recover faster from mistakes, and attach more add-ons. Coffeehouse coaches are revenue insurance.

3.       Internal Promotion Is the New Employer Brand
By formalizing a coaching pathway, Starbucks is marketing itself to its own workforce. In a tight labor market, that may be more powerful than any external recruitment campaign.

The Grocerant Guru® believes Starbucks is not merely adding a role—it is rebuilding a moat. And in today’s foodservice landscape, culture may be the deepest moat of all.

Success Leaves Clues—Are You Ready to Find Yours?

One key insight that continues to drive success is this: "The consumer is dynamic, not static." This principle is the foundation of our work at Foodservice Solutions®, where Steven Johnson, the Grocerant Guru®, has been helping brands stay relevant in an ever-evolving market.

Want to strengthen your brand’s connection with today’s consumers? Let’s talk. Call 253-759-7869 for more information.

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