John “JC” Crawford likes to talk about the “perfect night out.” For him, that promise is not a tagline. It’s a test. Every menu change, every limited-time fondue and every new location must answer a simple question: does this help guests have the night they came for?
Crawford is the chief executive officer of the Tampa-based Melting Pot, the fondue brand known for slow-paced celebrations and tables crowded with cheese, chocolate and conversation. Under his watch, the company is entering a new phase. Melting Pot is adding a happy hour program, testing a refreshed core menu, rolling out new experiences for large parties and opening restaurants in new markets while refining its footprint for the next decade.
Innovation guided by guests and franchisees
Melting Pot’s approach to innovation starts with two voices: guests and franchisees. Crawford treats both as guardrails. A new idea must work on a busy Saturday night and feel natural for guests who may only visit once or twice a year. “Our innovation framework is guided by guest feedback and franchisee partnership,” he said. “It has to be something you can execute at a high level.
The brand tests new items in a small group of restaurants, gathers feedback and adjusts before scaling. Regional tests allow local operators to respond to behavior in their own dining rooms. A recent example is the celebration menu. It offers a full progression of cheese, salad, entrées and chocolate with entrées replenished as the group eats, designed to reduce friction for large parties.
A new menu for the big night out
Melting Pot is also testing a refreshed core menu centered on what it calls the Big Night Out. Premium items such as lobster tail, colossal shrimp and filet mignon anchor the experience. The test is underway in about a dozen restaurants, with a systemwide rollout expected in the first quarter. Early results show the share of guests choosing Big Night Out has doubled in test markets.
The new menu layout organizes offerings into clearer categories and simplifies navigation. Guests can choose the full experience or a three-course path built around cheese, entrée and chocolate, removing the sense of “homework” for first-time diners. Melting Pot is also moving faster on limited-time flavors and partnerships, including seasonal chocolates, 50th anniversary varieties and a Wicked-themed fondue tied to the movie release.
Meeting guests where they are
Crawford wants to widen Melting Pot’s appeal while keeping its heritage of celebrations alive. The brand’s happy hour program, Down to Fondue, gives guests a way to enjoy cheese and chocolate at the bar without committing to a full four-course evening. This program has expanded to about 70% of bar locations.
Limited-time offerings and regional flexibility also give franchisees room to meet local demand. Core menu items remain consistent, and operators can plug in local specials or national promotions depending on their market.
Training for the perfect night out
Delivering fondue is only part of the job. The multi-course format can create timing gaps between offerings; the company is focused on closing those gaps and giving guests clearer decisions that support pacing. New restaurants go through intensive opening training where team members experience the full meal from a guest perspective, reinforced with digital modules and hands-on training throughout the year.
Bringing the brand home
Melting Pot is expanding beyond restaurants. The company’s at-home retail line now offers cheese and chocolate fondues through online retailers and select grocery stores. The goal isn’t to replace the restaurant experience but to keep the brand top of mind and let guests recreate part of the experience at home.
Growth, footprint, and who the brand serves
Melting Pot operates more than 90 restaurants nationwide, with three company-owned locations and the rest franchised. The brand opened four restaurants this year in Rogers, Syracuse, St. Pete and New Haven, with additional openings underway in Allen, Nashville and Reno.
Data shows the company’s core guests tend to be suburban families who visit for celebrations, guiding menu design, training and real estate decisions. Melting Pot is exploring smaller footprints (~3,000 square feet) as a way to unlock new markets and support future growth. The target is three to five new restaurants a year, with room to grow if the right partners align.
The next chapter
If the 50th anniversary taught Crawford anything, it is that Melting Pot has deep loyalty among guests. Couples who visited decades ago now bring their children, and those children bring their own families. Crawford wants to honor that history while preparing the brand for the next decade with more flexible visit options, faster responses to trends and a resilient growth plan. “Our job is to deliver the perfect night out,” he said, “and if we keep listening to our guests and our franchisees through that lens, we’re going to be in a very good place.
