Florida Restaurant & Lodging Magazine Fall 2021

2021 FOOD BUSINESS & WORKFORCE ISSUE

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Path to Power

José Cil, Restaurant Brands International FALL 2021 | FRLA.ORG

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What's Happening in Ocala!

Heartland

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- Self Order Kiosk Increases average guest spe - Self Order Kiosk their own orders, custo Increases average guest spend by allowingplace customers place their own orders, customize their selections and pay.

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contents FA L L 2 0 2 1 | F R L A .O R G

DEPARTMENTS

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06 Leadership Reports Letters from the CEO and Chairman 08 Path to Power José E. Cil, RBI 12 Gas South Tips From The Pros 23 Amerigas Tank Monitors 25 Fiberbuilt Tips from An Old Professional 26 The Palm Beaches Q&A With Burt Wolf 48 Hospitality Happenings Check Out What Is Going on Around the State 52 A La Carte Best Lawyer, Food Safety Award, Minimum Wage Compliance 53 Corporate Event Calendar Upcoming Events 56 Educational Foundation ProStart

THE FOOD BUSINESS & WORKFORCE ISSUE 28 The Food Business & Workforce Issue A healthy stream of employees and

48

good business are still the keys to our industries

29 Shortstaf Finding Solutions in the Gig Economy 31 Gen Z Working With A New Generation 32 QR Codes Digitize Your Menus Instead of Printing Them 34 ModStreet Investing in Outdoor Hospitality 36 Digital Ordering Breakfast Goes Modern

SPECIAL FEATURES

14 Ocala Seeing Growth In Horse Country 18 Dr. Melissa Hughes Dining & Neuroscience Secrets 22 Wisely Personalizing the Guest Experience 24 Let Us Nudge Use the App to Turn Your Tables Faster 39 Withum Fraud Detection and Prevention 40 FPL Energy Fixed Pricing for Natural Gas 42 Workplace Safety Preventing Slips & Trips 44 Jackson Lewis OSHA COVID-19 Inspections 45 Alcohol-To-Go Adapting to New Guidelines 50 Secrets of Success Q&A with Brian Hill of Brian's Bar-B-Q 54 Marketing & Operations Summit Recapping this year’s event

54 FRL A .org

For up-to-date FRLA event information, please be sure to visit FRLA.org.

Middle photo courtesy of Tom Weber/Smile Event Photography

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Carlos Gazitua

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Florida Restaurant & Lodging Magazine is the official publication of the Florida Restaurant & Lodging Association, Inc. (FRLA). FRLA reserves the right to accept, modify or reject any and all content submitted for publication, whether paid or otherwise, solely at its discretion. Unless otherwise expressly indicated, FRLA does not endorse or warrant any products or services contained herein. In addition, unless otherwise expressly noted, the opinions expressed herein are those of the authors and not necessarily those of FRLA, its directors, officers, members or staff. Content submissions may be made to the Publisher’s Office by regular mail or by email. Please note that submitted materials will not be returned.

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FLORIDA RESTAUR ANT & LOD GING A S SO CIATION

THANK YOU THANK YOU

SUMMER SPONSORS SUMMER BOARD BOARD MEETING MEETING SPONSORS PLATINUM PLATINUM

GOLD GOLD

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LEADERSHIP REPORTS

Message from Carol Dover I’m so excited to share our fall issue of Florida Restaurant and Lodging, which is full of updates on the state of our industry, employment and labor issues that we face, and the best practices for success.

We recently had some amazing inperson events, including the Marketing and Operations Summit at the beautiful Seminole Hard Rock Hotel & Casino in Hollywood. The world’s first guitarshaped hotel was the perfect place for us to gather after several months of modified or partially virtual events. It was wonderful to see everyone, learn from amazing keynote speakers and breakout sessions, and hear from our great Gov. Ron DeSantis.

We also just hosted the 20th annual Bob Leonard Golf Classic in Orlando. This great event paired our industry partners with VIP golfers for a day of unparalleled relationshipbuilding opportunities and great competitive fun with 240 golfers. How wonderful it has been to be back safely in person — something our industry thrives on.

While we were thrilled to welcome record visitors to Florida this summer, the season brought renewed challenges to Florida’s hospitality industry as business travel and events, which had started to return, paused again due to the rise in COVID’s Delta variant. While leisure travel remained strong in most areas of the state, many still faced labor shortages that significantly impacted business operating hours, capacity availability and revenue.

Now that the Delta variant surge is on the decline, we are hopeful that we can take a collective sigh of relief and move forward with our recovery efforts.

We continue to encourage vaccinations across the industry as it is our best opportunity to slow the uncontrolled spread of the virus and its mutating variants. I know you all are listening intently to both your team members and your guests and are implementing sanitation procedures that are best for your operations, and I commend you for your dedication and commitment to safety and excellence in service.

If you have not already taken advantage our wonderful employment resource, GreatFloridaJob.com, I encourage you to visit the website and post your job vacancies. It is a one-stop shop for employers and job-seekers to both post and find hospitality jobs in the Sunshine State.

Applications are increasing, and many employers are finding quality employees, so make sure you participate and find your newest team members today.

Make sure you also check out FRLA’s minimum wage web page for the latest on the newly increased minimum wage for Florida.

As of Sept. 30, the minimum hourly wage is $10 an hour. Florida employers are permitted to take a tip credit of up to $3.02 per hour for tipped employees, so the minimum hourly cash wage rate for eligible tipped employees is $6.98. For additional details, visit FRLA.org/minimum-wage and make sure

to check out our webinars and podcasts that also address minimum wage increases and best practices in response. We will continue to keep you updated on federal matters regarding proposed minimum wage increases and how our industry can respond.

Florida’s legislative session begins on Jan. 11, 2022, and we will keep you apprised of all the updates for our industry. We are excited to again welcome you to Florida’s Capitol for Tourism Day on Jan. 19, 2022.

We look forward to sharing more details about this event with you in the weeks to come, but we hope many of you will be able to make the trip here to Tallahassee to tell your stories and share your experiences with Florida’s policymakers.

Carol B. Dover Carol B. Dover FRLA President & CEO

Message from the Chairman We are looking forward to some cooler days in the Panhandle, and with fall in the air comes an exciting event that I hope you all will consider participating in: the second annual Virtual Salute to Wounded Warriors on Veteran’s Day, Nov. 11, 2021. The Blue Angels Foundation supports our nation’s heroes and their families by assisting wounded veterans with the challenges the face after their service.

This will be a celebration for them. To find out more about it and the Foundation, visit the Blue Angels Foundation.

While it has been a difficult few months due to the rekindling of the Delta variant of COVID-19 and ongoing labor and supply chain issues, the industry is making a comeback. It was awesome to see so many industry members and suppliers at the Marketing + Operations Summit; all in 6 FALL

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attendance were happy to be there and you could feel the return of the industry. It was truly an exciting event to be a part of.

While workforce is such a major issue for us, there are companies and organizations out there offering much needed help. Be sure to look into some of the suppliers that FRLA is working with in this area, you may find an approach that may help you. In addition, GreatFloridaJob.com is clocking along, and we are hoping that some advertising for the website will assist in driving job seekers to the industry.

Jim Shirley

Jim Shirley 2021 Chairman of the Board FLORIDA RESTAUR ANT & LOD GING A S SO CIATION

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XA P X TXH X TX O X XPXO W E R

Path to Power:

José E. Cil

J

osé E. Cil is Chief Executive Officer of Restaurant Brands International Inc. (RBI) and has set out to build the most loved restaurant brands in the world: Burger King®, Tim Hortons® and Popeyes®.

He brings to the role a 20-year track record of result-driven leadership at Burger King, most recently serving as Global President. RBI generates approximately $33 billion in annual system-wide sales, offering an exceptional guest experience in each one of its more than 27,000 restaurants in more than 100 countries.

Through its Restaurant Brands for Good framework, RBI is improving sustainable outcomes related to food, the planet, and people and communities.

In 2021, José was named Restaurant Leader of the Year by Restaurant Business Magazine. He was recognized for his collaborative leadership style and for his vision and ability to drive growth for RBI brands in home markets and across the globe. In addition, South Florida Business

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Journal named him a 2021 South Florida Ultimate CEO honoree.

José was formerly on the board of directors for Carrols Restaurant Group, Inc., Burger King’s largest franchisee, and served as co-chairman of the Burger King McLamore Foundation, an organization that creates brighter futures through education and emergency relief. Earlier in his career, he held the position of Vice President and Regional General Manager for Walmart Stores Inc. in Florida.

A leader in his community, José is involved in organizations that promote the economic development of Florida. He serves as a council member on the Florida Council of 100 and as a board member of Enterprise Florida. José is also an active member of the Orange Bowl Committee, which promotes South Florida through an annual football game and community events.

He is a graduate of Tulane University and started his career practicing law after earning his Juris Doctor from the University of Pennsylvania Law School.

Q: How did you get started in the hospitality industry?

A: It was more than 20 years ago that I joined Burger King as an in-house lawyer and began this amazing journey that has taken me across different areas of the business and the globe.

At every step, I’ve met (and continue to meet) amazing people — employees, franchisees and their team members — who obsess about our guests and their experiences with our brands.

Growing up, I spent a lot of time at Lum’s, the casual dining chain that was everywhere in Miami in the ’70s and ’80s. My dad was district general manager, and I loved being in the restaurants with him when I was a kid.

There was a strong team dynamic and energy that revolved around keeping guests happy. I still feel it today.

Q: Early in your career, what was the most valuable lesson that you learned?

A: To stay focused on your job or current FLORIDA RESTAUR ANT & LOD GING A S SO CIATION

PAT H T O P O W E R

assignment and do it well. I know it sounds simple, but those are usually the most impactful lessons learned in life. It was back in 2007, during my first assignment in Europe, when a colleague, Barbara Heim (she was our VP of human resources), noticed that I was preoccupied with what came next — the next step in the corporate ladder. I was so obsessed with what would come next, that I was ignoring the details of my current job and wasn’t doing it as well as I could. It’s a tough concept to grasp early on — that performing in the moment is the best way to secure opportunities in the future. I’m grateful for the advice and share it often.

Q: Do you have any mentors who were instrumental in helping you achieve your goals?

A: I’m fortunate to have several and have benefited from them at different phases of my career. When he was COO at Burger King, Jim Hyatt gave me the opportunity to move from the legal team to the business side and shared relevant insights about our franchisees, including what they value most.

Daniel Schwartz was there for my transition from Burger King President in Europe to Burger King Global President, and later to RBI CEO, and helped me shift my focus from managing the business day-to-day to building great teams and thinking big. Part of the process was relying on the team that I built up around me, and I believe it’s given me the confidence and space to be a more effective leader.

Q: It looks like Restaurant Brands International (RBI) has a very robust internship program.

What are you looking for when recruiting for this program?

A: It’s a competitive program that has been recognized with awards, but to me, the most rewarding part is seeing how quickly our interns jump in and take ownership of projects. Leading candidates are curious and open to challenging the status quo. We value creativity and innovation — finding ways to do things differently to make them better — and our interns never fail to deliver. Fortunately for us, many stay on and become our future leaders.

FRL A .org

“

Our franchisees are really creative and know their markets well, so I’m always impressed with their ideas and their willingness to share what’s working with others.

Q: Is RBI taking any special measures in the face of the labor shortage in the hospitality industry to recruit and retain talent?

A: We are working closely with franchisees to support them and share best practices, including new approaches like accepting applications via text message to make it easy for prospective team members to apply and be considered for employment. Our franchisees are really creative and know their markets well, so I’m always impressed with their ideas and their willingness to share what’s working with others.

Q: What is the single greatest factor in the success of your career?

A: Hard work. Another simple concept, but true, and it’s within each of us. There will always be someone who attended a better school, has a deeper network or came from privilege, but working hard is accessible to everyone. It’s why “be a hardworking, good person” is one of our values at RBI. Q: What excites you most about the future and RBI? A: The positive changes we are moving forward through our Restaurant Brands for Good platform focused on our food, planet, people and communities. Check it out at RBI.com/sustainability. It boils down to purpose and making an impact that extends beyond profits. It’s what guests and employees expect. So, we’ve created a roadmap to help us measure and positively affect big issues, such as animal welfare, climate change and diversity. We’re on a path and inspired by

the progress we are making, knowing there is much more to do.

Q: Technology is transforming the restaurant industry. In your view, does it hinder or enable hospitality?

A: Like everything in hospitality, we need to

listen to guests and deliver experiences that meet or exceed their expectations. There’s a lot of promise in our apps, loyalty programs and digital menu boards. Consider a guest at a Burger King drive-thru in Miami on a hot August afternoon. They pull up to a digital menu board that welcomes them by name, displays their regular order and rewards balance, and recommends a refreshing cold drink. Our franchisees benefit too — from tighter relationships with guests via apps that allow personalized content to a faster purchase experience to maintaining their relevance with the next generation. Our future success as a company will depend on our ability to create memorable experiences for our guests everyday through our technology and digital platforms.

Q: Is there anything that you would like to share with Florida’s hospitality industry?

A: I’d like to commend everyone for

making it through such extraordinary times.

We’ve faced challenges we could never have imagined and found ways to continue our service to guests and be there for employees.

It’s not been easy, but our industry should be proud of how we showed up. The FRLA deserves much credit for creating a businessfriendly state and advocating on behalf of members.

FLORIDA RESTAUR ANT & LOD GING

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GAS SOUTH

Gas South: Energy Saving Tips from the Pros

W

hile many expenses are fixed and don’t offer opportunities to save money, there are always ways to watch the bottom line by being more energy efficient. As the preferred natural gas provider of FRLA, Gas South strives to “Be A Fuel For Good,” which is why the company believes in being a different kind of natural gas provider.

Not only does that mean giving back to the community by donating 5% of annual profits to children in need, but it’s also about providing guidance to customers on how to save money while being more energy efficient.

The first and simplest tip is to follow maintenance guidelines on all HVAC systems, especially when it comes to changing filters and servicing heating and cooling equipment on schedule.

“Just as most cars require oil changes

and other routine maintenance at certain benchmarks, the same is true for your heating and cooling systems,” said Topher Jensen, senior manager of commercial sales at Gas South. “It’s easier to remember with your car because you’ll see notification lights on the dashboard and stickers on the windshield to remind you of your next service date, but since you aren’t likely to spend much time looking at HVAC systems when operating correctly, we recommend marking appropriate service dates in your calendar to change filters.”

Keeping your HVAC systems running optimally is one component of being energy efficient, but so is pairing them with smart thermostats.

“As smart thermostats became increasingly ubiquitous, so much of the

attention they received was because of the ability to control them remotely and other user-friendly features,” added Jensen. “More importantly, the technology they possess allows them to self-regulate temperatures on a space-by-space basis and save money by only running when absolutely necessary.”

For all the advances technology has provided, another key energy saving tip boils down to the basics: check your pipes and taps.

“Proper insulation of piping is crucial to achieve optimum efficiency, especially when it comes to keeping water warm and reducing the need to reheat it,” concluded Jensen. “Once you check your pipes, follow up by ensuring you don’t have any leaky taps, which can be a cumulative cause of hot-water energy waste on a larger scale.”

These are just a few simple ways your business can become more energy efficient, but for additional information on how Gas South can save you money, please contact your sales representative or visit Gas South’s blog.

Choose Gas South The preferred natural gas provider of the FRLA Specializing in serving hotels and restaurants for over 15 years, Gas South is Florida’s No. 1 choice for competitive rates and outstanding customer service.

• Customized rates and plans to fit your needs • Dedicated account managers and teams familiar with your business • 5% of profits given to support children in need • Committed to investing $50M in solar projects by the end of 2023 Call today for your free custom quote at 888.922.6694, or email us at Sales@GasSouth.com.

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FLORIDA RESTAUR ANT & LOD GING A S SO CIATION

W H AT ’ S H A P P E N I N G I N O C A L A !

What’s Happening in Ocala!

by SUSIE MCKINLEY, EDITOR, FR&L MAGAZINE

L

ocated in Marion County, on the north end of Central Florida, Ocala has always been poised for growth due to its proximity to the I-4 corridor: Orlando and Tampa. It is now on a fast track. Growth in the region is not only due to location, but it’s also the “center of the universe” when it comes to horses and all things equine.

The region has lovely land and water features from rolling hills and forests to amazing crystal-clear springs, rivers and lakes. Ocala is also known as the “horse capital of the world.” With hundreds of thoroughbred farms, Ocala has been a center for thoroughbred racing and breeding for decades. Horsemen believe both the soil and the pleasant climate are perfect for equine growth and development.

Ocala has also hosted major equestrian events since the 1970’s and today is the foremost location in the world for these events. Equestrians visiting or living in the area participate not only in horse racing and breeding but also show jumping, dressage, three-day eventing, driving, the 14 FALL

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western disciplines and more. The Florida Horse Park, HITS at Post Time Farm and the brand-new World Equestrian Center offer much to equine enthusiasts. Riders enjoy fantastic opportunities in which to compete, and spectators can be busy almost daily with events happening at these and other venues located around the area.

The World Equestrian Center (WEC) is built on three core values: Quality.

Class. Distinction. When visiting or participating in events at the WEC, these values are everywhere. It appeals to riders on every level and to spectators for all that’s happening on the property at any time. Everything has been planned for the exhibitor and the horse. The venue has definitely set the pace for things to come throughout the horse world. WEC has more than 2,100 permanent stalls, more than 400,000 square feet of indoor riding space, beautiful outdoor rings including the Grand Arena and the World Equestrian Center Stadium, a chapel, multiple restaurants on the show grounds and a 5-star hotel, The Equestrian Hotel, with

fine dining restaurant, Stirrups. The hotel overlooks the Grand Arena and hotel rooms truly have a “room with a view.”

The addition to the WEC, the Florida Horse Park and HITS at Post Time Farm share a combined total of at least 1,000 permanent stalls and thousands of tented stalls during the height of the show season from January through March of each year.

With more than 3,000 permanent show stalls and thousands of tented stalls during the season, the influx of visitors to the area is huge. In addition to the increase in population from the equestrian lifestyle, a Central Florida location, mild weather, lower cost of living, the beauty of the area and many other factors, Ocala is now one of the fastest growing places in the US. According to FRLA CEO, Carol Dover, “The growth and popularity of Ocala as a destination has been significant in the last two decades – especially when it comes to ‘equi-tourism.’ Ocala positively contributes to Florida’s overall tourism and economic health. Florida’s equine industry – including industry suppliers – generates nearly FLORIDA RESTAUR ANT & LOD GING A S SO CIATION

PHOTO BY SUBLINE PHOTOGRAPHY (HORSE JUMPING)

W H AT ’ S H A P P E N I N G I N O C A L A !

$7 billion annually for Florida’s GDP. When you add in tourism spending from riders and spectators, the total economic impact goes up to nearly $12 billion and that helps support more than 240,000 jobs.”

Justin Garner, the Director of Hotel and Hospitality Operations at World Equestrian Center Ocala, says, “Ocala has a rich history in the horse industry and is known as the official Horse Capital of the World. Its history and Central Florida location made it an ideal location for WEC.” Growth has spilled over from “horse country” to downtown Ocala and to outlying communities. Businesses are feeling the thrill of this growth and are looking forward to the future. Kimmie Carp, a horsewoman and owner of Horse Country Carriage Co. that offers carriage rides downtown and on the property of Kimberden, a local horse farm, says this, “The growth of Ocala has been incredibly exciting to watch, especially with the revitalization of the Downtown and all it has to offer for shopping and dining. Our holiday tours have become more popular year after year, in addition to the growth of our farm tours – where we give the history of Marion County and how the area came became known as “The Horse Capital of the World.” We feel blessed to be a part of this wonderful community.”

Lisa Lombardo, Chief People and Culture Officer of HDG Hotels notes,“ I was born and raised in Ocala and returned almost 16 years ago for a career opportunity. This is home. I’m excited and truly proud of our community. We are growing in exciting ways while preserving what makes us an exceptional place to live, work and visit. Some might think of us as a few exits on their way to someplace else, and quite frankly that’s one reason so many businesses are choosing Ocala as a place to set up shop, including large distribution centers. But there’s more to Ocala than a convenient location. We have incredible restaurants, eco and equi-tourism draws, arts and culture are a norm here - museums, galleries, performance centers, youth sports, great schools, and strong college and hospital systems…all with great HDG Hotels nearby!

The growth of the area has also brought a new FRLA chapter to the region. According to Dan Murphy, FRLA’s Senior Vice President of Membership & Corporate Relations, “the opening of the Ocala Chapter is based on the tremendous growth happening right now in Ocala and the interest of those businesses wanting to affiliate with FRLA to enjoy the benefits and advocacy that FRLA has to offer.”

When driving through Florida, don’t forget a stop in this growing city. GO OCALA! FRL A .org

World Equestrian Center Lobby Stables Room

Horse Country Carriage Company

SpringHill Suites by Marriott, Ocala

The Florida Horse Park

FLORIDA RESTAUR ANT & LOD GING

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Florida Restaurant & Lodging Association

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DR. MELISSA HUGHES

Neuroscience Secrets that Influence the Dining Experience

by DR. MELISSA HUGHES

A

n exceptional guest experience is no longer the “4Ps” paradigm — price, product, promotion and place. Today’s guests expect more. In every dining experience, the brain assimilates sensory information beyond taste to form an opinion about that meal. From the hostess greeting, to the font used on the menu, to the interaction with the server and the visual presentation of the food, taste is by far the most impressionable of our senses.

Why do we like what we like? There is an odd science behind preferences. The way we evaluate a dining experience isn’t as straightforward as one might think.

One test that has demonstrated how we experience food goes far beyond taste was conducted by the culinary firm, CatchOn. Researchers compared the reactions of diners to two dishes. One group of diners 18 FALL

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read the list of ingredients on a card placed on the table. The other group was greeted by the chef, who introduced the dish and the ingredients as he shared a childhood story that inspired the dish. The group that received the story prior to eating the dish rated the meal and overall dining experience significantly higher — despite eating the exact same dish as the group who merely read the ingredients.

There are some powerful subconscious forces at work that influence what we like and what we don’t like. The good news is that you don’t have to have a PhD in neuroscience or a staff of 50 marketers to apply the brain-based research to enhance the guest experience. Here are a few neuroscience secrets that every hotelier and restaurateur should know and share with their staffs.

Priming Imagine you’re at a restaurant trying to decide what to order. You debate about whether to go with the chicken or the lobster. The chicken dish sounds delicious.

You love lobster, but it is a bit more expensive than you were prepared for. As you’re musing your decision aloud, the server asks if he can help. He says, “The lobster is good … no doubt about that, but the chicken is amazing … one of our signature dishes. It’s one of my favorites.” Ordering a less expensive menu item will impact his tip. But in that very brief exchange, he stepped out of his role of taking your order and connected with you on a personal level — like he’s telling you a secret. From a neurological perspective, he gained your trust and primed your brain to love your meal.

You’ve formed an opinion of that dish before FLORIDA RESTAUR ANT & LOD GING A S SO CIATION

DR. MELISSA HUGHES

something positive, like love, happiness and joy. They also rated their mental state to be more positive after viewing them compared to after viewing the others. All of this even though none of the participants remembered having seen the characters before.

Diners who see a dish featured on the specials board, and again on the menu insert, and then hear the server describe it, are forming an impression of the dish based upon familiarity alone. If it also happens to appeal to their taste, there is a good likelihood that they will order it and evaluate the meal positively — if it is prepared as advertised.

Fluency

you even eat it. Guess what happens when he suggests dessert? You’re much more likely to accept his recommendation and like it.

Exposure

The most consistent finding about personal preference is that we like what is familiar.

In one study, researchers showed Englishspeaking participants who did not know Chinese a range of Chinese characters. They were just instructed to look at them and pay attention. Later, he shows the participants another set of characters — some repeated from the first set — and he asked them to guess what they meant. Participants threw out random words like dog, house, soccer, love, family, etc. Random guesses? It turns out the guesses weren’t random at all. If a person had seen the character before — even just briefly — they were much more likely to assume the word was associated with FRL A .org

By its most basic definition, cognitive fluency is the ease with which we process information to generate an understanding of what that information means. This ease or difficulty refers not only to the experience of a task or instruction itself, but also the feeling people associate with that task. Research shows that our perception of information can be dramatically influenced by how simple or complex the font is.

The general rule is if it’s hard to read, it’s hard to do. If the goal is to convince the reader to perform some kind of task, a simple, easy-to-read font with simple words and sentence structure is best because it minimizes the perceived effort of the task.

However, there is one situation where fancy, hard-to-read fonts work the other way. Researchers presented participants with restaurant menus printed in simple fonts as well as more complex fonts. Those who saw the difficult font rated the skills needed by the chef significantly higher than the subjects who saw the simple font for the exact same dishes. They also suggested that the complex fonts gave them the sense that the ingredients were of higher quality. A later study found that fonts that look like they are hand-drawn creates the feeling that the food is prepared with greater love and care.

If you’re considering changing your

menu and pricing, you might also consider changing the font. In addition, applying these principles of cognitive fluency to the description of the dishes could amplify the effect of the fancy font. Long descriptions with colorful adjectives will also slow the reader down and subconsciously suggest that the dish requires greater effort to prepare.

Decoys

We aren’t very good at evaluating the value of something independently thanks to an unconscious bias called the contrast effect. We tend to judge them relative to each other rather than on their own merit. We tend to make decisions based less on which option will best suit our purposes and based more on what feels like the most advantageous choice compared to the other choices. Our perception is altered once we start to compare things based upon the concept of “asymmetric domination.” In an ideal decoy situation, there are three choices available: » The target is the choice you want the customer to make. » The competitor is the option competing with the target. » The decoy is the option that is added to nudge the customer toward the target.

For example, if the wine selection is comprised of $8 and $11 glasses of wine, statistically speaking you’ll sell more $8 glasses. However, by adding a $14 glass to the selection, more guests will be inclined to order the $11 glass than the $8 glass.

Research shows that mid-priced items are ordered more frequently than the most expensive and the least expensive items.

Placing a more expensive item as the first choice will make the rest of the dishes seem more reasonably priced. Strategically pricing the items with the highest profit margins in the mid-price range and listing them after more expensive dishes is a smart way to nudge guests toward the dishes you want to sell most.

Dr. Melissa Hughes is a keynote speaker, best-selling author and self-proclaimed neuroscience geek. She is the author of Happy Hour with Einstein, Happier Hour with Einstein: Another Round, and the companion Happier Hour Gratitude Journal — all designed to help people learn how the brain works and how to make it work better. As a keynote speaker delivering to a wide range of audiences — from teachers in the classroom to executives in the boardroom — Melissa combines her vast experience in marketing communications with extensive research in neuroscience and behavioral psychology to inspire people to tap into their inner genius for extraordinary results.

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FLORIDA RESTAUR ANT & LOD GING

21

W I S E LY

How Leading Restaurants Personalize the Guest Experience to Drive Profit

by MIKE VICHICH

I

magine recognizing regulars upon arrival or knowing exactly who’s behind each curbside order — regardless of which employee is working the host stand.

With the rapid adoption of technology across the hospitality industry, that dream is becoming a reality for restaurant brands of all types.

With the right integrated tech stack, restaurants have access to more guest data than ever before. All team members can view guest preferences, items ordered, lifetime spend and visit-frequency data at every customer interaction, creating endless opportunities to tailor the dining experience and foster long-term loyalty. But to remain competitive, brands also have to harness and act on that data.

Before we get into how, let’s look at why.

Historically, restaurant success didn’t require that you knew who was dining with you, why or how often. But as consumers’ needs and expectations evolve, personalization is non-negotiable.

Leading brands are rising to the challenge by transitioning from transactional thinking (i.e. obsessing over same-store sales and cover counts) to customer thinking. By focusing on individual customer behavior — guest frequency, recency and monetary spend — restaurants drive transactions and profitability.

Here are a few ways that restaurants are utilizing data to personalize the guest experience and increase sales:

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Operations: Recognizing each guest in real-time — at the host stand, curbside or table. (i.e. Alerting managers which table touches to prioritize, having a regular’s favorite drink prepared upon arrival, etc.)

Marketing: Communicating with guests at the right time, with a relevant message, through the optimal channel. (i.e. Sending tailored emails based on order history, targeting lookalike audiences for high-value guests on social media, etc.) » Culinary: Identifying which items cause high guest-repeat rates and optimizing the menu accordingly. » People: Figuring out which team members produce the highest guest repeat rates for employee recognition and training. » Real Estate: Discovering viable restaurant locations based on where highvalue customers live, work and play. » Finance: Uncovering which investments drive customer lifetime value (estimated profit generated from each customer from the first visit through the last).

Innovative brands like P.F. Chang’s, Sonny’s BBQ and bartaco are paving the way by successfully leveraging Wisely’s Customer Intelligence to find and retain high-value customers. From front of house to culinary and marketing, every department can make data-driven business decisions that boost revenue, loyalty and operational efficiency.

P.F. Chang’s, for example, uses its data to better understand the end-to-end customer journey, provide an elevated guest experience and increase retention. Sonny’s BBQ relies on data to power hyper-relevant marketing automation that drives repeat orders and brand loyalty. And bartaco uses its data to find opportunities to delight guests with personalized service and make strategic real estate decisions.

In three years, harnessing the power of guest data will be table stakes. Today it differentiates. Ultimately, the brands that know their customers best — and do something with that intel — will come out on top.

Visit GetWisely.com/frla to find out how Wisely can help your brand leverage data to build a profitable future with marketing intelligence (all-in-one CRM with marketing automation), operations intelligence (reservations, waitlist, table and order management), and decision intelligence (restaurant-specific CDP and guest sentiment).

Mike Vichich is the CEO and co-founder of Wisely.

FLORIDA RESTAUR ANT & LOD GING A S SO CIATION

AMERIGAS

Tank Monitors: An Easy Solution to Solve Your Propane Fulfillment Needs

H

ave inconsistencies made it harder for you to predict ordering for your restaurant? Customer dining trends have changed. Hours of operation have changed. Ordering supplies and fulfillment have changed. All of these changes make it a challenge to know what you need and when you’ll receive it. When it comes to the propane that fuels your kitchen, we have an EASY solution – tank monitors.

Tank monitors are remote devices which check the propane tank conditions every minute and report to the gas company the current tank level. When the tank reaches a pre-determined level, it can automatically schedule a delivery. The tank monitor is also paired to a Tank Monitoring App, in

which the customer can login to view their current tank level and daily usage rate.

Tank monitors have a 5 year battery life and use wireless LTE to communicate with the gas company. The system includes a network backup in case there are any outages and tank monitors also work with both above ground and underground systems as well. There are plenty of unknowns in your day-to-day restaurant operations. A tank monitor will make your propane management a known and trusted resource.

There are plenty of unknowns in your day-to-day restaurant operations.

A tank monitor will make your propane management a known and trusted resource.

Partner with AmeriGas for all your propane needs!

We have a special offer available to our Florida Restaurant & Lodging Association members only!

New AmeriGas customers who sign up by December 31st, 2021 will receive a complimentary tank monitor and up to 250 gallons of your first fill at no cost*. A total value of up to $750**!

FOR MORE INFORMATION CONTACT:

Patrick.McGrath@amerigas.com or call 904-325-5604

*Offer valid until 12/31/21 for new AmeriGas customers with 250 gallon tank capacity and larger who are members of FRLA. Offer not applicable for customers with tanks smaller than 250 gallons. Agreement to AmeriGas Terms and Conditions for propane service is required. Additional fees may apply. Visit www.amerigas.com for AmeriGas Terms and Conditions. **Approximate value of tank monitor is $250. Value assumes 250 gallons of propane at $2.00 per gallon, plus tank monitor.

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LET US NUDGE

Florida Restaurants Are Turning Busy Again

by REHAN KHANZADA

O

ur beloved Florida restaurant industry is slowly making a comeback, and that is good news for everyone. Other states are also letting restaurants get back to full capacity as they try to recover lost revenue during the pandemic. We all enjoy dining out at restaurants for the food and drink we enjoy, and we don’t ever want to feel rushed. Time limits can work, but maybe there is something else for the long run. What if there was a way our favorite restaurant could offer us customers a secure, seamless and subtle nudge to help us help them turn their table, especially if we were finished with our meal? What if there was a way where we could help the Florida restaurant industry seat more customers, especially during busy times? What if the restaurant had an option to incentivize the seated customer finished with their meal to help turn their table?

Again, it is positive to see restaurants slowly coming back to full capacity, but the need to serve more customers can really help Florida restaurant owners with their bottom line moving forward. Reservation systems are great, and they help restaurants fill seats. But sometimes they even lag when seated customers haven’t left their table. This tends to build up the bottleneck in the entrance area, which happens often in popular restaurants. Large chain restaurants get extremely busy as well, where anxious customers are waiting with pagers and devices to get seated. Research and data have shown that customers are usually satisfied by incentives such as a discount, coupon, or free food or drink item, if needed. Of course, the restaurant can offer this incentive, and it is a fine balance to not rush them or get them upset to lose them for future visits, negative social media reviews, etc.

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The opportunity to be busy, turn more tables, make profits, etc. are everything restaurant owners want, especially with the most important item being the wonderful food and drink they provide on their menu. That food and drink is the reason we as customers enjoy dining out with our family and friends. But that disheartening feeling steps in when we arrive at our favorite restaurant, and the wait line is out the door. Again, most of the customers inside have finished their meal, and are enjoying social conversations. But maybe that restaurant incentive could help them turn their table a bit quicker, so others that are waiting can enjoy it as well.

The restaurant has choices regarding whatever incentive they want to give, be it a discount off of the bill, or a coupon for another visit, etc. The seated customers can accept or deny this incentive, only if they choose to. Turning tables for the Florida restaurant industry, as well as other states, can help recover revenue lost during the pandemic. This recovery can help now and for the future, as the opportunity to turn tables at Florida’s family-owned, casual-chain and fine dining restaurants will improve the dining experience for all. Please visit LetUsNudge.com for further information about how the tables can be turned — both to your benefit and the benefit of your guests.

Rehan Khanzada is the founder of Let Us Nudge, a tech platform to help the restaurant industry turn tables more quickly.

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F I B E R B U I LT

Tips From an Old Professional:

My Experiences as a Supplier in the Hospitality Industry

by JORDAN BECKNER, PRESIDENT OF SALES FOR FIBERBUILT UMBRELLAS AND CUSHIONS

S

ince the election last fall, I have not had much use for any type of news (local, state or national), and I have sworn off social media (on the advice of my counselor), so I am really clueless on what is happening nationally or internationally in the way of financial trends. But I have attended a few trade shows and spoken to several different suppliers, so I believe I have the pulse of this industry. Although the supply industry is thriving, it is very difficult to know if we are making any profits.

The new phrase for us since the pandemic is COVID Surtax. Everyone has one, albeit some use different phrases like fuel surtax, but is seems everyone is subject

to it. My steel prices have gone up so much that I cannot offer a quote longer than seven days. That is just one example of how the costs of so many of our raw materials have increased.

This time, however, it is our customers who are really hurting more than my company. I believe it would be very hard for the hospitality industry to add additional surtaxes to their final bills. For hoteliers there are so many taxes already (bed tax, state tax, county tax, etc.). I am not sure the public would understand a COVID surtax. As for my restauranters, I do not think Firehouse Subs would get away with a surtax, and I know I would not have been happy with a surtax at the bottom

of my bill when I took my wife to Flagler Steakhouse last week.

This is one time I do not have an answer for this issue. I only know that it is tough being a small businessman in 2021.

The only good news I have to offer is we have the Florida Restaurant and Lodging Association team watching our backs.

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T H E PA L M B E A C H E S

Burt Wolf

M

anhattan native Burt Wolf is best known for his ability to seamlessly blend humor and history into his travel profiles, making him perhaps one of the most unique and creative storytellers of our time. He has traveled the world, producing and hosting more than 5,000 segments of television for CNN, ABC and Discovery Channel. His eponymous Travels & Traditions series is currently in its 19th season on Public Broadcasting.

Q: You’ve traveled all over the world.

What makes The Palm Beaches so special?

When I was a teenager, during each Christmas vacation my uncle would take me with him to The Palm Beaches for his winter vacation, which usually exceeded my school vacation by at least two weeks. The Palm Beaches became a symbol of time off and fun.

Q: Which part of The Palm Beaches’ history intrigues you most and why?

It was one of the earliest beach vacation spots in the U.S. Thanks to Henry Flagler and the railroad, it became a hangout for the rich and famous.

Q: How do you decide how to frame the stories you tell and then add the humor and history (TV clips and pop culture references) so effortlessly?

When I was about 12 years old, I came to realize that humor was my best defense against most of the nonsense that confronted me. My family motto became, “You must kill 26 FALL

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us to stop us, and we are never more dangerous than when we are dead.” I tell the stories that interest me, and while I am composing the text, I laugh at what I am writing and try to find material that will illustrate my point. Most of the time, I remember something from a film or television show that makes my point. Each morning, I get up and check the obituaries in The New York Times; if I am not on the list, I have breakfast.

Q: What are your favorite pastimes when in The Palm Beaches?

Seeing my family have a great time, hanging out with my film crew, eating fresh fish.

Q: What is your favorite place in the world and why?

Being with my family; the specific place is less significant.

Q: Where does your content air?

On 300 public broadcasting stations in the U.S. The shows are translated into various languages for many countries.

Our international audience is about 150 million. To see more, check out Burt Wolf TV on YouTube.

Q: You allow the rights for your content to also air on The Palm Beaches TV, how do you feel about this additional exposure and distribution outlet?

Over the years, underwriters have interviewed viewers about why they watch my programs.

Same answers always come back — “I’m going to learn something new,” “I’m going to see places and people that

are interesting,” “I’m going to laugh.” They more people get to enjoy my programs, the better I like it.

Q: How important is it to team up with a good production team?

I have been making all of my programs for the past 25 years with Paul Waide and Andy Cope at Apex TV in Jupiter, Florida. Once in a while, I give them time off for good behavior.

FLORIDA RESTAUR ANT & LOD GING A S SO CIATION

ART ADVENTURES the lion country legacy LITTLE WONDERS OF THE PALM BEACHES THE PAR-FECT 18

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FOOD BUSINESS

& WORKFORCE

W

orkforce is our business. If we don’t have employees to provide the dining, lodging and customer service experiences that our guests desire, we will quickly lose our guests. This section of FR&L Magazine strives to pull together workforce issues and food business issues; they are both inescapably intertwined. It’s time to look at these topics and learn new approaches and gain a deeper understanding of the industry by utilizing potentially unconventional solutions. Gig employees, digital ordering for breakfast items, permanent and beautiful outdoor dining, virtual kitchens, QR codes to access menus, working with a member of Gen Z as your boss — the new methods of operating your business go on and on. Check out the articles in this issue. They should be educational and interesting.

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FLORIDA RESTAUR ANT & LOD GING A S SO CIATION

FOOD BUSINESS & WORKFORCE ISSUE

FB&W

ShortStaf

ShortStaf is a gig-economy staffing solution, founded in 2015.

The Uber of staffing and the ideal situation for many. FR&L Magazine Editor Susie McKinley had an opportunity to visit with recently Brenden Curcio, the CEO of ShortStaf, to discuss this innovative new approach to staffing.

Please describe how ShortStaf works, and explain how this solution is beneficial not only to the employer but also to the employee.

ShortStaf is an on-demand staffing app with approximately 10,000 users that is available on iOS and Android. Basically, we connect individuals and businesses in need of staff with hospitality professionals looking for work. In this environment, business owners and managers need staff quickly. You can post your shifts on the ShortStaf app and quickly have applicants to review. This makes for a simple staffing solution on the business side, while providing flexible work opportunities for our staff. Staff members have the ability to choose when they want to work, where to work and how they want to work. It is allowing for flexibility and efficiency on both sides, which was the goal of ShortStaf from the beginning.

We also have recently partnered with Bunker to provide Occupational Accident Insurance (OAI) for all of our staff who are working a shift through the app. This type of insurance coverage is very similar to “workers compensation” but is geared towards 1099/Gig workers. ShortStaf is providing this coverage at no additional cost to our restaurant/hotel hosts or Staf users.

We are very excited to have partnered with Bunker to provide this great value added benefit for both sides of our platform.

ShortStaf puts you in control: shift times, attire, pay rate and responsibilities.

You specify all the details of the position.

Unlike traditional staffing companies, ShortStaf gives you full control of the applicant process. ShortStaf even has a proprietary SOS Reserve system in place to mitigate against unforeseen circumstances such as last-minute cancellations and no call/no shows.

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Rather than sending staff home if business is slow or stressing out because it is an incredibly busy weekend, can you describe the positivity of having the freedom to add employees as needed?

What makes ShortStaf great is the flexibility to staff your restaurant as needed — without the constraints of traditional full-time employment. We have found that restaurants are constantly dealing with fluctuating demand. With ShortStaf, you can add additional staff, right from the palm of your hand. We have also seen people using the ShortStaf app to add staff to shifts that need replacement servers or bartenders. It can put a big strain on the front of the house when someone calls out sick. Instead of going without employees for the night, you can post on ShortStaf and have a solution for your problem quickly.

Can you describe the payment process?

The ShortStaf app is free to download, and it has no membership fees, contracts or recurring charges. You only pay for your staff, plus the ShortStaf fee assessed on that amount and the payment-processing fee. Payment is captured at the time of shift posting via credit card through our secure third-party payment processor, Stripe. Payment is taken easily in the app. After your staff is confirmed, checked-in and has completed the shift, Stripe automatically transfers the specified shift payment to Staf’s account. This eliminates the need for cash-handling or payment on-site.

If we are unable to get staff for your shift, your card will be fully refunded for your Staf payment and ShortStaf fee. As a valued FRLA member, ShortStaf is offering an ongoing discount for all members to receive $5 off each time they post an event. Just use promo code FRLA5 at checkout for your discount.

Do you think that ShortStaf can meet long-term and short-term hiring needs for the hospitality industry?

ShortStaf is different from traditional staffing companies because we offer a short-term solution with long-term opportunities. What that means is, shortterm, you can quickly staff your business to meet your immediate needs. If you find a staff member you would like to employ full-time, we don’t stand in the way of that. We encourage our business users to offer full-time employment as they see fit. The hospitality industry is rapidly changing. Workers want to work flexibly and on their terms. We saw that change on the horizon, and now that is it here, we can accommodate both employers and employees.

In closing, ShortStaf is empowering businesses to seamlessly integrate and leverage technology into their day-to-day operations to achieve optimal efficiency.

Change is inevitable and rapidly occurring in the hospitality industry. It is imperative that businesses adapt to attract and retain workers. Easily find staff to work shifts, controlling all key parameters in the process. Every staff member is insured with industry-leading Occupational Accident Insurance when working a shift, and they receive payment automatically after completing a shift. ShortStaf never takes a fee from the staff. They receive their entire shift pay, every time. Try ShortStaf today to see how we can help your business. Visit ShortStaf.com for more information, or email us at info@shortstaf.com.

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FLORIDA ATLANTIC UNIVERSITY

HOSPITALITY and TOURISM MANAGEMENT

Teaching the BUSINESS of Hospitality and Tourism Degrees and Certificates offered face-to-face OR fully online “Mix and Match” educational formats for YOUR schedule

Offering the industry’s preferred BBA degree in hospitality and tourism management Ranked among the best 30 national programs by The Best Schools* One of the highest values and lowest costs in the country

All faculty members have extensive industry backgrounds Multiple CERTIFICATES also available:

Club Management, Casino Management, Hospitality and

Tourism Management, and/or Meetings and Events Management

The FAU College of Business is proud to be an accredited member of AACSB (The Association to Advance Collegiate Schools of Business) International, the premier accreditation agency for Schools of Business worldwide.

www.fau.edu/hospitality

FOOD BUSINESS & WORKFORCE ISSUE

FB&W

A Gen Z Could Be Your Boss Soon

by CHRISTY CRUMP, DIRECTOR OF TRAINING & DEVELOPMENT, FRLA’S RCS TRAINING

I

recently presented a workshop on Generation Z — those born between 1998–2014. The audience was ages 30–65, and they were not as open to the information as I expected. Feeling discouraged by their reception, I discussed it with my 19-year old Gen Z daughter. Baylor responded: “This information will be hard to impart to the other generations, and they will fight and disagree with you. But in the end, I need you to know that you are correct, whether people choose to listen or not. You are helping my generation be better understood in the workforce and in life. If people choose not to listen and realize the information you are sharing is true, they will have a hard awakening when a Gen Z is their boss one day, and they won’t know how to deal with it.”

Currently, 32% of the world’s population is Gen Z. Rather than having specific expectations based on patterns and behaviors learned from their predecessors, Gen Z’s perspective on life and work is vastly different, especially from the millennial generation immediately preceding them. By 2022, Gen Z will comprise 20% of the workforce, and millennials will comprise 50%. In other words, by 2022, 70% of the workforce will be under the age of 41. This means that in the next few years, you could work for a supervisor who is under 30. With two generations composing 70% of the workforce, older workers will be challenged in finding and retaining employment if we aren’t willing to acclimate.

Events That Define Gen Z » Heightened global terrorist activity; » Mass shootings in schools and public areas; » Worldwide financial crises; » And, full evolution of smart devices.

Gen Z Characteristics » They are self-starters and problem solvers. They will be the most educated generation in history. College or trade school is a way of life, and they use digital space to learn anything and be connected to anyone anywhere in the world. » They thrive on overcoming obstacles they’ve been told are impossible to tackle. If told they can’t do something, they work diligently to prove they can.

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» Unlike their millennial siblings, they have not been “shepherded” into adulthood by their parents. They are more independent and less reliant on their parents’ money or support. » They are fiscally conscious and willing to work to achieve financial stability. They desire a long-standing career in one company with opportunity to earn their way up. » Their social skills need improvement. They are often quiet in unfamiliar settings, which may seem rude. However, when they do speak, they are straightforward and practical, which also may seem rude. » They accept diversity, and they expect you to be equally accepting.

How do you prepare to work with them?

1. Gen Zs need to trust they are working in a secure environment.

Employers must provide that security for Gen Z’s personal safety, money and property. As the first generation to encounter active school shooter drills, they have been conditioned to believe routines are safety nets. When routines are interrupted, it causes anxiety, and anxious workers are less productive. “Safe spaces” are an imperative part of the Gen Z’s work environment.

2. Gen Zs expect technological expertise and speed. Because they have grown up with smart devices as an appendage, their workplace must be fully automated, and they have little tolerance for those who are not tech savvy. Online shopping and doorstep food delivery are their norm. They gravitate towards workplaces that use technology to enhance efficiency and effectiveness.

3. Gen Zs demand acceptance of all people. They do not tolerate unwillingness to accept diversity, and they encourage individuality. It’s imperative that you learn their diversity “language,” especially regarding gender-neutral issues. Refrain from inflicting your traditional or conservative beliefs on them.

Attempting to guilt them into changing their open-mindedness is futile.

Gen Zs are highly intelligent, well educated and are poised to be the most successful generation in our world’s history. Their desire to have a stable work life and be fiscally responsible will catapult businesses and government to the next level. Read about and study them. Talk to, listen to, interact with and mentor them. Learn to acclimate to them. Remember, they could be your supervisor in a few years.

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FB&W

FOOD BUSINESS & WORKFORCE ISSUE

QR Codes for Menus: Digitize your Menus Instead of Printing Them

by SHWETA MENON, CONTENT MARKETER AT BEACONSTAC

W

ith the pandemic disrupting restaurants worldwide, the shift to contactless technology became inevitable. QR Code-powered digital menus surfaced and served as a medium for restaurants to set up a safe ordering system.

Countries across the globe are now entering the post-pandemic era and QR Codes for menus continue to be utilized to minimize contact and ensure a safe experience for patrons and restaurant employees. But that’s not the only reason why QR Code menus have emerged as an alternative to physical menus.

QR Code menus reduce printing costs significantly as compared to printing disposable menus.

The cost of printing 25 menus averages $30. And when restaurants use paper menus, they have to use single-use disposable menus.

For an average of 100 customers every day, that’s a recurring cost of $120, which adds up to $3,600 per month.

However, a QR Code menu costs as low as $5 per month annually, and you can re-use the same QR Code on every table at the restaurant.

Physical menus vs. QR Code menus Accessing QR Code Menus is straightforward. Customers scan the code on their smartphone, view the menu and send the order directly to the kitchen or relay it to the wait staff.

For physical menus, any updates to items would require a reprint of all menus, further adding to the printing costs. But for QR Code menus, modifications don’t need any reprints due to the functionality of editable dynamic QR Codes. Any changes made are reflected instantly.

If you have multiple menus, you can upload them all to a single QR Code.

Doing the same thing with a physical menu further adds to recurring costs.

QR Codes assist with the labor shortage The post-pandemic era has also brought about a labor shortage like no other. Utilizing QR codes can take steps out of the process of seating, greeting and ordering, thereby saving your staff time to address other issues of the restaurant. As soon as a guest is seated, they can get comfortable and get right to perusing the menu with a quick scan of your QR Code.

Think About It Save money and time using QR Codes.

Minimize contact and have the freedom to change your menu at any time!

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FLORIDA RESTAUR ANT & LOD GING A S SO CIATION

ONLINE FOOD HANDLER PROGRAM

Through a partnership with SafeStaff, your Florida employees can now receive food handler certificates online through ServSafe.com.

You’ve trusted SafeStaff for 20 years. Receive the same training online with enhanced benefits from ServSafe.

Learn more at

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FOOD BUSINESS & WORKFORCE ISSUE

Investing in Outdoor Hospitality Wisely for the Long Term

by ROGER ZALNERAITIS

W

hen the pandemic began, many communities allowed restaurants to place parklets on public streets. This response proved to be very popular. A recent survey by the National Restaurant Association found that 84% of all respondents want to continue outdoor dining post-pandemic. The strongest outdoor dining use came from younger generations, those with children and those making more than $100,000 per year.

Demand for outdoor and on-street dining will continue postpandemic. This provides a great opportunity for restaurants and retailers alike to better utilize parking spaces for an enhanced guest experience. A parklet could increase revenues for your business while providing a vibrant and inviting place for your customers.

However, it’s important to plan your outdoor space wisely.

Parklets are a long-term investment. As a company engaged in making parklets for restaurants and communities alike, these are the issues we see recurring the most. Thinking through these before building your new outdoor seating is important to ensure a quality product for you and your patrons: » Is the parklet going to create a positive ROI? Most parklets are more expensive than the early ones created during the pandemic. This also means higher quality so that you will get years of use out of one.

Understanding your costs and revenues will help ensure you make a purchase that will strengthen your profits instead of hurting them. » Do you or your parklet partner have access to financing? This can significantly reduce the upfront costs and turn a parklet into a reasonable expense.

» Are all relevant agencies involved? Some towns are still struggling with the permitting process for onstreet dining. Having all appropriate agencies involved from the start — such as building, fire, planning and transportation — is important to getting your project open in a timely manner. » Does your investment enhance the image of your business? Your customers will want a pleasing, attractive place to visit. It is also important to consider weather so that you protect customers from heat, rain or cold. » Are you addressing the safety of your staff and customers?

Vehicle crashes are becoming more common, and some locations are challenged with vagrancy. Working with your designer or manufacturer can help reduce potential harm from both. » Do you have a plan for staffing and serving an outdoor facility long term? Best practices exist to help ensure the best customer experience when they are outside.

If you address these items, you can make the best investment for your business.

If you are interested in learning more, please contact me at roger@modstreet.co, and I’d be happy to work with you on these and other concerns you may have for your business.

Our company stands ready to assist on all of these matters, so that you can have an outdoor space that everyone loves.

Roger Zalneraitis is the CEO of MODSTREET, a start-up modular parklet manufacturer that seeks to help businesses and communities reimagine and reinvigorate their outdoor space. Prior to this, Roger worked for over 16 years in nonprofit and public sector economic development. Roger holds a bachelor’s degree in economics from the University of Notre Dame, and a master’s degree in urban planning from Virginia Tech.

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FLORIDA RESTAUR ANT & LOD GING A S SO CIATION

MODULAR PARKLETS, ENCLOSURES, BARRICADES & MORE

MODSTREET was created to help businesses survive and communities to thrive. We have designed a state-of-the-art solution for restaurants, breweries, retailers and communities, to offer guest service seating on sidewalks and in parking spaces, during and beyond this pandemic.

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All our products are also easily assembled with our revolutionary modular system, no construction, means no downtime for your business or community, so you can rebound and flourish. Expand your business or community outdoors with safety, style and ease with MODSTREET... rebuilding America's downtowns.

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FOOD BUSINESS & WORKFORCE ISSUE

Consumers Increasingly Turn To Digital Ordering For Their Breakfast Needs National digital spending on breakfast items via delivery apps is up 263% from 2020

by HETAL PANDYA

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A

s the world moves toward a recovery from the pandemic, the return of consumer’s morning breakfast routines bring an opportunity for restaurants to win back early morning sales that fell in 2020. But many consumers and remote workers have already adapted to new routines that include ordering their breakfast online.

Competition for digital breakfast orders remains strong, with fast casual and quick service restaurants making headlines for introducing new menu options to entice hungry customers. Last summer, we saw Starbucks begin offering a plant-based breakfast sandwich made with Impossible sausage while Panera introduced free coffee subscriptions. In 2021, Burger King and Tim Hortons added new breakfast sandwich options to their menus while Wendy’s reported better-than-expected earnings due in large part to their launch of several brandnew breakfast offerings.

FLORIDA RESTAUR ANT & LOD GING A S SO CIATION

FOOD BUSINESS & WORKFORCE ISSUE

FB&W

Source: Edison Trends. Note: Edison Trends set the week and vendor with the highest spend at 100, and the other values were scaled accordingly. This analysis was performed on over 70,000 food delivery service transactions.

According to new national research from the leading source of competitive intelligence and digital ordering insights for restaurants, Edison Trends, seven of the most popular QSR chains in the breakfast arena saw digital spending on breakfast foods via food delivery services increase 263% this year over its equivalent time in 2020.

Looking at each chains’ year-overyear (YoY) growth in digital spend on breakfast items as of the week of April 5, Dunkin’ saw the largest increase, growing over 750%. They also saw a pronounced FRL A .org

increase in spending last fall following their introduction of their fall menu, which featured three new breakfast items.

Starbucks was second for YoY growth with a 340% increase, and Taco Bell third with just under 250%. McDonald’s grew 208%, Wendy’s 156%, Burger King 133%, while Jack in the Box grew 34%. McDonald’s also saw a sharp spike in November, which occurred after the addition of two new breakfast items — the chicken McGriddle and McChicken biscuit.

Among these seven restaurants, McDonald’s took in the largest slice of what customers spent online on breakfast foods through food delivery services, though that slice is not as large as it was a year ago. As of the week of April 5, 2021, the restaurant claimed 42% of breakfast food sales among all seven restaurants.

A year before, McDonalds held a larger breakfast market share at 48%. Dunkin’ is currently second with 22%, Starbucks is third at 15% and Taco Bell next with

12%. Wendy’s takes 5%, Burger King 3% and Jack in the Box 2%.

Edison Trends restaurant insights indicate that the “Breakfast Wars” remain very competitive following the digital ordering trends from last year. Heading into the New Year 2022 will be interesting to determine which other restaurants will grow their breakfast offering in digital, off-premise and other channels to cash in on the opportunity.

Hetal Pandya is co-founder and VP of marketing at Edison Trends, the nation’s trusted source for restaurant digital ordering research.

Edison Trends research is based on a sample of anonymized and aggregated e-receipts from millions of consumers in the United States.

Visit Trends.edison.tech to learn more.

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FLORIDA RESTAUR ANT & LOD GING A S SO CIATION

FRAUD DETECTION & PREVENTION

Background Checks

Fraud Detection and Prevention for the Hospitality Industry

by MAUREEN DECICCO, CPA, PARTNER & NICOLE LYONS, CPA, PARTNER

F

raud and theft are prevalent issues within the restaurant and hospitality industry. Many restaurants and hotels have large staffs, giving multiple people access to registers and inventory. Coupled with alternating shifts and employee turnover, fraud can be detrimental to small businesses if not monitored closely. Below are tips to help business owners detect and prevent fraud.

Behavioral Red Flags Displayed by Perpetrators:

Keep an eye out for suspicious behavior. These red flags could be the first warning signs if you are subject to fraud.

1. Living beyond means Is your employee buying expensive cars, going on luxury vacations, flaunting their ability to pay (e.g., offering to take other employees out)?

2. Financial difficulties Are there hardships discussed with other employees that may lead to the propensity to steal? Is there a necessity for the employee to need additional funds?

3. Unusually close association with vendors, customers, other employees or management Could these relationships possibly lead to stealing time or running a fraud scheme?

4. Excessive control issues or unwillingness to share duties » Is someone always wanting to be on-site at the end of the day to potentially manipulate receipts or create an opportunity for larceny by stealing cash from daily receipts before deposited into a bank? » Is someone always insisting on handling vendor disbursements, possibly to alter documents?

5. Unusual irritability — suspiciousness and defensiveness Does something seem “off ” about an employee’s behavior? When a question is raised about a procedure performed, do they seem defensive when you pose a critique?

6. General “wheeler-dealer” attitude involving shrewd or unscrupulous behavior Is a person exhibiting unethical behavior? (Keep in mind that those that engage in unethical behavior influence others to participate in similar behaviors.)

Fraud Prevention Techniques:

Implementing specific initiatives and techniques can help prevent and detect opportunities or actual occurrences of fraud. Please note that some of these techniques involve management/owner control. In contrast, others include employees in the process whereby oversight and controls are even more critical to reducing fraud risks at the employee level.

Withum is a forward-thinking, technology-driven advisory and accounting firm, committed to helping clients in the hospitality industry be more profitable, efficient and productive in the modern business landscape. For further information about protecting your business, contact Maureen DeCicco (MDecicco@Withum.com) or Nicole Lyons (NLyons@Withum.com) or visit Withum.com.

FRL A .org

Below are different types of available background checks, but you may want to prioritize and tailor different aspects of an individual’s background.

• • • • • • • • •

• • • • • • • • • • • • • • • • • •

• • • •

• • • • • • • •

Employment history.

Criminal checks.

Reference checks.

Education verification.

Credit checks.

Drug screening.

Cash collections.

Minimize cash intake to minimize theft.

Where cash is collected, do register closeouts more than once a day. Move cash to a safe and have employees sign register counts.

Make bank deposits frequently.

Limit access to the cash safe.

Vendor bill payment.

Do not pay bills in cash to avoid duplicate payment error and reduce the risk of overpaying.

Utilize checks or online bill pay to create a payment trail.

Control who manages vendor relationships to reduce fraud risk and reduce the potential for kickbacks.

Match receipts to vendor invoices to ensure paying for what was received.

Food inventory Management.

Have an inventory management process in place.

Ensure there are controls for validating receipts of goods.

Liquor Management for events.

Have a policy for over-giving free drinks.

Take inventory before and after an event.

Establish reporting for the event receipts instead of inventory usage to watch trends.

Loyalty programs and gift cards.

Formalize loyalty programs for monitoring purposes.

Secure gift cards and keep inventory of gift card sales.

Make sure written certificates are numbered, log maintained and reviewed against usage and open items.

Access to banks and online bill pay.

Limit access to bank accounts and online bill pay.

Approve online bill payments before making them and review promptly.

Address cybersecurity considerations, i.e., training on phishing attempts, using effective passwords and securing your network.

Supply the owner with access to a timely review of banking activity to monitor for issues.

Petty cash.

Higher-level employees should have control/access.

Limit the use of petty cash.

Formalize reporting to replenish by requiring spending with receipts.

Strengthening bookkeeping and reporting.

Make sure weekly and monthly reporting are timely for review by management.

Use trend analyses on inventory, sales and margins to monitor.

FLORIDA RESTAUR ANT & LOD GING

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FPL ENERGY

Benefits of Fixed Pricing for Natural Gas

by RAY BUROW

N

atural gas accounts for 34% of the energy consumed in the United States, according to the U.S. Energy Information Administration. Commercial customers consumed 10% of the 30.48 trillion cubic feet of U.S. natural gas in 2020.

Anyone working in the food industry already knows what the numbers prove. We need natural gas. However, the natural gas industry is constantly affected by change.

Influenced by the economy, it fluctuates through highs and lows, forcing commercial consumers to surf the ebb and flow that affect pricing.

Food and fuel are bonded in the United States, with the cost of energy determined by market supply and demand. As natural gas supply increases, prices drop; costs rise when supply is low. The price of natural gas is also determined by transportation. Following production, natural gas is transported to storage units and eventually distributed to consumers. The level or volume of gas stored

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in reserve also affects pricing. Storms such as hurricanes and winter weather events move the market significantly. Hurricanes disrupt supply channels and pipelines, while artic blasts in the north drive prices higher for everyone. The associated production costs from these factors and more are passed on to the consumer, leaving restaurant owners in a vulnerable, if not volatile, situation.

What if natural gas prices were fixed, remaining constant, regardless of supply and demand, economic growth, decline or other factors? It may sound like a dream, but a fixed-pricing plan can make a dream come true for restaurateurs.

Budgeting restaurateurs will find fixedrate energy plans advantageous. Fixed-rate pricing allows consumers to lock in the price they pay for natural gas. The rate doesn’t fluctuate according to outside factors affecting the natural gas industry.

The locked-in rate remains constant and won’t terminate until the contract ends.

Fixed rates deliver consistency and stability with the same supply rate each month. Even if the natural gas industry is delivered a blow, there are no surprises to the consumer in increased rates. The price you pay for natural gas remains the same.

The market may fluctuate, but what you budgeted for energy won’t.

FPL Energy Services is one of the leading suppliers of natural gas. In a continually fluctuating market, it offers fixed pricing to consumers. On average, restaurants in the United States use 111 cubic feet of natural gas per square foot annually. Fixed pricing is available from FPL Energy Services for restaurants that consume more or even less than average.

Our competitive pricing plans have no hidden costs and are customized to meet the business’ needs. If you’re a restaurant owner and would like to stabilize your budget with a fixed-pricing plan, visit FPLesgas.com or call (877) 375-4674.

FLORIDA RESTAUR ANT & LOD GING A S SO CIATION

Natural Gas for Your Business

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SAFETY

How to Prevent Slips, Trips and Falls

W

hen it comes to slips, trips and falls, the warnings never change — it’s the same song, same verse. But it’s important to modify bad behavior and manage your slippery floors to be successful; that’s because it’s extremely important to the health and safety of your staff, clients and operations.

Do slips, trips, and falls increase worker’s comp and liability premiums?

Yes. How many sales do you need to break even after you have been notified of a slip-and-fall lawsuit?

Did you know 85% of all worker’s comp claims are due to slips and falls?

And more than 1 million people go to the emergency room each year for a slip and fall accident.

There are industry safety guidelines, and in the event of a slip-and-fall on your property, you will be held liable.

On average, the victim is awarded $50,000?

First, identify your hazardous areas for repeated slips and falls — typically the kitchen and reception area.

Here you will find the most hazardous, identifiable and correctable obstacles: » Wet or greasy surfaces. Is there a constant layer of grease on the kitchen floor? » Are the floors cleaned properly each night? » Poor lighting at the entrance and within the building. » Steps and uneven floor levels. » Unsuitable floor coverings. Do the mats get slippery when wet? Do they lay flat? » Poor housekeeping … i.e. cluttered pathways.

What can you do to prevent further slips and falls? » Hire a walkway auditor to evaluate your business. Have them test how slippery the floor area is. » Generate a checklist that is performed daily prior to opening. » Clean all floors properly and thoroughly

every night. Use a degreaser, especially in the kitchen, to help guarantee floors are as clean as possible. Treat slippery floors to increase the surface friction and make them a non-slip surface. » Ensure the lighting is appropriate at the entrance to your establishment, especially for your senior patrons. » Identify and repair uneven surfaces, and add handrails when appropriate. » Assess floor coverings. Are they properly secured to prevent someone from tripping and falling? Implement a nonslip surface instead. » Good housekeeping skills are easy to overlook and taken for granted. Remove all obstacles, cables and wires. » Make sure your staff wears appropriate non-slip shoes.

Bad habits are hard to break. But with a daily checklist, correcting poor work practices, and demonstrating attention to detail, you can make your facility a safer environment for you, your staff and your clients.

Lisa Smaga is the owner of Slip and Fall Prevention Services LLC. We provide consulting and testing services to increase floor safety in addition to offering a floor treatment that guarantees to make the floor a non-slip surface. For additional information please contact me at: lisas@slipandfallpreventionservices.com SlipAndFallPreventionServices.com | (727) 248-1347.

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FLORIDA RESTAUR ANT & LOD GING A S SO CIATION

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FLORIDA RESTAUR ANT & LOD GING

43

JACKSON LEWIS

OSHA Targets Restaurant Industry for COVID-19 Inspections

by EMILY AYVAZIAN, AMANDA SIMPSON & LIN WAGNER, JACKSONLEWIS

R

estaurants should be on higher alert for potential inspections from the Occupational Safety and Health Administration (OSHA) in light of the agency’s Updated Interim Enforcement Response Plan for COVID-19 and the Revised National Emphasis Program — Coronavirus Disease 2019 (COVID-19).

In contrast to the past year during which OSHA focused its resources on the health care industries, OSHA has recently issued detailed guidance on conducting COVID-19 inspections with the restaurant industry, and both full-service and limitedservice are specifically on OSHA’s target list to conduct programmed inspections. This means OSHA can show up unannounced and declare it will be conducting a COVID-19 inspection of a restaurant if that particular establishment is on the target list generated by the agency. When generating their target list, OSHA area directors are encouraged to consider local COVID-19 risks and exposure.

All restaurants, but especially those in COVID-19 “hot spots,” should proactively prepare for on-site OSHA inspections based on this recent guidance and the agency’s renewed interest on the industry by doing the following:

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» Review all recording and reporting of occupational injuries and illness practices on the OSHA 300 Injury and Illness Log. » Review the establishment’s COVID-19 Risk Assessment and update any COVID-19 prevention policies. » Review Personal Protective Equipment (PPE) compliance, policies and documentation of the same. » Continue to monitor employee exposures and track the same. » Continue to train and re-train employees on COVID-19 sanitation, PPE and other related protocols and document this training. » If relying on vaccination status to relax COVID-19 protocols, such as barriers or physical distancing, then establishments should have policies and procedures in place to determine employees’ vaccination status. » Ensure sanitation protocols are compliant with local, state and federal standards.

Be sure to confirm sanitation logs are completed timely and accurately. » Encourage employees to raise concerns internally so any potential issues can be

promptly addressed before any OSHA site visit or to preempt any complaints to OSHA. Consider implementing anonymous hotlines for employees to raise concerns.

With many full-service restaurants returning to indoor dining, along with increased capacity limits and other statemandated restrictions being lifted, restaurants may see an increased number of patrons and employees returning to the workforce. While such changes are much needed in an industry hit hard by the pandemic, restaurants should be on heightened alert to ensure COVID-19 workplace safety protocols are in place, especially considering new concerns related to COVID-19 variants.

The longer the pandemic continues, the easier it is to become complacent. OSHA’s focus on the industry reminds restaurant employers of the need to renew efforts to ensure all practices and documentation are up to date, should OSHA conduct a routine inspection or in case of investigation based on complaints.

As restaurants prepare and implement their workplace safety protocols, they should work closely with experienced employment counsel to ensure compliance with all legal obligations.

FLORIDA RESTAUR ANT & LOD GING A S SO CIATION

ALCOHOL-TO-GO GUIDANCE

“Alcohol-To-Go has Passed the Legislature…

What Does this Mean for my Business Now?”

by SAMANTHA PADGETT, GENERAL COUNSEL, FRLA

O

nce signed into law by Gov. Ron DeSantis, SB 148 codifies and makes permanent the ability of Special Food Service (SFS, aka SRX) licensees and quota licensees to engage in the sale of alcoholic beverages for takeout and delivery when sold with food in the same order. The requirements are different for SFS and quota licensees, so let’s examine them separately.

SFS Licensees:

There are two important things you must keep in mind: 1. The requirement that 51% of sales must be from food and non-alcoholic beverages still applies to SFS licensees at all times. Alcohol-To-Go does not change this requirement, and you will still be held accountable for this requirement.

2. You are not a package store and cannot operate as one. You cannot sell bottles of distilled spirits (aka liquor). You may sell beer, wine and mixed drinks consistent with this law, but at no time can you operate as a package store.

“What can I sell?”

Wine, beer, wine-based drinks prepared by the licensee, and liquor-based drinks prepared by the licensee. These items must be sold in sealed containers, along with food in the same order, for off-premises consumption.

“How must I package it?”

1. This answer has two parts. First, containing the beverage: You can sell wine and beer in manufacturer-sealed containers. You can also sell wine and beer in containers sealed by the licensee. Malt beverages must comply with the container size, labeling and filling requirements imposed by Chapter 563.06, Florida Statutes. Wine-based drinks and liquor-based drinks prepared by the vendor must be sold in a sealed container.

PHOTO BY SAIGE ROBERTS

2. Second, containing the container: Once you have the beverage in a sealed container, that sealed container must be placed in another bag or container. The container must be taped, stapled, or otherwise sealed shut, and a receipt must be attached to the outside of the bag or container. (For example: a paper bag stapled shut, with a receipt stapled to the bag.)

Every beverage sold for off-premises consumption must accompany an order for food. It must be packaged this way and leave the premises packaged this way.

“What is a sealed container?”

A sealed container can be a manufacture-sealed container, like what you’d find on a bottle of wine or bottle/can of beer. It can also be a container that is securely sealed by the licensee. There are many different options here, but make sure you’re using an actual seal of some sort. A Styrofoam cup with a piece of tape over the straw opening is not the answer here. Use a container with an actual seal that will keep the beverage from spilling in transport.

“How do I deliver it?”

Takeout or delivery orders of food that include alcohol must be delivered by an individual who is 21. The person receiving the delivery must be 21.

If you are transporting alcohol for delivery that is not in a manufacturesealed container, it must be transported in a locked compartment, in the truck, or behind the last upright seat of a vehicle. The delivery requirements of Chapter 561.57, Florida Statutes must be followed.

Quota Licensees:

In addition to all the stuff quota licensees can already sell and deliver, quota licensees can sell alcoholic beverages prepared by the licensee in a container sealed by the licensee for take-out or delivery when sold with food in the same order. A few caveats here: » The quota licensee must be licensed as a food service establishment under Chapter 509, Florida Statutes. » Food and non-alcoholic beverages must comprise 40% of the bill. This means 60% of the total bill can be beverages prepared and sealed by the licensee. (Manufacture-sealed beverages aren’t limited because quota licensees can operate as package stores. Only beverages prepared and sealed by the licensee count toward the 60% limitation.) » Sale and delivery of beverages prepared and sealed by the licensee are prohibited after midnight or after the licensee stops serving food, whichever is earlier. » The packaging and delivery requirements for beverages prepared and sealed by the licensee that apply to SFS licensees also apply to quota licensees.

“What about open container laws?”

Alcoholic beverages that are sealed by the licensee and transported consistent with this legislation do not violate open container laws. If the beverage is unsealed and consumed in the vehicle, that is a violation of open container laws.

This article is for reference only and should not be deemed legal advice. For details and guidance regarding your specific legal duties and responsibilities and how to comply with existing laws and regulations, please seek your own legal counsel.

FRL A .org

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Protect your license with alcohol compliance training!

IMPORTANT! If you serve a minor, you can go to jail for up to 60 days and be fined $500!

Remember your training! To protect your liquor license, and be in compliance with the Florida Responsible Vendor Act, make sure your staff: 1.

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5.

Checks the ID of anyone who looks younger than 30 Ensures the birthday on the ID is on or before today’s date 2020 Asks a manager if they have any questions or concerns about an ID’s validity Does not serve an empty seat or multiple drinks to one person Knows they have the right to refuse service if they are not sure the drinker is 21

CONTACT FRLA’S RCS TRAINING TODAY FOR A FREE TRAINING CONSULTATION

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FLORIDA RESTAUR ANT & LOD GING A S SO CIATION

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H O S P I TA L I T Y H A P P E N I N G S

We are proud to highlight the latest happenings in hospitality.

This section is designed to serve as an update on our industry and provide a snapshot of what we’re accomplishing together. If you would like to share something significant that’s happening in your area, feel free to submit your story to editor@frla.org.

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1. Derrick Steinour and Zeke Curry, both of WPB Hilton, Courtney Hatfield and Delondo Lemon, The Ray, enjoyed their outing at the PB Chapter Golf Tourney. 2. Tony Davenport and Todd Cicero, Florida Hospitality Risk Advisors, Bob Aurue of Sysco and Bob Brudzinski had a great day on the course at the Palm Beach Chapter's tournament. 3. Jay Johnson, Lee Chapter President, Bubba's Roadhouse, Jeff Webb, Hampton Inn & Suites Fort Myers and Regional Director Lois Croft had some fun after the Governor's press conference in Southwest Florida.

4. John and Amanda Horne of AMOB received the fourth annual Robert P. Bartz Award for Outstanding Leadership from the Manatee Chamber of Commerce. 5. Gov. Ron DeSantis spent some time with Two Meatballs in the Kitchen staff after a local news conference.

6. Winner of the Pinellas Chapter 22nd Annual Golf Tourney - Team All Access Limon and RD Dannette Lynch. 7. Jordan Beckner of Fiberbuilt has been hitting all of the FRLA events this summer, and we thank you. 8. The Hillsborough Chapter has a new member, Vino Ghvino, importing wine from the country of Georgia!. 9. Gov. Ron DeSantis spoke with the owners of Two Meatballs in the Kitchen during his trip to SW Florida.

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Photos 1 and 2 courtesy of Tom Weber Smile Event Photography

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Presentation is everything.

Let’s start planning!

Audio-Visual Production | Event Rentals & Decor Floral Design | Wedding Services | Casino Parties

9 0 4 . 6 4 5 . 7 8 8 0 | m ugwumppr o duct io ns . co m | s s av . net

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SECRETS OF SUCCESS

Secrets of Success:

Brian’s Bar-B-Q SUSIE MCKINLEY, EDITOR, FR&L MAGAZINE WITH BRIAN HILL, OWNER, BRIAN'S BAR-B-Q

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ocated in beautiful Deland, Florida, Brian’s Bar-B-Q is an iconic barbeque restaurant offering quality slow-cooked barbecue and flame-grilled specialties. The restaurant has been in business for over 35 years and is a mainstay of the community.

Brian’s barbecue competes in competitions all over the Southeast and is well known for their standout fare. In addition, owners Brian and Jayne Hill are barbecue judges and have been trained as judges by the Kansas City Barbecue Society.

They know what they are looking for.

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Q. It is a pleasure to talk with you about your restaurant. Can you give us a little history about how you decided to go into the barbecue business?

A. Thank you so much for your time and

for considering Brian’s Bar-B-Q for Florida Restaurant & Lodging Magazine. I have to be included in that group of people who got into the industry as an “until job.” Like many people, I took a job in the restaurant business “until I found a real job.” I went to college and grad school studying finance, economics and international business.

Working in a restaurant was not even a remote thought as a career. I started washing dishes while I looked for a real job. I soon became hooked by the energy, hospitality and competition. I then went to culinary school. Over the years, I have had to opportunity to own and operate many

concepts. As we approach our 40th year at Brian’s Bar-B-Q, I have utilized every aspect of my formal education and had a blast along the way.

Q. Brian’s Bar-B-Q is known for its award-winning barbecue. If a guest is visiting the restaurant for the first time, what would you suggest?

A. I would tell them that we do sell a tremendous amount of baby back ribs, but my favorite is our jumbo spare ribs, grilled St. Louis-style with our sweet barbecue sauce. Our spare ribs are special, as we do what very few other restaurants can do.

These ribs are meaty, tender and full of flavor. In my opinion, they are one-of-akind, but they have won tons of awards, so other people think so, too. Oh, one other thing, ask for a few extra wet naps.

FLORIDA RESTAUR ANT & LOD GING A S SO CIATION

SECRETS OF SUCCESS

Q. Fresh is the word around Brian’s Bar-B-Q. You make and serve the freshest ingredients from your hand-cut steaks of top-quality USDA choice beef, shrimp, salad dressings, barbecue sauces, marinades, soups, fresh-brewed iced tea and beans made by your team. Why do you prepare so many menu items in-house?

A. Scratch kitchens take extra work and

diligence. Sourcing high-quality ingredients that are healthful, traceable and sustainable takes extra effort. As an operator, I continually reevaluate how Brian’s BarB-Q can provide the highest quality meals with the greatest value to our guests. As all operators know, it takes a lot of extra staffing and oversight to prep so many things inhouse, but I can taste the difference — and I know our guests can. As an added benefit, during this time of interrupted supply lines and shortages, the fact that we prepare so many items in-house means we have experienced no menu shortages. Our value and quality is not dependent upon what factory is or is not in production this week.

We get to control our supply and maintain the highest level of quality.

Q. You definitely guarantee quality and 100% satisfaction to your guests. You offer a pretty important value statement on your website. Do you believe this is critical to the success of your restaurant?

A. I think a guarantee is basic in the restaurant business. We have to stand behind our product — it is that simple. Of course, at times, we might have a product or service lapse, and I personally hate it if even one person is not satisfied. But any successful operator knows that addressing guest concerns is a great opportunity to get to know your guest, create relationships with them and improve your processes. It’s that simple. It’s that tough.

Q. What intrigues the crew about competing in barbecue competitions? What do you gain from it, and do you pass on what you’ve learned to your customers?

A. I love to compete. Competing in FRL A .org

Beef plate

business and at cook-offs keeps things fun.

Maybe I am that way from playing sports when I was younger and still enjoy that.

The neat thing is that most cook-off guys don’t have restaurants, and most restaurant guys don’t compete in cook-offs. At cookoffs, we get to learn things and pick up tips that most restaurants never see. If we can bring those ideas into the restaurant, then we can distinguish ourselves even more.

I like the quote from the late, great Jerry Garcia of the Grateful Dead: “Don’t be the best at what you do, be the only one that can do what you do.” As a restaurant that competes, we are always trying to achieve that level.

Q. What is the most important thing Brian’s Bar-B-Q emphasizes with staff about guests?

A. We are always working on next time, the next visit. When anyone walks through the door of a full-service restaurant, they have basically purchased something. This current visit is basically done. What we are doing with that guest is working on next time. Is our hospitality, food, service, atmosphere, value, cleanliness, etc., great enough to make that guest want to come back for many more visits? Every staff member is focused on that goal.

Q. What critical or priority areas do you cover in your training of staff, and how do you manage employee turnover?

A. Hospitality, respect and understanding.

Restaurant crews are like family. We have

Chicken wings

to remember to treat each other as a valued part of the family. My job is to help each team member achieve his or her individual goals of an ever-increasing quality of life.

Everyone must understand our goals and their individual role in those goals. The technical stuff, that is easy to train. That job proficiency is your ticket to be part of our family.

Q. What are Brian’s Bar-B-Q’s secrets of success?

A. One thing I believe is that if you are not growing, you are dying. In business, health, relationships, etc., you must believe in constant and never-ending improvement.

My kitchen crew might hate me for this.

We strive to maintain processes and systems … then I come and break them for a new and hopefully better system. I also have a personal mantra: “Everything happens for a reason, and it is to benefit me.” That is not meant to be an ego thing, but more of a faith thing. Good and bad things will happen, but I know God is in control. If I can maintain that faith and outlook and encourage my team to come along with me, we will all have great success.

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A LA CARTE/MOVERS AND SHAKERS

Important Minimum Wage Compliance Notification All Florida employers are required to post the current minimum wage in their place of business where an employee can see it.

Starting Sept. 30, the minimum wage in Florida will increase to $10 an hour, and the required cash wage for tipped employees will increase to $6.98.

In order to be compliant with employee notification requirements, please update your Minimum Wage Poster. Please click the links to find the poster in English, Spanish and Creole.

For more information, please visit the Department of Economic Opportunity webpage on Florida’s minimum wage here.

Kevin Johnson named as Best Lawyer of the Year Congratulations to Kevin Johnson of the law firm JohnsonJackson, PLLC for being named as a Best Lawyer of the year for the category of Employement Law - Management for the Tampa Bay area.!

John Zimmermann is 2021 Outstanding Leader in Food Safety Congratulations to John Zimmermann for being named the 2021 Outstanding Leader in Food Safety. He has 30 years of experience in QA and food safety that spans food processing, distribution and the foodservice industry. At First Watch, he is responsible for establishing standards and developing, implementing and leading programs that directly impact food safety, quality, customer satisfaction and innovation to ensure that only high-quality and safe food is served to all First Watch customers.

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UPCOMING EVENTS

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OCTOBER 19, 2021

GHOST KITCHEN & VIRTUAL KITCHEN SEMINAR Westin Tampa Waterside, Tampa, FL.

NOV. 3-5, 2021

ChampionsGate Golf Club, Orlando FRLA FALL BOARD MEETING & GALA

The Henderson Beach Resort & Spa, Destin, FL.

JANUARY 19, 2022 TOURISM DAY Tallahassee, FL.

FRLA.ORG/EVENTS

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MOS RECAP

2021 Marketing + Operations Summit Breaks All Records!

This year’s MOS was one for the books. We had more attendees and sponsors than ever before. Held at the beautiful Seminole Hard Rock Hotel & Casino in Hollywood, Florida, the venue was amazing and was perfect for this event. Sponsors and attendees were happy to be with their “peeps,” and it showed. The keynotes and breakouts were relevant, exciting and had much to offer, and the Marketplace was a great place to showcase products and solutions for the hospitality industry. We hope to see you next year. Click here to view our video!

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1. GPO Pros look sharp and ready to save you some money. 2. Island Oasis offered a tasting experience at the MOS Thanks to Briggs Carroll, Tim Burks and Joey Tokelson. 3. The timely minimum wage breakout attracted dozens of attendees. 4. The Fuel Lighting team had an awesome display at the MOS Marketplace. 5. Broward Chapter RD Rozeta Mahaboubi, Oceans 234 owner Danielle Rosse, Ramola Motwani of Merrimac Ventures and Moises Acosta enjoyed the MOS on their home turf.

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MOS RECAP

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6. Florida Restaurant Insurance Marketplace exec Todd Cicero represented their new solutions at the MOS. 7. CORE enjoyed some recognition and fun during the MOS with their Wine Pull. 8. TJ Schier of SMART Restaurant Group and Incentivize Solutions offered his expertise to attendees. 9. CEO Carol Dover thanked the Hard Rock Team for their efforts for such an awesome event. 10. The cocktail party at the MOS was a great chance to meet peers and great sponsors of the event. 11. The Dreamfield reps can help you hire an athlete as a spokesman for your business. 12. Gov. Ron DeSantis delivered a great keynote to the crowd, telling them that he's got their back.

13. Heartland reps Randy Pumputis and Tricia Philippi did a great job of covering the event.

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F R L A E D U C AT I O N A L F O U N D AT I O N

ProStart Regional Workshops

Over 300 ProStart students participated in at least one of six ProStart Regional Workshops

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roStart Regional Workshops provide the opportunity for students to work with post-secondary instructors while allowing the chef instructors to enhance the students’ knowledge in the foodservice industry.

Keiser University hosted ProStart Regional Workshops at their Tallahassee, Melbourne and Sarasota campuses. While on the Keiser campus, students had the opportunity to learn about Latin American taste, textures and flavors, including mojo park, shrimp Veracruz, Mexican street corn and more.

The University of Central Florida’s Rosen School of Hospitality also hosted three ProStart Regional Workshops on their Orlando campus. The students had the opportunity to work in the kitchens, preparing two types of omelets, as well as meeting with industry professionals to discuss their career paths and unique positions within the industry.

Thank you to the post-secondary schools that worked hard to increase our student’s knowledge in the foodservice industry and the instructors who went the extra mile by taking the students on a field trip.

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CITY

Sept

Oct

Nov

Dec

CPFM SCHEDULE

LOCATION

ALTAMONTE SPRINGS

1

13

3

1

Hampton Inn

BOCA RATON

30

21

17

16

Hilton Garden Inn

DAYTONA BEACH

16

14

9

9

The Shores Resort & Spa

FORT LAUDERDALE

23

14

18

9

Hyatt Place

FORT MYERS

2

7

4

2

Hilton Garden Inn

FORT PIERCE

16

7

18

2

Sunshine Kitchen

FORT WALTON

14

12

9

7

Wyndham Garden

GAINESVILLE

23

21

18

16

Best Western Gateway Grand

JACKSONVILLE

23

19

16

14

Southbank Hotel

JACKSONVILLE BEACH

9

12

4

9

Four Points by Sheraton

KEY WEST

8

-

10

-

DoubleTree Grand Key Resort

LAKELAND

20

18

15

13

Courtyard by Marriott

MELBOURNE

23

21

18

16

Holiday Inn Melbourne-Viera

MIAMI ENGLISH

1

13

17

7

Hilton Garden Inn Miami Airport

MIAMI SPANISH

14

20

9

1

Hilton Garden Inn Miami Airport

NAPLES

16

21

11

9

DoubleTree Suites

OCALA

9

7

4

2

Homewood Suites Ocala at Heath Brook

ORLANDO ENGLISH

9

12

9

7

Embassy Suites

ORLANDO SPANISH

28

26

16

14

Embassy Suites

PANAMA CITY

28

28

16

7

Gulf Coast State College

PENSACOLA

21

19

23

14

Hampton Inn Pensacola Airport

SARASOTA

9

7

11

9

EVEN Hotel Sarasota-Lakewood Ranch

ST AUGUSTINE

22

20

17

15

Holiday Inn Express & Suites

ST PETERSBURG

14

13

10

15

Holiday Inn Express

TALLAHASSEE

16

21

4

16

Lively Technical Center

TAMPA ENGLISH

7

12

9

7

Holiday Inn Tampa Westshore

TAMPA SPANISH

9

12

4

7

Holiday Inn Tampa Westshore

WESLEY CHAPEL

15

12

9

14

Hampton Inn & Suites

WEST PALM BEACH

13

11

15

6

Embassy Suites West Palm Beach

* Dates are tentative

FRL A .org

Food Manager Training & Testing Schedule To register, call toll-free (866) 372SAFE (7233) or visit safestaff.org.

DEADLINE FOR REGISTRATION: Register for training at least three business days prior to exam date or 10 business days prior for Test With Confidence Packages.

Dates subject to change without notice. Please see SafeStaff.org for current schedule.

Get ServSafe® Results Immediately ServSafe® offers eCertificates!

All ServSafe Food Protection Managers Exam results include ServSafe® eCertificates. No need to wait for certificates in the mail.

Log in and download your certificate as soon as your exam is graded! You can even share it electronically with your company via an email share link.

Find out more: ServSafe.com.

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REGIONAL REGIONAL DIRECTOR DIRECTOR REGIONAL DIRECTOR &&CHAPTER &CHAPTER CHAPTER MAP MAP MAP

ROZETA ROZETA MAHBOUBI MAHBOUBI ROZETA MAHBOUBI 954.270.5814 954.270.5814 | rmahboubi@frla.org | rmahboubi@frla.org 954.270.5814 | rmahboubi@frla.org

KERI BURNS KERI BURNS KERI BURNS 407.256.7660 407.256.7660 | kburns@frla.org | kburns@frla.org 407.256.7660 | kburns@frla.org

JASON JASON SCHIESS SCHIESS JASON SCHIESS

850.841.0915 850.841.0915 | JSchiess@frla.org | JSchiess@frla.org 850.841.0915 | JSchiess@frla.org

FLORIDA FLORIDA INNS INNS FLORIDA INNS Statewide Statewide Chapter Chapter

GULF GULF ISLAND ISLAND COAST COAST GULF ISLAND COAST LEE LEE LEE

Statewide Chapter

COLLIER COLLIER COLLIER

FR L FR A .O LA. RG O/ MEMB RG / MEMB E RS EHI RS PP HI P FR LA .O RG / MEMB E RS HI