Dobson to remain chairman of the board of directors

Energy Kitchen is proof that Americans are getting more serious about their health. Every item on the seven-year-old chain's menu is less than 500 calories. All of its dishes are grilled, baked or steamed. Yes, there are salads, but also burgers, wraps and robust breakfast items.

A dual focus on product innovation and delivering a customer service experience that leaves guests smiling is fast putting Menchie's on the map — the entire map. From just three units in 2008, the company expects to pass the 200-store mark this year. By early 2012 the self-serve, pay-by-weight fro-yo concept will have a presence in every U.S. state, as well as in five international markets.

Wing Stop is flying high with a concept that does 75 percent to 80 percent of its sales in takeout and 92 percent from three items — wings, fries and beverages — out of kitchens that measure 600 sq. ft.

Circle the wagons, slash prices and hold on tight? Not these chains. Coming off of the toughest operating environment in recent memory, companies now solidly in positive territory and positioned to prosper as the turnaround takes hold are those that spent the past couple of years innovating, shaking up their menus and concepts, and making strategic moves to create new opportunities for growth.

Fresh-baked bagels and "darn good" coffee may be what brought Einstein Bros. to the top of its niche, but the company's focus on product innovation is helping to keep it there. Einstein has positioned its traditional bagel bakery concept as much more than bagels, building a menu of on-trend breakfast, lunch and specialty beverage options that satisfy consumers' lifestyle and nutrition demands.

As part of McDonald's $1 billion makeover, yellow and neutral tones will replace the famed red roofs, vinyl-covered chairs and wooden tables will replace the steel and fiberglass, and earth tones with splashes of red and yellow throughout will replace the once super bright, almost neon color scheme.

When a chain restaurant with a healthy concept seeks out non-traditional locations, the result is a win-win. At least this is the case with Newton, Mass.-based UFood Grill, which has four company-owned locations and four franchised sites.

A good idea should not go to waste; instead it should be franchised. This was the impetus behind the growth of Tempe, Ariz.-based Tilted Kilt, which has grown from one location to 53 in the six years since Ron Lynch joined the company as operating franchise president.

Upgrades are the name of the game in 2011 for Ridgeland, Miss.-based McAlister's Deli. The 304-unit chain is revamping its equipment package to maximize efficiency and speed of service and ingredients to focus on providing a more upscale product.

While many chains continue to downsize their footprints, 57-year-old Straw Hat Pizza takes the opposite route. A new prototype features bigger stores with a contemporary look and feel, a bigger, more diverse menu, and in-restaurant Tower 27 frozen yogurt stations — a whole new self-serve branded "concept within a concept" that's helping to drive incremental sales growth.

Currently in a major growth mode, Jersey Mike's opened 50 stores in 2010, projects opening more than 65 locations this year and will hit the 500-site mark by the end of 2011. This is telling for a sub concept that got its start back in 1956 as a humble seaside sandwich store in Point Pleasant, N.J.

Less than five years after launching its "smash. sizzle. savor." next-gen burger concept, Smashburger in May celebrated the milestone opening of its 100th unit. By year's end, the company expects to almost double in size again and be operating in 30 to 35 markets nationwide.

Golden Spoon Frozen Yogurt has been on the cutting edge of its segment since the brand got off the ground in 1983. "You haven't seen anything yet," says Roger Clawson, Golden Spoon's franchising CEO. "In the next six months, we will revolutionize the frozen yogurt category."

Walk in to a FREEBIRDS World Burrito for the first time and you just might be hit with sensory overload. The concept, founded in 1987 and acquired by the Tavistock Restaurant Group in 2007, is all about providing a way-different sort of fast-casual dining experience.

Think stodgy when you think Sizzler? Think again. The 53-year-old steak and salad bar chain has recently made big moves to contemporize its menu, its look and feel, even the ways it goes to market. It's all part of a recently launched turnaround strategy designed to bring the chain back into action as a compelling fast-casual choice.

Saladworks has tossed together a fresh concept that during the past two years has kicked off national expansion, unveiled a new look, expanded its array of toppings, switched out its beverage program, and tackled new product development that fits its "tossed to order" service model.

Dickey's Barbecue Pit is getting bigger in part by going smaller. With the format sights set on becoming the largest barbecue chain in the country (it's already the largest quick-service barbecue chain), Dickey's has kicked off an aggressive expansion drive with a smaller, more streamlined prototype.

Billing itself as an "artisanal Mexican kitchen," Qdoba has grown to more than 500 units and secured its position as a major force in the fast-casual restaurant segment.

One of the challenges any restaurant chain faces is fighting for locations. Dallas-based Pizza Patrón has found that creating a variety of business models not only generates site opportunities, but also increases profit potential.

Auntie Anne's celebrates the simple pretzel in a wide range of sweet, savory and surprising ways. It's a formula that's given rise to one of the largest fresh, hand-rolled pretzel companies in the world since its founding in 1988 by Anne and Jonas Beiler.

Noodles and Company has thrived during the recession as its leadership has worked to refine the concept and position it to strongly appeal to today's consumers. The company does this on a number of fronts, including offering a nicer fast-casual dining experience with real china, silverware and no need for customers to bus their own tables coupled with a menu of fresh, made-to-order noodle and other dishes that range from healthy to indulgent, and from spicy to comforting.

If growing in a recession is tough, growing in a recession while emerging from bankruptcy is tougher still. Fatburger has done both, executing a turnaround strategy since it filed for bankruptcy protection in April 2009. Last year, the company landed squarely in positive territory, achieving double-digit unit growth and systemwide revenue gains of 4 percent. In its primary markets of California and Nevada, same-store sales rose more than 11 percent for the year, says Don Berchtold, president.

It's not just the West Coast restaurant chains that are on the cutting edge of the green movement. For Anna's Taqueria, which has six locations in the Boston area, environmentally friendly business practices have been standard since the chain was founded by owner Mike Kamio in 1995.

Extreme Pizza's take-and-bake business was launched in 1994 and didn't take off as anticipated — and after six months company founder Todd Parent was not above tweaking the concept.

A Midwest staple, Culver's has spread its wings in recent years to cover 19 states. Its basic formula — friendly, fast-casual service; burgers grilled to order, home-style dinners and frozen custard — has put this small-town company in the ring with much larger competitors.

Despite a tough year in terms of both real estate and franchisee financing, Moe's ended 2010 with revenues up 8 percent, 30 new units opened and comp-store sales ahead by 5.4 percent. Significantly bigger gains in both sales and units are expected this year, says president Paul Damico, thanks to a combination of menu innovation, ongoing promotions and a major new positioning campaign.

New executives to run Finance and Sales departments at global restaurant chain's corporate office.