Melting Pot

<a href="https://www.meltingpotfranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-melting-pots-leadership-team-keeps-the-brands-vision-focused-on-franchisee-success-2718803" target="_blank" rel="nofollow">Melting Pot</a>, the “polished casual” fondue franchise with 90-plus units in the United States and Canada, has long been a favorite spot for special occasions, date nights and those seeking more than just a place to eat. The restaurant is devoted to providing an intimate and exciting dining experience for patrons, and continues to remain a favorite for lunch and dinner after nearly a half-century in business.&nbsp;The brand’s success is, in part, a result of the diligent and focused leadership team. Headed by&nbsp;<a href="https://www.linkedin.com/in/bob-johnston-4b6b0a4a/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-melting-pots-leadership-team-keeps-the-brands-vision-focused-on-franchisee-success-2718803" target="_blank" rel="nofollow">Bob Johnston</a>, CEO of&nbsp;<a href="https://1851franchise.com/meltingpot">Melting Pot</a>, the team includes seven other driven individuals with extensive experience who have brought their strengths together to successfully steer the company through the pandemic and towards the future.&nbsp;“The work that this team does navigating through environments that we've never seen before and have no playbook for is really remarkable,” said Johnston. “All of the members of the leadership team are enormously gifted, and we're grateful that they're a part of the team.”&nbsp;Johnston commends the leadership team’s efforts to help the brand, which relies on in-person experiences, survive the effects of COVID-19. He said they were quick to assess the status of the industry amidst lockdowns and learned to pivot to still cater to customers. Johnston said that having strategic members like&nbsp;<a href="https://www.linkedin.com/in/ana-malmqvist/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-melting-pots-leadership-team-keeps-the-brands-vision-focused-on-franchisee-success-2718803" target="_blank" rel="nofollow">Ana Malmqvist</a>, Chief Marketing Officer for Melting Pot, who joined the brand six weeks before the nationwide shutdown, on the team is incredibly valuable in times like these.“Ana is tremendously talented and extremely calm under pressure; the more chaotic things are around her, the calmer she becomes,” said Johnston. “She built two fantastic programs that have been responsible for lifting weekday sales in enormous ways.”One of those programs is “Thursdate,” which is part of the company’s vision to convince customers that the fondue restaurant is not simply reserved for special events and days. It features a romantic dinner experience for a couple reminiscent of a Valentine’s celebration but brings it to a weeknight when their profits are typically lower. The other initiative Malmqvist has been instrumental in creating is “Best Fondue Friends Forever,” which encourages friendship and meeting up with loved ones around some delicious food and fondue. The program has been especially popular as COVID-19 restrictions ease and people are able to gather in public again.&nbsp;“We're all about the consumer, how to make it work for the consumer and craft it for their needs, because it's all about having their loyalty and their love of the brand. We look at how to harness that brand love to make them always want to choose us. And when we drive in traffic of happy consumers, we create happy franchisees.”Malmqvist works closely with fellow leadership team member&nbsp;<a href="https://www.linkedin.com/in/john-r-crawford-784a0810/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-melting-pots-leadership-team-keeps-the-brands-vision-focused-on-franchisee-success-2718803" target="_blank" rel="nofollow">John Crawford</a> to ensure that the marketing strategies they create translate well in an operational sense at each location. Crawford, Executive Vice President of Franchise and Restaurant Operations for Melting Pot, is a seasoned restaurant executive, who worked with brands like Bennigan’s and Roy’s, the Hawaiian fusion concept, and ran all Ruth’s Chris Steak House locations for many years before coming to Front Burner Brands. He works directly with franchisees to ensure the brand delivers “The Perfect Night Out”, to every customer, every time.Crawford also joined Melting Pot right before COVID-19’s first big surge, and he can attest to how hard the leadership team worked to adjust and adapt. “It was certainly challenging. But I was able to come in and add some guidance on how we can approach protecting the brand. I’m proud of the best-in-class support our all-star team provided to support our franchisees and their teams, from guidance on how to renegotiate leases to guidance on PPP loans and the things they could do. Within a couple of weeks we were able to put together a system for to-go orders so the franchisees could have some revenue.”And now, with locations up and open for service again, the company is doing incredibly well. Melting Pot currently sees about 25% more demand than they have space for, Johnston said, which is why they are seeking to grow the franchise and open more restaurants. Crawford’s job in the expansion process is to work with other leadership team members to anticipate what they will need to see continued success.“My role is to collaborate with all the different departments — with marketing, with our CFO, with development, with IT — and just really make sure that what we're doing is going to help support the growth of our franchisees’ successes,” Crawford said. Ensuring that their goals are focused and well-planned out is instrumental in paving a path for owners to succeed, he said.&nbsp;Many executives agree they have done an excellent job at honing in on specific objectives to work on and establishing key performance indicators.&nbsp;<a href="https://www.linkedin.com/in/dan-stone-cfe-b6b2808/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-melting-pots-leadership-team-keeps-the-brands-vision-focused-on-franchisee-success-2718803" target="_blank" rel="nofollow">Dan Stone</a>, Chief Operating and Development Officer, said “the caliber of individuals we have right now is the most efficient and talented leadership team in the 16 years I've been with the company.” He explained they have added a few positions in recent years, and expanded the business’s “vision house” from having one-year goals to plans for the one, three, and five-year marks. “We've become much more focused, much more disciplined, clear and concise. By prioritizing, we can put more energy towards specific goals, and our odds of success increase exponentially,” Stone said.&nbsp;Malmqvist agreed that elongating their strategic planning to have a five-year outlook has been monumental in providing a sort of “North Star” for what Melting Pot wants to accomplish. “We have to be visionary, but we also have to be disciplined. It doesn't mean we come up with something new every year, but we continue to evolve our plans with focus."And Melting Pot has plenty of plans for the future. The brand is looking to sign new franchise agreements and is in the process of a refresh and remodel of over 20 of the locations, which Stone has been an important part of. The units he has helped go through the sleek and contemporary renovations are performing well — with 22% higher sales than the others, Johnston said — showing that the brand's vision to evolve is working. Year-to-date sales are up more than 39% versus 2019, and guest counts are up almost 25% against last year.“It's pretty impressive performance, and franchisees get a lot of credit through their hard work, but the leadership team also deserves a lot of credit,” Johnston said. “They get a tremendous amount of high praise because they helped people through a very difficult time and put together a very good plan for reopening — and the numbers state that plan has been real successful. We all worked on how to support the franchisees as best we could and prepare them for what we believed would be a flood of interest in the brand once people were able to come back to the restaurants, and that's exactly what's happened.”About Melting PotFounded in 1975, Melting Pot has offered a unique fondue dining experience for more than 45 years. As the premier fondue restaurant franchise, Melting Pot has 97 restaurants in 31 U.S. states and Canada. Known for offering a variety of fondue cooking styles and unique entrées, Melting Pot’s menu also features cheese fondues, salads, fine wines, spirits and chocolate fondue desserts. Fondue fans can join Melting Pot’s Club Fondue for exclusive promotions, special events and advance holiday reservation privileges. Melting Pot is an affiliate of Front Burner Brands, a restaurant management company headquartered in Tampa, Florida. For more information, visit www.meltingpot.com. To learn more about franchise opportunities with Melting Pot, please visit www.meltingpotfranchise.com.About Front BurnerHeadquartered in Tampa, Front Burner is the restaurant management company for Melting Pot Restaurants, Inc., the new casual whimsical dining concept Melting Pot Social and fast-casual concept&nbsp; Oronzo Honest Italian! Melting Pot currently has more than 96 restaurants in 31 U.S. states and Canada. Melting Pot Social opened its first location in July 2021 in Asheville, NC. Oronzo opened its first location in Tampa, FL. in June 2020 and will open a second location in the area in October of 2021. For more information, visit&nbsp; http://www.frontburnerbrands.com.

How Melting Pot’s Leadership Team Keeps the Brand’s Vision Focused on Franchisee Success 

1851 Franchise

The fondue franchise’s eight-person executive team works hard to hone the company’s vision to create memorable dining experiences that are about good food and gathering. 

This brand page has been paid for by MELTING POT. Content within this page that is paid will showcase a Sponsored icon. This means the brand has engaged 1851 FRANCHISE to write the content. Content without the Sponsored Icon is aggregated media placements the brand earned. Questions can be sent to editorial@1851franchise.com

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TAMPA, Fla.&nbsp;— After marking its 50th anniversary last year,&nbsp;<a href="http://meltingpotfranchise.com">Melting Pot</a> entered 2026 with strong momentum. In the first quarter, the 93-unit fondue franchise saw a major lift around Valentine’s Day and recorded its highest-ever donation following its 22nd year participating in&nbsp;<a href="https://www.stjude.org/">St. Jude Children’s Research Hospital’s</a> annual&nbsp;<a href="https://www.meltingpot.com/blog/melting-pot-launches-22nd-annual-st--jude-thanks-and-giving-campaign-benefiting-st--jude-childrens-research-hospital/">Thanks and Giving® campaign</a>.While Valentine’s Day is a natural focus for&nbsp;<a href="https://1851franchise.com/meltingpot/info">Melting Pot</a>, this year’s results were even more impressive. The brand reported a 19% increase in net sales and a 20% increase in guest count year-over-year. A review of Valentine’s Day performance over the past decade highlights that 75 restaurants recorded their highest single-day sales, eight restaurants recorded their highest weekly sales, and two restaurants recorded their highest monthly sales around the February holiday.“The energy felt throughout the entire system this Valentine’s Day was remarkable, and it speaks to our staying power as a brand. Melting Pot continues to be the destination of choice for celebrating life’s special moments,” said CEO&nbsp;<a href="https://www.linkedin.com/in/john-r-crawford-784a0810/">John “JC” Crawford</a>. “Seeing dozens of restaurants shattering records is a major win for our franchisees and their teams.”The brand’s financial success was matched by a similar rise in guest satisfaction. Melting Pot’s Net Promoter Score improved by over 10% year-over-year to reach 65, a benchmark that puts the brand among the top-performing concepts in the hospitality space. Leaders throughout the system have placed an ongoing emphasis on the guest journey and operational strategy, and it’s clear it’s paying off in guests’ perceptions of food quality, staff friendliness, pacing and overall value.“NPS is one of the most important indicators of guest loyalty, and we’ve made it a core focus across the brand,” said&nbsp;<a href="https://www.linkedin.com/in/matt-zurcher-73067917">Matthew Zurcher</a>, vice president of franchise and restaurant operations. “Since beginning to track in 2022, we’ve improved from the low 50s to a 65 over the past year. We’ve achieved this by partnering closely with our franchisees — celebrating wins, identifying opportunities and providing the tools, training and data needed to continuously elevate the guest experience.”As Melting Pot has focused on its impact on guests, it has not lost sight of efforts beyond the four walls. Last year was the 22nd year the brand participated in St. Jude’s Thanks and Giving Campaign, and thanks to the generosity and passion of local operators, team members and guests, Melting Pot donated a record-breaking $1,278,308 to the hospital. Earlier this year, the teams who made it possible celebrated on the annual St. Jude Winners’ Trip to Memphis.“As is always the case, it is a highlight of the year for my wife and me to host our most committed team members at St. Jude Children’s Hospital,” said&nbsp;<a href="https://www.linkedin.com/in/bob-johnston-4b6b0a4a">Bob Johnston</a>, chairman of the board. “This gives us a chance to thank our team members and allows them to see firsthand the work that they and our customers are supporting. We are grateful to have a community of franchisees that generously supports our fundraising efforts. They make it easy for the guest to be generous through our voucher program, creating a cycle of generosity that pays dividends for the brand in terms of employee engagement and culture building.”This commitment to a culture of service and performance is a powerful springboard for Melting Pot’s next phase of expansion. As the brand continues building momentum, it is targeting strategic expansion in Des Moines, Iowa; Birmingham, Alabama; Memphis, Tennessee; Boston, Massachusetts and Fort Wayne, Indiana.“Our Q1 performance is the result of a brand that continues to push forward,” Crawford said. “Whether it’s unit-level performance or systemwide philanthropic impact, Melting Pot is stronger than ever, and we’re incredibly optimistic as we step into our next 50 years of operations.”About Melting PotFounded in 1975, Melting Pot has offered a unique fondue dining experience for more than 50 years. As the premier fondue restaurant franchise, Melting Pot has 93 restaurants in 32 U.S. states and Canada. Known for offering a variety of fondue cooking styles and unique entrées, Melting Pot’s menu also features cheese fondues, salads, fine wines, spirits and chocolate fondue desserts. Fondue fans can join Melting Pot’s Club Fondue for exclusive promotions, special events and advance holiday reservation privileges. The Melting Pot Restaurants, Inc. (TMPRI), headquartered in Tampa, Florida, is the franchisor of Melting Pot. For more information, visit www.meltingpot.com. To learn more about franchise opportunities with Melting&nbsp;Pot, please visit&nbsp;<a href="http://www.meltingpotfranchise.com">www.meltingpotfranchise.com</a>.

image of the melting pot St. Jude donation

The iconic fondue franchise’s historic start to the year is marked by significant gains in guest satisfaction scores and continued systemwide growth following its Golden Anniversary.


Melting Pot Breaks Records in Q1, Including Unprecedented Valentine’s Day Sales and Highest-Ever St. Jude Thanks and Giving® Donation

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Over its 50-plus-year history,&nbsp;<a href="http://meltingpotfranchise.com">Melting Pot</a>, the 93-unit fondue franchise, has built its reputation around service and experiential dining, encouraging its guests to focus on an engaging experience and welcoming atmosphere with the ones they love. As it has grown,&nbsp;<a href="https://1851franchise.com/meltingpot/info">Melting Pot</a> has also been a part of a rapidly evolving restaurant landscape, and the brand has navigated new technologies and guest behaviors to embrace new tools and maintain local success without straying too far from its core identity. Now,&nbsp;<a href="https://www.linkedin.com/in/randy-barnett-1a948a9/">Randy Barnett</a>, chief technology officer, is navigating today’s changing technology landscape in a way that embraces what will work while staying level-headed and always putting the guest and franchisee experience first.“Our responsibility is to implement systems, support those systems, then future-proof the business,” he said. “In a nutshell, that’s what we do from a technology perspective. But we don’t just chase trends. It’s about protecting the guest experience and strengthening the franchise model. We have a pretty simple goal: to make it easy for the guests to connect with our brand and easy for operators to deliver on that exceptional experience every day.”<h2>Focusing on Data First Creates a Strong Foundation</h2>New restaurant technology trends and resources are consistently evolving, but Barnett doesn’t embrace them across the Melting Pot system “just because.” Without a foundation, additional technology doesn’t bring value; it creates confusion.&nbsp;So, Barnett has focused intently on building a “reliable data environment” with standardized reporting structures and modernized systems. With this as a baseline, he’s able to more strategically implement new tools and ensure they’re actually helping Melting Pot operators and their guests rather than further complicating processes for no real benefit.The increasing relevance of artificial intelligence has been a prime example of why this strategy is so important.“AI is putting its footprint everywhere,” Barnett said. “For us, before we could start taking advantage of AI, or any modern technology, for that matter, we started building foundations. That meant cleaning up data, creating standardized reporting, modernizing our systems… just making sure that we could really trust what we were seeing. Once you have the clean data and strong infrastructure,&nbsp;then you can start scaling technology in a way that’s meaningful and consistent.”<h2>Practical AI Applications With a Hospitality-First Philosophy</h2>With the proper foundation in place, Melting Pot has been able to embrace new tools and technologies as they have become available to reduce friction and increase the overall quality of experience for the guest.&nbsp;This has come in many forms. Melting Pot has adopted AI tools to support stronger hyper-localized communication and better guest engagement, create a better ticketing system and reduce response time for franchisees reaching out to the Restaurant Support Center, and bolster in-restaurant guest interactions and streamline labor and prep forecasting and requirements. The brand is also working on a new allergen and nutritional intelligence tool to help guests make more informed dining decisions while maintaining compliance for franchisees.Even with all of these tools and processes on board, Melting Pot is still a hospitality-first brand, and Barnett keeps that in mind as he evaluates and rolls out new technology initiatives.“We always lead with the fact that the best restaurant technology is invisible to your guest,” he said. “If we’re doing it right, the guest just feels like the experience is smoother. It’s more personal and more consistent. The most important thing is that we don’t lose what makes the brand special. Melting Pot is about celebration, connection and experience, and technology shouldn’t get in the way of that. It should just make it easier for our teams to deliver that.”<h2>The Future of Melting Pot, Driven by a Broader Perspective</h2>In addition to his tenure with Melting Pot and deep commitment to the hospitality aspect of the brand, Barnett brings additional perspectives from his role on external advisory boards. Through these connections, Barnett stays at the forefront of the industry and is able to both keep an eye out for new tools that will be useful for Melting Pot and hear different perspectives that allow him to differentiate between the next big thing and industry “noise.”“Being a part of some external advisory boards, particularly of AI companies, helps me stay close to where the innovation is going,” he said. “It gives me some early visibility into what’s real and what’s hype and what’s actually practical for operators. The value is the perspective that helps me make better decisions as a brand leader and helps me ensure we’re not caught reacting late to something that’s already reshaping the industry.”With this in mind, Barnett watches what’s coming in the industry while remaining extremely disciplined about what will truly drive the future of Melting Pot that guests and operators are looking for. As the brand looks toward its next decades of operations, it will continue to merge technical precision and the warmth of celebration and togetherness in a way that makes sense for everyone impacted by the experience.“Everything we implement is designed to create leverage for franchisees,” Barnett said. “Restaurants are high-pressure environments, and operators don’t just need more dashboards. They need more clarity and impact. Our technologies help them simplify decisions by allowing them to see what matters most — what guests are saying, what’s working in marketing and where opportunities are being missed. I believe that the future belongs to brands that can deliver the hospitality experience with the precision of a modern platform, and that’s really what we’re focused on doing.” To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/meltingpot">https://1851franchise.com/meltingpot</a>.&nbsp;

image of Randy Barnett Chief Technology Officer at the melting pot

Chief Technology Officer Randy Barnett leverages his decades of experience to lead a fondue franchise system that embraces innovation without losing sight of what makes it special.

Melting Pot’s Technology Combines a Modern Edge With a Hospitality Spirit

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Melting Pot’s Experience-First Model Wins the Battle for Guest Attention and Loyalty

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<a href="http://meltingpotfranchise.com">Melting Pot</a>, the 93-unit fondue franchise, is returning to the Memphis market, the&nbsp;<a href="https://dailymemphian.com/subscriber/section/businessreal-estate/article/59600/memphis-playa-bowls-the-melting-pot-edge-district-orleans-station">Daily Memphian recently reported</a>. While franchisees&nbsp;<a href="https://www.linkedin.com/in/mike-williams-83bba2396">Mike</a> and&nbsp;<a href="https://www.linkedin.com/in/nancy-williams-b942874/">Nancy Williams</a> originally wanted to open a restaurant in Nashville, which is closer to their home, they chose Memphis because it was a top target market for the development team and because they had connections in the area.The Williamses are currently in the real estate selection process, considering spaces in Midtown and suburban areas.&nbsp;Because&nbsp;<a href="https://1851franchise.com/meltingpot/info">Melting Pot</a> doesn’t require as much kitchen equipment as other restaurants, the pair can evaluate existing spaces to find the ideal location rather than building from scratch.“Melting Pot is a little different as a restaurant because the guests cook most of the food themselves at their table,” Nancy told the Daily Memphian.The Williamses plan to open their Melting Pot restaurant in 2027.Read the full article&nbsp;<a href="https://dailymemphian.com/subscriber/section/businessreal-estate/article/59600/memphis-playa-bowls-the-melting-pot-edge-district-orleans-station">here</a>.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/meltingpot">https://1851franchise.com/meltingpot</a>.

Mike and Nancy Williams, the franchisees behind the growth, are currently working to secure real estate, evaluating sites in Midtown Memphis and beyond.

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As&nbsp;<a href="http://meltingpotfranchise.com">Melting Pot</a>, the 93-unit fondue franchise, celebrates Women’s History Month, there is a clear spotlight shining on Bentonville, Arkansas, where mother-daughter duo Diana Bonnett and Candice Hickerson are leading the successful operation of the brand’s first location in the state. For the pair, bringing the iconic fondue brand to Arkansas was the next step in a long-term business partnership built around trust, grit and shared entrepreneurial spirit.“As the daughter, my mom and stepdad owned a construction company when I was very young. Being in a family business… I don’t know any different,” Hickerson said. “By the time I was seven or eight, I was in their office. I always saw them working. I think because I grew up in it, seeing my parents earn their money and understanding how much each family member needs to contribute, it made it easy to transition to business ownership when I was old enough.”In her early 20s, Hickerson approached her mother with research and a business plan to start a group home for children and adults with disabilities, and they began growing this concept together.<h2>The Transition to the Hospitality Industry</h2>Hickerson and Bonnett operated the residential care facilities business for about 20 years in California before the family began considering relocating outside of California. Around this time, Hickerson was on a date with her husband,&nbsp;<a href="https://www.linkedin.com/in/chad-r-hickerson-69880923/">Chad</a>, at the Sacramento&nbsp;<a href="https://1851franchise.com/meltingpot/info">Melting Pot</a> location, one of their favorite restaurants, and they thought, “Why don’t we open a Melting Pot?”The family ended up moving to Arkansas, noting that Bentonville is particularly suited for the Melting Pot model.As they’ve made the transition to a new state and opened their new Melting Pot restaurant, Hickerson and Bonnett have stayed true to the family business model.“Owning a business is hard, but you have your hands in everything,” Bonnett said. “You’re accountable for the business, but you can feel confident knowing you have a hand in the future of the business. Just standing back and not being active in the business isn’t our style. Business ownership is great. I wish more women did it.”While the pair recognized taking the leap to a new industry would be a risk, it was a calculated, well-researched one, and they took the step with confidence in each other and their ability to work as a team.“We’re in the process of transitioning right now,” Hickerson added. “We have one business that’s been operating for almost 20 years and another brand new one. We’re starting from square one with Melting Pot. We’re still working to scale and reinvest in the business. People don’t always tell you how hard business ownership can be; we’re back to a point where we’re expecting three solid years of hard work with Melting Pot, but we also see the bigger picture. Risk is good, and I know that, in a couple of years, it will all pay off if we just don’t stop.”<h2>Leading as Women in Business</h2>Though they recognize the responsibility associated with business ownership and leadership, Hickerson and Bonnett remain strong proponents of women taking these positions.“Don’t be short-sighted because it’s tough,” Bonnett said. “There have been times with Melting Pot where I’ve thought, ‘I don’t know if I can do this,’ but you have to see the vision. Look at what’s working well, what’s not, and what changes you can make. There are a lot of networks to reach out to. Find a mentor; chat with someone. We’ve found another Melting Pot owner who we’ve been able to go to for guidance. Don’t be afraid to ask for help.”In addition to encouraging other women to explore entrepreneurship, the pair recognizes how their approach to leadership as women can influence their own business.“Women, historically, are seen as abrasive when we lean in, but I’m okay with being perceived that way if I need to for the sake of my business,” Hickerson said. “But there are also times when I don’t want to do that. I’m very empathetic. I think that this does have a lot of benefits. Staff are happy and comfortable knowing they can go to a woman in leadership if they need to.”For other women entering the business world, Hickerson and Bonnett recommend balancing your own identity with the realities of business ownership. With a strong sense of self, you can stay consistent and steady while operating with your values in mind. However, it’s also important to be confident enough to admit when you’re not sure or own a mistake for the long-term health of the team and business.“One of the hardest things for me has been owning my mistakes or not responding when I don’t know the answer to something rather than responding emotionally,” Bonnett said. “But the more you do it, the better manager and owner you become.”To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/meltingpot">https://1851franchise.com/meltingpot</a>.

Photo of Melting Pot franchise owners Candice and Chad Hickerson and Diana Bonnett

Diana Bonnett and Candice Hickerson, co-owners of the Bentonville fondue franchise location, have a partnership fueled by trust, vision and shared entrepreneurial values.

How Melting Pot’s Leadership Team Keeps the Brand’s Vision Focused on Franchisee Success

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