A coalition of restaurant, retail and franchise groups has expressed confidence that they could push changes in the Affordable Care Act’s definition of full-time workers in the new Republican-led House and Senate.
Industry groups seek to revise the ACA’s definition of a full-time workweek from the current 30 hours to “the more historic standard of 40 hours per week,” said the National Restaurant Association, which noted that there are 7.5 million hourly workers at U.S. restaurants and bars.
The workweek definition has been a longstanding priority for industry groups. The ACA’s current “employer-mandate provision” requires certain companies with 50 or more full-time equivalent employees to provide healthcare coverage to their full-time employees and dependents, or potentially be penalized. The ACA defines an employee working 30 hours a week as full time.
“It is a good sign to the industry that one of our issues is among the first issues that this Congress will address,” said Scott DeFife, the NRA’s executive vice president for policy and government affairs, in an interview Tuesday. “That’s an important signal to the industry that there is hope we can make some changes to mitigate the impact of the law on restaurant operations.”
The NRA is working with the U.S. Chamber of Commerce, the American Hotel & Lodging Association, the International Franchise Association and a number of other retail groups to affect the ACA changes in an umbrella campaign called “More Time for Full Time.” Link: MoreTimeForFullTime.org
House members are scheduled to vote Thursday on an ACA workweek bill, H.R. 30, to raise the definition to 40 hours. The House passed the bill, introduced by Rep. Todd Young, R-Ind., and Rep. Dan Lipinski, D-Ill., twice last year, but it was not considered in the Senate.
This year, however, a companion bill in the Senate, sponsored by Sens. Susan Collins, R-Maine, and Joe Donnelly, D-Ind., was reintroduced Wednesday.
Jack Crawford, the NRA’s new chairman, and president and CEO of the Ground Round Independent Owners Cooperative, appeared with Collins and Donnelly at a press conference in Washington, D.C.
“With a workforce of over 13.5 million, restoring the definition of a full-time workweek to the traditional 40-hour model is critical now more than ever,” Crawford said in prepared remarks. “As it stands, the 30-hour definition under the current healthcare law forces employers to restructure our workforce and unwantedly reduce employee hours.”
Robert J. Green, executive director of the National Council of Chain Restaurants, a division of the National Retail Federation, on Wednesday expressed his group’s “strong support” of the House legislation.
“H.R. 30 aligns the Affordable Care Act’s current definition of full-time work — 30 hours per week — with the definition found in most other workplace rules — 40 hours,” Green said. “The 40-hour workweek is a time-honored American tradition ingrained in our laws and culture; the ACA’s 30-hour per week threshold is a peculiar, restrictive and detrimental provision of the law.”
Green said the 30-hour definition led to “difficult and complicated calculations required for chain restaurant businesses to be in compliance” with the act’s requirements.
“The 40-hour full-time workweek definition in H.R. 30 will allow business owners to make rational decisions about staffing levels in their restaurants and will provide employees additional and needed opportunities to work additional hours,” Green said.
The timetable for the Senate’s companion bill remains unclear, the NRA’s DeFife said. “There are more procedural issues in the Senate that have to be worked out, but we hope those will be worked out shortly,” he said. “It’s more a matter of when and how, not if, in the Senate. It will happen.”
DeFife said restaurant operators have made changes in the workweek definition a top priority for their industry representatives in the capital.
“The 30-hour definition is so contrary to other parts of their operations in terms of workforce planning,” DeFife said. “And there is no other labor law that gears anyone toward 30 hours a week as full time. This arbitrary limit on hours for part-time to full-time is a barrier to management’s operation of the restaurant and to workers’ earnings.”
While President Barack Obama’s administration has indicated it would veto any ACA workweek changes, DeFife said bipartisan support in Congress would strengthen the industry’s arguments.
“The signal to look for is if we have enough Democratic support that the administration should take this issue seriously and work with us on making this change,” DeFife said. “This is not a fundamental thread to the core of the administration’s purpose for providing healthcare. This is a definition of full time that has had a lot of unintended consequences on workplace management and hiring that don’t have anything to do with healthcare.”
Published by Nation’s Restaurant News, written by Ron Ruggless.
Technology increasingly played a role in restaurant chain operations across the board this year, but one trend in particular stood out in 2014: mobile ordering and payment.Restaurant chains from Starbucks to Taco Bell rolled out or took the first step toward allowing guests to order ahead and pay via smartphone. Next year, no doubt, many more chains will go mobile in what for some could be a consumer-facing game changer.
Starbucks, for example, next year isplanning to take mobile ordering a step further by offering delivery in certain markets. Chick-fil-A’s mobile ordering feature will include the option of having food delivered curbside to the car in some locations.
Next year will be all about execution. The key will be in how well newly mobile chains adjust to the additional throughput pressures of balancing incoming digital orders with those from customers already in the store.
The launch of Apple Pay, the proprietary mobile payment system of Apple Inc., this year also marked the beginning of new era in mobile payment.
McDonald’s, Subway and Panera Bread are among the brands accepting the smartphone payment method, which is preloaded on Apple’s new iPhone 6. Independent restaurants also are increasingly accepting Apple Pay through the OpenTable reservation service.
Casual-dining chains moved into online ordering, with brands like Olive Garden, Johnny Rockets and Buffalo Wild Wings joining Applebee’s and Chili’s in putting touch-screen tablets in restaurants.
A common goal: Removing the “pain point” of waiting for the check at the end of the meal.
For some brands, however, the tabletop tablets also offered other means of incremental income. At Johnny Rockets, the tablets also serve as jukebox. Buffalo Wild Wings is offering sports content, video poker and trivia games.
Touch-screen technology was also explored at McDonald’s. After testing a build-your-own burger feature in four units in Southern California, McDonald’s this yearannounced the expansion of its Create Your Taste program to as many as 2,000 locations next year. The platform features touch-screen kiosks at which guests can fully customize a burger of their own creation.
Digital ordering technology gave pizza-delivery chains Domino’s and Papa John’s a big boost this year. Both chains say the number of orders coming in through various digital channels is rapidly rising – reaching 40 percent for Domino’s and 50 percent for Papa John’s this year.
The pizza industry in general has pioneered the move away from phone orders, training consumers to think first of turning to their computers or smartphones when in the mood for a pie.
As a result, brands are shifting to more responsive websites. Donato’s Pizza, for example, relaunched its website this year with a more responsive design that will optimize itself for use on desktop computer, smartphone or tablet.
Pizza Hut is reportedly exploring the use of eye-tracking technology on a tablet that it calls a “subconscious menu.” It watches where your eyes linger, eliminating the need for tiresome tapping on a screen.
Next up: menu boards. Wetzel’s Pretzels last month debuted new digital menu boardswith animation that features charming little blue bakers who open up a world behind the menu screen.
Watch the animation featured on the new Wetzel’s Pretzels menu boards:
As restaurant chains move forward with tech innovations next year, a likely theme will be the link to loyalty programs, offering brands a new opportunity to target their marketing efforts and collect data that will better drive results.
As Mark Mears, chief marketing officer for Schlotzsky’s, told Nation’s Restaurant News earlier this year, technology is not just about creating a “wow” factor.
“Rather, use the data, information and insights that technology provides to engage your guests on a more intimate, one-to-one level,” he said. “This will elevate your brand from a surface-level transactional exchange to a deeper, more relational level with your guests.”
Written by Lisa Jennings at firstname.lastname@example.org via Nation’s Restaurant News.
70% of a general manager’s bonus is directly dependent on the skillsets of the assistant manage
No matter how much of a workaholic your general manager (GM) may be, the fact is that 70% of a restaurant’s shifts are supervised — in whole or in part — by assistant managers. This means that 70% of your volume, service, sales, profits, costs and customers are overseen by assistant managers (AMs) or shift leaders. Seventy-percent of a general manager’s bonus is directly dependent on the skillsets of the assistant manager. The critical question is: do your AMs know how to maximize performance, productivity and profits over all those shifts they collectively supervise, or are they “practicing” on the customer and crew? What’s the cost in lost profit, sales, turnover and repeat business when they merely “run” a shift versus leading it? What’s the best way to develop AMs whose experiential leadership learning curve is analogous to laying track while the train is running?
An effective AM is like the blank in Scrabble; use her or him on any challenge and suddenly you’ve solved your problem. Pair an experienced GM with an organized and productive assistant manager, and any shift will be profitable despite the challenges, volume or situations. Here are the seven critical skills necessary to best develop your assistant managers and shift leaders so they can help take business to the next level.
Manage multiple priorities. Start here always. The majority of new managers can stumble, fall or fail by underestimating the importance of planning and prioritizing their goals and duties. GMs must help AMs strategically plan and align their time and efforts to the daily activities that make them more effective and efficient. This is job one.
Master basics of business, finance and technology. “Developing their overall business acumen is key to AM or shift leader development,” said Roger Karolick, chief operating officer for Daland Corporation, a Wichita, Kan.-based Pizza Hut franchisee.
“The biggest challenges that AMs or shift leaders face are being prudent with company property and resources, knowing how to make a restaurant profitable by mastering a P&L and understanding customer and people development metrics,” he said. Accumulating this knowledge requires clear communication and consistent coaching, and embracing technology as it relates to back office systems, social media, performance tracking and analytics.
Integrity, credibility and mesh. “Building credibility with the staff is extremely important,” said Paul Mangiamele, chief executive of Dallas-based Bennigan’s Franchising Co. “Learning how to motivate, teach and develop individuals in different ways to reach the desired goal is a challenge for every manager in the industry. Developing a management style that meshes with the GMs, while being flexible enough to account for the fact that each member of the staff is an individual and learns in different ways, is also an important skill for the AM. At Bennigan’s, every GM is expected to dedicate sufficient time each week to follow up on development plans and provide constructive feedback to the AM, so there is mutual clarity on their developmental progress. We believe in teaching, training and coaching our AMs until they have mastered every defined task and responsibility. This builds both knowledge and confidence, while cultivating truly valuable assets to the organization. We also expect our AMs to be self-motivated and to take ownership of their own development,” Mangiamele said. And as far as integrity goes? If you have it, nothing else matters. If you don’t have it, nothing else matters.
Screw up while the stakes are small. Despite what we’ve heard, experience is the worst teacher: it gives the test before the lesson. It’s OK to make mistakes, but not the same ones over and over. GMs should be patient early on with their new charges, but stress accountability and derive lessons from mistakes. After every shift, the GM should assess performance with the AM, share key learnings, praise performance where appropriate and discuss alternatives if problems arise. Ask the AM what they might have done differently instead of telling them what should have been done. Skinny the monologue and fatten the dialogue.
Scheduling and Communication. The best GMs recognize the power of a strong schedule and clear communication and teach that skill to their AMs. Smart AMs learn early on that the better they communicate with their teams before, during and after the shift, the more productive that shift will be.
Assess the competitive landscape. “Most AMs rarely venture outside their four walls to evaluate the competition,” Bennigan’s Mangiamele said. “This is an invaluable learning experience, and we encourage all of our AMs to take the time to get out, see what other restaurants are doing well–and not so well–and to share this info with their GM. We expect our AMs to ultimately develop as much market knowledge and operational expertise as our GMs.” Get AMs thinking proactively: If I was the competition, how would I put us out of business?
Continuously improve. Constructing a sustainable talent pipeline and residual bench strength is the foundation of future growth. GMs should evaluate the progress of each junior manager monthly. Assess training or talent gaps and then assign resources to help them close the gap. Set so-called stretch goals for AMs; not too hard, not too easy. “Clearly defining performance expectations and using performance management processes to encourage, motivate and drive individual and team results through the AM is a critical responsibility of the RGM (restaurant general manager) or district manager,” said Daland’s Karolick. Create an online system where AMs can share insight, questions and concerns with their fellow assistants, as well as immediate supervisors. Make tacit knowledge explicit.
Applying the seven skills above does not guarantee an AM’s success, but not applying them will almost certainly guarantee failure. These skills will incrementally improve your AM’s current performance and simultaneously teach them how to coach future leaders. The true measure of a successful foodservice brand is how many people come through the front door every day. It’s marketing’s job to bring people in the first time, but it’s the unit manager’s job to bring them back. Don’t leave this decision to chance by exposing your VIPs (very important pocketbooks) to unfocused or under-developed junior managers.
Written by Jim Sullivan via Nation’s Restaurant News.
QUESTION: How do you handle people who bring in their own lunch to eat with friends?
ANSWER: If there’s a phrase to describe our most recent questions, it’s “season of the mooch.” I’ve gotten questions about soda station thieves, guests who come for live music but don’t buy anything, and guests who fill a cup coffee at a quick serve restaurant while filling their purses with sugar and cream packets. These questions, like yours, point to some combination of tough times, ill manners and ignorance on the part of consumers about the implied contract of dining. In tourist areas, some of it may be cultural—but some of it probably isn’t.
We talk a lot about employee training but less about guest training. As these examples indicate, guests can and should be trained to be good guests. The trick is how to do it without alienating them and losing business.
Like many of the problems we’ve discussed in this column, it is one of differing expectations due to poor communication. You expect that every guest at Clarke’s will order food and beverage, a very reasonable assumption for a restaurateur. Some of your guests expect that if their friends are spending money with you, it is acceptable to accompany them with outside food and drink. This gap in expectations creates the problem.
The first solution is to make clear your expectation through appropriate signage, menu notes and host and server training. Since you’re a casual tourist-intensive restaurant, discreet signage like, “Please refrain from bringing outside food and drink into this establishment,” or, “Two item minimum per guest,” may help. So will host and server training to sell even to those who don’t intend to buy anything.
The second solution is to make some difficult management decisions when it comes to how aggressive to be when enforcing the rules. Is one guest on a special diet and not eating while her tablemates are spending good money? Is this a widespread problem costing you lost revenue from a line of people waiting to occupy seats at lunch? Or is this an annoyance in an otherwise empty seat.
Finally, before you institute these changes, look at what people have been bringing in and take a critical look at your menu. For example, are people bringing in healthy options, desserts or specialty beverages and do you have appropriately priced quality offerings to match? A restaurant I know has a no outside food and drink policy but doesn’t serve coffee—frustrating caffeine addicts and making a beautiful dining room tacky with disposable coffee cups from other establishments.
A decade ago, Mike Frampton was paying about $35 per pickup to have a rendering company haul away the used cooking oil from his Sacramento, Calif., Melting Pot franchise. Today, he’s the one getting paid.
“Grease is an interesting business,” said the spokesperson for another restaurant we reached out to for this article. Indeed, there are cost considerations for operators on not only the front end—from the purchase and preservation of the fryer to the oil itself—but also on the back end, namely grease disposal and what happens once it leaves the lot. It’s the latter that’s generated headlines lately, as incidents of grease theft rise, spelling lost dollars for restaurants.
Disposal for dollars
About four years ago, Frampton’s renderer stopped charging him for pickups, and approached him about signing a contract to grant the company exclusivity to his oil, for which they would pay him.
“Then we started to get a reasonably good check,” he says; about $68 a month. For his part, Frampton had to secure the oil container, which sits behind a gate outside the restaurant, to prevent uncontracted companies and thieves from taking the oil.
Frampton calls the process easy, a matter of “people putting things in the right bins,” he says. “For us, it’s been a natural process, [going] from what was a need to a return on our used oil.”
A “hot” commodity
Used cooking oil has become big business as companies have improved the process of turning this “liquid gold” into energy-efficient biodiesel, animal feed, detergents and other products.
The demand also has attracted thieves. According to one report, a truckload of used oil can fetch $600 at a recycling center. In September, California passed a law toughening the penalties for stealing oil from restaurants and other businesses. And at least two other states, Virginia and North Carolina, have similar laws.
To protect their asset, restaurateurs are working with rendering companies to secure their spent oil. Many services will provide and install secure containers and may hire security to patrol restaurants during prime theft hours—all at no cost to the operator
Giving it away
While there’s money to be made, some operators are opting instead to put that revenue toward a good cause, earning credibility with the community and customers in the process. Federal Donuts, a four-unit, fried-chicken-and-doughnuts concept in Philadelphia, recently struck up a deal with its renderer to have the used grease delivered to a local high school where the students turn it into fuel to be donated. “We’re a for-profit business, so we’re interested in growing and making money,” says co-founder Steve Cook. “But we’re also interested in being part of the community that supports us.”
Tips for longer oil life
- Skim oil every two hours to remove food particles and contaminants
- Filter oil twice a day
- When frying frozen foods, don’t thaw first
- An energy-efficient fryer saves $100–$400 a year
In this article from Restaurant Business Daily written by Kelly Killian, learn the secreats of the busiest restaurateurs and how they manage their plates, quite literally. Between brokering deals, managing employees, pleasing customers and weathering the ups and downs of running a business—or multiple businesses—in an uncertain and challenging economy, running restaurants is not for the feeble. Over the past year we’ve talked to a number of industry leaders, and here how some of the busiest of the busy say they stay sane.
Author, chef, restaurateur (Kogi BBQ taco truck; Loco’l, coming in 2015)
Mise en place just doesn’t apply to your prep on your station, it applies to the way you approach your life. We can bend time if we want to, because time doesn’t exist the way that you think it does. So, if you prioritize and organize and have discipline, you can stretch things, and you can focus your energies and then make things important that you don’t think you have time for. For me, it’s really about organization, discipline, mise en place, focusing my energies and making it important. You’ll be very surprised at how much time you can find for something, even if you’re already busy. … That’s why we made the announcement a year before its set to open. By making the announcement, we made it important in our life; we made it something we have to strive for. Just like five o’clock you open for service; you may be 10 hours behind but you’ve got to open at five o’clock. So it just comes down to being able to focus, multitask and attack.
Editor-in-Chief, Yahoo Food; co-founder Cherry Bombe magazine; restaurateur (Wilma Jean, Nightingale 9 and Canteen, all in Brooklyn, N.Y.) and judge for Restaurant Business’ 2014 Clean Plate Awards
“I do need a full night’s sleep … Who are these magical people who get by on five hours? Anyways, what I love about each [role] is actually the same thing. It’s about getting the mix right: the right mix of people, ideas and content. It’s trusting your ideas and finding the right partners to execute everything—much harder than it sounds, but it’s really magical when it all comes together … The most important thing is not to beat yourself up. No one can do it all. If you don’t get to something, you don’t get to it.
CEO, Focus Brands (Cinnabon, Moe’s Southwest Grill, Schlotzsky’s, Auntie Anne’s Pretzels, Carvel and McAlister’s Deli)
For DeSutter, a typical business day runs from 7 a.m. to 7 p.m., at which point he’ll spend time with his wife of 40 years. The night ends with some time at his home computer for “wrapup or cleanup or free thinking.” On weekends, “I’m okay with some downtime,” he says.
Learn why experts are predicting a strong 2015 in this article from the Nation’s Restaurant News, written by Jonathan Maze. Lower gas and commodity prices, coupled with high valuations and low debt costs, have generated some optimism for the restaurant industry heading into 2015.
That is the early takeaway from the Restaurant Finance & Development Conference, held in Las Vegas this week. A series of speakers gave an optimistic view of the economy, as well as the industry’s prospects to improve sales and profits.
“The past few years have required good operators to get better — and they have,” said Trey Brown, senior managing director and sales leader at GE Capital, Franchise Finance. “The people left standing are, almost without question, the best of the best. They’re operating profitable stores. They’re positive and upbeat.”
The annual conference is a gathering of operators, investors and lenders. It often provides a good indication of industry sentiment because attendees generally want to expand and build new units. So when they’re more optimistic, it can signal an industry in growth mode.
The industry is showing signs of improved sales and traffic after years of weakness. Traffic grew 0.4 percent in October, according to Black Box Intelligence, the first monthly traffic increase since February 2012. Sales should continue to grow next year.
John Barone, president of Market Vision Inc., noted that falling oil prices should result in lower gas prices next year. According to AAA, the national average price of gas has dropped for 46 consecutive days, the longest consecutive decline in gas prices since 2008. Currently, a gallon of gas is 20 cents cheaper than it was a year ago, and 30 cents lower than a month ago.
That should yield stronger sales at restaurants, according to Barone. “It’s putting extra income directly into the hands of lower and middle income consumers. Lower gas prices are like an instant tax cut. If gas prices stay low, 2015 could be the happiest year since 2007,” he said.
That, coupled with lower prices for many commodities, could make life easier for operators, after years of balancing demand for low-priced menu items and rising food costs.
Prices for cheese, chicken and hogs have all risen more than 20 percent over the past two years, but the economics have recently shifted in favor of producers, Barone said. Low corn prices have reduced the cost of feed, and suppliers are also benefitting from lower gas prices.
“There are strong incentives in favor of expanding production,” he said. That should drive food costs lower. Hog prices, for instance, are expected to decline 14.5 percent next year.
The exception is beef, because it takes two and a half years to rebuild a herd, Barone said. That means prices for steak and hamburgers should rise in 2015, but prices for other proteins should ease.
Much of the optimism at the conference has come from economists, who told attendees not to expect another recession, and that economic growth should accelerate.
The biggest reason: Corporate profits.
“Corporate profits aren’t good. They aren’t great. Corporate profits are flat-out phenomenal,” said Peter Ricchiuti, finance professor at Tulane University.
Corporations have had record earnings for each of the past five years. That’s helping to move the market, which itself is reason to believe that economic growth will speed up.
“The stock market is a leading economic indicator, and the stock market is at an all-time high,” Ricchiuti said.
In addition, he said, companies have $2.2 trillion in cash on their balance sheets, which will eventually need to be spent. So far, the cash has been spent on acquisitions, share buybacks and dividends. Companies will eventually need to spend that money on capital expenses that generate jobs.
“It’s got to go to work,” Ricchiuti said. “If you’re an individual who is scared, you can hoard cash. If you’re a company, you can’t hold that cash forever.”
Another source of optimism is the valuations that franchisees and restaurant companies are getting on the open market. Those high valuations are being driven by low debt costs, fueled by low interest rates and intense competition among lenders. Brown characterized the valuations as “record levels.”
Likewise, restaurant stocks are also trading at high valuations. This has led to a series of concepts that are considering or planning to go public.
Recent IPOs in the restaurant industry have had an average growth rate of 20 percent on their first day of trading, said Michael Hoffman, managing director and head of consumer investment banking at Piper Jaffray.
“It’s been a very, very fertile couple of years in the market,” he said. “There’s a tremendous amount of investable dollars coming into the market and looking for companies that can outperform the indices — that means newly minted IPOs.”
Contact Jonathan Maze at email@example.com.
Follow him on Twitter: @jonathanmaze
Restaurant owners and operators have a lot to be thankful for with a bountiful feast of marketing ideas in November.
For food related marketing, restaurants can explore traditional and contemporary recipes for Banana Pudding Lovers Month, Georgia Pecan Month, Peanut Butter Lovers Month and Vegan Month.
The month also provides opportunities to help children nationwide, and to show appreciation for veterans and active duty military.
November is National Adoption Month and includes National Adoption Day. Your restaurant can make a difference in young lives by collecting donations for and by raising awareness of the more than 100,000 children in foster care waiting to find permanent, loving families.
America celebrates Veterans Day on Monday, November 11th this year, and many restaurants will be offering discounts and free food to both veterans and active duty military in appreciation for their service.
Each year, more restaurant chains are opening on Thanksgiving Day to serve family and friends. Opportunities include dine-in and carryout holiday meals. Thanksgiving is also a great time to promote special items such as pies and cakes.
On Black Friday, even the most hardcore deal seekers will be worn down after camping out in front of retail chains and living off of trail mix and potato chips. Knowing that Black Friday warriors are hungry for a great deal, many restaurants will be serving up tasty deals of their own.
Don’t forget to encourage local customers to dine with you on Small Business Saturday.
For beverage marketing, November offers Cappuccino Day, Carbonated Beverages with Caffeine Day, Espresso Day and Harvey Wallbanger day.
November also serves up special days for Cashews, Cranberry Relish, Deviled Eggs, French Fried Clams, French Toast, Homemade Bread, Nachos, Sandwiches, Sardines, Scrapple, Spicy Guacamole and Stuffing.
Restaurants can also sweeten things up a bit on days celebrating Bavarian Cream Pies, Cakes, Candy, Indian Pudding, Lemon Cream Pies, Mousse, Parfaits, Peanut Butter Fudge, Sundaes and Vanilla Cupcakes.
And don’t forget Cook Something Bold and Pungent Day, and National Fast Food Day.
Other days of the month lend themselves to unique and fun discount and contest opportunities for in-store and social media promotions. A Facebook photo contest would be fun for guests dressed accordingly on King Tut Day. Let guests show off their creative side with a video contest on YouTube for Tounge Twister Day. Restaurants can also promote on location events for their communities on Guinness World Record Day, Celebrate Your Unique Talent Day and Square Dance Day.
Here’s your restaurant marketing calendar for November:
Banana Pudding Lovers Month
Georgia Pecan Month
National Adoption Month
Peanut Butter Lovers Month
1 – National French Fried Clam Day
1 – Vinegar Day
1 – World Vegan Day
1 – Authors’ Day
2 – National Deviled Egg Day
2 – Zero Tasking Day
2 – Daylight Saving Time Ends
3 – National Sandwich Day
3 – Housewife’s Day
4 – National Candy Day
4 – Use Your Common Sense Day
4 – King Tut Day
4 – Election Day (USA)
5 – National Doughnut Day
6 – National Nachos Day
6 – Saxophone Day
6 – Men Make Dinner Day
7 – National Bittersweet Chocolate with Almonds Day
7 – National Eating Healthy Day
8 – National Harvey Wallbanger Day
8 – Cook Something Bold and Pungent Day
8 – International Stout Day
8 – National Cappuccino Day
9 – National Scrapple Day
9 – International Tongue Twister Day
10 – National Vanilla Cupcake Day
10 – Sesame Street Day
10 – World Orphans Day
10 – Forget-Me-Not Day
10 – USMC Day
11 – Veterans Day
11 – National Sundae Day
11 – Origami Day
11 – Young Readers Day
11 – Singles Day
12 – National Pizza with the Works
13 – National Indian Pudding Day
13 – World Kindness Day
13 – Sadie Hawkins Day
14 – National Spicy Guacamole Day
14 – National Pickle Day
15 – National Spicy Hermit Cookie Day
15 – Raisin Bran Cereal Day
15 – Guinness World Record Day
15 – America Recycles Day
16 – National Fast Food Day
16 – Button Day
17 – National Baklava Day
17 – Homemade Bread Day
17 – International Student Day
18 – National Vichyssoise Day
18 – Entrepreneurship Day
19 – Carbonated Beverage with Caffeine Day
19 – International Men’s Day
20 – National Peanut Butter Fudge Day
21 – National Stuffing Day
21 – World Hello Day
22 – National Cranberry Relish Day
22 – National Cashew Day
22 – Go For A Ride Day
22 – National Adoption Day
23 – National Eat A Cranberry Day
24 – National Espresso Day
24 – National Sardines Day
24 – Celebrate Your Unique Talent Day
25 – National Parfait Day
25 – Shopping Reminder Day
26 – National Cake Day
27 – Thanksgiving Day
27 – National Bavarian Cream Pie Day
28 – National French Toast Day
28 – Maize Day
28 – Black Friday
29 – Throw Out Your Leftovers Day
29 – National Chocolates Day
29 – National Lemon Cream Pie Day
29 – Electronic Greetings Day
29 – Square Dancing Day
29 – Small Business Saturday
30 – National Mousse Day
30 – Computer Security Day
This article was originally published by RestaurantNews.com which offers an affordable restaurant marketing solution for owners and operators.
This article from SmartBlogs.com written by Rebecca Pollack Scherr, reports that the National Restaurant Association predicts that 20% of Americans will order takeout or delivery from a restaurant on Halloween, and 16% will go out to celebrate at a bar or restaurant. NRA recently surveyed about 1,000 American adults about their plans for Halloween.
- 32% said they will look for happy hour or other pricing specials.
- 22% will pick establishments that are costume-friendly or have competitions.
- 7% say restaurants with Halloween-themed items and decorations are their top choices.
It’s not too late to drive more foot traffic into your restaurant on Halloween. Here’s some inspiration.
- Some McDonald’s locations will be handing out apple slices to trick-or-treaters younger than 12.
- Dunkin’ Donuts is offering its Boston Scream Donut, among other Halloween flavors, in addition to its branded treat bag.
- Vermillion is hosting a superhero costume party with cocktails named The Captain America, Green Lantern and Fantastic Four.
Fall is here, the kids are back at school, and the weather is crisp. Now what’s your Fall marketing plan?
Here are our top 10 ideas to pack your restaurant this Fall:
1. Football and other fall sports
It’s football season! Bring crowds to your place by sending out schedules announcing what games you’ll be showing when. Promote your restaurant as the place to celebrate before and after the game. Offer special take-out deals for customers hosting their own viewing parties. And while football is king in most many towns, don’t forget about the other sports fans!
2. Columbus Day
Columbus Day is Monday, October 13 and many will have the day off from work and school. Promote brunch or lunch specials – and don’t forget about Sunday specials.
Oktoberfest runs from late September to the first week in October. Have a great beer selection? Ask your customers which is their favorite with a Facebook Poll. Then during Oktoberfest, select the favorite as a special.
4. Kids in Costume Eat Free
“Kids Eat Free’ if they’re wearing a Halloween costume! Why limit kids to just one night to show off their costume? Host a “kids eat free night” on the Tuesday or Wednesday before Halloween to increase traffic and create guest loyalty.
5. Halloween Photo Contest
Put together a Facebook Halloween Photo Contest. Encourage guests to post a picture with their best Halloween costume. The winner gets a restaurant gift card!
6. Pumpkin and Apple and Squash, oh my!
So many great foods are in season during Fall. Is your famous pumpkin pie back on the menu? Have you created a pumpkin spice martini? Let your guests know about new seasonal menu items and cocktails.
7. One for You, One for Me
Get folks in the giving mood with a One for You, One for Me Facebook Sweepstakes. Customers will “Like” your Facebook page and provide their email address, and then be entered for a chance to win a prize.
8. Check in Deals
Bring in new business by utilizing check in deals on Foursquare, Yelp and GrouponOffers. All of these sites provide tracking and you can see when guests “unlock” and redeem your deal.
9. Holiday Catering and Party Space?
Do you cater? Or have a private dining space? Many corporate holiday parties and events are beginning to be planned now. Make sure your guests are aware of your capabilities and encourage them to make their holiday plans early.
10. Gift Cards
Early and often is the name of this game. If you offer gift cards for your restaurant, let your guests know in all your promotional efforts including in-store material, on email, Facebook, etc.
This content was provided by the Texas Restaurant Association and National Restaurant Association partner Fishbowl.
Restaurant food safety practices and procedures are no longer just the realm of supply chain executives or back-of-the-house employees. Learn tactics from the experts to help keep your restaurant and customers safe in this article from RestaurantNews.com written by Sarah E. Lockyer.
Food safety has become top of mind for consumers, and many of them are concerned, quick to judge and can be furious when natural disasters, water supply issues or outbreaks challenge restaurants. Conversations on social media, along with an increasing number of vocal food activists, are helping to feed what can quickly become a frenzy.
Tactics to keep restaurants and customers safe, both from an operational standpoint and a brand marketing perspective, were the key takeaways at this year’s Food Safety Symposium in Newport, R.I. The two-day conference is an invite-only event sponsored by Ecolab and produced by Nation’s Restaurant News.
Nearly 40 food safety professionals, as well as experts on supply chain, legal matters and social communication, discussed ways foodservice operations can build systems and communicate action plans aimed at keeping employees and guests safe.
Attendee and panelist Jorge Hernandez, senior vice president, food safety and quality assurance at US Foods, best summed up the changing environment for foodservice safety: “It used to be behind closed doors; now it’s in the public, and it can hit you hard.”
Opening keynote speaker Dr. Benjamin Chapman, assistant professor and food safety extension specialist at North Carolina State University, discussed where food safety and social media intersect.
“If you are sitting in the audience saying I don’t get social media, I don’t need to know about it, you are looking into the cannon to see if it’s loaded,” Chapman said. “The traditional media process does not exist today as it did in the past.”
Restaurants need to listen, not hide from mistakes, engage the audience and provide evidence of correction or safety — all via social media channels — when food becomes suspect or confirmed instances of sickness, food supply issues or safety issues arise.
A new breed of “food e-vangelists,” Chapman said, has become extremely active in spotting potential issues at restaurants or food brands and spreading the word through their own networks, some of which total in the millions. These socially committed consumers tend to be female, under the age of 35 years old, have families — and generate about 1.6 million conversations about food every week on Facebook and Twitter.
But this group is also open to conversations from food brands — especially if they shed light on practices, supply chain and employee or guest safety.
“They are looking for engagement,” Chapman said. “They do not see themselves as activists; it is not as simple as that. They are passionate about food. They want to be seen as someone who is passionate, who is trying to change the food system.”
Chapman highlighted the case of a mold outbreak last year in some U.S. containers of Chobani yogurt. The food manufacturer reportedly at first said the mold is unlikely to cause ill effects, but then undertook a voluntary recall of certain products after reports of 300 people getting ill were made public. Chobani has said all products are now safe and tests are completed often.
Chapman said the yogurt manufacturer and consumer-favorite brand missed an opportunity to drive trust and engagement among customers. “I would have immediately been a partner in the discussion. Instead of responding to complaints, I would begin to tell the story, and in detail,” he said. “You might as well steer the story. Don’t get me wrong, this isn’t a feel good discussion, but it helps you be part of the story.”
Outside of consumer branding concerns, which shouldn’t be downplayed, as they can lead to business failures or millions of dollars in legal fees, implementing back-of-the-house operations designed to prevent problems with restaurant food supply or safety is the best way to address challenges.
Attendees discussed how to source data and information to stay on top of potential health scares, from compromised water supplies to employee or guest illness, like cases of norovirus.
Dustin Dixon, corporate vice president, food safety and quality assurance, at Bob Evans Farms spoke about the importance of on-the-ready action and communications plans, staff training and solid relationships with suppliers, distributors and local health departments.
Bob Evans had faced a compromised water supply when a chemical spill in West Virginia affected areas where some restaurant locations operate. “Bob Evans has a check list; we had it in place before West Virginia, and we still learned a lot,” Dixon said. “‘Can open’ and ‘ready to open’ are two different things.”
When it comes to a virus outbreak, like that of norovirus, prevention is key — with standard items like washing hands and keeping sick employees home — but response is also critical.
“It’s not if, but when,” said Eric Martin, director of food safety at Texas Roadhouse. “It’s an anxiety attack.”
Beyond prevention, Martin suggests restaurant chains and foodservice providers identify and train first responders at the unit level, have access to the best tools to handle cleaning and disinfection, have a professional response team on speed dial, and use social or other online data to stay alert to health department alerts or social media chatter on outbreaks.
The cook line is, perhaps, the most volatile area for controlling food cost. Whereas theft can occur anywhere, and vendor prices and proper preparation practices certainly can have an equally negative effect on food cost, it usually is on the cook line that many restaurants lose their profits. Common issues include incorrect portioning, waste and overcooked or cold food resulting from the kitchen getting slammed with orders, items being prepared without a food ticket, or unrecorded sales, and communication failures between kitchen and service staff that can result in incorrect orders.
Review these proven tips to control your food costs:
No ticket, no food. This is perhaps the singularly most effective policy for controlling food and beverage costs. By employing a policy that all orders must be rung up on the point-of-sale system or cash register before they can be made, you eliminate the possibility of unrecorded sales. If your POS or cash register doesn’t have the ability to print orders to the kitchen and bar ‑ often called requisition printing ‑ then you may want to start shopping for one that does. It is common knowledge among POS vendors that restaurants using requisition printers typically enjoy as much as 5% or more in cost savings than those that don’t.
Keep a waste log. Every restaurant experiences some degree of waste, but it is a controllable expense. Create systems to both minimize and record wasted product, such as meals returned by the customer, kitchen mistakes and spoilage. Keeping an accurate accounting of the value of wasted product can help to account for variances between ideal and actual food cost.
Portion control tools. Poor portion control is one of the leading causes of food cost variances. Consider that your ideal food cost is based on the premise of exact portioning for each menu item, including the portioning of each ingredient within a menu item. If your prep and line cooks have gotten in the habit of “eyeballing” measurements rather than sticking to the exact recipes, chances are your food cost variance could be as much as 5% or more. Proven portion control strategies include the use of portioning scoops, scales and measuring spoons and cups. Pre-portioning can be effective in controlling costs by using portion baggies and a scale to pre-weigh product before stocking the cook line.
Recipe quick-reference charts. The fast-paced environment at most restaurant kitchens makes it impractical to use the recipe manual for every menu item. Characteristically, cooks are required to memorize the proper portions and steps for preparing each item on their station. The recipe “quick reference” is used as the name implies ‑ providing the cook with an at-a-glance list of ingredients, portion size and proper portioning utensil for each preparation step. Optionally, recipe references can be accompanied by photos of the finished product. Proper portioning and adherence to recipes, along with a visual reference of the properly prepared menu item help to ensure consistency in both taste and presentation.
This article is presented by the National Restaurant Association courtesy of RestaurantOwner.com, a source of operational and business resources for independent restaurant operators. For more information, visit www.RestaurantOwner.com.
In this article from RestaurantNews.com, learn more about the income gap and shrinking middle class and the impact that has on restaurants. The gap between high- and low-income groups is the widest it has been in 100 years, and the share of U.S. consumers who identify with the middle class has never been lower. Like other retail sectors, the restaurant industry is feeling the effects of this cultural and economic phenomenon, reports The NPD Group, a leading global information company. One of the effects of income bifurcation is that visits to quick service restaurants, which have an average check size of about $5, were flat in the year ending June 2014 compared to same period last year, and visits to fine dining restaurants, which have an average check size of $40, were up 3 percent. Total restaurant industry traffic was flat for the period.
The challenge is that about 80 percent of restaurant visits are at quick service restaurants and the growth in fine dining visits, which holds only a single-digit traffic share, isn’t enough to increase overall traffic, according to NPD’s CREST® foodservice market research. Low-income consumers, who are heavier users of quick service restaurants, were most adversely affected by the Great Recession and have less discretionary income to spend on dining out. With low-income visit cutbacks and not enough fine dining traffic to make-up for traffic declines, restaurant operators will need to appeal to the middle-class to fill the gap, says NPD.
“Although the percentage of consumers identifying themselves with the middle class is shrinking, this group still represents a large segment of the population and shouldn’t be ignored,” says Bonnie Riggs, NPD’s restaurant industry analyst. However, offering a good product at a fair price is no longer good enough. To attract them will take a deeper understanding of what they want when dining out.”
Consumer attitudes and behaviors have changed since the Great Recession began and may well have changed for good,” says Riggs. “But the fact remains that Americans still make billions of visits to restaurants each year, but they are more conscious of their spending and want to be certain that the return on their investment in a restaurant meal is a pleasurable dining experience that meets their needs and expectations.”