buffalo wild wings case study

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Buffalo Wild Wings Tackles Turnover with a Simplified Recipe for Engagement

The company, buffalo wild wings, an international sports bar and grill, manages to create the ultimate experience for sports fans in each one of its locations..

The company opened its first restaurant in 1982  and has rapidly grown to more than 1,200 restaurants today. As a company that not only values integrity and excellence,  but also camaraderie and fun, every BWW location strives to “unleash the buffalos” – an encouragement to tailor each restaurant to reflect the unique personalities and wants of their team members and guests, because they believe that when team members feel comfortable, they are set up for success and guests have the best possible experience. 

The Challenge

The restaurant industry is notorious for high employee turnover — with the average hourly turnover rate at 121% — and buffalo wild wings is no exception..

At the beginning of their engagement journey, BWW had entire restaurant teams turning over every year. The cost associated with this rapid turnover, as well as the impact it had on their teams and guests, showed them that something had to change. Their original engagement strategy wasn’t working; it was too time-consuming, not frequent enough, and had complicated static reporting that left managers unsure of how to take action. The restaurant chain needed a simplified survey partner that would offer the flexibility to customize their engagement program to fit the personalized needs of their brand.

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Quantum workplace provided a simplified and customized engagement platform, offering:.

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• A quick rollout of organization and team-level results
• Personalized reports for team leaders with suggestions on how to improve the employee experience
• Ability to integrate the online survey and results with their own HR portal

Willow Terry VP of Organization and Team Effectiveness Buffalo Wild Wings

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Strategic Management: A Competitive Advantage Approach, Concepts and Cases, 16/e by Fred R. David, Forest R. David

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Mini-Case On Buffalo Wild Wings, Inc. (BWLD) What do Outstanding Management, Marketing, and Finance Executives do Together?

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One answer to this question is that they work for Buffalo Wild Wings (BWW). Founded in 1982 and headquartered in Minneapolis, Minnesota, BWW is a fast-growing owner, operator, and franchisor of restaurants featuring Buffalo- and New York-style chicken wings and more. The menu offers 21 signature sauces and seasonings with flavor sensations ranging from Sweet BBQ to Blazin’. Each restaurant features an extensive multimedia system for watching favorite sporting events. The company has received hundreds ...

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Buffalo Wild Wings and Adentro use old-school marketing technique to attract customers during pandemic

Owned by suburban Atlanta-based Inspire Brands, Buffalo Wild Wings has more than 1,200 locations in ten countries around the globe. The casual dining and sports bar franchise is known for its Buffalo-style chicken wings and over a dozen types of sauces.

The challenge

About half of the Buffalo Wild Wings locations worldwide are franchisee-owned. Prior to the novel coronavirus outbreak, Adentro’s franchisee client was running ads across Facebook and Instagram with nationwide and regional promotions. The brand’s corporate office tended to stay away from promotional offers on social media, focusing instead on television marketing campaigns around major sporting events to bring customers into locations. 

When COVID-19 struck and forced Buffalo Wild Wings to close down their dining rooms, the brand’s corporate social media accounts began running the same promotional offers as the franchise locations. This move made it difficult to attribute results directly to Adentro’s campaigns, since it was impossible to determine whether consumers were responding to the corporate- or locally-run campaigns.

The solution

In order to isolate the results of Adentro’s marketing efforts from corporate’s, we paused all of the local franchisee’s campaigns highlighting promotions that corporate was mirroring. Next Adentro created a campaign specific to our franchisee’s multiple locations and actually required customers to mention the offer on the phone when calling in to place a pickup or to-go order. Our client was then able to track the redemptions in their point-of-sale system.

“ Adentro allows us to identify the customers that matter most and market to them directly through social media and email campaigns. We are then able to see exactly how this is impacting our business. It really is a step up from our prior capabilities of just sending out ads and hoping for the best .” Nalin Chopra, Marketing Manager, Buffalo Wild Wings

The results

After 25 days of the new campaign being live, our client was able to pull transaction reports for all of their locations. Adentro worked with the Buffalo Wild Wings franchisee to analyze the orders that were associated specifically with the social campaign we ran and calculated a 4.6x return on ad spend (ROAS) for these campaigns. 

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Buffalo Wild Wings Saves Time and Money with HotSchedules

Defying tough economic times, Buffalo Wild Wings Grill and Bar (B-Dubs) is among the fastest growing restaurant chains in the country and continues to enjoy increasing success.

B-Dubs is the quintessential sports bar with wall-to-wall big-screen TVs, a full menu of varied options and their all-important 14 signature sauces.

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Roark capital: buyout of buffalo wild wings, product overview.

In late November 2017, Roark Capital Group (Roark) must decide on a last, best offer to purchase Buffalo Wild Wings (BWW) in a leveraged buyout (LBO) for $157 per share. That bid had followed a series of offers that began in August 2017, at $150 per share, after a protracted proxy fight by activist investor Marcato Capital (Marcato) ended with the resignation of BWW’s longtime CEO, Sally Smith. Marcato had accumulated a sizeable stake in BWW and several board seats as part of the proxy contest and had been pushing BWW’s board to seek a higher price. Roark must now decide if the returns to its investors merit the $157 per share offer. This case is meant to follow cases in which the topic of residual cash flows and LBOs have been introduced. We typically assign it after teaching an earlier case that introduces that material and how private equity (PE) sponsors typically evaluate LBOs, such as “DuPont Corporation: Sale of Performance Coatings” (UVA-F-1709) (DPC). DPC provides an opportunity to evaluate an LBO from a company’s and sponsor’s perspective, but the cash flows and debt structure are simplified to focus on the conceptual differences in how the parties might view the deal. BWW focuses on the sponsor’s (Roark’s) perspective and includes a richer set of operating synergies and a more complex debt structure. The debt structure features existing debt that must be refinanced and multiple tranches of debt. As such, the case introduces students to several types of debt that are commonly used to finance LBOs and their related terms. It also introduces students to the pros and cons of LBOs of franchise-model businesses, an area of strong PE investor interest. We also typically assign a technical note, “Valuing Late-Stage Companies and Leveraged Buyouts” (UVA-F-1846), to be read in conjunction with cases that cover LBOs. The note provides a basic overview of the primary sources of financing and the metrics used to gauge LBO capital structures and a step-by-step example of an LBO valuation. This case is appropriate for classes that survey PE investments or corporate financing classes that cover LBOs and acquisition strategies and debt and equity financing. It is assumed that students have taken valuation courses and understand residual equity cash flow valuation methods. A spreadsheet file (UVA-F-1984X) of the case exhibits is available to help students with class preparation. An instructor file (UVA-F-1984TNX) provides the Excel-formatted spreadsheets for the exhibits in the teaching note.

Learning Objectives

The case can be used for the following purposes: - To familiarize students with the qualitative and quantitative assessment of LBOs and whether BWW is a suitable PE investment. - To familiarize students with the types of debt commonly used to finance LBO transactions and their distinctive features. - To help students develop skills in valuing buyouts that involve multi-tranche debt structures. - To familiarize students with the investment thesis for franchise model businesses and why PE firms have shown interest in them. - To help students develop skills in critically evaluating cash flow projections and assessing their reasonableness.

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Roark Capital: Buyout of Buffalo Wild Wings

By: Susan Chaplinsky, Felicia C. Marston, Anne Lykes

In late November 2017, Roark Capital Group (Roark) must decide on a last, best offer to purchase Buffalo Wild Wings (BWW) in a leveraged buyout (LBO) for $157 per share. That bid had followed a…

• Length: 23 page(s)
• Publication Date: Aug 17, 2021
• Discipline: Finance
• Product #: UV8340-PDF-ENG

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In late November 2017, Roark Capital Group (Roark) must decide on a last, best offer to purchase Buffalo Wild Wings (BWW) in a leveraged buyout (LBO) for $157 per share. That bid had followed a series of offers that began in August 2017, at $150 per share, after a protracted proxy fight by activist investor Marcato Capital (Marcato) ended with the resignation of BWW's longtime CEO, Sally Smith. Marcato had accumulated a sizeable stake in BWW and several board seats as part of the proxy contest and had been pushing BWW's board to seek a higher price. Roark must now decide if the returns to its investors merit the $157 per share offer. This case is meant to follow cases in which the topic of residual cash flows and LBOs have been introduced. We typically assign it after teaching an earlier case that introduces that material and how private equity (PE) sponsors typically evaluate LBOs, such as "DuPont Corporation: Sale of Performance Coatings" (UVA-F-1709) (DPC). DPC provides an opportunity to evaluate an LBO from a company's and sponsor's perspective, but the cash flows and debt structure are simplified to focus on the conceptual differences in how the parties might view the deal. BWW focuses on the sponsor's (Roark's) perspective and includes a richer set of operating synergies and a more complex debt structure. The debt structure features existing debt that must be refinanced and multiple tranches of debt. As such, the case introduces students to several types of debt that are commonly used to finance LBOs and their related terms. It also introduces students to the pros and cons of LBOs of franchise-model businesses, an area of strong PE investor interest. We also typically assign a technical note, "Valuing Late-Stage Companies and Leveraged Buyouts" (UVA-F-1846), to be read in conjunction with cases that cover LBOs. The note provides a basic overview of the primary sources of financing and the metrics used to gauge LBO capital structures and a step-by-step example

of an LBO valuation. This case is appropriate for classes that survey PE investments or corporate financing classes that cover LBOs and acquisition strategies and debt and equity financing. It is assumed that students have taken valuation courses and understand residual equity cash flow valuation methods. A spreadsheet file (UVA-F-1984X) of the case exhibits is available to help students with class preparation. An instructor file (UVA-F-1984TNX) provides the Excel-formatted spreadsheets for the exhibits in the teaching note.

Learning Objectives

The case can be used for the following purposes: - To familiarize students with the qualitative and quantitative assessment of LBOs and whether BWW is a suitable PE investment. - To familiarize students with the types of debt commonly used to finance LBO transactions and their distinctive features. - To help students develop skills in valuing buyouts that involve multi-tranche debt structures. - To familiarize students with the investment thesis for franchise model businesses and why PE firms have shown interest in them. - To help students develop skills in critically evaluating cash flow projections and assessing their reasonableness.

Aug 17, 2021

Discipline:

Industries:

Restaurants and food service industry

Darden School of Business

UV8340-PDF-ENG

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Buffalo Wild Wings – A Case Study

Company: Buffalo Wild Wings 520 Restaurant Locations

Former Lock Program: Core Swap – Locksmith Call-Outs

Reason for Conversion In 2001, Buffalo Wild Wings began researching a key management program that would eliminate locksmith call-outs and reduce the costs associated with rekeying a restaurant. The Facilities department was introduced to InstaKey Security Systems during their research. They contacted InstaKey to learn more about the Key Control Program that InstaKey is capable of offering. During the research, Buffalo Wild Wings learned that not only could they reduce the cost of locksmith call-out, but that the InstaKey Key Control Program could help standardize their locations’ key control, improve concerns about key duplication, eliminate the need to have staff wait for locksmith’s to arrive to perform a rekey, or the additional expense of the locksmith service cost. After an exhaustive search of other solutions, Buffalo Wild Wings came to the conclusion that InstaKey would not only meet their needs in reducing locksmith call-outs, but had the additional benefits of restricted keys, key tracking, and the entire elimination of locksmith call-outs. This elimination of service call-outs also had the additional benefits of improved personnel security. The facilities team noticed that many of their call-outs occurred after hours when the management team realized that a rekey was necessary. This allowed the on-ground personnel to enact a rekey without waiting for the locksmith to show up, thus they were leaving the building at the normal hours. After this comparison, the Facilities team decided that the InstaKey Security Systems Key Control Program was the solution that they were looking for.

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Buffalo Wild Wings customer story

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Buffalo Wild Wings serves up an improved customer experience with IoT

Buffalo Wild Wings® is one of the Top 10 Fastest-Growing Restaurant Chains in the country. The restaurant is more than just a NY-style wing joint with signature sauces – it is a dynamic sports bar that sells more draft beer than any other restaurant concept in America. In fact, Buffalo Wild Wings refers to its customers as fans, with the goal of providing a stadium-like experience every time you enter the restaurant.

The company’s slogan is WINGS.BEER.SPORTS.®, but it very well could be BEER.WINGS.SPORTS. Not only because of the large quantities of beer it sells, but because of its goal to provide the best beer experience possible. This involves restaurant training to highlight the Perfect Pour – the optimal pour to ensure maximum flavor and reduce inventory loss – as well as expanding restaurant beer offerings to recognize the diverse customer demands. Buffalo Wild Wings offers both nationally-established brands and local craft brands that are selected independently by regional restaurants.

In an effort to offer the best beer experience and better connect with their fans, Buffalo Wild Wings faced two challenges:

• How can the restaurant monitor to ensure that the Perfect Pour guidelines are being followed?
• How does the restaurant manage the growing assortment of beers available in the market?

Both challenges prompted the need to better leverage technology for operational efficiency. Buffalo Wild Wings needed a real-time monitoring technique and a better understanding of inventory. This was an IT challenge considering that the company needed to configure all new beer items in more than 1,200 restaurant POS systems before a restaurant can begin selling a new beer to a guest.

Additionally, it was a business challenge to ensure restaurants gained an understanding of the actual beer inventory usage across all restaurants to help drive future purchasing decisions.

To address these challenges, Buffalo Wild Wings turned to technology leaders: BeerBoard, an industry expert offering a beer management application, Capgemini, a leading technology consultancy and MuleSoft, a leader in enterprise integrations to help implement the solution.

Capturing the data

To address the first challenge of ensuring Perfect Pour guidelines were being followed, BeerBoard installed IoT enabled flow meters on the tap lines to capture pour data. However, this was only one-side of the equation. BeerBoard also needed sales data, maintained in Buffalo Wild Wings’ POS systems, to measure their pour volume against the sales transaction that contained information on the type and size of beer that was ordered.

Buffalo Wild Wings needed a way to integrate their sales data with BeerBoard and turned to Capgemini to consider potential integration options. Options such as file-based integration or writing custom code were discussed, but both parties saw that a unified platform approach and API-led connectivity offered the right mix of security, reusability and flexibility. Capgemini therefore recommended MuleSoft. MuleSoft’s Anypoint Platform would enable Buffalo Wild Wings to continue adding integration applications as additional third-party vendors required access to different systems. Additionally, the integration through MuleSoft would allow on-demand web service thereby giving BeerBoard the ability to dictate the frequency of each request so that they could ensure the latest metrics are available to restaurants.

Leveraging the SmartBar platform

Addressing the second challenge of managing the growing assortment of beers relied on implementing BeerBoard’s new SmartBar beer management platform. The SmartBar platform offered a web-based application that provides restaurants a single platform to manage all beer related activities. Buffalo Wild Wing restaurants would use it to switch and assign new beers to corresponding tap lines and synchronize their upcoming beer rotation with a print menu supplier and a digital beer menu displayed on both restaurant TV’s and on Buffalo Wild Wings’ website. Since pour data and sales data are also being captured through the SmartBar platform, restaurants all have access to reports where they can measure the performance – in either sales, or inventory yield – of each beer in rotation and gain insights to identify trends that they never had access to in the past. For example, a general manager could specifically track preferences in a region such as a favorite beer in an area of New York.

Integrating the business process

This new beer management platform also needed to be tailored to fit into Buffalo Wild Wings’ IT and business. This included the process of requesting, approving, configuring a new beer so that it is added to the restaurant’s POS terminal and made available to be sold to a guest. This process required an integration that would connect SmartBar to Buffalo Wild Wings’ internal service management software, ServiceNow. The integration would need to carry beer information from the beer management application and pass it to ServiceNow to create and route the service ticket to the appropriate IT teams. The MuleSoft Anypoint platform had just the right tool for the job and provided a reliable solution to integrate with ServiceNow and increase developer productivity. Using MuleSoft, the integration saved time and created efficiencies for reuse. With the solution, restaurant managers could easily submit their new beer request from within a single beer management application and IT teams can leverage the tools in their service management software to execute the request.

Under the hood

The entire solution consisted of five MuleSoft integration objects leveraging API web-services following an API-led connectivity approach.

CreateTicket API – Allows external parties (such as the manager of a restaurant) to request a new ServiceNow ticket be generated for a new beer request. In this request, information such as the brewery, beer name, style of beer and the restaurant requesting the beer are passed as a JSON message. SendTicketStatus API – Hosted by BeerBoard receives the status of a beer request as it moves from ‘pending’ to ‘Approved’.

SalesData API – Allows external parties (restaurant managers for example) to request beer sales for a specific location over a specified period of time.

CreateItem API – Automatically creates a new item record in the company’s master data management system. In this request, required item information such as a PLU number, an item name, and item descriptors are passed as a JSON message.

Location Hierarchy API – Web-service provides external parties with restaurant location as well as hierarchy information. Using this information, BeerBoard can then route a beer request by contacting the listed emails to obtain required approvals.

The Integration Solution is built using MuleSoft’s Anypoint Platform deployed on MuleSoft's CloudHub. To expand on its monitoring capabilities, Capgemini’s Core Integration Framework was implemented to provide deeper monitoring of system transactions and data errors across all the integrations. The Core Integration Framework is integrated with MuleSoft's API solution using Amazon SQS/SNS messaging. This framework is deployed in AWS Cloud using Tomcat application server and MS SQL Database.

The solution was implemented in eight pilot restaurants and the results exceeded expectations. For those pilot restaurants, Buffalo Wild Wings saw a double-digit reduction in the amount of beer shrinkage. There has been increased revenue in beer sales that would otherwise have been lost from theft (0.50% retention).

This is just the starting point as future enhancements are already planned to leverage the groundwork that has been implemented and continue building an application network. Having access to real-time pour data extends the company’s visibility to beer inventory. The real-time, accurate flow data is available to Restaurant Managers, the Field Leadership Team and Business and Analytics teams, reducing time and effort to extract and crunch data as well as equipping teams to make more informed business decisions.

This implementation has also resulted in unexpected benefits. For example, this project has eliminated the need for restaurants to weigh their own kegs. This is an injury-prone task to approximate how much beer is left in the keg and therefore resulted in 50% reduction in workman’s compensation costs. Furthermore, greater insight into beer inventory could potentially lead to an auto-replenishment solution to ensure that beers are always flowing and never in short-supply. This integrated solution powered by MuleSoft– and the business opportunities from its implementation – are positioning Buffalo Wild Wings tobe more agile in the future and build an application network.

Business automation , IoT

Resilient operations, future-proof foundation 

API-led connectivity

The next step in the evolution to digital transformation

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Buffalo Wild Wings Case Study

Av over ip enahances customer experience at buffalo wild wings.

AMPAL Group

Buffalo Wild Wings

Morganville, NJ 07751

Approximate Cost

Project start, project completion.

August 2016

The installer was tasked with providing a fully controllable audio and video system supporting the distribution of 12x DirectTV boxes, a single Cablevision box and a Sony Blu-ray player to over 50 commercial displays and projectors, throughout the venue, including three audio zones and restaurant bathrooms.

Display sizes ranged from 3x 119inch Draper projected screens together with 3x BenQ 110inch projectors, 10x Sharp 80inch commercial displays, with the remainder of screens comprising of 55 and 65inch commercial LG displays around the bar and seated areas.

Installer Tristate Technology’s Alex Alvarado noted “the centerpiece of the installation was definitely the overwhelming ease of installation and control provided by the WyreStorm NetworkHD AV over IP system together with RTI control.”

Gonzalez continues “We had explored using AV over IP for some time and knew we needed a system that was reliable but easy to implement, and one that would give us the sophisticated output switching required by Buffalo Wild Wings. WyreStorm and their NetworkHD system offered everything we were looking for, particularly for a first installation.,” he notes.

“Support from WyreStorm throughout the project planning and implementation, as well as quick response to assistance during and once the project was complete, was all critical to our success. The NetworkHD products stand on their own in regards to reliability and ease of installation.” – Alex Alvarado   Tristate Technology Solutions

On completion of the project, Gonsalez concluded “although this was the client’s seventh Buffalo Wild Wings restaurant, it was the first to use AV over IP. I’m happy to say the client loved the resulting control, reliability and of course the quality of the AV, which is so important for the customer experience. We are already discussing retrofitting their existing locations with NetworkHD as well as working on plans for their next Buffalo Wild Wings locations.”

The Equipment

Distribution.

• 17x WyreStorm NetworkHD NHD-100-TX HD over 1GbE encoder
• 48x WyreStorm NetworkHD NHD-100-RX HD over 1GbE decoder
• 1x WyreStorm NetworkHD NHD-000-CTL controller
• 2x Cisco SG300-52MP
• 12x DirecTV Box
• 1x Cablevision Cable Box
• 1x Sony BDP-s6700 Blu-ray

Control (RTI)

• 36x LG 55LW340C 55inch Commercial Display
• 2x LG 65LX341C 65inch Commercial Display
• 10x Sharp 80inch Professional Display LC-80LE661U
• 2x Totevision 7inch Flush Mount Monitor
• 3x Draper 119inch Projection Screen
• 3x BenQ 110inch SX930 Projector
• 20x Soundtube RS500i
• 2x Soundtube RS1001I-II-T-Sub
• 2x Crown CDI-1000
• 1x DBX Pro 1260m

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Get the facts: rumors about buffalo wild wings leaving california are false, company says.

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Fans of boneless wing deals and happy hour specials can rest assured — rumors of Buffalo Wild Wings leaving the Golden State are false.

For the past week, Google search trends have shown a lot of people checking to see if the chicken wing chain was closing in California.

In the wake of Red Lobster shutting down dozens of stores nationwide, it seems rumors have also sparked for other major restaurant chains.

When KCRA 3 reached out to Buffalo Wild Wings for comment, a spokesperson said there's been a string of misinformation on social media related to large consumer-facing chains over the past few weeks. They pointed out an article from Reuters fact-checking rumors of Chili's shutting down (also false).

"I can confirm that those rumors related to BWWs are false," the spokesperson said.

So next time you think about where to catch a game or chow down on mango habanero wings, don't count out Buffalo Wild Wings.

There seem to be similar false rumors about McDonald's in California that have spread. KCRA 3 has reached out to the chain for comment.

See more coverage of top California stories here | Download our app .

Buffalo Wild Wings mocks Red Lobster’s bankruptcy with new bottomless chicken deal

When it comes to the value wars , deep-fried shots will surely be fired.

On May 13, Buffalo Wild Wings posted an Instagram about its latest deal: all-you-can-eat boneless wings. Every Monday and Wednesday for a limited time, customers can score endless boneless wings dressed in any of the chain’s 26 sauces and seasonings, plus endless fries for $19.99. 

To advertise the deal, the chain took an opportunity to shade another restaurant making headlines lately: Red Lobster.

“pls don’t bankrupt us 🙏,” Buffalo Wild Wings wrote in its caption.

Many Instagrammers took to the comments to accept the challenge, so to speak.

“No promises,” quipped one commenter, with another writing, “‘Dont bankrupt us’ you say.....we’ll see who wins this feast 😎.”

“The caption lmao,” said another, acknowledging the wing spot’s joke. Someone else chimed in with, “y’all so shady 😭.”

The caption seemingly references the recent bankruptcy filing of seafood chain Red Lobster , which on May 19 announced it had voluntarily filed for relief under Chapter 11 in Florida.

Red Lobster admitted in November its “Ultimate Endless Shrimp” deal ended up hurting the company’s profits. The chain then raised the price of the deal to from $20 to $25. Red Lobster lost investors in January and began liquidating the contents of more than 48 locations across the country earlier this month.

Representatives for Red Lobster did not immediately respond to TODAY.com’s request for comment on the Buffalo Wild Wings post.

And while a representative for Buffalo Wild Wings declined to confirm whether the caption was, in fact, referencing the seafood chain, they did double down with another bankruptcy mention.

“It’s true. All you can eat boneless wings and fries for under $20 every Monday and Wednesday at B-Dubs,” a representative for the chain tells TODAY.com over email. “With wings in our name, we had to give an unlimited option to our fans, for a limited time. Our fans can rest assured that Buffalo Wild Wings will not be going bankrupt anytime soon — but we hope all the boneless lovers out there keep trying.”

If you’re enticed by bottomless Buffalo Wild Wings, there are a few caveats: The deal is for dine-in customers only, can’t be shared between multiple diners and can’t be combined with any other discounts or offers — the brand says this will void the offer.

Sadly, there are no leftovers allowed, either.

This is the latest in a string of fast-food and quick-serve restaurants battling it out over value deals, hoping to entice customers weary of high prices at their favorite spots . And, as chatter surrounds Wendy’s newest $3 breakfast and 1-cent burger , and as intrigue bubbles for McDonald’s $5 value meal , it appears customers bank accounts may see some deeply-desired relief.

This article was originally published on TODAY.com

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Buffalo wild wings sued over boneless bites — more ‘like a chicken nugget’ than a wing, suit says.

A Chicago-area man has a bone to pick with Buffalo Wild Wings.

Aimen Halim filed a lawsuit in the Northern District of Illinois against the popular chain restaurant, after he visited a location in Mount Prospect back in January. He placed an order for boneless wings during his dinner out, but was left less than impressed when his plate of food was finally brought in from the kitchen.

Halim said that based on the name and description listed in the menu, he believed he was going to receive chicken wings that “have simply been deboned, and as such, are comprised of entirely chicken wing meat.” That, however, was not the case.

“Unbeknownst to plaintiff and other consumers, the products are not wings at all, but instead, slices of chicken breast meat deep-fried like wings,” the lawsuit reads. “Indeed, the products are more akin, in composition, to a chicken nugget rather than a chicken wing.”

Halim noted in the suit that if he had known, he would have been willing to pay less for the boneless bites or just opted against ordering them entirely.

The lawsuit, which names Buffalo Wild Wings and parent company Inspire Brands, accuses both plaintiffs of “false and deceptive marketing and advertising.”

“This clear-cut case of false advertising should not be permitted, as consumers should be able to rely on the plain meaning of a product’s name and receive what they are promised,” the suit continues.

“This is particularly true in a case like this one, where consumers value actual wings, and where Defendant has no valid reason for misleading consumers, other than to promote a cheaper product along with its actual chicken wings.”

Attorneys go on to reference other restaurants like Domino’s Pizza, which has a menu item called “boneless chicken,” and Papa John’s, which has a similar menu item called “ chicken poppers .” Neither, however, use the word “wings” in peddling the products.

On Monday, Buffalo Wild Wings offered a cheeky response to the lawsuit on Twitter.

“It’s true,” the restaurant wrote. “Our boneless wings are all white meat chicken. Our hamburgers contain no ham. Our buffalo wings are 0% buffalo.”

Home on the range: inside buffalo restoration on the Wind River Indian Reservation

The wind river tribal buffalo initiative is part of a nation-wide, indigenous-lead movement to restore wild buffalo to their natural habitat.

Deep in the heart of central Wyoming’s 2.2 million-acre Wind River Indian reservation, home to the Eastern Shoshone and Northern Arapaho Tribal nations , a dozen wild buffalo are lazily grazing on green and yellow grass.

Fog swirls over rock faces, patches of sagebrush prairie are starting to look like bogs, and rain soaks through jackets. But Xavier Michael-Young, 22, and a member of the Seminole Tribe of Florida, looks at the buffalo, also known as bison, and says there’s nowhere he’d rather be.

“Buffalo are the coolest animal ever. They’ve been my favorite since I was a kid. Now, to be able to work with them every day is a gift that I’m always grateful to just have,” Michael-Young said, grinning ear-to-ear. “I see myself in all the people that come out here and want to get close to the buffalo.”

Michael-Young is far away from home, serving as the Administrative and Finance Coordinator for the Wind River Tribal Buffalo Initiative (WRTBI). The WRTBI supports the buffalo restorations efforts of the Wind River’s Eastern Shoshone and Northern Arapaho nations, who are both member tribes of the Inter-Tribal Buffalo Council , a consortium of over 80 tribes dedicated to reestablishing bison herds on tribal lands across the United States.

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The passion and urgency behind buffalo restoration stems from the animal’s history , role in America’s ecosystems, and cultural significance to Native Americans. Bison historically numbered over 60 million, with a range that spanned as far as the Carolinas, Northern Mexico, and portions of Canada. Systematic slaughter by European settlers, encouraged by the federal government and carried as a means of warfare against American Indians, reduced the buffalo population to a few hundred by the turn of the 20th century, according to the Smithsonian Institute .

Tribes across the continent traditionally utilized buffalo parts for everything from clothing to cooking containers to glue , and they are central to the rituals and ceremonies of the Eastern Shoshone, Northern Arapaho, and many other tribes. Bison meat has less fat, calories, and cholesterol than beef, and the restoration is part of a broader return to Indigenous food systems , and away from processed foods.

Patti Baldes, a Northern Arapaho tribal member of Northern Paiute and director of the Wind River Native Advocacy Center, says the importance of bringing back the buffalo cannot be overstated due to the animal’s vital role in Indigenous food systems and culture.

More: Native representation in the Wyoming legislature rests on Ivan Posey's shoulders

“They’re a being that’s in all of our lives since birth. We talk about them, pray to them, with ceremonies and songs, but we never really had them.” Baldes said.

A project this ambitious has a dizzying number of moving parts—putting up miles of fence, negotiating land purchases, growing hay, monitoring migration patterns, sourcing buffalo with conservation genetics (many remaining buffalo have been bred with cattle), and then hauling them in from around the country, grant-writing, and more.

The Initiative is also focused on the non-human impacts of bison restoration. Albert Mason, an Eastern Shoshone tribal member, is a graduate research student at the University of Wyoming and works with the WRTBI studying the ecological benefits of bison restoration on land impacted by large-scale cattle grazing.

“It brings back a lot of the animals that we were also seeing dwindle. There are some hawks and ospreys that are kind of synonymous with buffalo and use some of their [buffalo] hair to get their eggs at just the right incubation,” Mason said.

WRTBI founder and executive director Jason Baldes, Eastern Shoshone, sees buffalo restoration as indicative of a cultural revitalization across the continent.

“We want to get kids to really understand what it means to have sovereignty and self-determination,” Baldes said. “Our reservations have been diminished so much that we want to protect and restore what’s been taken from us.”

Cy Neff reports on Wyoming politics for USA TODAY. You can reach him at [email protected] or on X, formerly known as Twitter,  @CyNeffNews

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Gagarin Cup Preview: Atlant vs. Salavat Yulaev

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Gagarin cup (khl) finals:  atlant moscow oblast vs. salavat yulaev ufa.

Much like the Elitserien Finals, we have a bit of an offense vs. defense match-up in this league Final.  While Ufa let their star top line of Alexander Radulov, Patrick Thoresen and Igor Grigorenko loose on the KHL's Western Conference, Mytischi played a more conservative style, relying on veterans such as former NHLers Jan Bulis, Oleg Petrov, and Jaroslav Obsut.  Just reaching the Finals is a testament to Atlant's disciplined style of play, as they had to knock off much more high profile teams from Yaroslavl and St. Petersburg to do so.  But while they did finish 8th in the league in points, they haven't seen the likes of Ufa, who finished 2nd. 

This series will be a challenge for the underdog, because unlike some of the other KHL teams, Ufa's top players are generally younger and in their prime.  Only Proshkin amongst regular blueliners is over 30, with the work being shared by Kirill Koltsov (28), Andrei Kuteikin (26), Miroslav Blatak (28), Maxim Kondratiev (28) and Dmitri Kalinin (30).  Oleg Tverdovsky hasn't played a lot in the playoffs to date.  Up front, while led by a fairly young top line (24-27), Ufa does have a lot of veterans in support roles:  Vyacheslav Kozlov , Viktor Kozlov , Vladimir Antipov, Sergei Zinovyev and Petr Schastlivy are all over 30.  In fact, the names of all their forwards are familiar to international and NHL fans:  Robert Nilsson , Alexander Svitov, Oleg Saprykin and Jakub Klepis round out the group, all former NHL players.

For Atlant, their veteran roster, with only one of their top six D under the age of 30 (and no top forwards under 30, either), this might be their one shot at a championship.  The team has never won either a Russian Superleague title or the Gagarin Cup, and for players like former NHLer Oleg Petrov, this is probably the last shot at the KHL's top prize.  The team got three extra days rest by winning their Conference Final in six games, and they probably needed to use it.  Atlant does have younger regulars on their roster, but they generally only play a few shifts per game, if that. 

The low event style of game for Atlant probably suits them well, but I don't know how they can manage to keep up against Ufa's speed, skill, and depth.  There is no advantage to be seen in goal, with Erik Ersberg and Konstantin Barulin posting almost identical numbers, and even in terms of recent playoff experience Ufa has them beat.  Luckily for Atlant, Ufa isn't that far away from the Moscow region, so travel shouldn't play a major role. 

I'm predicting that Ufa, winners of the last Superleague title back in 2008, will become the second team to win the Gagarin Cup, and will prevail in five games.  They have a seriously well built team that would honestly compete in the NHL.  They represent the potential of the league, while Atlant represents closer to the reality, as a team full of players who played themselves out of the NHL. 

• Atlant @ Ufa, Friday Apr 8 (3:00 PM CET/10:00 PM EST)
• Atlant @ Ufa, Sunday Apr 10 (1:00 PM CET/8:00 AM EST)
• Ufa @ Atlant, Tuesday Apr 12 (5:30 PM CET/12:30 PM EST)
• Ufa @ Atlant, Thursday Apr 14 (5:30 PM CET/12:30 PM EST)

Games 5-7 are as yet unscheduled, but every second day is the KHL standard, so expect Game 5 to be on Saturday, like an early start. 

The Unique Burial of a Child of Early Scythian Time at the Cemetery of Saryg-Bulun (Tuva)

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Pages:  379-406

In 1988, the Tuvan Archaeological Expedition (led by M. E. Kilunovskaya and V. A. Semenov) discovered a unique burial of the early Iron Age at Saryg-Bulun in Central Tuva. There are two burial mounds of the Aldy-Bel culture dated by 7th century BC. Within the barrows, which adjoined one another, forming a figure-of-eight, there were discovered 7 burials, from which a representative collection of artifacts was recovered. Burial 5 was the most unique, it was found in a coffin made of a larch trunk, with a tightly closed lid. Due to the preservative properties of larch and lack of air access, the coffin contained a well-preserved mummy of a child with an accompanying set of grave goods. The interred individual retained the skin on his face and had a leather headdress painted with red pigment and a coat, sewn from jerboa fur. The coat was belted with a leather belt with bronze ornaments and buckles. Besides that, a leather quiver with arrows with the shafts decorated with painted ornaments, fully preserved battle pick and a bow were buried in the coffin. Unexpectedly, the full-genomic analysis, showed that the individual was female. This fact opens a new aspect in the study of the social history of the Scythian society and perhaps brings us back to the myth of the Amazons, discussed by Herodotus. Of course, this discovery is unique in its preservation for the Scythian culture of Tuva and requires careful study and conservation.

Keywords: Tuva, Early Iron Age, early Scythian period, Aldy-Bel culture, barrow, burial in the coffin, mummy, full genome sequencing, aDNA

Information about authors: Marina Kilunovskaya (Saint Petersburg, Russian Federation). Candidate of Historical Sciences. Institute for the History of Material Culture of the Russian Academy of Sciences. Dvortsovaya Emb., 18, Saint Petersburg, 191186, Russian Federation E-mail: [email protected] Vladimir Semenov (Saint Petersburg, Russian Federation). Candidate of Historical Sciences. Institute for the History of Material Culture of the Russian Academy of Sciences. Dvortsovaya Emb., 18, Saint Petersburg, 191186, Russian Federation E-mail: [email protected] Varvara Busova  (Moscow, Russian Federation).  (Saint Petersburg, Russian Federation). Institute for the History of Material Culture of the Russian Academy of Sciences.  Dvortsovaya Emb., 18, Saint Petersburg, 191186, Russian Federation E-mail:  [email protected] Kharis Mustafin  (Moscow, Russian Federation). Candidate of Technical Sciences. Moscow Institute of Physics and Technology.  Institutsky Lane, 9, Dolgoprudny, 141701, Moscow Oblast, Russian Federation E-mail:  [email protected] Irina Alborova  (Moscow, Russian Federation). Candidate of Biological Sciences. Moscow Institute of Physics and Technology.  Institutsky Lane, 9, Dolgoprudny, 141701, Moscow Oblast, Russian Federation E-mail:  [email protected] Alina Matzvai  (Moscow, Russian Federation). Moscow Institute of Physics and Technology.  Institutsky Lane, 9, Dolgoprudny, 141701, Moscow Oblast, Russian Federation E-mail:  [email protected]

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Out of the Centre

Savvino-storozhevsky monastery and museum.

Zvenigorod's most famous sight is the Savvino-Storozhevsky Monastery, which was founded in 1398 by the monk Savva from the Troitse-Sergieva Lavra, at the invitation and with the support of Prince Yury Dmitrievich of Zvenigorod. Savva was later canonised as St Sabbas (Savva) of Storozhev. The monastery late flourished under the reign of Tsar Alexis, who chose the monastery as his family church and often went on pilgrimage there and made lots of donations to it. Most of the monastery’s buildings date from this time. The monastery is heavily fortified with thick walls and six towers, the most impressive of which is the Krasny Tower which also serves as the eastern entrance. The monastery was closed in 1918 and only reopened in 1995. In 1998 Patriarch Alexius II took part in a service to return the relics of St Sabbas to the monastery. Today the monastery has the status of a stauropegic monastery, which is second in status to a lavra. In addition to being a working monastery, it also holds the Zvenigorod Historical, Architectural and Art Museum.

Belfry and Neighbouring Churches

Located near the main entrance is the monastery's belfry which is perhaps the calling card of the monastery due to its uniqueness. It was built in the 1650s and the St Sergius of Radonezh’s Church was opened on the middle tier in the mid-17th century, although it was originally dedicated to the Trinity. The belfry's 35-tonne Great Bladgovestny Bell fell in 1941 and was only restored and returned in 2003. Attached to the belfry is a large refectory and the Transfiguration Church, both of which were built on the orders of Tsar Alexis in the 1650s.  

To the left of the belfry is another, smaller, refectory which is attached to the Trinity Gate-Church, which was also constructed in the 1650s on the orders of Tsar Alexis who made it his own family church. The church is elaborately decorated with colourful trims and underneath the archway is a beautiful 19th century fresco.

Nativity of Virgin Mary Cathedral

The Nativity of Virgin Mary Cathedral is the oldest building in the monastery and among the oldest buildings in the Moscow Region. It was built between 1404 and 1405 during the lifetime of St Sabbas and using the funds of Prince Yury of Zvenigorod. The white-stone cathedral is a standard four-pillar design with a single golden dome. After the death of St Sabbas he was interred in the cathedral and a new altar dedicated to him was added.

Under the reign of Tsar Alexis the cathedral was decorated with frescoes by Stepan Ryazanets, some of which remain today. Tsar Alexis also presented the cathedral with a five-tier iconostasis, the top row of icons have been preserved.

Tsaritsa's Chambers

The Nativity of Virgin Mary Cathedral is located between the Tsaritsa's Chambers of the left and the Palace of Tsar Alexis on the right. The Tsaritsa's Chambers were built in the mid-17th century for the wife of Tsar Alexey - Tsaritsa Maria Ilinichna Miloskavskaya. The design of the building is influenced by the ancient Russian architectural style. Is prettier than the Tsar's chambers opposite, being red in colour with elaborately decorated window frames and entrance.

At present the Tsaritsa's Chambers houses the Zvenigorod Historical, Architectural and Art Museum. Among its displays is an accurate recreation of the interior of a noble lady's chambers including furniture, decorations and a decorated tiled oven, and an exhibition on the history of Zvenigorod and the monastery.

Palace of Tsar Alexis

The Palace of Tsar Alexis was built in the 1650s and is now one of the best surviving examples of non-religious architecture of that era. It was built especially for Tsar Alexis who often visited the monastery on religious pilgrimages. Its most striking feature is its pretty row of nine chimney spouts which resemble towers.

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