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Chipotle is officially in its Ozempic era. Today, the brand is launching an all-new High Protein Menu in the U.S. and Canada, which it describes as a clean menu for the protein movement. The menu comes with six items, including proteinmaxxed burritos and bowls and a new salad option. The real stand-out, though, is what Chipotle is billing as its “first-ever snack,” but is really just a tiny cup of chicken. The High Protein Cup is a topping-less, four-ounce serving of adobo-seasoned chicken that you could easily hold in the palm of your handand it’s a perfect, if somewhat depressing, symbol of the GLP-1 age. For Chipotle, the new menu means embracing two emerging trends in the food and beverage space: bringing off-menu, TikTok-inspired hacks into its official product offerings, and offering more nutritionally optimized (and visually unappealing) options as GLP-1 weight loss drugs begin to transform American consumers eating habits. [Photos: Chipotle] Menu hacks go mainstream Over the past few months, popular chains have increasingly been turning to platforms like TikTok and Instagram Reels to see exactly how their fans are engaging with menusand bringing those popular online hacks into the real world. Starbucks ignited the trend in July by launching a secret menu in its app that built off of the digital-driven consumer behavior of drink customization. That same month, Taco Bell tried something similar by rolling out a feature called Fan Style, which let users build their own menu items and share them on socials. In a press release, Chipotle explicitly cited a viral TikTok of a fan ordering a side of chicken for an extra protein boost as one of the inspirations behind its new High Protein Menu. “On social media, guests have been ‘hacking’ their orders by getting a side of protein as a standalone snack,” says Chris Brandt, Chipotle’s chief brand officer. “Were formalizing that behavior.” @maditev #chipotlehacks #chipotle its just so satisfying original sound – Madi Teeuws Chipotle’s Ozempic era Chipotle’s new menu appears to be targeting two different prospective customers: Those who are embracing the broader high protein trend, and those who are seeking low calorie, nutrient-dense options out of necessity driven by GLP-1s. The difference between these two categories is stark. Protein in its own right is currently having a moment across the fitness and nutrition worlds, and that’s snowballed into the macronutrient finding its way into everything from Cheerios to Starbucks drinks and Propel electrolytes. New protein-focused items on Chipotle’s menu include a double high protein bowl and burrito, both filled with chicken, beans, and other toppings, and both clocking in at around 80g of protein for 800 calories. But what really stands out about the Chipotle High Protein Menu are its options geared toward customers on GLP-1sa group that would otherwise be left behind by Chipotle’s traditional, high-calorie burritos. These include a High Protein-High Fiber Bowl and High Protein-Low Calorie salad, both explicitly labeled “GLP-1 friendly”; an Adobo Chicken Taco (which is a singular taco with 190 calories); and the aforementioned four-ounce chicken cup. “We designed GLP-1-friendly builds to generally align with widely shared guidance: approximately 300 to 550 calories, 20 to 40 grams of protein, and 6 to 12 grams of fiber,” says Brandt. “Our goal is to make it simple to find options that fit those ranges.” The logic behind the tiny chicken cup is clear: GLP-1 users need small, low-calorie, protein packed portions, because their brain’s hunger signals have been altered to feel fuller faster. But the unfortunate side effect of this effort is that, compared to Chipotle’s iconic chunky burritos and overstuffed bowls, its Ozempic-optimized chicken snack looks more like plain, sad fuel to be dutifully digested than a meal to look forward to. Chipotle is hardly the first brand to rethink its menus for the GLP-1 era, and it wont be the last. The brands embrace of new menu items geared toward smaller appetites signals that, as weight loss medications continue to fly off pharmacy shelves, GLP-1-centric menus may become the norm for other fast casual spots. We just hope they’ll add a few toppings to their offerings.
Category:
E-Commerce
There’s no shortage of apocalyptic headlines about the future of work in the era of artificial intelligence. For workers, the technology has inflicted anxiety and uncertainty, provoking questions of when, how many, and which kinds of workers will be replaced. Companies have been propelled into a FOMO fury to integrate AI expediently or miss out on efficiency, cost savings, and competitive advantage. The disruption is inevitable, but from where I sit at the nexus of employee mental health and technology, we’re asking the wrong questions. Enhancing, not replacing, humans As CEO of Calm, I have spent the past year visiting with executives and their teams across the country to understand how they are faring amid the uncertainty. No matter their sector or location, employers and employees alike have shared their resounding commitment to a future where human talent will still lead, where work will still be human-powered. There’s no doubt that the future will be different and that workforces will be impacted. The how, who and when of it all is likely to remain uncertain for some time. AI is already transforming how we workbut it isn’t replacing the human element of work. It’s enhancing it. The future of work won’t be man versus machine; it will be man and machine. I see this every day in our work and in conversations with others navigating this transition. An experiment One recent experiment reinforced this truth. Partnering with a major chip company, our team explored whether AI visual-language models could help people recognize and reflect on their own emotions like happiness, sadness, or fearso that they might use them to overcome a barrier many face in seeking mental health support: putting their feelings into words. The aim wasn’t to use machines to tell someone how they feel, but to use technology to help support emotional self-awareness that could lead to better descriptions of their emotional experience and other important outcomes, ultimately enhancing their journey with mental health support. While the AI model achieved 80% accuracy in mapping facial expressions to core emotions, which is closing the gap on the level of accuracy needed to deploy the tool for use, it was clear that achieving the level of accuracy needed could only be achieved with human input to label the data. In short, AI gave us scale to gather and get close to helpful analysis, but human input gave that data the accuracy and meaning we needed to get to a use case. This isn’t just true for mental health technology. It’s the blueprint for the future of work across every industry. Technology supports it, but humans lead it. The organizations that will succeed won’t be the ones deploying technology in isolation. They’ll be the ones that invest as deeply in human capacity as they do in data and algorithmsprioritizing mental-health support infrastructure, designing resilient cultures, and creating workplaces where people and machines complement one another. And that requires a specific kind of leadership: leaders who ask how employees see themselves integrating AI to supercharge their work, not replace itand who actively encourage their teams to engage with these tools in ways that feel empowering and additive. Leaders who listen to what their teams need now to be ready for the AI future. Leaders who model the human capabilities no algorithm can replicate: creativity, judgment, empathy, and emotional intelligence. Overwhelmed But here’s the problem: the very people we need to guide us through this transition are struggling to stay afloat themselves. Calm Health’s latest survey of more than 250 U.S.-based C-suite executives revealed a striking paradox. While nearly nine in ten rate their mental and emotional health as “good,” nearly half say they feel overwhelmed; one in four report anxiety or depression tied to their role. Sleep disruption (41%), exhaustion (34%), and an inability to be mentally present (40%) are rampant. Many leaders say they’ve considered stepping down or changing careers. This isn’t just about the general difficulty of leadership. This crisis is happening as leaders navigate one of the most disruptive technological transformations in history. They’re making critical decisions about AI integration, workforce transformation, and organizational changewhile burned out, anxious, and unable to be mentally present. They’re being asked to model emotional intelligence and human-centered thinking while running on empty. Leaders who are sleep-deprived and overwhelmed cannot do the thoughtful, human-centered work that AI integration demands. They can’t ask the right questions about preserving creativity and empathy in their organizations. They can’t build psychologically safe environments where employees feel secure enough to experiment with new tools. They can’t listen deeply to their teams’ needs or properly mentor the next generation of leaders. And they certainly can’t inspire and sustain organizations through profound uncertainty. The wrong questions This leads me to believe that were asking the wrong questions when debating AI and the future of work. We should not be asking which sectors will be transformed and how fast. We know that it will be all sectors, and transformation is already happening. We should be asking questions about how we are supporting our leaders and employees through this transition. How are we fostering a shared vision and sense of connection? How are we minimizing exhaustion, burnout and anxiety? Eighty-four percent of executives believe that mental health directly impacts their company’s bottom line.Research shows that when workplaces invest in well-being, employees are three times more likely to be engaged, far less likely to burn out, and significantly more loyal to their employer. Burnout alone drives $200300 billion in lost productivity and turnover each year, while companies that invest in mental-health care see returns of up to 4:1 through lower absenteeism, better performance, and improved retention. At Calm Health, we see this firsthand. When employees engage with our offerings, 77% complete a mental-health screening, 39% enroll in a clinical program, and 37% report improved well-being after a single session. The benefits dont just improve individual livesthey lift culture, performance, and the organization as a whole. And that begins atthe top. None of that is possible when leaders themselves are depleted. Contrary to dystopian headlines, most leaders already understand the human + AI future. Just 13% fear AI will replace human workers. Nearly 60% see AI and human talent as complementary. Thirty-one percent believe AI will free people to focus on higher-value work; another 25% believe it enhances human capabilities rather than replaces them. And almost 80% describe the human brain as the “original data center.” These aren’t comfort statements. They’re strategic imperatives. The leaders who hold this vision are right. But vision without capacity is just aspiration. To actually build organizations where humans and AI complement one another, leaders need to be mentally and emotionally equipped to do that work. Well-being in the workplace isn’t just nice to haveit is the infrastructure that enables performance, especially in the era of AI. Technology may speed and scale work, but it doesn’t relieve the need for emotional presence or psychological safety. AI will reshape nearly every job, industry, and business model. The question isn’t whether humans will still be needed. They will. The question is whether we’ll prioritize investment in the mental health of that original data center and AI at the same pace. Human capacityespecially leadership capacityis required to navigate our future wisely. We need to support the leaders and the next generation of management to guide us there. That work begins with ensuring todays leaders not only have access to transformational AI tools, but also mental health resources that support their higher-value work, so they can actually show upmentally present, emotionally resilient, and genuinely human.
Category:
E-Commerce
You’ve probably seen them: clutch purses designed to look like croissants, anime-inspired hot sauce gear, purposefully ketchup-stained shirts, and even fried chicken perfumes. It seems like many of our favorite food brands are betting on merch, with surprisingly effective results. While some might see these as stunts or a new revenue play, its more meaningfully a reflection of cultural and consumer shifts. Consumers today arent just eating at these restaurants, theyre fans of the brands themselves. Chain restaurants like Waffle House, Applebee’s, or Cracker Barrel occupy a unique emotional space. Just as people support sports teams, they express fandom for these cultural icons. And their proud embrace of brand merch isnt ironic or an inside joke. Whether its through TikTok-famous denim McMerch or retro restaurant lampshades, brands are making genuine connections. [Photo: Xavi Lopez/SOPA Images/LightRocket/Getty Images] Theres a strong element of nostalgia driving this. Research of Gen Z, millennials and Gen-X reveal high levels of historical nostalgia compared with baby boomers and the silent generation. For fast casuals, this leads to people celebrating the brands they grew up with; ones that feel like part of their personal and cultural history. But social media plays a role here as wellturning consumers into more than customers, but advocates and extensions of the brand. Branded apparel like shirts, hats, or hoodies become a vehicle for that expression. Aligning with a beloved restaurant can feel like joining a community, and social media amplifies that connection. In our current times of economic uncertainty, brand advocacy becomes even more valuable. Thats why fast casual apparel and other collaborations can help maintain visibility, attract new audiences, and reinforce loyalty; smart plays if done thoughtfully. [Photo: Panera] Brands worth wearing Todays fast casual chains face mixed economic realities. Some brands are thriving; others are struggling under macroeconomic pressure. Young and lower-income consumers, for example, are spending less at chain restaurants, likely due to tighter budgets. When forced to choose between dining out and cooking at home, many opt for the latter. But these iconic restaurant brands are also having a cultural moment. We now live in a post-ironic world. In the 1990s, wearing fast-food or diner merch mightve been tongue-in-cheek. Today, its a genuine cultural statement. People are earnestly celebrating brands that once might have been considered lowbrow. This reflects a larger postmodern blending of high and low culture, where Michelin-star restaurants serve burgers, and cultural hierarchies have softened. Consumers see authenticity and nostalgia as valuable, not kitsch. Adding to that, these brands now have the ability to reach audiences in new ways: digitally and socially, creating activation opportunities far beyond traditional marketing. Together, this creates a climate where, suddenly, people are not only open to wearing their favorite food brands, they crave it. And while the initial impact for brands can be more revenue, its real value lies in brand building, deepening affinity, and strengthening the relationship between brands and their audiences. [Photo: Arby’s] What food fandom craves While demand is up, adding a logo to a hat or shirt isnt enough. Instead, creating the right opportunity means translating the brand experience into something people genuinely want to live with; something that both celebrates what makes the brand itself and taps into whats happening in culture. The goal is to take the rituals, emotions, humor, or nostalgia tied to the brand and express them through products that feel culturally current, functional, or stylish enough to belong in peoples real lives. [Photo: Pizza Hut/Chain] Take Arbys 13 Hour Drip Fit, a recent project where we collaborated to transform a familiar part of the Arbys experiencethe messy joy of eating barbecueinto a wearable cultural moment. The napkin-made clothing line was playful, self-aware, and unmistakably Arbys, while also speaking to fashions fascination with absurdity and craft. Other ideas, like the Pizza Hutinspired Hut Hat, work because they tap into a universally recognizable brand experiencethe lights over the tableswhile aligning with cultures embrace of bold, nostalgic statement pieces that feel both fun and genuinely wearable. As importantly, when executed well, these types of collaborations generate buzz, encourage social sharing, and attract influencers organically. Our “13 Hour Drip Fit” spread everywhere from The Late Show with Stephen Colbert to the media to TikTok, earning valuable organic reach in the process. In these instances, success isnt just measured by sellouts but by cultural resonance and conversation. [Photo: Heinz/ThredUp] Of course, when stepping outside the norms of fast casual marketing, theres always a danger in overdoing things. Brands that chase trends or follow others risk appearing derivative. But playing it too safe leads to stagnation, and fast casuals cant afford to rely solely on traditional pricing tactics to serve their hungry fandom. Its those brands ready to create products that surprise and delight audiences that will spark the type of cultural conversation that will expand their reach.
Category:
E-Commerce
BJ’s Wholesale Club is planning to open nine new U.S. stores in 2026, and already debuted a new location on December 17 in Casselberry, Floridaits third in December alone, following openings in Springfield, Massachusetts, and Sumter, South Carolina. BJs currently has more than 250 clubs in 20-plus states. In 2025, the membership-based warehouse chain added 12 new locations in a number of states, including Georgia, Kentucky, New Jersey, Massachusetts, New York, North Carolina, South Carolina, and Tennessee. Our momentum remains strong as we continue to bring unbeatable value and convenience to new communities, Bill Werner, BJ’s Wholesale Club’s EVP of strategy and development, told Fast Company in a statement. Were on track to open our first clubs in the Dallas-Fort Worth area in 2026 and look forward to bringing BJs Wholesale Club to even more families in 2026 and beyond. BJs confirmed to Fast Company that it will open clubs in the following locations in 2026: Selma, North Carolina Delray Beach, Florida Chattanooga, Tennessee Forney, Texas Waxahachie, Texas Grand Prairie, Texas SW Fort Worth, Texas Foley, Alabama Mesquite, Texas How does BJ’s work? Like Costco and Sam’s Club, BJ’s is a membership-based warehouse chain that sells both bulk and regular-size products at a discount. Everything from groceries to tech, home goods, apparel, and gasoline is known to be competitively priced. Members pay an annual fee, and can shop online or in-store. BJ’s Wholesale Club financials The Massachusetts-based chain reported strong third-quarter earnings, including a 9.8% increase to $126.3 million in revenue from membership fees, and adjusted earnings per share of $1.16, which beat analysts expectations. Total revenue came out to $5.35 billion, a 4.9% year-over-year increase. BJs Wholesale Club Holdings (NYSE: BJ) was up more than 1% in midday trading on Wednesday, December 17.
Category:
E-Commerce
As readers look to curl up with a proverbial good book this winterand put their holiday bookstore gift cards to worktheyll be faced with an obvious question: What should they pick up next? People find it much harder than you think, because there’s so much choice out there, says Rachel Van Riel, founder and owner of the book recommendation website Whichbook. Where do you start? Whichbook employs human readers to classify books along dimensions like moods, levels of violence and sexual content, attributes of the main characters, and length. Its a process Van Riel says artificial intelligence cant yet replicate, though its still quite mathematical in nature, with new hires guided in tuning their scores to the sites standard. Then, Whichbook users can indicate their own current preferences with a set of sliders to find a set of books that match. Operating for free since 2003, at times thanks to funding from libraries, its designed to be a low-pressure way to discover interesting books. I think when it’s more playful, people take more risks, and that’s where they end up finding something that maybe suits them better, Van Riel says. It’s also very nonjudgmentalwhatever you like, lots of sex, no sex at all, your choice. Whichbook shies away from recommending big bestsellerssince, as Van Riel says, people are generally already aware of thembut it can suggest books similar to current literary hits, or help people find books from particular parts of the world via an interactive map. Its one of a growing number of websites, apps, and online communities helping people find something to read through various mixtures of algorithms and human insights. Readers can take cues from influencers, like the loose community of literary-themed TikTok creators commonly called BookTok, or ask for personal recommendations on any of several subreddits set up for the purpose, like r/suggestmeabook or r/booksuggestions. Or they can take to book-based social networks, like Amazons Goodreads, The Storygraph, or Fable (recently acquired by Scribd ebook unit Everand), sharing suggestions and reviews with friends or friendly strangers. Each of those social sites also offers some automated recommendation features, as do many online bookstores, though the nuances of what makes a book a good read at a particular time can make the problem especially tricky. We began just from the idea that there isnt a great book recommendation system, says Sebastian Cwilich, cofounder and CEO of online bookseller Tertulia, which launched in 2022. Even to this day, I dont think us or anyone else have absolutely cracked it. Tertulia began with the idea of building machine learning models to generate recommendations based on literary conversations then happening on Twitter. That approach became less viable once Elon Musk acquired the site, now X, since book-related posting on the site dramatically dropped and the new ownership significantly raised prices to access such data, Cwilich says. Its recommendations are still fairly data-driven, albeit more hand-curated, with the company tracking bestsellers, critical reviews, celebrity book clubs, and recommendations posted on Instagram. Much of that information is organized into a database for easy access by Tertulias editorial team. I think we do a really, really good job of unpacking a particular micro-genre or a particular author that’s kind of trending or in the cultural zeitgeist, says cofounder Lynda Hammes. Tertulia also offers a sprawling set of other features, from recommendations by authors from poet and novelist Patricia Lockwood to actor and memoirist Lukas Gage, an integration with online book club community Belletrist, and a newly launched platform for authors to quickly build their own websites. Of course, its also a bookstore, complete with a paid membership co-op program, and all those sources of book recommendations naturally help sell books, much like the staff recommendations bookstores large and small have long offered visitors. Even bookselling giant Amazon, in addition to personalized recommendations, offers editorial recommendations through its Amazon Book Review subsite. We’re all very passionate readers, so we really try to keep our fingers on the pulse of what’s trending and what’s interesting, says Amazons senior editor Lindsay Powers, who is also a published author. The site isnt simply recapitulating a list of Amazon bestsellers or titles highlighted by publishers, says Powers, whose work includes compiling monthly nonfiction and history lists for the site. She and her colleagues collectively read thousands of books each year, with Powers alone reading more than 300, and are given considerable freedom in their choices, she says. The site recently published a set of Best of 2025 lists, as well as holiday gift recommendations. Since 2013, Amazon has also owned the online reading community Goodreads, which enables readers to log and share their own reading, see updates from friends, and access a mix of algorithmic recommendations and editorial content. One day, you might see a book recommendation from a friend in your newsfeed, says managing editor Cybil Wallace. The next, you might see an editorial roundup that really appeals to you. We just want to make sure there are lots and lots of different ways for you to find a book that you love. Goodreads has almost two decades worth of data about what people like to read, and even editorial write-ups are heavily driven by what the stats show. We really pride ourselves in looking to our reading community to inform what we write about, Wallace says. Other sites use their own data-driven approaches to connect people to books and help them track their reading, sometimes also attracting users who prefer minimizing their ties to industry giant Amazon. The StoryGraph, often compared to Goodreads, offers tracking features along with AI-driven recommendations and filters to find new reads. And PipeRead, another startup, recently launched with its own AI-powered recomendations, presenting suggested books in a Tinder-style swipe interface. Fable, which launched in 2021 as a platform for online book clubs and now hosts more than 100,000 clubs for almost four million users, also includes an AI recommendation agent, as well as fitness tracker-style visualizations of individual reading habits that are often shared on social media. But the platform, which was acquired by Scribds digital book division Everand in 2025, still focuses heavily on person-to-person recommendations, whether thats through small-scale private book clubs, sprawling public clubs that can have thousands of members, or recommendations from celebrities like LeVar Burton or Paris Hilton. Theres a big crossover between Fable and BookTok, which makes sense with 90% of Fable users younger than 40, says Kim Allee, marketing director for Fable and Everand. And a recent survey the company conducted found personal recommendations still remain one of the most popular ways to find something good to read. I think finding that right book at the right moment from the right person means you’re going to have a deeper, kind of more human experience actually engaging with that book, says Allee. And I think especially in this day and age, that’s something that people really explicitly value. Some book recommendation sites still rely entirely on human expertise. Five Books, launched in 2009, offers readers what it calls the best books on everything, presented through interviews with various experts where theyre asked to discuss their areas of interest and five books from the field. The site, says cofounder and editor Sophie Roell, was inspired by the classic British university system, where tutors assign a list of books to study. It has recently featured a noir fiction list curated by activist and science fiction writer Cory Doctorow, a list of books on World War II chosen by military historian Antony Beevor, and a set of five books on Jesus selected by Oxford theologian Robert Morgan. Their expertise means their recommendations can carry more weight than casual posts on social media. Morgan, for instance, has read more than 100 books on Jesus, says Roell. “I thought he’s a reasonable person to choose the best books on Jesus, because if he’d only read seven, then, quite frankly, I’m not interested in his top five, she says. But if hes read 100, thats goodthats a pretty good filtering mechanism. The site takes donations but is primarily funded by Amazon affiliate commissions, meaning its recommendations also need to appeal to readers enough to sell books and keep the business afloat. One advantage is that many visitors come to the site through Google, searching for books to buy on a specific subject rather than seeking a general-purpose recommendation. It’s just such different strokes for different folks, really, with books, Roell says, which makes recommendations very hard.
Category:
E-Commerce
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