The landscape of American retail has undergone a seismic shift over the last decade, leaving iconic food court staples in a precarious position. As traditional shopping malls face declining foot traffic and store closures, GoTo Foods is taking decisive action to ensure its portfolio of brands remains relevant. Under the leadership of newly appointed CEO Sherrill Kaplan, the parent company of Auntie Anne’s, Cinnabon, and Jamba is embarking on a comprehensive transformation designed to meet consumers wherever they happen to be.
Kaplan brings a wealth of experience in digital strategy and brand loyalty, having previously held leadership roles at businesses that excelled in high-frequency consumer engagement. Her arrival at GoTo Foods signals a departure from the company’s historic reliance on the casual mall-goer. For decades, these brands thrived on the involuntary hunger of shoppers who stumbled upon a scent of cinnamon or a soft pretzel while moving between department stores. In the modern era, that serendipitous discovery is no longer a reliable growth engine. Kaplan is now steering the ship toward a future defined by intentionality, accessibility, and digital integration.
The centerpiece of this strategy involves diversifying the physical footprint of these beloved brands. While the shopping mall remains an important channel, the growth focus has shifted to off-mall locations, including airports, transit hubs, and standalone drive-thru units. By placing Auntie Anne’s and Cinnabon in high-traffic travel corridors, GoTo Foods is capturing a different type of consumer—the time-pressed traveler seeking a familiar comfort. This transition requires more than just new real estate; it demands a rethink of operational efficiency and menu design to accommodate faster service times.
Technology plays a pivotal role in Kaplan’s vision for the post-mall era. The company is investing heavily in its mobile applications and loyalty programs to drive repeat business outside of the traditional retail environment. In the past, a customer might visit a Cinnabon twice a year during a holiday shopping trip. By leveraging data-driven marketing and third-party delivery services, GoTo Foods aims to turn those occasional indulgences into routine orders. Kaplan understands that in the digital age, convenience is the ultimate currency, and the ability to order a pretzel or a smoothie for curbside pickup is essential for staying competitive against fast-casual giants.
Furthermore, the company is exploring co-branding opportunities that allow multiple concepts to exist under one roof. These dual-brand locations offer a unique value proposition for franchisees, as they can maximize square footage and labor while offering a broader menu that appeals to different dayparts. A location that serves Jamba smoothies in the morning and Auntie Anne’s pretzels in the afternoon can maintain steady revenue throughout the day, mitigating the peaks and valleys often seen in mall-based operations. This modular approach to franchising is a key component of the expansion plan under Kaplan’s tenure.
Brand identity is also receiving a modern refresh. Kaplan is focused on moving these names from being seen as ‘treats’ to being seen as ‘snacks.’ This nuance is critical as consumer eating habits shift toward smaller, more frequent meals. By emphasizing portable packaging and snackable portions, GoTo Foods is positioning its products as the perfect solution for people on the move. Whether it is a student grabbing a quick bite between classes or an office worker looking for a mid-afternoon pick-me-up, the goal is to make these brands a natural part of the daily routine rather than a rare destination.
The road ahead is not without its challenges. Inflationary pressures and a competitive labor market continue to squeeze margins across the food and beverage sector. However, the strategic pivot toward off-mall locations and digital excellence provides a robust roadmap for sustainable growth. Sherrill Kaplan’s leadership marks a new chapter for GoTo Foods, one where the legacy of its iconic brands is preserved by adapting to the realities of the 21st-century consumer. As the era of the dominant suburban mall fades, GoTo Foods is proving that its most famous flavors are more than capable of thriving on their own terms.
