How to Defy the UK High Street Slump: A conversation with Managing Director Max Burton, Auntie Anne's
- James Massoud
- 6 days ago
- 4 min read
While much of the UK high street continues to grapple with closures and cutbacks, one brand is confidently bucking the trend. Auntie Anne’s – the world-famous hand-rolled pretzel franchise – is rewriting the retail playbook with record-breaking sales, innovative formats, and bold expansion plans across the UK and Ireland. As the brand sets its sights on 100 stores by 2030, Managing Director Max Burton reveals to The Knife how a mix of strategic reinvention, franchisee-first thinking, and snackable cultural relevance is driving unstoppable momentum.
What do you think Auntie Anne’s is doing differently that allows it to grow when so much of the UK high street is in retreat?
We’ve tapped into the "little treat" culture that’s become such a big part of how people spend today. As consumers trade down from full dining experiences, they’re increasingly replacing meals with snacks. Busy lifestyles mean grab-and-go is in high demand, and our strategy is built around high-traffic locations and adaptable store formats that put us right where people want us most.
You’ve described this as a "transformational chapter" for the brand. What are the pillars of that transformation and how does it differ from previous years?
It’s a holistic change. We’ve refreshed the brand, evolved our formats, modernised the menu and strengthened franchisee support. Unlike previous years where growth was steadier, this is about laying a platform for the next decade. A step-change in how Auntie Anne’s presents itself and engages with customers.
Your 2024 like-for-like sales rose more than 10%, in a climate where footfall and spend are under pressure. What’s driving that performance?
A large part of the growth came from a pricing reset, but crucially we also saw a 2–4% increase in customer numbers. The new pricing was rolled out alongside a completely reimagined menu format that highlights favourites and uses stronger product visuals. Combined with new branding across packaging and uniforms, innovative marketing campaigns with exciting limited-time offers, and partnerships rooted in pop culture, we’ve been able to attract new customers and deepen loyalty. Operational excellence and growing demand for our products did the rest.
Auntie Anne’s has always had strong roots in malls, but you’re now expanding into rail stations, container stores and outlet villages. How are you rethinking the idea of what a pretzel store looks like?
We’ve moved towards high-impact designs that work in compact, high-throughput layouts. The principle is simple: meet our customers where they are. Whether that’s a station concourse or an outlet village, we deliver freshly baked, handmade products in formats that fit busy, on-the-go lives.
The Brighton Station opening marked a first in transport hubs. What have you learned about consumer habits in these higher-frequency, on-the-go environments?
The biggest factors are speed, portability and impulse. Customers want something quick, handheld and satisfying. Traffic peaks are sharper too; you have to be ready for intense bursts of demand at commuting hours and optimise the offer to capture those moments.
The Biscoff Nuggets launch made some serious noise. How do you approach limited-edition menu innovation and how important is collaboration for your future plans?
We see LTOs as an opportunity to inject excitement and create buzz. Collaborations with pop-culture brands and much-loved flavours allow us to stay fresh, relevant and shareable. Partnerships like Biscoff show just how powerful those moments can be, and we expect collaborations to remain a core part of our strategy.
From kiosks to shipping containers, your model is incredibly flexible. Is this modular, adaptable structure a key weapon in your franchise growth strategy?
Absolutely. Our ability to deploy quickly, with relatively low capital expenditure, makes us highly competitive. It allows us to take advantage of a wide range of sites, from flagship malls to outdoor destinations, and gives franchisees more flexibility to find the right fit.
For prospective franchisees, what’s the real commercial appeal? What makes Auntie Anne’s stand out in the increasingly crowded grab-and-go sector?
It comes down to a proven return on investment, strong brand equity and multi-format opportunities. Franchisees know they’re buying into a system that works – not just in one format, but across kiosks, outlets, transport hubs and more. That breadth gives us a real edge.
With a target of 100 UK stores by 2030, how do you ensure consistency in quality, service and brand identity as you scale at pace?
Consistency is everything. We’ve invested heavily in training and support, backed by rigorous audit systems, to keep standards high. But beyond processes, it’s also about building a strong franchisee network culture – one that’s collaborative, quality-driven and passionate about the brand.
How closely do you work with the global parent company GoTo Foods, and what’s the benefit of being plugged into a larger network of food brands?
We’re very closely connected. Being part of GoTo Foods gives us access to shared R&D, buying power and a global knowledge exchange. We can learn from other brands in the portfolio, tap into best practice and bring that back to the UK and Ireland market to strengthen our own growth.
The new branding push – logo, uniforms, store design – feels like a bid to speak to a younger generation. What’s the brand’s strategy for staying culturally relevant?
We’re guided by market insights, particularly around Gen Z and Millennial habits and trends. Consumers today are looking for convenient, exciting food that fits busy lifestyles, and our innovation pipeline is designed to deliver that – from new flavour launches to collaborations that spark cultural buzz. Combined with refreshed branding and design, it ensures Auntie Anne’s stays relevant and top of mind.
Finally, what does success look like to you beyond the numbers? What’s the bigger legacy you hope this chapter of Auntie Anne’s leaves on the UK and Ireland food scene?
For me, success is seeing Auntie Anne’s become a brand people genuinely love – something that brightens their day and feels part of their routine. I also want our franchisees to feel proud of the businesses they’re building and the teams they’re growing. If we can put pretzels firmly on the UK food map while creating real opportunities and connections along the way, that would be a legacy I’d be very proud of.
