Wingstop’s Chris Sherriff on giving people a reason to come back

Six years on from its UK debut, Wingstop reported a like-for-like sales rise of nearly 60% in Q1 this year – and has continued to see a similar uplift in Q2, according to newly named co-CEO Chris Sherriff.

In his first interview since his promotion earlier this month, Sherriff tells MCA he’s laser-focused on delivering up to 200 restaurants within five years. Having served as COO for more than three years, he’s been with the team for much of its journey since inception, seeing it grow from 10 sites and 280 team members to 3,000 by the end of the year.

“When I joined, there was a bit of post-Covid fatigue,” he says. “The guys had done a good job landing big units and growing the delivery kitchen model.

“What we needed was some structure and consistency. Setting that strategy and vision has been my key focus, alongside building out the broader team.”

Tom Grogan and Herman Sahota, co-founders of master franchisee Lemon Pepper Holdings, brought the Texas-founded chicken concept to the UK in 2018. By the end of the year, it will reach a 57-strong estate.

“There’s still a huge amount of whitespace for us,” Sherriff continues. “We did some research recently that showed 45% of our customers come from word of mouth.

“People travel far and wide to come to us – which tells us we need to open more stores.”

For him, it’s the grassroots authenticity and culture that has helped Wingstop defy the downturn. Strong relationships with suppliers – who are “very much part of the team” – and reward and recognition for staff go a long way.

“Through regular incentives, we’re able to realise those like-for-likes of 60% that we saw in Q1,” he explains. “Driving the top line helps with the bottom line massively.”

NPS scores are trending well above the industry average, according to him. Despite its connection to youth culture and a Gen Z-dominated customer base, the group has been successful in drawing guests into stores and away from their devices.

“Customers come for the experience, and when they’re happy, they spend a bit more as well. Organically, people are ready to cheer us on.”

Visit frequency may have dipped across the industry, but Sherriff says Wingstop has given guests plenty of reasons to come back. From innovative store designs and a well-curated playlist to a constant stream of events and collaborations, the team has worked to ensure repeat business isn’t a problem.

The group has seen significant success through its four core formats: high streets, shopping centres, retail parks, and delivery. While travel hubs and drive-thrus present an exciting opportunity, there’s “still a lot of runway to go.”

The newest opening in Milton Keynes, for example, did double its sales forecast in its first week.

“High streets are performing really well for us,” Sherriff adds. “When we move in, other brands have seen an uplift in sales…hopefully we become an anchor.

“It’s really those core asset types that are the focus.”

With no “immediate need” to enter the drive-thru market, the aim is to be operationally ready to open c20 units each year, and grow sustainably.

“We’re in a fortunate position because of our profitability, but we want to make sure we get the pace and sequence right.”

Over the longer term, different formats will become more of a focus.

“I would easily see us at 400-500 units in the UK.”