Speed ​​and convenience are the price of entry in this hyper-connected age of customer service—not the changemakers. The best example of this truth is what I see every day as a consumer and through his lens brand as President and Chief Creative Officer of a creative agency.

I'm a huge fan of the Dutch Bros coffee chain, which is blowing up in my home state of Texas for good reason. In a space dominated by Starbucks and Dunkin' Donuts, their punk-rock vibe and social experience is as much the product as the coffee.

This is a company on track to soon pass the 1,000 location milestone, having nearly doubled in size since going public in September 2021. Earlier that year, Dutch Bros. opened their first store in Lone Star State, and today there are 142 stores and many more. The expansion has followed a proven formula: Experienced operators who embody the Dutch Bros culture move into new markets. With more 400 domestic operators in the pipeline – having spent an average of seven years with the company – Dutch Bros ensures the scale of its culture with its footprint.

So how can you create a similar level of engagement where staff become the driving force behind the brand? The success of Dutch Bros offers a plan to turn employees into owners customer experience.

Related: What leaders must do to create a great customer experience

Make service your point of difference

If you want to maximize the idea of ​​convenience, think of how Dutch Bros have opened some of their newer stores with an escape lane so staff can serve drinks to customers before opening the window. Combine that with plans to launch mobile ordering nationwide and it'll make for a quick getaway with your favorite drink in hand.

But CEO Christine Barone said the time saved would be reinvested placing more “broistas” THE engage with people in the line in the direction of the car or in the window. “As we look at mobile ordering and payment, we think it's extremely important that we really maintain our brand differentiator, and that brand differentiator is our service,” Barone said.

That experience shows in numbers that 67% of transactions come from loyalty members, and the chain enjoys average unit volumes of $2 million – surpassing both Starbucks ($1.8 million) and Dunkin' ($1.3 million), albeit with a smaller footprint. small. Elevating the customer experience beyond expectation is a proven strategy. Chick-fil-A has also shown that a culture of empowerment and engagement can drive amazing growth in quick-service restaurants.

Getting food? This is not a zero sum game. Design your systems like this effectiveness it creates space for connection, not eliminates it. Then, when you aim for expansion, be disciplined and, if necessary, slow down so you can only grow as fast as your people and culture will allow.

Related: To dominate your market, you must follow these five steps

Create a clear development path

Of course, Dutch Bros aren't just about people. The brand is also known for its elaboration customization options and secret menus. So as the company grows, the pressure to maintain uniform standards grows with it.

The Dutch Bros way begins with an intensive training program that codifies standards of speed, quality and service in what they call the “Mafiasti Mafia” along with their Employee Handbook. like an employee explained to a newbie on Reddit: “Focus on 'quality' first – getting every component right. Speed ​​comes later. The biggest thing is that even if it's a stressful, busy shift, my colleagues will be there me and we will get through it together”.

In addition to fostering a mutually supportive family dynamic among staff, Dutch Bros offers a development path supported by up to $5,250 per year in educational benefits after the first year. “If you're on a path where you're driven and motivated to become a regional operator within the company, you'll get to a place where you're earning tremendous income.” says co-founder Travis Boersma.

To follow the formula:

• Start with immersion: Cultural training before operational training sends a clear message about priorities shared history, standards and experiences.
• Build in authenticity: Create space for individual expression within your systems—personality doesn't have to be scripted.
• Design for growth: Give people a clear development path and support staff with concrete resources such as education subsidies.

The lesson here is to give people the resources so they can start designing their future from day one on the job. While Dutch Bros. abandoned its traditional franchise model to promote from within, Raising Cane's “Restaurant Partner Program” is another good example of hard work and vision paying off. Managers at company-owned stores in the fast-food chain can also achieve a net worth $1 million within a decade. With incentives like these, people will take ownership of their roles and culture.

Related: Analysts see value in Dutch Bros Inc.

Genuine product protection

Dutch Bros' refined growth approach involves removing countries from the pipeline that do not meet investment criteria. Thus, the company is free to focus on the sites that give its service culture the best chance to succeed.

With the most strategic market entries and a deep pool of experienced operators ready to open new locations, this is how a people-first culture enables smart growth. Although they deliver mobile orders nationwide, Dutch Bros are still choosing to hold back on volume where necessary to maintain service levels – proving that when you're in the business of relationships, every decision must protect your core values.