Pacifica Taco Bell Cantina Gets a Glow-up
PACIFICA, Calif., March 27, 2025--(BUSINESS WIRE)--The spring season calls for a little glow-up! The Pacifica Taco Bell Cantina, famous for its breathtaking ocean views and dubbed the world's most beautiful Taco Bell, has unveiled a fresh new interior designed to elevate the guest experience with an indoor-outdoor bar and expanded patio seating. Plus, guests can experience an all-new drink menu. Operated by Diversified Restaurant Group (DRG), one of the largest Taco Bell franchisees with over 350 locations, this beloved beachfront Cantina, located at 5200 CA-1, Pacifica, CA, will host a Grand Re-Opening celebration on April 4th from 5pm to 9pm and the whole community is invited. Guests can enjoy a special evening of free tacos, giveaways and drinks against a sunset backdrop on the beach.
"We take great pride in owning one of the most iconic Taco Bell locations in the world," said SG Ellison, President & CEO of Diversified Restaurant Group. "At DRG, we are committed to always innovating and consistently delivering unique dining experiences that exceed expectations. With these upgrades, we're enhancing the Pacifica Cantina, bringing together stunning ocean views with Taco Bell favorites, an elevated drink menu, and improved convenience. The result is a destination where guests can enjoy an experience that they'll want to return to again and again."
Expanded Bar & Ordering Options
The remodel will introduce a new indoor and outdoor bar, allowing guests to enjoy a variety of beverages while taking in the restaurant's signature oceanfront views. Additionally, a second walk-up ordering window will be added at the front of the restaurant to improve order efficiency, while the existing pickup window at the rear will remain available. The restaurant's patio area will also be redesigned with new furniture and outdoor heaters, ensuring year-round comfort for guests dining al fresco.
New Surfside Sips
To celebrate the remodel, the Pacifica Cantina will debut a refreshed drink menu featuring an expanded selection of cocktails, Twisted Freezes, and more. Guests can enjoy new Twisted Freeze flavors, a curated margarita lineup, including Strawberry, Tropical, Peach, Original Lime, and a Spicy Margarita made with muddled jalapeños and Ghost Pepper Tequila. The menu also features handcrafted cocktails that complement the restaurant's coastal vibe.
In addition to these new offerings, the Cantina will continue serving ice-cold beer and other alcoholic beverages, available to guests 21 and older. The countdown to the newly renovated Pacifica Taco Bell Cantina Re-Opening Celebration has begun! DRG is excited to give guests a look at the new Taco Bell experience that awaits them.
For more information on Diversified Restaurant Group, visit www.drgfood.com.
About Diversified Restaurant Group
Diversified Restaurant Group is a restaurant business comprised of owners and operators working to innovate and grow with quick service and fast casual brands across the country. What started as a limited partnership in a 30-unit Taco Bell franchise in 2012, has since grown into a 350+ unit, multi-brand QSR operation with restaurants in Nevada, California, Kansas, Missouri and Alaska.
View source version on businesswire.com: https://www.businesswire.com/news/home/20250327513608/en/
Contacts
MEDIA CONTACT: Brianne Barbakoffbrianne@inklinkmarketing.com
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Business Insider
a day ago
- Business Insider
Starbucks CEO Brian Niccol says price changes are a last resort in coffee chain turnaround — but they are 'absolutely' coming
Price changes are the last resort for Starbucks' CEO, Brian Niccol, he said on Tuesday's Q3 earnings call, but he won't rule them out as part of his revitalization efforts of the coffee giant. A quick-service restaurant veteran, Niccol has led successful revitalization campaigns at Taco Bell and Chipotle. His "Back to Starbucks" campaign is proceeding ahead of schedule, the CEO told investors on Tuesday. "But with that said, you know, pricing will be a part of our business model," he added. "There are times where it makes sense to take some price — and when those situations present itself, we're going to do it in the least amount of pricing necessary. I prefer to always hold back on that one as much as possible. So will we have to use it in the future? Absolutely — it's going to be the last lever I'd like to pull. And when we pull that lever, I probably want to do as little as possible." Since Niccol took over, Starbucks has already implemented changes to its pricing model. The company has removed surcharges for non-dairy milk substitutes and started charging more for some syrups and powder add-ins. It is unclear when any additional price changes may take place or what menu items may be affected. A spokesperson for Starbucks declined to comment when reached by Business Insider. Niccol's comments on changes to the menu prices came as Starbucks reported a decline in sales for the sixth consecutive quarter while the company continues its turnaround plan. Global comparable store sales declined 2% overall, driven by a 2% decline in comparable transactions, according to Starbucks' Q3 earnings report. The decline was partially offset by a 1% increase in the average ticket price. Most of the decrease was seen in North American markets, as international comparable store sales were mostly flat. The company's revenue — up 4% to $9.5 billion — beat analysts' tepid expectations, Reuters reported. However, it missed on earnings, with an adjusted EPS of $0.50, a 46% decline over the prior year, missing estimates of 65 cents, the outlet reported. Starbucks' stock increased more than 3.5% in after-hours trading following the earnings call. "While our financial results don't yet reflect all the progress we've made, the signs are clear — we're gaining momentum," CEO Brian Niccol said in a statement included in the report. "Our 'Back to Starbucks' plan is working. It's grounded in what makes us Starbucks: handcrafted beverages, welcoming coffeehouses, and the human connection that brings it all together." Niccol's preferred turnaround method starts with customer service, making the chain's new Green Apron Service model the heart of the revitalization campaign. Niccol and CFO Kathy Smith said on the call that the foundational operating model, focused on crafting cravable coffees and enhancing consumer connection, is being rolled out early across stores nationwide after being tested in pilot stores. Coffee houses already using Green Apron Service techniques have driven improvements in transactions, sales, and customer service times, outperforming the broader North American portfolio, Niccol said Tuesday. Niccol's "Back to Starbucks" campaign, which he launched upon taking over last September, aims to improve slumping sales and customer experience complaints that have plagued the international coffee giant. Starbucks has since rolled out a series of changes in-store, including remodeling stores with comfy chairs and ceramic dishes to encourage visitors to stay longer, bringing back the self-serve condiment bar, and asking baristas to hand-write smiley faces and inspirational messages on to-go orders. On the corporate side, the company has cracked down on its r eturn-to-office mandate, requiring most support staff to work from the Seattle headquarters or Toronto office four days a week — or leave the company, Business Insider previously reported.
NBC News
2 days ago
- NBC News
Starbucks doubles down on hospitality with 'Green Apron Service' strategy
As companies lean into value offerings and buzzy beverages to lure price-sensitive consumers, Starbucks is doubling down on its plans to get back to basics by leaning into hospitality at its cafes. The coffee giant aims to stand out on guest experience in a cutthroat consumer environment as it tries to boost lackluster sales. Last week, the company began training baristas on its new 'Green Apron Service' program as part of CEO Brian Niccol's 'Back to Starbucks' plans, which have emphasized friendlier cafes and a human touch like Sharpie drawings on cups. Green Apron Service builds on that, relying on warm and engaging interactions with customers in the hopes of making Starbucks visits a habit. The program is backed by changes to ensure proper staffing and better technology to keep service times fast. It was born out of growth in digital orders, which now make up over 30 percent of sales, and feedback from baristas. 'The strategy is to reconnect our partners with our customers,' Chief Operating Officer Mike Grams told CNBC from a newly-revamped store in Seattle on Monday. ″..When you walk through that door, you're greeted with a smile. You are greeted again at handoff, a perfect cup of coffee ... and you're met with that connection.' Investors will get another look into how Niccol's turnaround plans are working when the company reports earnings after market close Tuesday. Starbucks shares have climbed about 2.7% this year, trailing the 8.6% gains of the S&P 500, as Wall Street debates how long it will take Niccol to improve the chain's performance. Since Niccol took the reins last September, the stock is up just under 3%, and has climbed nearly 25% on a one-year basis. Niccol is trying to jumpstart the coffee chain's sales. Last quarter, same-store sales fell for the fifth quarter in a row. Grams and the push for more welcoming cafes will play a major role in that effort. Grams was appointed as chief operating officer in June, overseeing global coffeehouse development, the company's worldwide supply chain and its North American coffeehouses. He came to Starbucks in February after nearly three decades at Taco Bell, where he was previously was the chain's president and global chief operating officer. Niccol was once Taco Bell's chief executive. The Green Apron Service push is the largest investment the company has ever made in hospitality and its store employees, Grams said. The company did not provide a dollar figure for the investment. Part of the plan involves Smart Queue technology, which uses algorithms to enhance staffing and scheduling, to help baristas deliver more consistent and higher-quality service, Grams said. The company wants customers to experience consistency in service quality whether they order in store or online. 'You will see it show up in different ways,' he said. 'You may see a digital host out front who is navigating that experience ... it can be an extra person at the drive through. The idea is just really making sure that we've got the right partners in the right place at the right time throughout the entire day.' Success of the Green Apron Service initiative will be tied directly to measurable indicators like customer experience scores, foot traffic growth, and store productivity. The effort also comes as cafes face new benchmarks for success, including delivering customized drinks in four minutes or less. Early results from its 1,500-store pilot of Green Apron Service showed improvements in transactions, sales, and customer service times, with 80% of in-cafe orders meeting the chain's four-minute goal. Continuing to build on that trend will likely be key for Starbucks. The reality is customers may prefer speed over warmth and have little tolerance for long waits. Grams said Starbucks has multiple avenues to remain competitive, including a strong digital business, drive-thrus in more than 7,000 stores and cafes going through 'uplifts' to make them more comfortable. 'It's showing up in a way where we touch all three channels,' he said of the hospitality initiative. 'We have 20,000 units across North America, which gives us a terrific competitive advantage.'
CNBC
2 days ago
- CNBC
Starbucks doubles down on hospitality with 'Green Apron Service' strategy
As companies lean into value offerings and buzzy beverages to lure price-sensitive consumers, Starbucks is doubling down on its plans to get back to basics by leaning into hospitality at its cafes. The coffee giant aims to stand out on guest experience in a cutthroat consumer environment as it tries to boost lackluster sales. Last week, the company began training baristas on its new "Green Apron Service" program as part of CEO Brian Niccol's "Back to Starbucks" plans, which have emphasized friendlier cafes and a human touch like Sharpie drawings on cups. Green Apron Service builds on that, relying on warm and engaging interactions with customers in the hopes of making Starbucks visits a habit. The program is backed by changes to ensure proper staffing and better technology to keep service times fast. It was born out of growth in digital orders, which now make up over 30 percent of sales, and feedback from baristas. "The strategy is to reconnect our partners with our customers," Chief Operating Officer Mike Grams told CNBC from a newly-revamped store in Seattle on Monday. "..When you walk through that door, you're greeted with a smile. You are greeted again at handoff, a perfect cup of coffee ... and you're met with that connection." Investors will get another look into how Niccol's turnaround plans are working when the company reports earnings after market close Tuesday. Starbucks shares have climbed about 2.7% this year, trailing the 8.6% gains of the S&P 500, as Wall Street debates how long it will take Niccol to improve the chain's performance. Since Niccol took the reins last September, the stock is up just under 3%, and has climbed nearly 25% on a one-year basis. Niccol is trying to jumpstart the coffee chain's sales. Last quarter, same-store sales fell for the fifth quarter in a row. Grams and the push for more welcoming cafes will play a major role in that effort. Grams was appointed as chief operating officer in June, overseeing global coffeehouse development, the company's worldwide supply chain and its North American coffeehouses. He came to Starbucks in February after nearly three decades at Taco Bell, where he was previously was the chain's president and global chief operating officer. Niccol was once Taco Bell's chief executive. The Green Apron Service push is the largest investment the company has ever made in hospitality and its store employees, Grams said. The company did not provide a dollar figure for the investment. Part of the plan involves Smart Queue technology, which uses algorithms to enhance staffing and scheduling, to help baristas deliver more consistent and higher-quality service, Grams said. The company wants customers to experience consistency in service quality whether they order in store or online. "You will see it show up in different ways," he said. "You may see a digital host out front who is navigating that experience ... it can be an extra person at the drive through. The idea is just really making sure that we've got the right partners in the right place at the right time throughout the entire day." Success of the Green Apron Service initiative will be tied directly to measurable indicators like customer experience scores, foot traffic growth, and store productivity. The effort also comes as cafes face new benchmarks for success, including delivering customized drinks in four minutes or less. Early results from its 1,500-store pilot of Green Apron Service showed improvements in transactions, sales, and customer service times, with 80% of in-cafe orders meeting the chain's four-minute goal. Continuing to build on that trend will likely be key for Starbucks. The reality is customers may prefer speed over warmth and have little tolerance for long waits. Grams said Starbucks has multiple avenues to remain competitive, including a strong digital business, drive-thrus in more than 7,000 stores and cafes going through "uplifts" to make them more comfortable. "It's showing up in a way where we touch all three channels," he said of the hospitality initiative. "We have 20,000 units across North America, which gives us a terrific competitive advantage."
