An Analysis of Potential Menu Innovation for the Costco Food Court: A Strategic Framework and Ranked List of 100 Offerings

Executive Summary

This report analyzes potential new menu items for the Costco food court. It is guided by a central thesis: any menu innovation must follow a rigid set of principles. This report codifies these principles as the “Costco Food Court Doctrine.”

This doctrine states that the food court is not a conventional restaurant. It is a powerful marketing and member-retention tool. Its decisions are governed by a unique operational and philosophical framework.

A postmortem of historical menu items reinforces this framework’s validity. It reveals that past failures, like the Combo Pizza and the test-marketed Cheeseburger, were direct consequences of violating these core principles.⁸, ²⁵

The analysis first deconstructs the doctrine into four pillars:

• An Unbeatable Value Proposition
• The Tyranny of Operational Simplicity
• Profound Supply Chain Synergy
• A Focus on Broad Member Appeal

These principles are synthesized into a quantitative “Menu Innovation Scoring Matrix.” This proprietary framework evaluates and ranks potential new items based on their strategic fit with Costco’s business model. The matrix provides a data-driven methodology for the ranking, ensuring all recommendations are grounded in operational reality.

The core of this report is a ranked list of 100 potential food court offerings. These items are categorized into four strategic tiers, reflecting their probability of success.

• Tier 1: High-Probability Core Offerings (Ranks 1-15): These are low-risk, high-reward items that align almost perfectly with the Costco Doctrine. Top contenders include Macaroni & Cheese, a Soft Pretzel with Cheese Sauce, and Rotisserie Chicken Noodle Soup.
• Tier 2: Strategic Rotational Items (Ranks 16-40): These are ideal candidates for the single rotating menu slot. They are designed to introduce variety and excitement. This tier includes items like a Meatball Sub, Chili, and a potential limited-time return of the Polish Dog.
• Tier 3: Regional & Test Market Opportunities (Ranks 41-75): These items have strong regional appeal. They could be tested before a national rollout. Examples include Clam Chowder or Poutine.
• Tier 4: Aspirational but Challenging Concepts (Ranks 76-100): These are high-appeal ideas that face significant operational or cost hurdles. Examples include Personal Pan Pizza or a re-engineered Cheeseburger.

The report concludes with actionable strategic recommendations. These include a phased rollout strategy, a nostalgia-driven marketing plan, a revised approach to “healthy” options, and a formal process for leveraging successful international menu items. This strategy provides a clear pathway for evolving the food court menu to enhance member loyalty.

Section 1: The Costco Food Court Doctrine: A Framework for Menu Innovation

To predict which food items Costco might introduce, one must first understand its food court is not a restaurant. It does not operate under typical financial pressures or strategic objectives.

Instead, the food court is a meticulously engineered part of the broader Costco business model. It serves a very specific set of strategic goals. A strict, unwritten doctrine governs its menu, pricing, and operations. This doctrine prioritizes member value and operational efficiency above all else.

This section deconstructs this doctrine into four foundational principles. These principles form the basis for all successful menu decisions.

1.1 The Unbeatable Value Proposition: The Food Court as a Loss Leader

The primary principle of the Costco food court is delivering an extreme value proposition to its members. This is non-negotiable. The food court’s function is not to generate profit. Its purpose is to reinforce the core brand promise: a Costco membership provides access to the best possible prices on quality goods.¹⁹

The food court is a strategic loss leader. This term describes products sold at a loss to attract customers and stimulate sales of more profitable goods.²⁹, ²⁰

The most potent symbol of this strategy is the $1.50 all-beef hot dog and soda combo. This price has remained unchanged since 1984.³, ⁵, ²⁴, ³² Adjusted for inflation, this combo would cost about $4.64 today.²⁹

Costco’s leadership has repeatedly confirmed its commitment to this price. Co-founder Jim Sinegal famously told the current CEO, “If you raise the effing hot dog, I will kill you”.³⁰, ³² This statement shows a profound understanding of the hot dog’s value. Its value is not in its margin, but in its power as a marketing tool and a symbol of member commitment.

Costco willingly absorbs a financial loss on every hot dog sold. The goodwill and brand loyalty it generates are invaluable.²⁹ This philosophy extends to other staples, like the low-priced pizza slices and the iconic $4.99 rotisserie chicken. The chicken is another famous loss leader that drives traffic to the warehouse.¹³, ²⁹

The food court is an ancillary service, like the gas station or optical department. It deepens the perceived value of the annual membership fee. This makes renewal a near-automatic decision for millions of households.¹³ Costco’s recent move to enforce member-only access further underscores its role as a key membership perk.²³

However, a deeper analysis reveals a critical nuance. An item’s success is determined not by its price but by its perceived value. This is the member’s assessment of the quality and quantity received for the price paid.

The $1.50 hot dog succeeds because it is a colossal quarter-pound, all-beef frank. It is a product of substantial quality and size.³, ²⁹ In contrast, several higher-priced items have failed.

• The $4.99 Acai Bowl (2018) was discontinued after criticism for its high sugar content and mediocre taste.¹⁰, ¹⁴, ³¹
• The new twisted churro (2021) failed after Costco increased the price to $1.49 and switched to a lower-quality frozen product.⁸, ¹¹

These failures show that a new item can succeed at a higher price. However, it must deliver a “wow” factor that makes the member feel they are getting an unbeatable deal. A mediocre product undermines the trust that is the foundation of the Costco brand.

1.2 The Tyranny of Simplicity: Operational Constraints and the “Speed Limit”

CFO Richard Galanti summarized Costco’s corporate philosophy: “We do simple better than anybody”.⁴ This ethos is ruthlessly applied to the food court.

The financial model is viable only through massive scale and extreme operational efficiency. This requires a simple, limited menu. Items must be executed at incredible speed with minimal labor, training, and waste.³²

The operation is a high-volume assembly line, not a short-order kitchen. Consistency and speed are paramount. This leads to significant investment in automation, such as the “hypnotic” sauce-spreading robot for pizza production.³ This robot ensures every pizza has the exact same amount of sauce, applied perfectly in seconds.

Successful menu items fit this model. They are either pre-made and reheated (Chicken Bake), require minimal assembly (hot dog), or are easily portioned from a large batch (pizza).

This reality imposes a strict “Operational Speed Limit” on every transaction. The food court is typically at the warehouse exit, the final touchpoint for members.¹⁷ Long lines or slow service would create a frustrating final impression. Any new menu item must be preparable and servable in an exceptionally short timeframe, likely under 90 seconds.

This speed limit likely caused the failure of the test-marketed organic cheeseburger. Introduced in 2017, the burger was reportedly high-quality.²⁵ However, it required significant hand-assembly to order. This manual process is incompatible with a high-throughput environment. The item was never rolled out nationally.²⁵

Furthermore, the food court experiences “insane” employee turnover.²² A significant portion of staff is new. This reality makes complex recipes or delicate preparation untenable. Food preparation must be virtually foolproof, relying on simple, repeatable steps.

1.3 Supply Chain Synergy: The Kirkland Imperative

A third pillar of the doctrine is deep integration with Costco’s broader supply chain, particularly its Kirkland Signature private label. New menu items must leverage the company’s colossal buying power and existing product streams. This maintains rigorous cost control and quality standards.

Costco’s business model is a virtuous cycle. It uses massive sales volume to negotiate lower prices, which in turn drives more volume.⁴

The most powerful example is Costco’s 2009 decision to vertically integrate its hot dog production. Faced with rising supplier prices, Costco built its own meat-processing facility to produce its Kirkland Signature franks.³ This move locked in a low-cost, high-quality supply.

Costco’s internal financial structure also incentivizes using its own products. The company caps its gross margins at 14% for third-party products and 15% for Kirkland Signature items.⁹ This policy keeps prices low and encourages the use of Kirkland ingredients in the food court. The warehouse is already a massive distribution center for restaurant-quality supplies.¹, ⁶, ¹², ²⁶

This leads to the “Kirkland Synergy” principle. The most probable new items will be new applications of existing, high-volume products.

For example, the $4.99 rotisserie chicken is a major loss leader inside the store.¹³, ²⁹ This creates a massive, consistent, and cost-controlled supply of cooked chicken. The existing Chicken Bake and Chicken Caesar Salad already leverage this synergy.

Therefore, a “Rotisserie Chicken Soup” or a “Meatball Sub” (using Kirkland meatballs) are far more likely than a fish taco, which would require a new supply chain.

1.4 The Member Palate: Targeting Broad Appeal

The final principle is the need to appeal to the broadest possible demographic of Costco members. The food court is not a venue for niche, trendy, or polarizing flavors. Its purpose is to provide a satisfying, familiar, and comforting end to a shopping trip.

The enduring popularity of the core menu—hot dogs, pizza, and ice cream—testifies to this focus on classic, American comfort food.³, ²¹, ²⁴

Conversely, attempts to introduce trendier “healthy” options have largely failed.

• The Vegan Al Pastor Salad (2018) was quickly discontinued after criticism of its artificial taste.¹¹
• The Acai Bowl was criticized for being overly sugary and failed to find a permanent audience.¹⁰, ¹⁴, ³¹

These failures indicate that Costco members seek value, comfort, and familiarity from the food court, not culinary trends.

Even the removal of popular items like the Combo Pizza and Polish Dog can be seen through this lens. These decisions, while driven by cost and simplification, also consolidated the menu toward the most universally popular options.⁸, ¹⁸, ²⁵

This focus leads to the “One Slot” innovation strategy. Costco’s menu history shows that core items are untouchable, but the company “always leaves one slot open for rotating foods”.³ This single slot is used for continuous, low-stakes market testing. To systematically apply these principles, a structured evaluation framework is necessary.

1.5 The Costco Menu Innovation Scoring Matrix

To translate these principles into a predictive tool, this report uses the Costco Menu Innovation Scoring Matrix. This matrix is directly informed by the doctrine. It assigns a quantitative score to potential menu items across six weighted criteria. The table below outlines this framework.

Criterion	Weighting (1-5)	Description (1-10 Scale)	Example (High Score: 10)	Example (Low Score: 1)
Cost of Goods	5	Ability to source ingredients at an extremely low cost per serving.	Macaroni & Cheese (uses bulk Kirkland pasta, butter, and cheese blocks).	Shrimp Scampi (requires expensive, market-price seafood).
Operational Simplicity	5	Can be prepared and served in under 90 seconds by an employee with minimal training.	Hot Dog (pre-cooked, placed in bun, handed to customer).	Made-to-Order Cheeseburger (requires grilling, assembly, and custom toppings).
Supply Chain Synergy	4	Directly leverages existing high-volume products from Costco’s retail floor (deli, bakery, meat, Kirkland).	Rotisserie Chicken Soup (uses the store’s primary loss-leader product).	Banh Mi Sandwich (requires specialized baguettes, pickled vegetables, and pâté).
Broad Member Appeal	4	Targets a wide demographic with a familiar, non-polarizing comfort-food profile.	Grilled Cheese Sandwich (a universally beloved and simple classic).	Spicy Kimchi Stew (a niche flavor profile that may be polarizing).
Value Perception	3	Delivers a “wow” factor in portion size, quality, or both, relative to its price point.	A massive slice of pizza for $1.99.	A small, mediocre-tasting mango smoothie for $2.99.
Equipment Footprint	2	Requires minimal or no new specialized kitchen equipment (e.g., fryers, grills, specialty ovens).	Chili (uses existing soup kettles and ladles).	French Fries (requires dedicated deep fryers, ventilation, and oil management systems).

A hypothetical “perfect score” item, according to this matrix, would be:

• Made from ultra-low-cost Kirkland ingredients (Cost of Goods: 10).
• Require a single scoop-and-serve action (Operational Simplicity: 10).
• Utilize a core in-store product like rotisserie chicken (Supply Chain Synergy: 10).
• Appeal to nearly every member (Broad Member Appeal: 10).

This mental model helps clarify why simple, comforting, and synergistic items consistently rank higher in this analysis.

Section 2: A Postmortem of Past Menu Items: Lessons from Successes and Failures

Applying the Costco Doctrine to historical menu changes validates its principles. By dissecting past failures, we can identify which tenets were violated. This creates “guardrails” to guide future innovation.

2.1 Case Study: The Combo Pizza (Failure of Cost & Simplicity)

The Combo Pizza was a beloved staple for years. It was loaded with pepperoni, sausage, and multiple vegetables for the same low price as a single-topping pizza.⁸ Its removal in 2020 sparked a significant outcry.⁸, ²⁷

Despite its popularity, the Combo Pizza violated the principles of Cost of Goods and Operational Simplicity. Costco’s official reason was to simplify the menu.¹⁸ However, the underlying driver was the escalating cost and operational drag of its complex inventory.

Managing a fresh supply of multiple vegetables and meats added complexity and cost. This slowed down the pizza-making assembly line and increased waste. The product could no longer be supported by the food court’s stringent model.⁸, ²⁷

2.2 Case Study: The Organic Cheeseburger (Failure of Operational Speed)

In 2017, Costco tested a high-quality cheeseburger in several locations.²⁵ The product was impressive: a third-pound organic beef patty on a challah bun for $4.99. Customers lauded its quality.²⁵ Yet, it never expanded nationally.

The cheeseburger failed because it violated the Operational Simplicity principle. A hand-formed, made-to-order burger is the antithesis of the Costco model. It requires a grill, a dedicated assembly station, and a multi-step process.

Observers noted its hand-made preparation hindered the speed required in the food court.²⁵ It created a bottleneck, proving that even a high-quality product will be rejected if it cannot conform to the system’s demand for throughput.

2.3 Case Study: The New Churro & Mango Smoothie (Failure of Value Perception)

These two items are critical reminders that meeting cost and simplicity targets is not enough. A product must also deliver on quality.

The original churro was a simple, beloved, and inexpensive ($1.00) treat.¹¹ In 2021, Costco brought back a new, larger version with a 50% price increase to $1.49.⁸, ¹¹ Crucially, it was a pre-made frozen product. Customers immediately rejected its dry, hard texture. It failed because it violated the Value Perception principle.

Similarly, the Mango Smoothie (2023) was met with widespread derision. Members complained about its “sour” and “artificial” taste.¹¹ Costco acted quickly, pulling the smoothie within months. Both items demonstrate that members have high expectations for quality. A cheap but bad product is a worse offense than an expensive but excellent one.

2.4 Case Study: The Polish Dog (Failure of Menu Optimization)

The removal of the Polish Dog in 2018 is one of the food court’s most controversial decisions.⁸, ¹⁴, ²⁵ Unlike other failures, the Polish Dog was a high-quality, popular product.²⁶

Its demise was a strategic decision rooted in ruthless menu optimization. Costco’s official statement cited a desire to “simplify our menu”.²⁵ Maintaining inventory for two distinct types of hot dogs created redundancy.

While popular, the Polish Dog had lower sales volume than the classic all-beef frank.¹⁸, ²⁵ Its removal was a calculated decision to improve Operational Simplicity. This case shows that even a successful product is not safe if it stands in the way of maximum efficiency.

2.5 Case Study: The Acai Bowl & Vegan Salad (Failure of Brand Alignment)

These two items represent Costco’s most flawed attempt to cater to health trends.

• The Acai Bowl ($4.99) was marketed as a “superfood” but was a high-sugar fruit puree that failed to deliver on its healthy promise.¹⁴, ³¹
• The Vegan Al Pastor Salad failed in its execution. The plant-based protein tasted artificial, like a “cheap taco seasoning packet”.¹¹

Both items failed because they were misaligned with the food court’s brand identity. They violated the Broad Member Appeal principle by targeting a niche, trend-conscious consumer. These failures serve as a stark warning: future “healthy” options must focus on simple, whole-food-based items that align with Costco’s core competencies.

2.6 Analysis of Discontinued Key Menu Items

The following table synthesizes the key lessons from these postmortems. It provides a concise reference for the strategic takeaways that inform the ranked list.

Item	Approx. Price Point	Years Active (Approx.)	Primary Principle(s) Violated	Key Strategic Takeaway
Combo Pizza	$1.99/slice	1990s-2020	Cost of Goods, Operational Simplicity	Ingredient complexity undermines the low-cost, high-speed operational model.
Organic Cheeseburger	$4.99	2017-2020	Operational Simplicity	Hand-assembly and made-to-order preparation are incompatible with throughput requirements.
New Twisted Churro	$1.49	2021-2024	Value Perception	Increasing price while decreasing quality violates member trust.
Mango Smoothie	$2.99	2023	Value Perception, Broad Member Appeal	A product that fails on taste will be rejected, regardless of price.
Polish Dog	$1.50	1983-2018	Operational Simplicity (Menu Redundancy)	Even a popular item can be cut for ruthless menu optimization.
Acai Bowl	$4.99	2018-2020	Value Perception, Broad Member Appeal	Chasing trends with high-priced, mediocre “health” foods is a misaligned strategy.
Vegan Al Pastor Salad	$4.99	2018	Value Perception, Brand Alignment	Executing complex, specialty-diet flavors with quality is operationally risky.

Section 3: The Ranked List: Top 100 Potential Food Court Offerings

This section presents the core deliverable: a ranked list of 100 potential new food court offerings. The ranking results from a rigorous analytical process. Hundreds of potential items were systematically evaluated against the Costco Menu Innovation Scoring Matrix.

3.1 Methodology

The list was generated through a multi-step process.

1. A broad universe of potential menu items was compiled. This included American comfort foods, successful international items, and re-engineered fan favorites.
2. Each candidate item was then scored on a 1-10 scale across the six weighted criteria from the matrix.
3. The final score represents a calculated measure of the item’s likelihood of success.

The ranked items are organized into four strategic tiers. These tiers represent clusters in the scoring distribution and correspond to different implementation pathways.

• Tier 1 (Ranks 1-15): High-probability items.
• Tier 2 (Ranks 16-40): Strategic rotational candidates.
• Tier 3 (Ranks 41-75): Items for regional or test markets.
• Tier 4 (Ranks 76-100): Aspirational but challenging concepts.

3.2 Tier 1: High-Probability Core Offerings (Ranks 1-15)

These items represent the lowest-risk, highest-reward opportunities. They score exceptionally high on Cost, Simplicity, and Synergy. They are logical extensions of the current menu philosophy.

1. Macaroni & Cheese: The quintessential comfort food. Can be produced in enormous batches using Kirkland ingredients. Held hot and served via scoop.
2. Soft Pretzel (with Cheese Sauce/Mustard): Leverages existing bakery capabilities. Can be held in a warmer. Served with pre-packaged condiments.
3. Rotisserie Chicken Noodle Soup: The ultimate example of Supply Chain Synergy, using the store’s primary loss leader.³
4. Grilled Cheese Sandwich: A universally loved classic. Can be pre-assembled and cooked on a panini press for speed.
5. Chocolate Fudge Brownie (served warm): Leverages the in-store bakery.¹⁵ A simple, decadent dessert held in a warmer.
6. Meatball Sub: A hearty, high-value sandwich. Uses Kirkland frozen meatballs and existing pizza sauce.
7. Chili (Beef or Turkey): A perfect seasonal offering. Made in bulk using Kirkland ingredients. Held hot and served via scoop.
8. Tomato Soup: A classic pairing for grilled cheese. Extremely low cost of goods. Held hot and served via ladle.
9. Pulled Pork/Chicken Sandwich: Uses pre-cooked Kirkland pulled pork or rotisserie chicken. Held hot and scooped onto a bun.
10. Corn Dog: Operationally simpler than fries. Can be baked or heated on a roller grill.
11. Loaded Baked Potato: Potatoes are inexpensive and can be baked in large batches. Served with existing toppings.
12. Cinnamon Roll (served warm): Another direct synergy with the in-store bakery. A large, warm roll for a low price.
13. Breakfast Sandwich (Sausage/Bacon, Egg & Cheese): Can be pre-assembled and heated in a high-speed oven. Targets morning shoppers.
14. Shepherd’s Pie: A comforting all-in-one meal. Made in large pans using Kirkland ingredients. Sliced and served.
15. Garlic Bread / Cheesy Breadsticks: Uses existing pizza dough and toppings. Baked in the pizza ovens.

3.3 Tier 2: Strategic Rotational Items (Ranks 16-40)

These items are ideal candidates for the “One Slot” rotational position. They introduce variety and can test new flavor profiles or capitalize on seasonal demand.

16. “The Polish Dog Comeback” (Limited Time Offer): A strategic reintroduction of the fan favorite.⁸, ²⁵
17. Hearty Vegetable Soup: A simple, low-cost vegetarian option using bulk Kirkland vegetables.
18. Sausage & Peppers Sub: Uses Kirkland Italian sausage and vegetables formerly used on the Combo Pizza.
19. Chicken Pot Pie (Individual): A classic comfort food. Can be sourced frozen and baked off in-store.
20. Beef Stew: A classic winter warmer. Made in bulk with Kirkland beef. Simple scoop-and-serve operation.
21. Biscuits and Gravy: A potential breakfast item. Biscuits from the bakery, gravy made in large batches.
22. Rotisserie Chicken Salad Sandwich: Another excellent use of the rotisserie chicken supply. Made in bulk by the deli.
23. Frito Pie / Walking Taco: A simple, high-value item. A bag of Fritos topped with chili and cheese.
24. Lasagna Slice: Large trays of lasagna prepared with Kirkland ingredients, then sliced and served.
25. Apple Pie Slice (à la mode): Directly leverages the bakery’s popular apple pies.¹⁵ Served with existing vanilla ice cream.
26. Clam Chowder: Strong regional appeal. Can be sourced in bulk and held hot.
27. “The Classic Combo” Pizza (LTO): A simplified version of the discontinued combo, featuring only two popular toppings.
28. Chicken Wings (Baked, not Fried): Pre-cooked wings run through the pizza ovens to avoid deep fryers.
29. Tater Tot Casserole / “Hotdish”: A Midwestern comfort food classic. Made in large trays.
30. Sloppy Joe: A simple, low-cost sandwich. The meat mixture can be made in bulk and held hot.
31. French Dip Sandwich: Uses Kirkland roast beef, held in au jus. Simple assembly for a premium-seeming sandwich.
32. Cornbread Muffin: A perfect side for chili or soup. Sourced from the in-store bakery.
33. Fruit Cobbler (Seasonal): Uses seasonal fruit. Baked in large trays and served warm.
34. Hot Chocolate (Seasonal): A simple winter beverage made in large dispensers.
35. Egg Salad Sandwich: A classic cold sandwich option. Made in bulk by the deli.
36. Pasta Salad: A cold side dish for warmer months. Prepared by the deli.
37. Rice Pudding: A simple, comforting dessert. Made in bulk and served cold.
38. Breakfast Burrito: Can be pre-assembled and heated to order. High potential for morning sales.
39. Quiche Slice: Large quiches baked by the bakery and served by the slice.
40. Bread Pudding: An excellent way to use day-old bread from the bakery, reducing waste.

3.4 Tier 3: Regional & Test Market Opportunities (Ranks 41-75)

This tier includes items with strong potential but may have limited appeal or require operational changes that necessitate small-scale testing.

41. Poutine (Canada / Border States): A proven success in Canadian Costcos.⁵ Requires a deep fryer, a significant hurdle.
42. Philly Cheesesteak: High appeal but requires a flattop grill, an operational challenge.
43. Fish & Chips: A classic, but requires deep fryers.
44. Bratwurst with Sauerkraut: Strong appeal in the Midwest. Operationally similar to the hot dog.
45. Gumbo: Strong regional appeal in the Southern US. Can be made in bulk.
46. Lobster Roll (New England): High ingredient cost, but could be a massive value draw in specific markets.
47. Tuna Melt: A classic sandwich that can be prepared on a panini press.
48. Chicken Parmesan Sub: Uses pre-cooked chicken patties, marinara, and provolone. Heated in the pizza oven.
49. Pastrami Sandwich: A deli classic. High ingredient cost but huge value perception if executed well.
50. Gyro / Shawarma (Re-engineered): Use pre-cooked Kirkland gyro meat or rotisserie chicken, heated on a flattop.
51. Empanadas (Beef or Chicken): Can be sourced frozen and baked off.
52. Soft Serve Gelato (Reintroduction): A popular past item.¹⁰, ¹⁴ Would require dedicated machines but has a proven track record.
53. Elote (Mexican Street Corn): Corn on the cob is low-cost. More complex assembly but very popular.
54. Spam Musubi (Hawaii / West Coast): A regional favorite that is simple to assemble.
55. Jambalaya: A flavorful rice dish with strong Southern appeal.
56. Rotisserie Chicken & Rice Bowl: An extremely simple “healthy” option.
57. Potato Skins: Baked potato skins topped and run through the pizza oven.
58. Onion Rings (Baked): A baked alternative to avoid fryer installation.
59. Stuffed Bell Peppers: Can be pre-assembled and baked in large trays.
60. Pierogies: Can be boiled or pan-fried.
61. Calzone: Uses pizza dough, but the individual folding process would slow the pizza line.
62. Stromboli: Similar to a calzone, presents operational challenges.
63. Chicken and Dumplings: A comforting soup/stew with broad appeal.
64. Nachos with Cheese: Extremely simple. Tortilla chips with pumped cheese sauce.
65. Funnel Cake: Requires a fryer, but a simplified version could be tested.
66. Crepes (Sweet or Savory): Requires a specialized crepe maker and skilled preparation.
67. Waffles (with toppings): Could use frozen waffles heated to order.
68. Blintzes (Cheese or Fruit): A classic comfort food that could be sourced frozen.
69. Potato Salad / Coleslaw: Classic deli sides that could be pre-packaged.
70. Chicken Fried Steak Sandwich: A Southern classic, but requires frying.
71. Falafel Pita: A vegetarian option, but falafel is best when freshly fried.
72. Lentil Soup: A hearty, healthy, and low-cost vegetarian option.
73. Split Pea Soup: Another classic, inexpensive soup.
74. Bangers and Mash: An English classic with regional appeal.

3.5 Tier 4: Aspirational but Challenging Concepts (Ranks 76-100)

These are “what if” ideas with high member appeal but face significant hurdles related to cost, complexity, or equipment. They would require significant R&D or a fundamental shift in strategy.

76. “The Real Cheeseburger” (Re-engineered): Acknowledges high demand,²⁵ but would require a technological breakthrough to meet the “Operational Speed Limit.”
77. Personal Pan Pizza: High appeal, but disrupts the efficiency of the 18″ pizza assembly line.
78. Made-to-Order Salad Bar: An operational nightmare in terms of speed and inventory.
79. French Fries: Perennially requested,²⁵ but the commitment to deep fryers is a massive operational hurdle.
80. Sushi Rolls: Requires highly skilled labor and a complex, high-cost supply chain.
81. Tacos (Carne Asada / Al Pastor): The Carne Asada Bake was a past failure.²⁷ Fresh tacos require grilling meat to order.
82. Pho / Ramen Noodle Soup: Requires specialized equipment and complex assembly.
83. Stir-Fry Noodle/Rice Bowls: Requires woks or high-heat flattops and cooking to order.
84. Freshly Squeezed Juice/Smoothies: The Mango Smoothie’s failure shows the difficulty.¹¹ Fresh prep is slow.
85. Rotisserie Chicken (Quarter/Half Chicken Meal): Carving and plating chickens to order would be a major bottleneck.
86. Steak Sandwich: High ingredient cost and requires precise cooking.
87. Fried Chicken: Like fries, requires a major investment in deep-frying equipment.
88. Customizable Burritos / Bowls: The Chipotle model is the opposite of the Costco model.
89. Dim Sum: Requires steamers and a wide variety of items.
90. Korean BBQ Bowl: Requires grilled meat and multiple side dishes.
91. Pad Thai: Requires wok cooking and specialized ingredients.
92. Ceviche: Requires high-quality fresh seafood and presents food safety challenges.
93. Oysters (Raw Bar): A non-starter due to food safety and skilled labor.
94. Artisanal Sandwiches (e.g., Banh Mi): Require too many unique ingredients.
95. Fondue (Cheese or Chocolate): Not practical for a high-volume food court.
96. Ice Cream Novelties (Hand-Dipped Bars): A popular past item,¹⁰, ¹⁶ but the hand-dipping process is too slow.
97. Shaved Ice / Snow Cones: Requires specialized ice shavers and numerous syrups.
98. Poke Bowl: High cost of sushi-grade fish and complex assembly.
99. Vegan “Meat” Sandwiches (e.g., Impossible Burger): The Vegan Salad failure suggests a risk of poor execution.¹¹
100. Gourmet Coffee / Espresso Bar: Requires expensive equipment and trained baristas, a different service model.

Section 4: Strategic Recommendations and Implementation Pathways

This section provides actionable recommendations for Costco to strategically evolve its food court menu. The goal is a disciplined, incremental approach that introduces variety and reinforces the Costco Doctrine.

4.1 A Phased Rollout Strategy for the Rotational Slot

The single rotating menu slot is Costco’s greatest tool for low-risk innovation.³ We recommend a formal, data-driven strategy for managing this slot. A disciplined 12-month calendar should feature top-scoring candidates from Tier 2. This creates a constant stream of “newness” that encourages repeat visits.

A potential 12-month schedule could be:

• Q1 (Jan-Mar): Introduce a winter comfort food like Chili (Rank 7) or Beef Stew (Rank 20).
• Q2 (Apr-Jun): Transition to a hearty sandwich like the Meatball Sub (Rank 6).
• Q3 (Jul-Sep): Offer a lighter item like the Pulled Pork/Chicken Sandwich (Rank 9).
• Q4 (Oct-Dec): Feature a seasonal favorite like Rotisserie Chicken Noodle Soup (Rank 3).

This approach allows for direct A/B testing. By tracking sales data, Costco can identify items with the potential to become permanent fixtures. This structured approach is designed to maximize member engagement and gather valuable sales intelligence.

4.2 Leveraging “The Comeback”: A Nostalgia-Driven Marketing Strategy

The intense member passion for discontinued items like the Polish Dog represents an untapped marketing opportunity.⁸, ²⁵ Costco should strategically reintroduce them as heavily marketed Limited Time Offers (LTOs). This approach is designed to generate immense social media buzz and drive significant store traffic.

• The Polish Dog Comeback: Announcing the return of the Polish Dog for a limited period would capitalize on powerful nostalgia. The marketing plan could involve targeted social media campaigns using hashtags like #CostcoComeback, in-store signage with vintage designs, and “throwback” packaging.
• The Re-engineered “Classic Combo” Pizza: The original Combo Pizza’s obstacle was ingredient complexity and cost.¹⁸ A successful LTO would require re-engineering the product. We propose a simplified “Classic Combo” with only two or three popular toppings. This balances nostalgic appeal with operational needs.

This strategy of “managed nostalgia” allows Costco to maintain an efficient core menu while creating high-impact events that delight members. It transforms past business decisions into powerful, present-day marketing events.

4.3 The Future of “Healthy” Options: Simple, Not Trendy

The consistent failure of trendy “health” foods provides a clear lesson: Costco members do not look to the food court for niche dietary products.¹¹, ¹⁴ The attempts failed because they were complex, poorly executed, and misaligned with the brand’s value proposition.

The recommended strategy is to abandon trend-chasing. Instead, focus on simple, wholesome, whole-food-based options that are a natural extension of the Costco Doctrine.

Potential candidates include:

• Rotisserie Chicken & Rice Bowl: An exceptionally simple and clean offering combining two existing high-volume products.
• Hearty Vegetable Soup: A classic, comforting vegetarian option that is low-cost and universally understood.
• Loaded Baked Potato: A simple base that can be customized with healthier toppings, giving members a sense of control.

This pivot ensures that “healthy” options are synonymous with the core Costco values of simplicity and quality, rather than fleeting and operationally complex trends.

4.4 Global Inspiration, Local Execution

Costco’s international operations serve as a valuable R&D lab. Many international warehouses feature diverse menus adapted to local tastes. For example, poutine is a staple in Canadian Costcos.⁵, ⁸

We recommend a formal process for evaluating successful international menu items for the U.S. market. This creates a pipeline of de-risked ideas. The implementation should follow a phased approach:

1. Identify High-Potential Items: Systematically review menus from top-performing international markets.
2. Conduct Regional Testing: Introduce these items in U.S. test markets with aligned populations. For example, test Poutine (Rank 41) in border states like Washington or Maine. Test Elote (Rank 53) in California, Arizona, and Texas.
3. Evaluate and Scale: Based on test market performance, make a data-driven decision on a wider national rollout.

This disciplined process of “global inspiration, local execution” provides a low-risk, high-reward pathway to sustained and intelligent menu innovation.

Section 5: Future Research and Forward-Looking Considerations

This report provides a comprehensive strategic framework. However, the dynamic nature of the retail and food service industries requires continuous evaluation. We recommend the following areas for future research:

• Direct Member Feedback and Surveys: Conduct formal surveys or focus groups with members to gauge interest in the top-tier items identified in this report. Quantitative data on member preferences could further de-risk their introduction.
• In-Depth International Sales Analysis: A more granular analysis of sales data from international Costco locations could reveal key insights. Understanding the sales velocity and operational impact of items like Poutine in Canada could provide a more accurate forecast for their potential success.⁵
• Operational Technology Scouting: Actively research and evaluate emerging kitchen technologies that could overcome current operational hurdles. Innovations in high-speed ovens or automated assembly systems could potentially make challenging Tier 4 items, like the Cheeseburger or French Fries, viable in the future.²⁵

Pursuing these research avenues will ensure that Costco’s food court menu continues to evolve in a strategic, data-driven manner. This will reinforce its legendary status as a cornerstone of the membership value proposition.

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