Dipper Vol. 37 No. 4
The National ®
THE MAGAZINE FOR FROZEN DESSERT RETAILERS
July/August 2021 $5.00
®
THE MAGAZINE FOR FROZEN DESSERT RETAILERS Published by United States Exposition Corp. Vol. 37, No. 4 • July/August 2021
Features Employers, What’s Your Vaccination Strategy?............10 An Employment Lawyer Focused on COVID-19
Issues in the Workplace Shares His Insights by Rick Grimaldi
Cash Flow Strategies and Profits..................................12 by Mark E. Battersby
Page 5 - Cargpigian opens a new manufacturing facility in High Point, N.C.
What’s IN and What’s OUT in the Workplace.................14 Eight Trends Leaders Can’t Afford to Miss
by Rick Grimaldi
It’s Not Just Stress: It’s Trauma.....................................16
Seven Things Leaders Need to Know About the Post-COVID Workplace by Dr. Diana Hendel and Dr. Mark Goulston
Get to the Point or Pay the Price....................................18
Page 7 - Rainbow Cone celebrated the grand opening of its second brick and mortar location.
Six Tips to Help Leaders Be Brief and Be Heard by Joe McCormack
Departments Advertisers’ Index ......................22 Calendar .............................22 Editorial ..............................4 News .....................................5
Regional Yellow Pages ..............21 Subscription Card .......................20 Yellow Pages .................................21
Page 10 - What is your Vaccination Strategy?
In The Next Issue • Trade Show in a Magazine • Fall and Winter Promotions The National Dipper
July/August 2021
Page 12 - Cash Flow Strategies and Profits. 3
Editorial Our New Address is: 1532 Oregon Trail Elk Grove Village, IL 60007 I have moved my office into my home and am getting unpacked and settled. One of the first things I noticed is that it is much quieter here. I was located on a busy street, with lots of traffic and truck noise. I can actually hear the birds singing and it is very peaceful. And the best part is that the commute is very short! This is the first issue of The National Dipper that is totally virtual. One of the biggest changes you will see is that there are no more Reader Service Numbers under the ads. The reason is that you can click on any portion of any ad and go directly to the advertiser’s web site. It is instant Reader Service, without having to send in the card and wait for a response. I know this will make contacting our advertisers faster and easier for you. Many store owners are telling me that they are busier than ever. However, they are having trouble getting employees to work in their stores, as are many other retail businesses. Added to that is the shortage of supply. Suppliers are having trouble getting raw materials and parts for equipment and lead times are often into the fall, especially for equipment. Now that the COVID-19 vaccine is widely available for everyone over the age of 12, some of these issues will resolve themselves. In the meantime, store owners are working many extra hours. Someone once said, never upset an ice cream store owner in August; their college age employees have gone back to college and they are tired. I think for this season, that holds true already! In This Issue The first article by Rick Grimaldi talks about having a vaccination strategy. Can you mandate employees be vaccinated before returning to work? Find out beginning on page 10. How is your cash flow? It is the life blood of your business. According 4
to a recent US Bank study, poor cash flow management causes 82% of US business failures. Learn how to manage your cash flow. So many things have changed in the past year because of COVID. Learn what is IN and what is OUT in the workplace in the next article beginning on page 14. Dr. Diana Hendel and Dr. Mark Goulston talk about the trauma that COVID has brought to the workplace and how to cope with it on page 16. And finally, Joe McCormack tells you how to get to the point or pay the price in the next article on page 18. I still have both art pieces for sale if anyone is interested, please email me at lynda@nationaldipper.com. Pictures below. The cone is about 3’ tall ($300) and the sundae is about 5’ tall ($450). Must pick up in Elk Grove Village, IL - too large to ship.
Lynda Utterback Publisher/Editor
THE MAGAZINE FOR FROZEN DESSERT RETAILERS
LYNDA UTTERBACK Publisher/Editor Editorial and Sales Office 1532 Oregon Trail Elk Grove Village, IL 60007 Phone: 847/301-8400 e-mail:lynda@nationaldipper.com Web: www.nationaldipper.com This publication is a member of: • New England Ice Cream Restaurant Association • National Ice Cream Mix Association • Great Lakes Ice Cream & Fast Food Association • The Ice Screamers The National Dipper (USPS 0001-374) (ISSN #0895-9722) is published six times a year, (Jan/Feb; Mar/Apr; May/June; Jul/Aug: Sep/Oct; Nov/Dec) by United States Exposition Corp., 1532 Oregon Trail, Elk Grove Village, IL 60007. 847/301-8400. The National Dipper serves ice cream retailers in the United States and Canada. COPYRIGHT © 2021 UNITED STATES EXPOSITION CORPORATION. ALL RIGHTS RESERVED. The National Dipper Magazine and The National Dipper Source Books (the “Works”) contain proprietary information and are licensed, not sold. In consideration for the original subscriber of this copy of this work substantially completing and returning the subscription form to the publisher, which act shall be deemed sufficient evidence of said subscriber's acceptance of this non-exclusive, non-transferable, license, the publisher (a) grants the original subscriber only the limited right to use these works in that subscriber's business, provided that said subscriber does not sell, resell, reproduce, distribute, or transmit in any form or by any means, (by way of example and not limitation, photocopying or recording by or in an information storage retrieval system) these Works, either in part or in their entirety, without the prior written permission of the publisher. Without advance written permission from the copyright owner, no part of these publications may be sold, resold, reproduced, distributed, or transmitted in any form or by any means, including, without limitation, electronic, optical, or mechanical means (by way of example and not limitation, photocopying, or recording by or in an information storage retrieval system). For information on permission to copy material exceeding fair use from the National Dipper Source Book or other copies of The National Dipper, please contact: Lynda Utterback, Publisher/Editor, The National Dipper, 1030 West Devon Avenue, Elk Grove Village, IL 60007; Telephone (847) 3018400. The “NATIONAL DIPPER” and the “ICE CREAM CONE DESIGN” are registered trademarks of JLM Unlimited, Inc. In new product items and trade news this publication acts only as a news reporting service and assumes no responsibility for the validity of claims or statements. Unsolicited material should be accompanied by return postage. The publisher assumes no responsibility for such material. All letters/e-mails sent to The National Dipper will be considered the property of The National Dipper. Subscriptions are free to qualified recipients.
The National Dipper July/August 2021
News CARPIGIANI, an Ali Group Company and manufacturer for fresh American style ice cream, gelato, pastry and much more has now invested in a new facility in High Point, N.C. that includes manufacturing of batch freezers and soft serve machines in addition to warehousing of finished goods and parts as well as customer service, accounting, service and engineering support. Frozen Dessert University classes are also conducted in the newly opened training labs at this location. “We are pleased to expand manufacturing to the US to meet the growing demand in the fresh American-style ice cream and gelato markets – especially for hand-packed takeaway and delivery segments,” said Penny Klingler, president of Carpigiani North America. “Restaurants and foodservice operators are seeking new profit centers within their concepts as we evolve through the market changes of the last year. We can help identify simple, cost-effective, innovative solutions and provide training to serve profitable and delicious frozen desserts and treats that will entice customers to return time and again.”
The addition of US manufacturing will allow Carpigiani to quickly respond to customer’s ever changing needs and demands. This facility is UL certified and will produce equipment that will be distributed to general market and chain customers in North and Central America markets. “We are proud to open our US manufacturing facility. Our investment includes state-of-the-art technology and equipment, which will allow us to efficiently produce the highest quality batch freezers focused on producing American-style ice cream and soft serve machine,” said Frederico Tassi, CEO Carpigiani Group. “New US manufactured equipment models will be released this fall for high-volume quick service, independent and key accounts. Customers will be able to preview these batch and soft serve freezers at NAFEM on August 26th- 29th in Orlando, Florida. Carpigiani, established in 1946 in Italy, enjoys an unrivaled market position, thanks to its high standards, topquality products, customer service and technological innovation. The company supports its equipment with a worldwide network of highly skilled sales and service technicians. The company has built a reputation as the essence of quality and service in the foodservice industry. Carpigiani has seven subsidiaries and four manufacturing facilities serving the global market. The National Dipper
July/August 2021
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News AGRICULTURE organizations and state lawmakers gathered virtually on May 27, 2021 to celebrate Dairy Day in the State of New York and lead into June National Dairy Month. The virtual Dairy Day was co-sponsored by Senator Michelle Hinchey, chairman of the Senate Agriculture Committee, Assemblywoman Donna Lupardo, chair of the Assembly Agriculture Committee, Northeast Dairy Foods Association, Northeast Dairy Producers Association and New York Farm Bureau. For many years, members of the legislature, their staff, agricultural organizations and dairy processing and manufacturing companies gather in the Well of the Legislature Office Building at the State Capitol in Albany to recognize and highlight the significance and impact the dairy industry has on New York State. Due to Covid-19 restrictions, this year’s event was held via zoom with members of the legislature’s representative committees along with representatives from Northeast Dairy Foods Association, Northeast Dairy Producers Association and New York Farm Bureau. “Dairy Day serves as an excellent opportunity for Northeast Dairy Foods Association and our industry partners to engage with state representatives on issues the dairy industry is facing, said Daniel Lausch, president of the Board of Directors of Northeast Dairy Foods Association. “Additionally, it is a way we can showcase the impact dairy has on New York as it is one of the top economic sectors in the state. It also provides our association and members a chance to hear directly from legislators about issues that are on the horizon that Northeast Dairy Foods Association can actively participate in and provide our resources and assistance.” “As the state’s largest agriculture sector, our dairy industry is the cornerstone of New York’s ag economy,” said Senator Michelle Hinchey. “Dairy is more than a product – it’s part of our state’s heritage. Dairy Day in New York is an important opportunity for us to honor the hard work, innovations and stewardship stemming from our small, local dairies while putting the unique challenges facing our farming families front and center so that we can work with current and future generations to keep this leading industry strong in New York.” National Dairy Month began as National Milk Month in 1937 as a way to promote drinking milk. Since then, National Dairy Month has evolved into a means to promote consumption of all dairy products, as well as recognize the contributions and efforts the dairy industry makes. Today is also a celebration of all facets of the dairy industry, from producers, processors, manufacturers and distributors, and their role of ensuring that consumers have safe, healthy and high quality dairy products. With nearly 4,000 dairy farms in the state, New York ranks third in the country in milk production. As a result, New York records over 2 billion dollars annually in fluid milk sales, and is a national leader in cottage cheese, yogurt and sour cream production and provides thousands of jobs across the state. 6
RACE FANS, RAISE YOUR SPOONS! In celebration of Andy’s Frozen Custard’s 35th anniversary and as part of a multi-year agreement with Texas Motor Speedway, Andy’s™, the award-winning frozen custard and treat shop, announced the title sponsorship of the NASCAR Xfinity Series (NXS) race on October 16 at Texas Motor Speedway. The “Andy’s Frozen Custard 335,” is the first-ever entitlement of a sanctioned NASCAR race for the 35-year-old company. Andy’s will also be partnering with Kaulig Racing for the “Andy’s 335.” A. J. Allmendinger, who just earned his second win of the 2021 NXS season and has already locked himself into the playoffs, will be driving the No.16 Andy’s Frozen Custard Chevy in the race. “This is such an exciting time for Andy’s, with this motorsport’s partnership launching in our 35th anniversary year,” Andy Kuntz, president of Andy’s Frozen Custard said. “Our family has a long history of being motorsports fans and has sponsored regional and developing drivers. We couldn’t think of a better way to celebrate our anniversary than to become part of the racing community in this way.” The partnership kicked off last month as Andy’s Frozen Custard became the Official Treat of Texas Motor Speedway, offering “Lone Star State” race fans the chance to enjoy Made Fresh Hourly™ frozen custard treats on-site through branded kiosks, treat trucks and to suite holders. Fans of Andy’s across the country and racing alike have enjoyed the new “Three-Crete Concrete” frozen custard treat, created by Austin Dillon himself featuring his favorite toppings of fresh bananas, cookie dough and creamy peanut butter. Andy’s sponsored the Austin-Dillon-driven No. 3 Chevrolet in this year’s NASCAR Cup Series, which will debut June 13 at the NASCAR All-Star Race at Texas Motor Speedway. The Andy’s Frozen Custard 335 will take place at 3 p.m. E.T. on Saturday, October 16, and will be broadcast live nationally on NBC. THE NEW ENGLAND Ice Cream Restaurant Association announced their scholarship program is now open for employees of members to apply. The scholarship honors the late Dick Warren, long time NEICRA member and past president. Dick was known to all in the ice cream world as the longtime owner of the famous Four Seas Ice Cream in Centerville, MA, and as a teacher, advisor, author, mentor and most of all, a friend to all. As a guidance counselor and teacher at Barnstable High School for many years Dick had a special affection for the youngsters who worked at Four Seas and helped to make it into a national ice cream icon. Each year at our annual Fall Meeting and Convention, the association presents scholarships to employees of member stores. Scholarship applications are due Sunday, August 1, 2021. As a shop owner, this is a wonderful benefit to help attract the cream of the crop to work in your stores. For more information about membership or the scholarship program contact the New England Ice Cream Restaurant Association at www.neicra.com. The National Dipper
July/August 2021
News CHICAGO’S FAMED RAINBOW CONE celebrated the grand opening of its second brick and mortar location at 10 a.m. on May 5th in Lombard, Ill. The Rainbow Cone team kicked off the festive celebrations with a ribbon cutting ceremony, sweet treats, and more. The Original Rainbow Cone serves ice cream featuring extraordinary flavors and textures, including the world-famous 5-flavor combination of chocolate, strawberry, palmer house, pistachio, and orange sherbet, sliced —not scooped — “Rainbow Cone,” sundaes, milkshakes, and memories dedicated to last forever. The Lombard location will feature Rainbow Cone’s vibrant colors in the interior, creating a welcoming space for friends and family to gather. The exterior will consist of pink and white polka dots, allowing the brand to pop-out amongst its neighbors. The space will have an occupancy of 50 pa-
trons indoors and feature an expansive patio. The Lombard location will also feature a drive-thru, which is the first of its kind for Rainbow Cone. All menu items will be available for purchase at the drive-thru, including the one of a kind sliced Rainbow Cone and other signature ice cream flavors including Black Walnut, Butter Pecan, New York Vanilla, Cookie Dough, Cookies and Cream, Chocolate Peanut Butter, Bubble Gum, and Mint Flake. Guests can indulge in specialty items only available at the Lombard location, including mini donuts and Rainbow Mixers, where guests can blend mix-ins with Rainbow Cone’s signature soft-serve. On opening day, Rainbow Cone’s Co-owner and Founder’s Granddaughter, Lynn Sapp, was on-site for interviews and photos. To celebrate the grand opening, Rainbow Cone hosted a social media giveaway on its Instagram and Facebook platform for three lucky winners to receive free ice cream for a year. The lucky winners were announced on May 3rd, two days before the grand opening. The original Rainbow Cone serves ice cream featuring extraordinary flavors and textures, including the world-famous “Rainbow Cone,” sundaes, milkshakes and memories dedicated to last forever. After opening in 1926, the Rainbow Cone received its fame and quickly became the most unique ice cream cones anyone has ever seen. As Rainbow Cone works to expand their locations and showcase our new adventures, like ice cream trucks, they are excited to share their love for Rainbow Cone’s signature sliced cone with even more communities. The National Dipper
July/August 2021
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News CRYSTAL CREAMERY’S latest limited edition ice cream flavor, Boysenberry Cheesecake is available now at local retailers. “We think consumers are really going to love this indulgent new ice cream flavor,” said Brian Carden, Crystal Creamery’s Senior Director of Sales. “The rich, creamy cheesecake ice cream complemented with graham cracker pie crust pieces and then finished off with a delicious boysenberry swirl makes for the perfect summertime addition to our ice cream lineup.” The new offering will accompany two returning seasonal fan favorites for the summer: Toasted S’mores and Stars & Stripes. In 2020, Crystal Creamery unveiled its reformulated ice cream recipes across all of its 29 flavors of premium ice cream, using only the simplest of ingredients like cream, sugar and milk sourced from local family farms. In addition, Crystal Creamery uses no artificial flavors, coloring, high fructose corn syrup, synthetic gums or mono and diglyccerides in its ice cream. This year also marks Crystal Creamery’s 120th anniversary as California’s oldest dairy. Consumers can stay tuned for exciting company announcements and celebrations throughout the year, including a commemorative ice cream flavor to be revealed in early summer. Crystal Creamery ice cream can be found at multiple Walmart’s across Northern California and at various independent retailers. More information, recipes and a full listing of Crystal Creamery’s product offerings can be found at www.crystalcreamery.com THE GREAT LAKES ICE CREAM + Fast Food Association offers a Mentor Match Program to its members. The mission of the program is committed to connecting new, fairly new or somewhat seasoned store operators with seasoned store operators to share their knowledge, experience and advice. For the mentee, a significant benefit of a mentor is the knowledge, which is learning from a seasoned store operator years of experience, failure and success without making the same missteps. Mentorship is the key to success for many of our past mentee store operators. For more information about membership and the Mentor Match Program contact: GLIC+FFA, P.O. Box 233, Swartz Creek, MI 48473, glicffa@comcast.net. IT’S NOT TOO LATE! You can still join the I Pledge for Ice Cream Project started by Leopold’s Ice Cream in Savannah, Georgia. Starting July 1st, Leopold’s will give any child (age 12 and under, accompanied by an adult) who can recite the Pledge of Allegiance a free child’s scoop in a cake cone, cup or sugar cone. After the kick off the I Pledge event will be held at Leopolds Ice Cream on Boughton Street, each Monday in July from 4-7 PM. For more information or to join the event, go to www. IPledgeForIceCream.com 8
FREDDY’S FROZEN CUSTARD & Steakburgers has begun building its first restaurant with no dining room, a double drive-thru and walk-up ordering area, the company said Tuesday. The Wichita, Kan.-based quick-service burger brand said the new prototype is under construction in Salina, Kan., and is expected to open in late August. It will be offered to franchisees as a build option. “This prototype is the latest in a variety of available options and will cater to the growing number of our on-the-go guests who are mobile-minded and benefit from the ease and convenience of this prototype’s features,” said Chris Dull, CEO of Freddy’s Frozen Custard & Steakburgers, in a statement. “This new restaurant design option will fit seemliness with our existing drive-thru and mobile ordering capabilities,” Dull said. The prototype also offers parking stalls for curbside pickup, a walk-up window and patio seating, all of which saw increased consumer demand during the COVID-19 pandemic. “This new prototype option is just another example of our constant efforts to continue The Freddy’s Way as we expand our offerings to franchise owners and look forward to the many new possibilities and benefits it offers our guests,” said Dull, who was named CEO of the concept in May. Freddy’s, founded in 2002, has more than 400 locations in 32 states. It expects to open in New Jersey in July, making that the 33rd state. PERRY’S ICE CREAM Company, Inc., a Great Lakes regional brand, has released its annual “Good Stuff Report,” highlighting the company’s corporate sustainability efforts. This is the company’s 10th annual report, which covers investments and growth, environmental efforts, and process and system improvements. “Sustainability involves all team members, and we’ve worked really hard over the years to build a culture of sustainable thinking and actions,” said Gayle Perry Denning, Vice President of Corporate Sustainability and Branding. “For us, it’s important that our work, culture, and contributions help the communities we serve.” Highlights from the report include: The re-use of 586 tons of corrugated boxes since 2013 ·97 tons less CO2 released in the past decade by using excess heat energy from equipment, to raise water temperatures ·64 percent reduction in waste to landfill since 2010, while working toward the goal of becoming a zero-landfill company Additionally, 74 percent of energy that powers Perry’s Ice Cream’s Akron, New York-based manufacturing facility comes from hydroelectric power sourced from nearby Niagara Falls. Last year, an on-site lighting upgrade to its truck garage enabled the company to lower its kilowatt-hour energy usage by 58 percent annually. The National Dipper
July/August 2021
Promotion of the Year Contest The Promotion of the Year Contest is now open to ALL ice cream store owners in the United States. Just submit your promotion to The National Dipper by September 20, 2021 to enter the contest. Win a beautiful plaque engraved with your store name, suitable to hang in your store for all to see. AND the promotion will be featured in an upcoming issue of The National Dipper. Promotion must have taken place in 2021. Entries must be received by September 20, 2021. Include a detailed description of your promotion. Include your name, store name, address, phone and email. State the objectives and results that were met by your promotion. Entries are judged on the basis of originality, creativity, objectives accomplished, presentation to the consumer and how easily the promotion can be adapted in other ice cream retail businesses. Send your promotion to: Lynda Utterback The National Dipper lynda@nationaldipper.com Questions? Please call 847/301-8400
Deadline: September 20, 2021 The National Dipper July/August 2021
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Employers, What’s Your Vaccination Strategy? An Employment Lawyer Focused on COVID-19 Issues in the Workplace Shares His Insights
by Rick Grimaldi At long last the COVID-19 vaccines are here. While employers everywhere are breathing a sigh of relief, they are also wondering how to best handle the sticky subject (pun intended) of getting their employees vaccinated and back to work ASAP. The good news is many employees appear to want the vaccine. Recent poll numbers indicate that 71 percent of those surveyed are willing to get
What should employers do now to prepare for the imminent widespread distribution of vaccines? Read on for Grimaldi’s thoughts.
vaccinated, up from 65 percent in late December and the highest number since July. Despite the imminent widespread availability of vaccines and an increasing likelihood that workers will want to receive the shot, many employers don’t yet have a plan to deal with vaccinating their workforces,” says Rick Grimaldi, attorney at the forefront of COVID-19 workplace issues. “Before you know it, it will be time to start bringing people back to work. To do that in the safest and quickest way possible, you need to start preparing now.”
of workforces sooner than later. With that in mind, your organization should be preparing right now for how you will encourage employees to get vaccinated so they can safely return to work.
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Develop a vaccine implementation plan now. As Dr. Fauci explained, the number of available doses by March and April will allow for much more of a “mass vaccination approach.” For employers, this increases the likelihood of the mass vaccination
Decide whether you will mandate the vaccine. (It’s your choice.) As an employer, you can make the vaccine mandatory as long as you honor federal anti-discrimination laws. However, most employers are avoiding this option. Instead, they are trying to incentivize employees to be vaccinated voluntarily. Grimaldi points out that the issue of whether to mandate is very
industry specific and employers must take consideration of those who object for health or religious reasons. “Even if you don’t mandate the vaccine, you can address the potential roadblocks that might prevent employees from being vaccinated and reward employees with a variety of incentives,” says Grimaldi. Mount an effective vaccine education campaign. While concerns about vaccination side effects are legitimate, worries over contracting COVID-19 from the vaccine—and other safety concerns—are based on inaccurate information. You can help ease some of this apprehension by providing accurate information and offering clarifications to address misinformation directly. This includes being as forthcoming as possible about likely side effects and providing information about the benefits of getting vaccinated. “Employees who understand how the vaccine has been tested, its effectiveness, and track record are generally more likely to get vaccinated,” says Grimaldi. “In providing access to helpful information, you should be mindful that employees place much more confidence in information from established healthcare authorities rather than material from the vaccine manufacturers or political figures.”
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July/August 2021
Consider whether you will offer on-site vaccinations. If you are employer of a larger organization, you may be in a position to establish an on-site vaccination center, permitting healthcare personnel on your property to administer the vaccine to your workers and perhaps members of the local community. While doing so would most likely increase the vaccination rates and reduce the time your workers would need to spend traveling to a vaccination center, it also raises several legal issues related to premises liability, privacy, and more. Start planning now for post-vaccination issues. The Centers for Disease Control and Prevention (CDC) indicates that it is not uncommon for COVID-19 vaccine recipients to experience side effects, such as pain at the injection site, fatigue, headache, and chills, most often within 24 hours of receiving the second dose of the vaccine. Employers should proactively consider how to handle issues that arise as a result. Perhaps you will avoid scheduling employees to work the day after receiving the second dose or provide additional paid time off afterward.
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July/August 2021
You might also consider working with your workforce to stagger the vaccine appointments—especially the second dose—within departments or units.
in getting more people vaccinated and combatting the pandemic. This is one way you can make a difference and help save lives.” v
Don’t ease up on workplace safety measures. According to the CDC, not enough information is currently available to say if or when it will stop recommending that people wear masks and avoid close contact with others once COVID-19 vaccinations become widespread. Thus, even after your workers receive their full vaccine doses, you should continue to require them to adhere to common CDC recommendations until experts better understand the real-world protection that COVID-19 vaccines provide, such as: • Wearing a mask over nose and mouth; • Staying at least six feet away from others; • Avoiding crowds; • Avoiding poorly ventilated spaces; • And washing hands often. “Having a well thought out vaccination and return to work plan for your organization will help you get back to business quicker, but it also helps the whole country,” concludes Grimaldi. “Employers can play a role
About The Author Rick Grimaldi is a workplace trends expert and the author of FLEX: A Leader’s Guide to Staying Nimble and Mastering Transformative Change in the American Workplace. Rick’s unique perspective comes from his diverse career in high-ranking public service positions, as a human resources and labor relations professional for an international hi-tech company, and presently in private practice as a partner with Fisher Phillips, LLP, one of America’s preeminent management side labor and employment law firms. Day to day, Rick works with companies to help them adapt to the ever-changing business environment, achieve their workplace goals, and become better employers. Rick is an internationally recognized writer and keynote speaker, and has been selected through a peer review process as one of The Best Lawyers in America© in three of the last four years.
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Cash Flow Strategies and Profits by Mark E. Battersby Cash flow is the life blood of every business. In fact, according to a recent U.S. Bank study, poor cash flow management causes 82% of U.S. business failures. Although seemingly counterintuitive, many experts advise putting cash flow management before profits. While profits are how an ice cream or frozen dessert business survives, failure to manage the operation’s cash flow can mean running into problems that one profitable accounting period might not be able to offset. Another study, this one by Intuit, revealed that 61% of small businesses around the world struggle with cash flow and 32% are unable to pay vendors, pay back pending loans, pay themselves or their employees, all due to cash flow issues. Cash Flow Management: 101 In essence, cash flow is nothing more than the movement of money in and out of the ice cream business. Cash flows into the business from sales of products or services. Money flows out of the business for supplies, raw materials, overhead and salaries in the normal course of business. An adequate cash flow means a steady flow of money coming into the business in time to be used to pay those bills. How well the frozen dessert operation’s cash flow is managed will obviously have a significant impact on the bottom-line profits of the business. More-often-than-not, the operation’s cash inflows will lag behind its cash outflows, often leaving the business short of money. This shortage or cash flow “gap,” represents an excessive outflow of cash that may not be covered by a cash inflow for weeks, months or even years. 12
Properly managing the ice cream or frozen dessert operation’s cash flow allows that “gap” to be narrowed or closed completely before it reaches the crisis stage. This is usually accomplished by examining the different items that affect the operation’s cash flow -– and looking at the various components that directly impact on cash flow. This analysis can provide the answer to a number of important questions such as:
* How much cash does the business have? * How much cash does the business need in order to operate -– and when is it needed? * Where does the business get its cash and spend it? * How does the operation’s income and expenses affect the amount of cash needed to operate the business? The “In” of Cash Flow In a perfect world, there would be a cash inflow, usually from a cash sale, every time there is an outflow of cash. Unfortunately, this occurs very rarely in an imperfect business world. Thus, the need to manage the cash inflows and outflows of the business. Obviously, accelerating cash inflows improves overall cash flow. After all, the quicker cash can be collected, the faster the business can spend
it. Put another way, accelerating cash flow allows a business to pay its own bills and obligations on time, or even earlier than required. It may also allow the business to take advantage of trade discounts offered by suppliers. An important key to improving the ice cream or frozen yogurt operation’s cash flow is often as simple as delaying all outflows of cash as long as possible. Naturally, the operation must meet its outflow obligations on time, but delaying cash outflows makes it possible to maximize the benefits of each dollar in the operation’s own cash flow. Outflow Outflows are the movement of money out of the business, usually as the result of paying expenses. If the business involves reselling goods, the largest outflow will most likely be for the purchase of inventory. An ice cream manufacturing business’s biggest outflow most likely involves the purchase of raw materials and other components needed for the manufacturing process. Purchasing fixed assets, paying back loans and paying the operation’s bills are all cash outflows. An ice cream retailer or other business operator can regain control over their finances by adopting best practices and proper tools. A good first step involves how the operation pays its bills. Many credit cards have a cash back bonus program. Even if the program offers only 1% cash back, that could equate to a sizeable monthly amount for many ice cream and frozen dessert businesses. Of course, because credit cards tend to have a higher interest rate, they should only be used if the balance can be quickly paid off in full. Where bulk sales are involved,
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improving the invoicing process is another key step in cash flow management. Any business can adopt incentive strategies to be paid faster. Giving away small extra services, on the other hand, might work. Incentives might include the following: * Small additional services * Discount for early payments (balance paid before a certain date, or yearly invoice vs. monthly) * Greater flexibility (for instance: a down payment required to book a delivery date). Some customers are just late payers and need to be nudged. The way that dunning is handled can, however, greatly affect the collection process. Timing and the quality of message content are the two main factors in the success or failure of these prods. The manner in which the ice cream business gets paid not only affects its profitability but also its cash flow. Today, paper checks remain as the standard method of payment. However, paper checks are slow, highly susceptible to fraud and bear “hidden costs” such as additional work and back office processing. They are also inadequate for recurring invoicing. Something as simple as asking customers to switch to debit cards or electronic funds transfer (EFT or ACH), providing incentives, etc., are among the tips that can be offered for faster, more secure, reliable and cheaper payments. Improving Cash Flow As mentioned, cash flow and profit are not the same. There are many factors that make up cash flow, such as inventory, taxes, expenses, accounts payable and accounts receivable. The proper management of cash outflows requires tracking and managing the operation’s liabilities. Managing cash outflows also means following one simple, but basic rule: Pay your bills on time -– but never pay bills before they are due. Having a cash reserve can help any frozen dessert business operator survive the gaps in cash flow. Applying for a line of credit from the bank is one way to build that cash reserve. Once qualified, lenders will grant a predetermined credit limit which can be withdrawn from when needed. Yet another option might be frugality. Aiming to keep the ice cream business lean, evaluate it. Is the purchase of new equipment really necessary? Will hiring new employees really be cost-effective? Weighing the pros and cons of all business needs and wants enables the business to retain cash flow and avoid unnecessary expenses.
tory to meet seasonal needs, to take advantage of a quantity or early-payment discount, or might spend extra cash to expand its business. Cash flow gaps are often filled by external financing sources: revolving lines of credit, bank loans and trade credit are just a few external financing options available to most ice cream and frozen dessert operations. Cash Flow Loans Cash flow-based loans rely on the value of the operation’s cash flow. If the operation has a strong cash flow stream, it can be used to get significant loan amounts even if there are few business assets. Although cash flow loans can be expensive, they play a key roll in any expanding business. An advantage of cash flow loans is the repayment period. These loans are usually designed according to the needs of the borrower with repayment period usually between five and seven years. And, since cash flow loans are different from asset-based loans, rarely does collateral have to be put up. Flowing Cash Flows Assessing the amounts, timing and uncertainty of cash flow is the most basic objective of cash flow management. Positive cash flow indicates the liquid assets of the business are increasing, enabling it to settle debts, reinvest in its business, return money to shareholders, pay expenses and provide a buffer against unanticipated financial challenges. The impact of a negative cash flow can be profound with so many operating on margins so thin that frequent lost opportunities will put them on the path to closing their doors. Every business can improve their cash flow. Of course, in order for this to happen, they need to adopt best practices in the way they invoice, follow up with customers and, monitor outflow. Without the help of a qualified professional, these best cash flow practices may be more difficult to achieve. v About the Author Mark Battersby’s columns, currently serving readers in a variety of fields, provide a wealth of topical information on a regular basis. Mr. Battersby writes and sells more than 200 features for trade magazines and journals every year in addition to writing and syndicating a column of general business tax information to over 45 business journals each week, newspapers and periodicals. Mr. Battersby also writes three topical columns every week and 13 trade magazine columns every month.
Cash Flow Gaps Remember, however, the cash flow gap in most businesses represents only an outflow of cash that might not be covered by a cash flow inflow for weeks, months or even years. Any business, large or small, can experience a cash flow gap -– it doesn’t necessarily mean the business is in financial trouble. In fact, some cash flow gaps are created intentionally. That is, a business owner or manager will sometimes purposefully spend more cash to achieve some other financial results. A business might, for example, purchase extra invenThe National Dipper July/August 2021
13
What’s IN and What’s OUT in the Workplace? Eight Trends Leaders Can’t Afford to Miss
by Rick Grimaldi Thriving in business means adapting to the many disruptions and influences that shape our modern work environment. The way we work is changing fast. Technology is disrupting every sector, while shifting social, political, and environmental factors are shaping a new landscape of work for leaders and employees. Workplace trends expert Rick Grimaldi says staying up to date on these changes is the key to navigating the chaos, staying successful, and, frankly, staying out of legal hot water. “Some of the big trends we’re seeing are driven by COVID and there are legal questions attached to many of them,” says Grimaldi. “But legalities are just the beginning. To stay relevant and attract a talented workforce you’ve got to know which outdated standards and behaviors no longer belong in today’s workplace. And you’ve got to change them quickly.” In other words, to stay successful in a world in constant flux, leaders must know what’s IN and what is decidedly OUT. Then they must transform their organization accordingly. For instance: IN: A structured, laser-focus on workplace safety. OUT: A “things will be fine” approach to safety. Once a discrete area that many thought only construction companies and chemical plants needed to worry about, the COVID-19 pandemic suddenly made workplace safety an issue for everyone—in every business regardless of industry. In addition, workplace violence is on the rise. Today’s workers demand and expect that companies put their safety first and companies are stepping up. A laser fo14
cus on safety not only helps companies prevent disability and discrimination claims and avoid OSHA fines, it sets them up to recruit and retain top talent. IN: Flexibility that allows for work-life integration. OUT: Rigid rules about when and how employees work. “Work from home” seems here to stay. Also, the 9-5 workday is being replaced with a more flexible schedule that (theoretically) allows better worklife integration. Yet true work-life integration requires time to enjoy life and de-stress, which is not always easy when the workday bleeds into evenings and weekends. There are no easy answers for employees or companies. “Yes, work from home can improve employee productivity, creativity, and morale,” says Grimaldi. “On the other hand, there’s no substitute for face-to-face interactions, and we’re starting to see burnout from those who have been working from home for the past year and don’t know when to close their laptops for the night. Organizations must weigh the trade-offs between what’s good for the company and what’s good for the worker.” IN: Intentionally shaping multigenerational companies. OUT: Ageism in any form. The most recent census revealed there are 38 million baby boomers, 57 million millennials (Gen Y), and 53 million Gen Xers. Soon, we will add in the 65 million Gen Zers. Youngsters far outnumber the oldsters at work. But at the same time, boomers are still hanging on to their place in the workforce. This is a good thing, says Grimaldi. The most productive and high-performing companies include a nice mix of employees of all age ranges, older employees included.
“A blend of different ages means you get more diverse perspectives and a synergy that gives you a competitive edge,” says Grimaldi. “Younger workers can come up with different ideas and may push for meaningful social and environmental change. But older employees bring a wealth of experience, insight, stability, and soft skills that younger people may not have developed yet.” IN: A zero tolerance attitude toward sexual harassment. OUT: Apathy around sexual harassment issues. (Or worse, coverups.) In the post-#MeToo era, powerful employers and employees are facing new scrutiny about their workplace behaviors and relationships. “Everyone should have the memo by now,” says Grimaldi. “There should be zero tolerance for sexual harassment in the workplace.” IN: Taking a stand on social and environmental issues. OUT: Myopic focus on profits and shareholder earnings. In recent years, many organizations have come forward to support the Black Lives Matter movement, taken a stand on global human rights issues, or adopted a more environmentally conscious approach to business. Not only is taking a stand on such issues the right thing to do, it’s what people want. According to one PR agency, more than 87 percent of consumers make purchases based on whether a company’s social beliefs align with their own. And 75 percent of millennials say they would take a pay cut to work for a socially and environmentally responsible company.
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July/August 2021
IN: Psychological safety and connectedness. OUT: Workplace bullies running roughshod. As AI disrupts and reshapes businesses, the work left to be performed by humans will be based on collaboration and communication. Employees must feel safe enough to build good trusting relationships that spur innovation. Anyone who dominates, demeans, belittles, or bullies others is interfering with this pursuit—and companies will no longer tolerate it. Leaders: Create an atmosphere of psychological safety by encouraging candor, avoiding blame, and allowing people to deliver bad news without fear of your reaction. Spell out expectations of how coworkers should interact, implement mandatory training, and set up channels for reporting bullying. And thoroughly investigate all claims. IN: Diversity, inclusion…and METAClusion. OUT: Overlooking people of color, women, and LGBTQ and disabled employees. Consider a few facts: For the first time, beginning in 2019, the majority of American hires in their prime—ages 25-54—were people of color. Also, for the first time in 2019, women made up the majority of the college-educated workforce. And the 66 million working women today are expected to grow to 92 million by 2050. Though immigrants make up just 18 percent of the workforce over age 25 in the US today, they obtain 28 percent of high-quality patents. They’re also more likely to be recognized as Nobel laureates in physics, chemistry, medicine, and physiology. “We know diversity and inclusion are important,” says Grimaldi. “But organizations that want to thrive go further: They work toward what DEI expert Tristan Higgins calls metaclusivity. In other words, they cultivate a true sense of belonging. Feeling that they belong is what gets people engaged and allows them to do their best work.” The National Dipper
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IN: Bringing mental health issues out of the closet. OUT: A hands-off approach to employee emotional wellbeing. After years of staying out of personal lives, more companies are asking, “How are you doing, really?” Thanks to COVID, many employees have moved past stress and into trauma territory. Companies are realizing that their psychological wellbeing impacts engagement, productivity, and every aspect of culture. “Do everything you can to promote employee wellbeing, both physical and mental,” says Grimaldi. “Design benefits, career tracks, and work arrangements with an eye toward meeting the needs of employees at different stages of life. And destigmatize mental health issues. It has to be okay to ask for help.” “Your ability to flex is what will make your business successful in the future,” concludes Grimaldi. “Disrupt yourself now by letting go of what’s out and embracing the trends that make our modern work environment more productive, more inclusive, and more profitable.”
About TheAuthor Rick Grimaldi is a workplace trends expert and the author of FLEX: A Leader’s Guide to Staying Nimble and Mastering Transformative Change in the American Workplace. Rick’s unique perspective comes from his diverse career in high-ranking public service positions, as a human resources and labor relations professional for an international hi-tech company, and presently in private practice as a partner with Fisher Phillips, LLP, one of America’s preeminent management side labor and employment law firms. Day to day, Rick works with companies to help them adapt to the ever-changing business environment, achieve their workplace goals, and become better employers. Rick is an internationally recognized writer and keynote speaker, and has been selected through a peer review process as one of The Best Lawyers in America© in three of the last four years. For more information, please visit www.rickgrimaldi.com.
15
It’s Not Just Stress; It’s Trauma
Seven Things Leaders Need to Know About the Post-COVID Workplace By Dr. Diana Hendel and Dr. Mark Goulston COVID-19 is only the most recent blow: For decades, the business world has faced a perfect storm of crises, changes, and disruptions. The result, according to a timely new book, is widespread organizational trauma. Here are a few insights on navigating it. Have you noticed your colleagues and employees seem a little stressed lately? (Okay, more than a little.) (Okay, it’s not just them. It’s you, too.) It’s understandable: The pressures we face and the hurdles we must jump are quite stressful. Yet the truth is far more worrisome, say Diana Hendel, PharmD, and Mark Goulston, MD. There’s a good chance your company has moved past stress and into trauma territory. “Yes, COVID-19 is a big part of it,” says Dr. Hendel along with Dr. Goulston. “The pandemic has disrupted every industry and changed our lives forever. But also factor in the political and social turmoil of the past year. And consider that for decades we’ve been battered by an onslaught of tech-driven shake-ups and other challenges.” Any of these changes and crises by themselves would be tough to deal with. But add them all together—and factor in the frequency, intensity, and duration that characterizes them—and you have a “perfect storm” for trauma. “Stress and trauma must be treated differently,” asserts Dr. Goulston. “Stress shakes our balance and is unpleasant to experience, but we’re able to power through it, build resilience, and go on with our lives. Trauma causes us to act from a place of fear. We go into survival mode and get caught up in the ‘fight, flight, or freeze’ response. It changes how we see the world—and it’s not something companies or workers can cope with long-term.” Unprocessed trauma is dangerous for organizations, say the authors. It causes individual employees and 16
leaders to act in destructive ways. Companywide, it compromises your structures, systems, and values. This is why it’s important to “name, claim, and frame” trauma. It’s the most effective way to fix what’s wrong now and prepare to deal with traumatizing events in the future. Drs. Hendel and Goulston wrote Trauma to Triumph as a blueprint for all organizations. It lays out tactics to help leaders create stability in the midst of chaos, move productively through a traumatic event, and come out even stronger on the other side. A few insights from the book: Trauma doesn’t always look like “shock and awe.” It can also be a “boiling frog” scenario. Sometimes trauma is ongoing and cumulative. For example, it may take the form of sexual harassment, racism, or some other type of discrimination. When trauma is not connected to a single event, many of us may not even realize we’re experiencing its effects. In these kinds of scenarios, where the trauma is chronic, the organization is like the proverbial frog in the cooking pot. You know the story: At first the frog is sitting in lukewarm water. Over time, the heat slowly intensifies until, finally, it is at the boiling point, and the frog is in serious trouble. “Many leaders think that trauma doesn’t apply to them because there’s not a single dramatic event,” notes Dr. Hendel. “But trauma can happen in a variety of ways, all of them destructive.” Trauma can manifest in employees in different ways. Learn to recognize these red flags. When people go into “fight, flight, or freeze” mode, they may respond differently. Some people might become hostile, belligerent, aggressive, or otherwise “difficult”—often seemingly without adequate cause. Others might cling to their “competence zone,” blindly doing what they’ve always done even though it no longer works. People dig
in and resist change. Or they may insist they are “fine,” even when it is clear they are struggling. “Meanwhile, leaders may behave in distinctively un-leaderly ways as well,” notes Dr. Goulston. “They might hide out in their office instead of jumping into action, or make rash, knee-jerk decisions when they were previously known for level-headed steadiness.” Certain “common threads” define traumatized organizations. Dr. Hendel—who lived through a workplace shooting a decade ago—says certain predictable things happen in the wake of trauma. People create their own narratives about what happened. Blaming and finger-pointing ensue. And often, people divide into opposing camps, and the workforce rapidly polarizes—opposing views can be taken to the extreme, and rifts can divide an organization. “Because it isn’t being addressed, people continue to struggle, and the ongoing, perhaps deepening, division/ polarization, blame, shame, and guilt hurts the culture,” says Dr. Hendel. “All of this can damage collaboration, cooperation, cohesiveness, and teamwork and erode their belief and trust in one another—and eventually the trauma becomes ‘taboo’ and unspeakable. “Fortunately, there are strategies for addressing and mitigating the impact trauma has on individuals—and on the culture of the organization,” Dr. Hendel continues. “When leaders navigate trauma effectively, they can minimize risks to employees and to the organization, help people recover and heal, and position the organization to thrive in the future.” Here are some examples: A Rapid Response Process enables you to spring into action when crisis occurs. You might think of this as a “Code Blue.” It’s a standardized, pre-planned approach for dealing with disruption. Getting one in place helps
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everyone know exactly what to do so that decisions can be made quickly, efficiently, and with a focus on safety. Here are the components to focus on. Gather your Rapid Response Team. Appoint people to this team before a crisis happens and make sure they know their respective roles. It should include all senior leaders and leaders of key functions such as operations/logistics, security, finance, HR, communications/PR, facilities, etc. Allow the leader in charge to delegate. You need a central commander to manage response activities such as assigning personnel, deploying equipment, obtaining additional resources, etc. This leader must be fully present, visible, and available in the heat of crisis. Have the team report to the command center. This is a pre-determined location (physical and/or virtual) for monitoring and reacting to events. You should also select a code word that puts the Rapid Response Process into action. Gather relevant information. In a crisis it’s critical to centralize information, facts, and data. What’s known? What isn’t known? The goal is to organize and coordinate response activities, ensuring that the most pressing needs are met and that resources are properly allocated. Promote a unifying message. It is vital to deliberately shape and disseminate a message of unity. Make sure your message is one of “we are all in it together.” This helps people transcend the impulse to split into factions. Communication is never more important than in a crisis. In times of crisis, employees need frequent, real-time, transparent communication more than ever. The acronym VITAL will help you remember the tenets around communicating in the aftermath of trauma: Visible. Leaders must be highly visible and take the lead in communication. Don’t hide behind a spokesperson. Communicate quickly and clearly to reduce ambiguity. In it together. Double down on messages that connect to team-building, camaraderie, and purpose. Acknowledge people’s fears, worries, and anxieties as normal, and inform them of what to expect. Transparent. Align leadership in how they see the external environment and make sure everyone agrees on what “success” looks like to make sure all messages are cascaded consistently. Don’t create voids with silence or waiting to communicate. Tackle rumors head-on. Don’t downplay or mislead, and do share bad news the minute you have it. Accessible. Use all modalities (video, email, intranet, text, town halls, etc.) to convey messages from the senior leader. Have a central repository/FAQ where people can get info. Establish a central number/site for employees to ask questions in between regular communication sessions. Listening. This is the most important piece of the communication formula! Ask questions and leave room for inquiry. When listening, stop talking. Resist the temptation to just listen for what you want to hear (your job is to hear and deal with the hard stuff too). A “both/and” approach can turn things around. In the best of times, businesses routinely struggle with dilemmas that can lead to polarization. For example, businesses The National Dipper July/August 2021
routinely struggle with questions such as mission or margin? and high quality or low cost? Or in the example of the COVID-19 pandemic, health of the economy or health of the populace? People tend to have different ideas on these issues even in the best of times, but trauma can stoke and inflame them. Instead of approaching these issues with an either/or mentality, Drs. Hendel and Goulston say that these are false choices, and organizations can, instead, leverage each side of these polarities with a both/and approach. “Leaders can intentionally create mindsets to maximize the effects of both sides and minimize the downsides of each to achieve things they couldn’t otherwise,” says Dr. Hendel. “For example, in a crisis, effective leaders can BOTH take charge AND build consensus. They can be BOTH direct and candid AND diplomatic and tactful.” Trauma can be a wake-up call for organizations. Specifically, it’s an opportunity to get some clarity around what you do, how you contribute and add value, and why you’re unique in providing these services. In the aftermath of trauma, you have a chance to build stronger, better teams; reinvent how you make decisions; and fine-tune your problemsolving processes. “We live in a time of constant flux and chaos, and that will never change,” says Dr. Goulston. “Putting a solid framework into place to lead organizations through trauma is not just a good idea but, increasingly, a necessity. It’s the only way to successfully navigate the future.” v
17
Get to the Point or Pay the Price Six Tips to Help Leaders Be Brief and Be Heard
by Joe McCormack When leaders ramble, digress and drone on, people tune us out. That can lead to lost customers, low-performing employees, failed projects and missed opportunities. Here are six simple strategies to help you nix the noise, be brief and be heard. We’d like to assume others hear us when we speak. Sadly, though, most leaders are ineffective communicators (at least at times). And even when listeners realize they’re not “getting” what we’re saying, they seldom ask for clarification. All this murkiness adds up to confusion and missed opportunities, says Joe McCormack. “There’s always a price to pay for unclear, imprecise, muddled
communication,” says McCormack. You may never know the price of your poor communication, but it can be steep indeed. Perhaps potential investors get turned off and fund another organization. Prospects are unmoved by your sales pitch, and you lose potential customers. Employees misunderstand their performance reviews and don’t improve. The big project you’re heading up falls flat. “These serious problems can easily be solved,” says McCormack. “And usually, it involves your saying less, not more. Being able to deliver clear, concise messages that land, resonate, and inspire is a crucial leadership skill.” We might think more is better and
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we’re doing people a favor by being thorough. But too much talking actually obscures the meaning of what we say. It’s a common form of “noise,” the word McCormack uses for the many forms of information overload we experience daily. (Think endless meetings; long, confusing work emails; and the onslaught of texts, social media alerts, and never-ending newsfeeds that erode our attention span and addict us to our devices.) As part of his “Just Say No to Noise” campaign, he suggests leaders banish all that extra language and get intentional about conveying clear, concise, brief messages. Six tactics to try: Beware of TMI (too much information) and TMP (too many people). The more critical your message, the more concise it must be. A longwinded, meandering message given to a huge room full of people dilutes your message and decreases its urgency. It also eliminates ownership of followup items. It’s far better to hold a series of short meetings, each focusing on a single topic. Include only those who need to understand that single topic. KISS: Keep it super simple. Yes, you could produce a 50- or 60-slide PowerPoint presentation and feel good about your message. But you will be far more impactful if you whittle your message down to its core and present five to eight memorable slides. This is effective because it forces you to understand what you are communicating and then relay only the bare essentials. “If you notice yourself saying something needlessly complex, just add ‘in other words’ and rephrase it using more ordinary words,” says McCormack. “What comes out is much simpler and clearer—it’s what you were actually trying to say.”
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Stick to a single message and repeat it liberally. In marketing, the “Rule of Seven” says that a prospect needs to see or hear your marketing message at least seven times before they take action. The number seven isn’t written in stone, but the concept remains: Reinforce your message by repeating it over and over.
Tips for Costing Ice Cream & Frozen Yogurt Cakes & Pies How to Cost:
• Mix • Soft & Hard Ice Cream • Soft Frozen Yogurt • Hard Frozen Yogurt • Crunch • Cake • Manufacturing • Preparation • Decoration • Packaging • Labor • Pricing
Cut the jargon. People treat these flashy words and phrases as noise. When people use “corporate speak,” they’re trying to project knowledge and authority, but really they’re training others to ignore them. Instead of filling your presentations with the “empty calories” of jargon, deliver a clear message with real meaning. Follow the Napoleon principle. Derek Wheeler, Chief of Staff at Cincinnati Children’s Hospital Medical Center, explains that French Emperor Napoleon Bonaparte would communicate a battle plan to his military personnel. After the generals left the room, Napoleon would ask a corporal (one of the lowest ranked people in the room) if he had understood the battle plan. If the corporal was unable to explain the plan, Napoleon would scrap it and start over. The takeaway: Make sure at least one listener (and preferably all of them) understands what you’re trying to communicate. Use “headlining” to get your message across upfront. Whether you’re giving a presentation or sending out an email, lead with your most important idea first. This avoids people’s tendency to bury the point or miss it entirely. It gets people’s attention right away and can help them keep the remainder of your message in the appropriate context. “When your story is clear and easy to follow, your plan can be executed the right way the first time,” concludes McCormack. “Imagine not only the impact that this will have on your job performance and your work relationships, but on your entire life. When the people around you can quickly understand what you want and need, it makes all of your relationships stronger and better.” v About the Author Joseph McCormack is the author of NOISE: Living and Leading When Nobody Can Focus. He is passionate about helping people gain clarity when there is so much competing for our attention. He is a successful marketer, entrepreneur, and author. His first book, BRIEF: Make a Bigger Impact by Saying Less (Wiley, 2014), sets the standard for concise communication. Joe is the founder and managing director of The BRIEF Lab, an organization dedicated to teaching professionals, military leaders, and entrepreneurs how to think and communicate clearly. His clients include Boeing, Harley-Davidson, Microsoft, Mastercard, DuPont, and select military units and government agencies. He publishes a weekly podcast called “Just Saying” that helps people master the elusive skills of focus and brevity.
Tips for Costing Cones, Sundaes, Shakes & Other Goodies Using Soft or Hard Ice Cream or Frozen Yogurt How to Cost:
• Mix • Soft & Hard Ice Cream • Soft Frozen Yogurt • Hard Frozen Yogurt • Cones • Sundaes • Shakes • Mix-Ins • Sodas • Floats • and more
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Yellow Pages The National Dipper Yellow pages is a complete resource guide for tthe frozen dessert retail industry and will appear in every issue. Listings are sold on an annual basis and rates are for six issues. Yellow pages are not commissionable and payment must accompany order. Send your order to: The National Dipper, 1030 West Devon Avenue, Elk Grove Village, IL 60007-7226. 847/301-8400. Regular Listing: 1st line $395. year, additional lines, $280. year. Maximum characters 40 characters per line. Boldface Listing: 1st line $495. year, additional lines, $395. year. Maximum 30 characters per line. ALL CAP Listing: additional $85 a line per year, regular or boldface. Maximum 30 characters per line. ASSOCIATIONS Great Lakes Ice Cream & Fast Food Assn. ..................810/618-0605 New England Ice Cream Restaurant Assn. .........mca319@gmail.com BATCH FREEZERS Carpigiani…………www.carpigiani,com/us……………800-648-4389 Emery Thompson......www.emerythompson.com……..718-588-7300 BOOKS Tips for Costing Ice Cream & Frozen Yogurt Cakes & Pies, plus: Tips for Costing Ice Cream Cones, Sundaes, Shakes & Other Goodies………………………..JLM Unlimited...847-301-8400 BULK ICE CREAM CONTAINERS Negus Packaging Solutions 3220 Kingsley Way, Madison, WI 53713 CAKE DECORATING www.cakedeco.com…Candles & Everything!...........718/545-4600 COCOA POWDER Forbes Chocolate………………............…..www.forbeschocolate.com CONES Joy Cone Co. Cake, Sugar, Waffle Cones & Bowls.......800-242-2663 PDI Cone-Dutch Treat…Sugar Cones & Toppings….....866-277-3084 DIPPING CABINETS Carpigiani…………www.carpigiani,com/us……………800-648-4389 FLAVORS Green Mountain Flavors, Inc. ………………………..800-639-8653 FROZEN CUSTARD Classic Mix Partners...www.classicmixpartners.com.....800-722-8903 Award Winning Frozen Custard Mixes FROZEN YOGURT MIX A. Panza & Sons, Ltd., Mixes & Ingredients www.icecreamproducts.com…………………….800-Ice-Cream ICE CREAM CARTS & FREEZERS AllStarCarts-IceCreamCarts-Tricycles-TrucksTrailers...800/831-3166 Carpigiani…………www.carpigiani,com/us……………800-648-4389 ICE CREAM CONTAINERS Visstun Cups…………..www.visstuncups.com….….702/251-8809 Custom printed quarts, pints, 1/2 pints and 5 oz. cups Flexible order volume - Single case to millions
The National Dipper July/August 2021
ICE CREAM MIX A. Panza & Sons, Ltd., Mixes & Ingredients www.icecreamproducts.com…........................….800-Ice-Cream PHOTOGRAPHY Stella Lorens Gallery…www.stellalorens.com...............630/730-8297 POINT OF SALE POSTERS JLM Unlimited, Inc., ........Elk Grove Village, IL ..............847/301-8400 Ice Cream Banana Split and Sundaes Posters SODA FOUNTAINS AMERICAN SODA FOUNATIN, INC............................312/733-5000 455 N. Oakley Bl...Chgo, IL 60612...www.americansodafountain.com Parts-Sales-Service-Mixers-Pumps-DraftArms-SodaFount.Bev.Equip SOFT SERVE MACHINES Carpigiani…………www.carpigiani,com/us……………800-648-4389 TOPPINGS TR Toppers ………..800-748-4635……. www.trtoppers.com VANILLA Prova Gourmet….www.provagourmet.com…978/739-9055
Regional Yellow Pages Regional Yellow Pages are available to companies that distribute products and/or services in a limited area of the country. Companies are listed in the state in which they are located. Regional Yellow Pages will appear in all six issues of The National Dipper and rates shown are for six issues. Regular Listing: 1st line, $295. per year, additional lines $165. per year. Maximum 40 characters per line. Boldface Listing: 1st line, $395. per year, additional lines $295. per year. Maximum 30 characters per line. ALL CAP Listing: additional $75. a line per year, regular or boldface. Maximum 30 characters per line. Payment must accompany order. Regional Yellow Pages are non-commissionable. CALIFORNIA Taylor Freezers of Calif..800-927-7704..www.taylorfreezers.com FLORIDA Seacoast Sales……..............………...www.seacoastsalesflorida.com 904/334-4489………….......Batch Freezers……...........Display Cases NEW JERSEY A. Panza & Sons, Ltd., Mixes & Ingredients www.icecreamproducts.com….........................….800-Ice-Cream Dingman’s Dairy................www.dingmansdairy.biz..800-958-6838 SOUTH JERSEY PAPER PRODUCTS/SUPPLYITALL OHIO Peck Food Service..www.peckfoodservice.com…..800-732-7325
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NEGUS PACKAGING SOLUTIONS
Calendar JULY National Ice Cream Month National Hot Dog Month 3 – National Chocolate Wafer Day 4 – Independence Day 7 – Strawberry Sundae Day 9 – National Sugar Cookie Day 11 – National Blueberry Muffin Day 12 – National Pecan Pie Day 15 – National Gummy Worm Day 17 – National Peach Ice Cream Day 18 – National Ice Cream Day 20 – National Ice Cream Sundae Day 23 – National Vanilla Ice Cream Day 25 – National Hot Fudge Sundae Day 26 – National Coffee Milkshake Day 28 – National Milk Chocolate Day 30 – National Cheesecake Day 31 – National Cotton Candy Day
21 – Senior Citizen Day 24 – National Peach Pie Day 25 – Banana Split Day 26 – National Cherry Popsicle Day 30 – National Toasted Marshmallow
July – National Blueberry Month. Contact: Tom Payne, U.S. Highbush Blueberry Council, 865 Woodside Way, San Mateo, CA 94401. 650/340– 8311. Fax: 650/340–8568. E–mail: jferrary@tjpmd.com AUGUST National Peach Month 2 – National Ice Cream Sandwich Day 3 – National Watermelon Day 4 – Chocolate Chip Cookie Day 4 – Friendship Day 6 – National Root Beer Float Day 8 – National Frozen Custard Day 10 – National S’mores Day 10 – National Banana Split Day 14 – National Creamsicle Day 17 – National Vanilla Custard Day 18 – National Ice Cream Pie Day 19 – National Soft Serve Ice Cream 19 – National Aviation Day
SEPTEMBER National Honey Month 4 – National Macadamia Nut Day 6 – Labor Day 6 – Rosh Hashanah Begins 6 – National Coffee Ice Cream Day 10 – National Hot Dog Day 11 – Patriot Day 11 – National Hot Cross Bun Day 12 – National Chocolate Milkshake 12 – Grandparent’s Day 13 – National Peanut Day 15 – Yom Kippur Begins 21 – National Pecan Cookie Day 22 – Autumn begins 22 – National Ice Cream Cone Day 23 – National White Chocolate Day 26 – National Key Lime Pie Day 27 – National Chocolate Milk Day 28 – Strawberry Cream Pie Day 29 – National Coffee Day 29 – National Mocha Day OCTOBER National Apple Month National Pretzel Month National Caramel Month National Cookie Month National Dessert Month 7 – National Frappe Day 11 – Columbus Day (Observed) 13 – National M&M® Day 14 – National Dessert Day 16 – National Boss Day 16 – Sweetest Day 18 – National Chocolate Cupcake Day
Advertisers’ Index Available in 1.3, 2 ½, and 3 Gallon
NEGUS
3220 Kingsley Way Madison, WI 53713 (608) 251-2533
negus.info@negusboxnbag.com www.negusboxnbag.com (888) 241-7482
Distributor Inquiries Welcome 22
Carpigiani.........................................11 Costing Manuals...............................19 Dingman’s Dairy................................5 Great Lakes Ice Cream & Fast Food Association...............................15 Hershey Foodservice............4th Cover Hill & Markes……………………..17 Stella Lorens Photography ..3rd Cover Negus Packaging Solutions..............22
New England Ice Cream Restaurant Association..................................18 A.Panza & Sons, Ltd...........2nd Cover Prova Gouremet.................................7 Visstun.............................................13 This Advertisers’ Index is published as a service to you, the reader. The publisher does not assume liability for errors or omissions.
The National Dipper
July/August 2021
