Promo Items Case Study


Arby’s Restaurant Group operates a quick-service restaurant (QSR) chain popular for its hot roast beef sandwiches. Arby’s ranks as the #3 sandwich chain behind Subway and Panera with more than 3,600 locations across the US and in a handful of other countries. In addition to roast beef sandwiches, its menu features chicken sandwiches, salads, and some dessert items. More than 1,100 Arby’s locations are company-owned, while the rest are franchised.


Arby’s Support Center took great pride in providing relevant and accurate training and operational materials to their company and franchise locations in a timely manner. However, their fulfillment supplier lacked the capability and support mechanisms to distribute their materials. Arby’s regularly experienced issues with poor warehouse management, pick-and-pack accuracy rates well below industry standards and an antiquated web ordering portal. Consequently, Arby’s support personnel spent endless hours correcting issues related to the fulfillment program.

Based on the poor performance of their current vendor, Arby’s conducted a search for a fulfillment partner that had the skills, knowledge and expertise to be ‘best-in-class’ with an emphasis on technology, daily order fulfillment, warehouse management, and kitting projects.


Within 60 days after being awarded the business, All Points had designed and built a fresh new web portal tailored to Arby’s requirements. Existing inventory was moved, system training delivered, and orders were successfully fulfilled via the new portal.

The program materials consist of Print-on-Demand (POD) items (both customizable and non-customizable) and inventoried items. Complete kits could be assembled on demand, enabling delivery of the most current materials to Arby’s locations.


Arby’s was thrilled with the overall program results. As a result of their partnership with All Points, Arby’s Support Center recovered both organizational credibility and significant time. With no fulfillment fires to combat, the Support Center was free to commit to new projects and develop additional training and operational materials.

In transitioning to a POD model Arby’s saved thousands of dollars annually. New campaigns no longer required massive print overruns, and every update to training materials – no matter how frequent – was reflected immediately in version control.  

As a whole, Arby’s experienced an overall reduction in their program costs, pick-and-pack accuracy rates greatly improved, and levels of static inventory were significantly lowered. Finally, Arby’s gained better visibility into program usage and outcomes, empowering superior decision making.