We surveyed customers exiting the Jeff's Bagel Run at 3011 E Colonial Dr in Orlando — the location directly across the street from our Einstein Bros store — to understand what's driving their loyalty and how they perceive Einstein Bros. The findings are direct: Jeff's has built fierce customer loyalty around freshness, flavor variety, and a cream cheese selection that customers cite unprompted. Among respondents who had also visited Einstein, 85% of comparisons favored Jeff's — with criticisms of our freshness, pricing, and store cleanliness surfacing repeatedly. But for the first time, a small subset of respondents acknowledged Einstein's strengths in value, convenience, and seating. Combined with clear structural vulnerabilities in Jeff's model — including the lack of toasted bagels, limited seating, and no full-meal options — the data points to a realistic competitive playbook.
Jeff's has built a repeat-visit engine that most fast-casual brands would envy. Over 90% of customers surveyed were repeat visitors, with nearly half visiting weekly or more — including one customer who comes five times a week. The loyalty is driven primarily by product quality — not convenience, not price, not atmosphere. And it's deepening: some customers are now forming emotional connections to the brand itself, not just the bagels.
Jeff's loyalty is built on product differentiation — freshness (72%), unique flavors (60%), and cream cheese variety (32%) are the pillars. Word of mouth drives 52% of new customer discovery, meaning the product itself is doing the marketing. This is a defensible moat: you can't out-advertise a product people genuinely love. More concerning for Einstein: some Jeff's customers are now developing emotional brand loyalty — connections to the staff, the origin story, the community feel — which is significantly harder to compete against than product preference alone. Einstein's response needs to focus on the product itself, not marketing spend, while also building its own brand story.
Jeff's customers aren't living in a vacuum — many visit other breakfast and bagel brands. But when they compare, Jeff's consistently comes out on top across the board. When the comparison turns specifically to Einstein, the feedback is mostly negative — but not entirely. For the first time in this study, a small number of respondents acknowledged areas where Einstein holds an edge.
32% of Jeff's customers say they don't visit any other bagel or breakfast spots at all — Jeff's is their only stop. Among those who do visit competitors, Panera and Dunkin' are used for different occasions (lunch meals and donuts, respectively), not as bagel alternatives. The only direct bagel competitors in their consideration set are Einstein and Brooklyn Water Bagel — and Jeff's is the clear preference over both.
The comparison data is blunt but not hopeless. Einstein is losing on the core product — "not fresh," "bland," "too expensive" are recurring criticisms. But for the first time, respondents surfaced areas where Einstein is perceived as competitive: broader menu ("something more filling or hearty"), more seating, and better value/convenience. One respondent explicitly said "Einstein for value and convenience" and noted Einstein has more seating. These are real structural advantages that Jeff's can't easily replicate. The priority: close the freshness and flavor gap while doubling down on the full-service, sit-down experience that Jeff's lacks.
Not every comparison was negative. A small but notable group of respondents acknowledged Einstein's strengths — particularly seating, convenience, and value. These are structural advantages Jeff's can't easily fix. The quotes below represent the first pro-Einstein signals in the data.
Despite the strong loyalty data, Jeff's model has structural limitations that a larger brand like Einstein is well-positioned to exploit. When asked whether they'd try a new, bigger bagel brand nearby, 68% said yes and another 16% said maybe — suggesting Jeff's moat, while deep, is not impenetrable. Two themes emerged with new urgency: the lack of toasted bagels is actively suppressing Jeff's visit frequency for some customers, and promotional deals were specifically named as a switching trigger.
Not all of Jeff's customers are equally loyal. When we split the data by customer type, a clear target segment emerges: occasional visitors are significantly more open to switching, more price-sensitive, and — critically — more likely to have already tried Einstein.
Jeff's occasional customers are the most winnable segment. 100% said they'd try a new bigger brand (vs. 78% of regulars). They're 7x more price-sensitive, more likely to have already visited Einstein, and heavily reachable through social media — a channel regulars barely use. They also care disproportionately about cream cheese variety and coffee, both areas where Einstein can compete. A targeted social media campaign aimed at occasional Jeff's visitors — emphasizing value, full meals, and coffee — could convert this segment.
The door is open — but closing. 68% of Jeff's own customers would try a bigger brand if it showed up, and 84% are at least open to it. They told us exactly what it takes: cream cheese variety, good coffee, consistency, toasted bagels, and promotional deals. But there's a ticking clock: Jeff's is building emotional brand loyalty that goes beyond product — customers who love the origin story and feel personally known by the staff. Once that emotional bond solidifies across the customer base, product improvements alone won't be enough to compete. The opportunity is to act now: match Jeff's product quality while leveraging Einstein's structural advantages — seating, full meals, toasting, and convenience — before the window narrows further.
Based on what Jeff's customers told us — what they love, what they criticize about Einstein, and what would get them to switch — here are concrete actions the team should consider.
This is the #1 issue. "Not fresh," "bland," "the egg doesn't seem fresh" — freshness came up in nearly every Einstein criticism. Jeff's customers cite freshness as their top loyalty driver at 72%. Einstein needs to audit its baking and prep processes in Orlando-area stores. Consider smaller, more frequent batches. The perception of freshness may matter as much as actual freshness — visible baking, warm display, aroma-forward store design.
Jeff's cream cheese selection is mentioned by 32% of respondents as a key draw, and "cream cheese variety" was explicitly named as what a new brand would need to compete. Jeff's customers specifically want more savory flavors (garlic was requested). Einstein should develop a competitive cream cheese lineup — seasonal rotations, bold flavors, and generous portions. This is a low-cost, high-impact product change.
Respondents noted Einstein's advantage is "other food options — something more filling or hearty." Jeff's is perceived as "more like a quick snack." This is Einstein's structural advantage: lean into breakfast and lunch sandwiches, meal combos, and a broader menu. Position Einstein as where you go for a real meal, not just a bagel. This is the one area where Jeff's customers already give Einstein credit.
This is a newly elevated finding. 12% of Jeff's customers mentioned preferring toasted bagels — and one explicitly said "I don't often come to Jeff's since I prefer toasted bagels." Another said "I prefer that they toast their bagels but I just love Jeff's." Jeff's doesn't toast, and it's actively suppressing their visit frequency. Einstein already toasts. This should be front and center in local marketing: "We toast our bagels. Fresh, hot, and exactly how you want them." It's a concrete, provable differentiator that requires zero product development.
Multiple respondents mentioned Jeff's coffee positively, and one said "good coffee and consistency" is what a new brand would need. Coffee was cited by 24% as a valued attribute at Jeff's. Einstein should ensure its coffee program is competitive — quality espresso drinks, cold brew options, and bundled bagel-and-coffee pricing to drive visit frequency.
"The place is dirty" was a direct quote about Einstein. Jeff's customers praised cleanliness as part of their experience. This is a basic operational issue with outsized brand impact. Audit and enforce cleanliness standards at all Orlando-area locations immediately.
"$8 for a bagel sandwich is crazy" and "too expensive for what you get" — Einstein's pricing is a pain point, especially relative to perceived quality. If the product quality gap isn't closed, lowering prices alone won't fix this. But as freshness improves, ensure pricing communicates value. Consider combo deals, loyalty pricing, or a "fresh-baked" line at a competitive price point.
When asked what would get them to try a new brand, one respondent said: "An event that showcases all their bagels and you got to try it before buying it." Another said "a marketing email." These customers are reachable — they're not anti-brand, they just need a compelling first experience. Pop-up tastings, office catering trials, and local partnership events could accelerate trial.
Two respondents explicitly said "I would check it out with a promotional deal" when asked what would get them to try a new brand. This is a new finding in the updated data. Consider introductory offers, BOGO promotions, or bundled meal deals targeted at the Jeff's-adjacent audience. Social media ads with a promotional hook — especially on TikTok and Instagram where Jeff's occasional customers discover new brands — could be particularly effective.
One Jeff's customer said: "I feel like they have gotten to know me. And as I have learned more about the brand I am falling more in love with the origin story and the journey they are on!" This is a warning sign. Jeff's is building emotional loyalty — connections to staff, brand narrative, community feel — that goes beyond product quality. Once that bond solidifies broadly, product improvements alone won't win customers back. Einstein should invest in its own local community presence, staff personality, and brand storytelling before this competitive moat becomes unbreakable.
This study was conducted as an in-store customer intercept survey at the Jeff's Bagel Run location at 3011 E Colonial Dr, Orlando, FL 32803 — the location directly across the road from an Einstein Bros Bagels store — during March 2026. Respondents were approached after making a purchase and incentivized with a $10 Starbucks gift card for participation. The survey was conversational in format, covering visit behavior, food quality perceptions, service experience, competitive habits, and openness to new brands.
All percentages are calculated from unique respondents, not total mentions. Multi-response questions may sum to more than 100%. Responses with fewer than 3 words on a given topic were excluded from thematic analysis for that topic.