Dirty Soda Tsunami Goes National

Swig says its out-of-Utah shops are beating Utah stores by as much as half again, and that changes the soft drink game.

Story Highlights

Swig reports non-Utah stores run 40% to 50% stronger than Utah locations
The chain says it operates in 23 states as it scales dirty soda nationwide
New franchise deals add fresh markets and speed the growth plan
Backers pitch a “Starbucks for soda” model to standardize a once-local habit

Out-of-state performance shifts the center of gravity

Andrew K. Smith of Savory Fund said Swig stores outside Utah are performing roughly 40% to 50% better than those inside the state. That gap matters. It says the concept travels, and that demand may be deeper in new regions than in its birthplace.

If true at scale, headquarters planning, hiring, and marketing will need to tilt toward newer markets. Brands become national when the map forces them to act that way. Swig now has that pressure.

Swig also says it operates in 23 states, a footprint large enough to smooth seasonality and build supply leverage. A chain can negotiate better terms for syrup, cups, and ice machines when it buys for dozens of regions, not just one valley.

A broader map also spreads risk. Weather, local rules, or road work that hurts one area do not stall the company. That is how a drink shop becomes a system, not a trend tied to one town.

From Utah staple to a national format

Dirty soda started as a local mashup: base soda, flavored syrups, cream, add-ins like fruit or coconut. Swig helped push it into the mainstream and built a drive-thru routine around it.

Investors now talk about “Starbucksification,” which means repeatable menus, speedy lines, and a ritual that fits a commute. The hook is simple: your drink, your way, every time. That promise, delivered fast, is the core of modern beverage chains. It trains habits and locks in loyalty.

Swig’s ‘dirty soda’ boom grows beyond Utah as investor touts ‘Starbucksification’ of soft drinks https://t.co/0SSqHUcZ6n

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Growth has a plan behind the hype. Franchise and development moves point to a playbook that seeks scale through multi-unit partners. A ten-store agreement in Colorado Springs shows how the brand seeds a market with sufficient density to improve brand recall and operational support.

Announced franchise waves add more Southern and Midwestern states, creating a long corridor for logistics and media buys. These steps turn curiosity into convenience. People try once if it is novel; they come back if it is nearby.

The operating engine behind the expansion

Leadership hires and promotions signal a push to industrialize growth. New roles focus on franchise partnerships and development, the gears that ensure units open on time and on budget. That work is not flashy, but it decides whether stores hit cash flow targets.

A beverage drive-thru lives and dies by car counts, ticket size, and seconds saved per order. Systems that protect those three numbers travel well across states. Stronger non-Utah results suggest that engine is tuning up.

Swig investor says ‘dirty soda’ chain is booming beyond Utah | Fox Business https://t.co/1OmgK2jwkw

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Unit density also drives marketing math. Five to ten stores in one metro let the brand share labor pools, cross-train managers, and run local ad bursts that customers actually see. A single outpost cannot do that.

Announced market entries like Colorado Springs follow this logic: plant enough flags so customers spot you twice a week, not twice a year. That is how coffee chains grew. Soda can follow the same path if the flavor range and customization keep it fresh without slowing the line.

The litmus test: proof in performance, not press

Claims of superior sales matter only if stores open, hire, and earn. Signed deals are not the same as doors up and running. Swig’s report that non-Utah units are stronger, combined with steady-state expansion and concrete franchise agreements, offers early proof points worth tracking over time. The model will earn trust by turning promises into payrolls.