National Dipper July-August 2023

p D The National per i ®

THE MAGAZINE FOR FROZEN DESSERT RETAILERS

Gary Harpst

Page 6 - From left: Melanie Wolf, Francia Magsaysay and Golan Chetrit winners of the Carpigiani New York Gelato Festival World Masters challenge.

Page 7 - From left: Jeff Tunberg, Jennifer Lindbloom, Annika Tunberg and Jon Tunberg, Whitey’s Ice Cream, celebrating 90 years in business.

Page 8 - I pledge for ice cream celebrates National Ice Cream Month.

Editorial Promotion of the Year Contest

The Promotion of the Year Contest is now open to all ice cream stores in the United States. You do not need to be a member of an association to participate. Just submit your promotion to The National Dipper by September 20, 2023 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 2023. Entries must be received by September 20, 2023. 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. Please see the ad on page 23.

Send your promotion to me at: lynda@nationaldipper.com. If you have them, please include any photos.

I always look forward to receiving and reviewing your promotions.

In This Issue

The first article in this issue is called “Motivating Your Employees, Money is not always the answer.”

You finally hired a really good team of employees, now how do you motivate them? This article gives you nine other ways to motivate employees, in addition to money. Realistically, as an ice cream shop owner, you cannot afford to rely heavily on financial incentives as a motivator.

Some people are motivated just by approval, by being given responsibility, or status or the work itself. Take the quiz at the end of the article to see how you can motivate your employees.

Are Your Personnel Policies Upto-Date? It is always a good idea to have your personnel policies in writ-

ing and give them to new employees as soon as possible after hiring. And it is a good idea to review your policies every year. Here are several suggestions that should be included in your personnel policies.

Your personnel policies, if developed wisely, can be a real asset to your business. If you’re writing new policies or revising old ones, be sure they reflect the management standards you want to pursue. Consult a labor relations specialist or attorney if you need help with thorny areas and if you’re not sure about the legal implications of certain policies.

From time to time you have had to fire an employee. Not a pleasant task. But the next article, “An Ugly Firing Isn’t Inevitable: How to Turn Things Around with a Problem Employee... Starting Now” may be a chance to turn things around, or at least make the experience less soul-crushing for you both.

If both of you are willing to tell the truth and hold yourselves accountable, you may be able to turn a problem employee around.

Finally, learn how to be a shark. In this next article, “Navigating Murky Waters? Sacred Six Principles Will Help You Succeed Like a Shark”, author Walter Bond says that sharks have a lot to teach us about relationship management and the building blocks of success. His “Sacred Six” principles will help you swim steadily toward your potential, even when the water gets rough.

While you might assume sharks depend on their own brute power to survive, they rely on suckerfish to eat parasites that would otherwise sicken and kill them. So too, we rely on our network of relationships that bring value to our endeavors in work and life, and that keeps us afloat and moving forward when the waters get rough.

Lynda Utterback Publisher/Editor

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:

• 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 © 2023 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, 1532 Oregon Trail , 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 RESTAURANT Association Restaurant, Hotel-Motel Show® concluded last week at Chicago’s Mc Cormick Place, reaffirming its position as the premier event for the foodservice industry. Drawing an impressive crowd of industry professionals from across the United States, rep resenting all 50 states, and boasting a diverse international presence from 107 countries—including key countries from Asia, the Caribbean, and Latin America such as Australia, Mexico, Brazil, the Dominican Republic, Japan, Taiwan, and the Philippines—it stood as the leading industry gathering.

The Show hosted nearly 55,000 foodservice profession als and experienced an 8% growth in total registrants com pared to the previous year, reflecting the growing interest and engagement in the event. Additionally, international atten dance accounted for 15% of the total registration, marking an increase from 11% in the previous year and highlighting the Show’s growing global appeal. Serving as the ultimate sourcing destination for restaurant and hospitality buyers, the National Restaurant Association Show 2023 provided unpar alleled opportunities to explore the latest trends and establish invaluable business relationships.

“The National Restaurant Association Show conclud ed its 2023 edition as the undisputed epicenter of the food service industry,” said Tom Cindric, President of Winsight Exhibitions. “With its unparalleled showcase of foodservice brilliance and an impressive show floor buzzing with unri valed energy, the Show united professionals from around the world, inspiring trends, fostering global collaboration, and providing leading education. As the premier global gather ing, it stood as a testament to the industry’s vitality, driving innovation and shaping the future of the culinary world.”

Show Floor

Spanning an expansive exhibition space of over 661,000 square feet, the Show floor was a hub of excitement and inno vation. Hosting an impressive lineup of more than 2,100 man ufacturers and suppliers, the 2023 event showcased a nearly 17% increase in exhibitors compared to 2022. The growth was particularly notable with over 800 first-time exhibitors, representing a substantial 61% increase over the number of new exhibitors in 2022. With a significant 12% expansion in exhibit space year over year, the Show floor provided partici pants with a vast platform to present cutting-edge products across a comprehensive range of 900+ categories, solidifying its reputation as a premier destination for discovering the latest in foodservice excellence.

The abundance of innovation, influential decision-makers, and exhibitors, combined with the remarkable growth in exhibitors, left attendees completely satisfied and inspired to shape the future of the foodservice industry.

“If you’re in the industry this is the place to be,” said Brian Duffy, Chef, TV Personality, and Hospitality Consultant. “You cannot even imagine how many opportunities there are for inspiration, for innovation, for new ways to run your business and new items to put on your menu.”

The perfect combination, resulting from our expertise, to flavor in a single step.

CARPIGIANI IS PROUD to announce the top three winners of its New York Gelato Festival World Masters challenge, held in Ronkonkoma, New York, at GTI Designs on April 25. Twelve gelato makers from the eastern United States participated in the competition by preparing their unique gelato flavors and presenting them to a technical jury. The top three winners, and their winning flavors, are:

First place: Golan Chetrit of Noi Due Gelato in New York City with the flavor “Halva Nagila”

Description: Halva gelato with tahini cilan & roasted crispy rice

Second place: Francia Magsaysay of Francy’s Artisanal Ice Cream in Bergenfield (NJ) with the flavor “Purple yam and Cheese with Craquantes”

Description: Purple yam and cheese gelato with white chocolate pearls

Third Place: Melanie Wolf of Pompelmo Gelateria in Westerly (RI) with the flavor “Taste the Tropics Sorbet”

Description: Tropical harmony of passion fruit, dragon fruit, pineapple, mango & essence of ginger

The New York Challenge is the fourth and last North America regional gelato challenge to be held in 2023 as part of the Gelato Festival World Masters championship. Three winners from each of the regional challenges will advance to the North American semi-finals to be held in Los Angeles in September 2023. The Gelato Festival World Masters, sponsored by Carpigiani and Sigep – Italian Exhibition Group, is holding a four-year series of competitions to find the world’s best gelato. Over the 2022-2025 time period, a series of regional competitions will be held, with the final global competition to be held in 2025 in Italy.

The gelato creations are judged on the choice of ingredients used, technical structure, craftsmanship in creating the recipe and visual impact. At each competition, the gelati will be judged by a panel of esteemed judges. Judges for the North America challenge in New York were:

Victoria Jordan Rodrigues, Director of Special Projects, James Beard Foundation

Melissa Walnock, CIA Associate Professor, Baking and Pastry Arts

Dylan Lemay, Owner of Catch’n Ice Cream NY

Andrea Zanin, President, CEO of Andrea Zanin Group Corp, New York.

The Gelato Festival debuted in Florence, Italy, in 2010, and soon expanded throughout Italy and the rest of Europe.

The first North American challenge was held in Colorado in 2017. After more than 80 regional festivals and more than 3,500 gelato artisans participating, the winner of the most recent Gelato Festival was Ádám Fazekas of Budapest, Hungary, with his Frutta di Pistacchio (Pistachio Fruit) gelato in 2021.

Other contestants in the New York North American challenge were:

Justin Gilbert of Gelato Gilberto in Louisville (KY) with the flavor “Kentucky Bourbon Ball”

Marion Kempf Manderville of Marion’s Gelato in Mt. Pleasant (SC) with the flavor “Salted Caramel Pecan”

Micheal Rocca of Gelato Envy in Rockaway (NJ) with the flavor “Nutty Truffle Razzle Dazzle”

Beth Richardson of Spotz Gelato in Georgetown (KY) with the flavor “Banana Pudding”

Anna Franchi of Viale Gelateria in Lynbrook (NY) with the flavor “La mia Pastiera”

Esad Lekic of Avrililillys in New York City (NY) with the flavor “Jewels of the Caribbean”

Marsha Benson of Iorio’s Gelato in Ann Arbor (MI) with the flavor “Hazelnut Coffee Crunch”

Emanuele Catalano of Julietta Gelato in New York City (NY) with the flavor “Julietta”

Lindsey Verardo of Licks Italian Gelato in Sunnyside (NY) with the flavor “Redskin Peanut Gelato” About Carpigiani

Established in 1946 in Italy, Carpigiani enjoys an unrivaled market position, thanks to its high standards, top-quality products, customer service and technological innovation. The company supports its equipment with a worldwide network of highly skilled sales and service technicians. The premier brand name in frozen-dessert machines, 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.

BRUSTER’S REAL Ice Cream is celebrating with the launch of two fresh and fruity classics – turning some of your favorite pie flavors into some simple frozen delicacies. You can find these specials throughout June at your local Bruster’s Real Ice Cream store.

Key Lime Pie in a Waffle Cone – Key Lime Pie is a beloved treat that captures the true essence of summertime flavors. We mix our tart and tangy key lime ice cream with graham cracker swirls for a traditional twist on the classic favorite. The tartness of the key lime flavor, combined with the sweetness of the waffle cone, creates a delightful contrast that is sure to satisfy your taste buds.

Coconut Cream Pie in a Waffle Cone – Coconut Cream Pie in a Waffle Cone is a creative twist on a classic dessert. It combines the flavors of our homemade coconut ice cream mixed with marshmallow swirls and vanilla wafers. The combination of the crispy homemade waffle cone and the tropical coconut taste creates a delightful contrast of textures and flavors.

WHITEY’S ICE CREAM. Moline, Ill is celebrating 90 years and to commemorate the occasion, Whitey’s will be offering $0.90 cones at all locations throughout the week of Monday, May 15 through Sunday, May 21. Every extra scoop with be $.90 as well. In addition to the sale, this week Whitey’s will have:

Special 90th anniversary merchandise available for purchase including sweatshirts, coffee cups and canvas tote bags.

Our May Treat of the Month, the 90th Birthday Cake Shake. This shake is made with cake batter flavoring decorated with red and white sprinkles inside and on top.

Stores have cardboard cutouts for customers to take pictures with highlighting Whitey’s uniforms from decades ago.

FROM THE DRIVE-THROUGH we stop at, to the sitdown restaurant, the restaurant industry runs on hospitality. However, 79% of restaurant operators say they currently have job openings that are tough to fill. The Essential Workers for Economic Advancement (EWEA) program would help address some of these challenges.

The program, created by the bipartisan Essential Workers for Economic Advancement Act (HR 3734) introduced by Reps. Lloyd Smucker (R-PA) and Henry Cuellar (D-TX), creates a pathway for workers to come to the U.S. on marketdriven, non-immigrant, three-year visas. The program is intended for small businesses in industries with comparatively low sales per employee and would be available for non-agricultural jobs with lower education thresholds that have been unfilled for extended periods of time.

“There is no silver bullet to solving the industry’s recruitment challenge, but this program would be a significant step forward,” said Sean Kennedy, executive vice president of Public Affairs for the National Restaurant Association. “The restaurant industry is growing its workforce at a faster pace than the rest of the economy. We expect to add another 500,000 jobs by the end of the year, but with one job seeker for every two open jobs, operators are fighting to fill positions. This program is a win-win for employers in desperate need of employees and individuals seeking training and opportunity.”

Whitey’s is running a contest online through Thursday, May 18 asking fans to share their memories that include Whitey’s for a chance to win a $90 gift card.

“We have had a wonderful 90 years of business in the Quad Cities,” said Jeff Tunberg, co-owner of Whitey’s Ice Cream. “Having this cone sale is our way to say thank you and give back to the community that has given our company so much.”

Jon Tunberg, co-owner of Whitey’s Ice Cream states, “This is a huge milestone, and we couldn’t have reached it without all of our wonderful customers. We are looking forward to the next 90 years!”

Share your favorite Whitey’s Ice Cream moments or treats and follow the latest news and updates on Facebook, Twitter and Instagram.

About Whitey’s Ice Cream

Whitey’s Ice Cream was founded in 1933 by Chester “Whitey” Lindgren – nicknamed such due to his whiteblonde hair. Bob Tunberg started working at Whitey’s Ice Cream in 1935 and eventually bought the business in 1953 with his wife, Norma. Bob and Norma’s sons, Jeff and Jon, joined the family business and eventually became co-owners when Bob passed away in 1991. Today there are eight locations throughout Illinois and Iowa with product available in grocery store chains across the Midwest. Whitey’s Ice Cream has been named “best in the Midwest” according to the readers of Midwest Living Magazine, one of the “best ice creams in the world” by Conde Nast Traveler and voted “best ice cream” in the Quad City Times Reader’s Choice Awards.

From left: Jeff Tunberg, daughter Jennifer Lindbloom, Annika Tunberg daughter of Jon Tunberg.

I PLEDGE FOR ICE CREAM celebrates National Ice Cream Month, patriotism and community.

This youth-focused patriotic celebration has grown from a Savannah Georgia tradition to an annual event held in 44 states across America.

During the month of July, children 12 and under accompanied by an adult will receive a free scoop of ice cream for reciting the Pledge of Allegiance. This annual event kicks off July first.

The I Pledge Project was launched in 2009 by Leopold’s Ice Cream, a renowned Savannah, Georgia destination. The idea was recommended by a local teacher to shop owners Stratton and Mary Leopold. The concept quickly connected with children and families, becoming a genuine marketing and community outreach success.

Soon after, Stratton and Mary Leopold launched a national campaign that continues to welcome other frozen treat shops anywhere in America to participate in the program. Their sincere hope is to have participating stores (and children) in all 50 states!

For details of how to join, who is participating this year, locations, dates, and times please visit www.IPledgeForIce Cream.com

Leopold’s Ice Cream, located at 212 East Broughton Street, Savannah, GA is a family business established in 1919 by three immigrant brothers George, Peter, and Basil Leopold from Greece. Their homemade super premium artisan ice cream is still made in small batches using the finest ingredients and secret family recipes. leopoldsicecream.com

CHILL-N-NITROGEN Ice Cream (Chill-N), the made-toorder nitrogen ice cream pioneer, announced today that it will be debuting its first-ever South Carolina location in the Hilton Head area later this year. The new shop will be opening in the town of Bluffton at 65 Towne Drive, Unit 65 in Belfair Towne Village II, and will be owned and operated by new franchisee Derek Cohen who recently purchased the rights to develop Chill-N locations in the Hilton Head and Savannah, Georgia markets. His immediate plans are to open one location in each market for a total of two.

Cohen has had a longstanding career in the United States Marine Corps, joining as an infantryman in 2003 and serving in four deployments before becoming an administrative assistant for the Second Marine Division Career Retention Spe-

cialist. Over the past 20 years, he has held a variety of roles including career planner as well as the executive assistant to the chief operations officer at Quantico. He currently serves as the executive assistant to the Deputy Assistant Secretary for the Middle East and Africa but plans to retire soon to focus on his new venture with Chill-N.

MANY CONSUMERS don’t realize that each time they swipe their credit card, to pay for a good or service, the business owner has to pay an additional percentage of the total bill to route the transaction. Unfortunately, due to a duopoly in the credit card processing system, the fees have been spiraling out of control, harming business owners across the nation who have no choice but to pay.

The bipartisan and bicameral Credit Card Competition Act of 2023, introduced by Sens. Dick Durbin (D-IL) and Roger Marshall (R-KS) and Reps. Lance Gooden (R-TX) and Zoe Lofgren (D-CA) would inject competition into this process by prohibiting card issuers from forcing restaurants to use the issuer’s processing network. This change would drive down processing costs for both operators and diners alike, saving U.S. businesses and consumers an estimated $11 billion a year.

“Swipe fees are one of the most expensive costs restaurant operators have to manage – behind food and labor costs – and being able to accept credit cards is essential to running a restaurant,” said Sean Kennedy, executive vice president of Public Affairs for the National Restaurant Association. “The Credit Card Competition Act would empower restaurant owners to choose the most cost effective and secure network to route a credit card transaction. The impact of this would be significant – saving restaurant operators and consumers billions of dollars a year.”

The two dominant credit card companies account for over 80% of all credit card transactions in the U.S. and those transactions can only be processed on their network. This means that restaurants that want to accept these credit cards do not have a choice but to pay the processing fee set by these companies. The lack of competition means these two companies can effectively price-fix how much it costs restaurants to run a credit card. In the past decade the cost of these fees has more than doubled – unchecked by market competition. The Credit Card Competition Act would:

Require that credit cards issued by the nation’s largest banks – those with over $100 billion in assets – are able to be routed through at least two unaffiliated networks.

Require that those banks offer a non-dominant network choice, creating competition and allowing smaller companies to compete in the credit card processing marketplace. This “dual routing” requirement already exists for debit cards and has saved businesses and consumers an estimated $9 billion a year over the last decade.

The bill also strengthens national security by blocking networks that are “owned, operated, or sponsored by a foreign state entity,” like China Union Pay, from entering the U.S. credit card market.

ANDY’S FROZEN CUSTARD®, the award-winning frozen custard and treat shop, has announced a new partnership with Missouri Boys State and American Legion Auxiliary Missouri Girls State as the first-ever corporate underwriter of its acclaimed leadership development program. The program, which will take place June 24 – July 1 at Lindenwood University in St. Charles, will celebrate over 80 years of youth leadership excellence in the state of Missouri.

“Our company has a long history of giving back to the state of Missouri and, in particular, elementary and middleschool aged children,” said Andy Kuntz, CEO and Owner of Andy’s Frozen Custard. “I come from many generations of folks born, raised and educated in Missouri, and nothing brings me more joy than being able to help foster the success of our fine young students by expanding that commitment to High School students as well.”

The Missouri Boys and Girls State programs are unique leadership and citizenship programs whose mission is to further develop the leaders of tomorrow for the betterment of communities across our State and Nation. Using the democratic system as a basis, these leaders construct their own state, utilizing the core values that hold true in our everyday lives. The program teaches the value of public service and the strength of the individual voice and vote by reinforcing the basic American ideals to help to shape the future of America’s communities.

These programs are distinctive in that they are offered at no cost to the student (or family) to ensure that, regardless of economic background, all outstanding students in Missouri can have this experience. The goal is for all parts of our state to be properly represented at Boys State and Girls State.

As part of the sponsorship, executives from Andy’s will be taking part in the program, offering guidance about how to successfully plan for and operate a franchise business. In addition, program participants will be fueled by sweet treats from Andy’s during their 8-day experience.

“Our growing company has always been committed to the future of Missouri, with many of our franchise partners and suppliers located here,” added Kuntz. “To be able to recognize these high-achieving students and the educators that helped get them this far is a rewarding way for us to give back to the community that has given so much to us.”

About Andy’s Frozen Custard

Founded in 1986 in Osage Beach, Missouri by Andy’s parents John and Carol Kuntz, Andy’s Frozen Custard has been providing the freshest frozen custard in the business for 37 years, mixing and presenting handcrafted frozen custard treats with speed and a smile. With a focus on product quality, customer service and community involvement, Andy’s has grown into the nation’s largest frozen custard-only business, with more than 2,000 employees and 134 company-owned and franchised stores across 15 states proudly serving the World’s Finest Frozen Custard. Andy’s also offers the ‘Yum Squad Loyalty Club,’ designed to say “thank you” to loyal customers by earning points to redeem towards a free treat for every dollar spent.

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Motivating Your Employees

Money is not always the answer

One of the greatest challenges facing operators of ice cream shops is the motivation and retention of employees. Understandably, when owners think about motivating employees, they think in terms of incentives. But what really is an incentive?

The Random House Unabridged Dictionary of the English Language defines incentive as “something that incites or tends to incite to greater effort, as a reward offered for increased productivity.” To most managers “reward” means just one thing: money. But the something that an “incite to greater effort” does not have to be money. In fact, money is but one of ten different motivating incentives that management scientists have identified.

Achievement

Some employees will work hard because they love to respond to a challenge and show that they can accomplish more than expected. They are not merely working for some external reward. For those with a high need for achievement, just being able to meet a tough goal is its own reward.

Affiliation

Being able to associate with those who are looked up to and admired is, for many people, extremely rewarding. Being allowed to join in a group that is viewed as prestigious, whether it be the “cool” kids in school or a group of athletes, is deeply satisfying to some. Just consider the terrible hazings that college students will gladly undergo in order to affiliate with a particular fraternity or sorority.

Approval

“How am I doing, boss?” is a

question verbalized, yet frequently asked (in their own minds) by virtually all employees. We all want and need feedback, especially from those in authority. Giving approval for desirable behavior is a meaningful motivator that is simple, free and powerful.

Authority

Secretly, do you get a kick out of being able to tell others what to do? Well, if you do, you are not alone. In fact, the chance to exercise legitimate authority, while not for everyone, is one of the most potent incentives that can be used in any organization.

Autonomy

Being self-directed and functioning independently is of more significance to some people than it is to others. From the heartfelt cry of Patrick Henry, “Give me liberty, or give me death!”, to the toddler refusing help in order to master simple new skills, the desire for autonomy is almost universal and, with some thought, can be used as a significant work place incentive.

Money

As everyone knows, money is an incentive. The best salespeople work on a commission basis, because they want the money, and wait staff will often go the extra mile because of the money incentive. Unless your employees are among the filthy rich, extra money can be a powerful motivator.

Participation

If you’re my boss and you tell me, the worker, what to do, I’ll do it. I may not like it, I may not give it my greatest effort, and I may do it only grudgingly, but I’ll do it. But if you ask me how something

should be done and I participate in the decision about how to do it, and then I do it, I am much more motivated. By participating in decisions, workers “own” the decisions made and acquire a vested interest in proving that the decision was a good one.

Responsibility

The way people accept responsibility varies very widely. Some employees thrive on it and will work wonders to show they can be counted on, others couldn’t care less. But for those with a strong “responsibility bone,” being held strictly accountable is the motivator par excellence.

Status

How do you think others think of you? If you believe that they think highly of you, you gain status. If you think they look down on you, you believe you have low status. The point is, status is not objective, but a belief in one’s mind about the belief in other people’s minds! A very status-conscious employee can be powerfully motivated by what he or she perceives as others’ opinions. Using simple status symbols to show a positive attitude towards a status-conscious employee can work wonders.

The Work Itself

All but forgotten by most managers is the fact that many people really love their work and that is one of the main reasons they come to work. This motivational factor is probably of greatest significance when recruiting and hiring.

Two Questions

Two questions immediately come to mind: “How do I know which incentives to use with which

employees?” and “How do I implement them?”

As to implementation, the answers are really quite simple, although some ingenuity may be called for. But a little thought and planning will, surprisingly often, suggest ways to use these various motivators. By far, the more challenging issue is to determine which employees will respond to which incentives.

The best managers take the time to really get to know their employees, individually and personally. This, of course, does not mean they become buddy-buddy with them. It does mean knowing their likes and dislikes, their usual styles of interacting, their customary levels of energy, their sense of humor, their intelligence, etc. In short, effective managers understand the personalities of their employees. Armed with this knowledge, they can thoughtfully select those incentives that are going to work best for each employee. When it comes to motivating workers, one size definitely does not fit all.

Here are some examples, in

the form of a quiz. Which of the ten motivation factors described do you think are most likely to motivate these individuals? Probable answers are given at the end of this article.

Henry, who attends community college at night, is the first member of his family to have any higher education. He is active in his church and frequently volunteers time to serve as an assistant minister. He recently became a member of the local Rotary club.

Jane is an energetic, outgoing employee who frequently offers suggestions about how service might be improved. She enjoys discussing her handling of problems in great detail with her supervisor.

Susan is very frank about her ambition to move up. She first came to work as a general helper six months ago, but after a month on the job she was made a shift supervisor and within six months was asked to oversee workers in two retail operations.

Charles is 24 years old and has been with the company for three years. He is the only employee,

who, by choice, is paid partially on a commission basis. He recently purchased an elegant sports car and is planning on taking flying lessons.

Karen is a 17 year old high school student with a 4.0 grade point average. She is planning on attending medical school. The oldest of six children, she cares for her younger brothers and sisters and has a special interest in preparing great meals for them and has developed a real flair for food preparation.

Here is a Challenge

Try to write a brief paragraph about each of your employees similar to the paragraphs above. Then, carefully consider which of the ten motivators will carry the most weight with that particular employee. By doing so, and then providing appropriate incentives for each, you will have better motivated, more productive employees. And, among other things, that also translates into lower turnover.

Realistically, ice cream shop owners simply cannot afford to rely heavily on financial incentives as a motivator. Certainly, giving occasional surprise bonuses for extraordinary work can be a great motivator and can be practical. But by using the other nine incentives listed here, managers can greatly increase the overall motivational level of their employee. Not only will this enhance your bottom line you will also be helping to make happier workers.

Answers to the Quiz

Henry would likely be motivated by his need for status and affiliation.

Jane is apt to be motivated by her needs for participation and approval.

Susan is probably most strongly motivated by authority and autonomy.

Charles is probably most motivated by status and money.

Karen is very likely to perceive achievement, responsibility and the work itself as strong incentives. v

Are Your Personnel Policies Up-to-Date?

Are your personnel policies up to date? Are they in writing, and formally communicated to your employees when they are hired?

If you hesitate before answering these questions, this article is for you. Personnel policies insure good business communications, articulate the general expectations you have of your employees and provide a frame of reference for decisions about working conditions and benefits. Sound policies help prevent employees misunderstandings, and can save a business from the cost of arbitration or legal action resulting from an employee complaint.

Personnel policies cover the basic work rules and guidelines of concern to your employees. The content of your personnel policies will of course, depend on the size of your company, your business traditions and your management preferences.

But every personnel policy, yours included, should cover these areas:

Hiring Policies

Do you stipulate general professional qualifications for your work force? Do you hire through a standardized application and interview process? What general criteria do you use to select employees? This information should be spelled out in your policies.

Termination Policies

Terminations, especially involuntary terminations, can be one of the most troublesome concerns in modern business. Spell out expected termination terms: notice required for resignation, benefits accruing to the employee at the

time of resignation, your policies on post-employment references. Spell out the procedure and criteria to be used when an employee is involuntarily terminated. It will save you time and trouble.

General Conduct

What standards of conduct do you expect your employees to observe? Do you have rules for dealing with customers and clients? For behavior on the job? For professional demeanor and dress? If they are specific, fair, and truly related to the job, include them in your personnel policies.

Payroll Deductions

Your policies should itemize mandatory deductions, such as tax withholdings, as well as other deductions which you or your employees may select. These could include disability insurance, annuity or pension withholdings or charitable contributions.

Attendance

What norms do you have for attendance? What procedure must employees follow when they need to call in sick? What sanctions do you impose for tardiness? Attendance problems pose disciplinary concerns for many supervisors; spell out your expectations in advance and you’ll make everyone’s work easier.

Benefits

What benefits do you give employees? Discounts on food and drinks? Discounts for family? Do you differentiate between benefits for full time employees and part time employees? Under what circumstances do you pay full ben-

efits and under what circumstances do you pay part?

Job Descriptions

What job descriptions will appear in your written personnel policies, the policies should allude to the job description furnished to each employee and confirm that the job description is an accurate and concise representation of employee duties.

Supervision

Standards of supervision should generally be spelled out in the personnel policies. Required supervisory meetings, reports and general supervisor-employee communication channels should all be noted.

Appraisal of Performance

How does your organization routinely appraise performance? Do you conduct quarterly or annual appraisals of employee achievement and efficiency. Or do you appraise through more formal means, such as conferences and reports? Employees want to know how their work will be evaluated; spell out the process and you’ll avoid a lot of employee anxiety.

Health, Injuries and Accidents

This is a “catch-all” term covering quite a bit of ground. If you have requirements for medical examinations or drug testing, note these. Note also the reporting procedures for injuries and accidents, whether on or off the job. Note too, the circumstances under which you, as the employer, can appraise the health and fitness of an employee, a provision coming under increasing scrutiny today in light of job-

related alcohol and drug problems.

Leave Allowances

Your employees are probably entitled to time off for vacation periods, holidays, personal business or illness. What leave allowances do you permit, and under what circumstances can they be taken? What must your employees do to receive these allowances?

Overtime

When is overtime allowed? Required? Who may authorize overtime and what additional benefits do your employees receive when they work extra hours?

Professional Expenses

If you require employees to purchase uniforms, use their vehicles for business travel, or other out-of-pocket expenses in the course of their work, note these in your personnel policies. And be clear about what will be reimbursed and what will not.

Achievement

Does your company have a formal policy for recognizing employee achievement? A bonus system? A recognition program? If you recognize achievement across the board in some systematic way, be sure it’s spelled out in your personnel policies.

Equal Employment Opportunities

Your policies should include a statement indicating you do not discriminate against employees or prospective employees on the basis of race, sex, age, gender or other personal factors. If you do business with a unit of the government or if you’re required by law to actively recruit members of minority groups, you may wish to include an affirmative action statement in your policies.

Human Rights

Employees have the right to be protected from physical harm, discrimination and sexual harassment

on the job. Your personnel policies should spell out these assurances and stipulate the procedures to be followed by employees who suspect violations.

Grievances

A grievance is a complaint or suggestion that your policies have been administered unfairly. Every business firm should have some form of grievance procedure, even one as simple as a series of informal conferences intended to resolve disputes. Whatever the grievance procedure, it should be spelled out in the personnel policies, with an assurance that employees will not be disciplined for using the procedure.

Non-Contractual Statement

You’re probably wise to include a statement in your policies indicating that they do not constitute a binding contract between you and your employees. This

statement may give you some leeway in changing policies from time to time and can protect you, as an owner, against changes of contract violations.

Your personnel policies, if developed wisely, can be a real asset to your business. They can help you and your employees weather changing business conditions, and insure consistency and fairness in personnel matters for years to come.

If you’re writing new policies or revising old ones, be sure they reflect the management standards you want to pursue. Consult a labor relations specialist or attorney if you need help with thorny areas, or if you’re not sure about the legal implications of certain policies. The time and money you spend today in keeping your personnel policies up to date will save you untold hours and dollars in the years to come.

An Ugly Firing Isn’t Inevitable: How to Turn Things Around With a Problem Employee…Starting Now

Resigned to the dreaded task of letting a problem employee go?

Not so fast, says Gary Harpst. There still may be a chance to turn things around—or at least make the experience less soul-crushing for you both.

The warning signs are all there. Your employee (let’s call him Jeremiah) is calling in “sick” a lot more than seems plausible. He’s missing performance goals. Even worse, more than one customer has complained about his attitude. To your dismay—because letting someone go is one of the most painful tasks a leader ever must do—it’s starting to look like an ugly firing is inevitable. But is it really?

Not necessarily, says Gary Harpst, who’s been a CEO for 40 years. When you approach your “Jeremiah” with openness, honesty, and genuine caring, the job can sometimes be salvaged. And if it can’t, the exit doesn’t have to be horribly traumatic.

“Ideally, an employer will broach a conversation on the day of the hiring that lays the groundwork for a peaceful exit,” says Harpst, author of Built to Beat Chaos: Biblical Wisdom for Leading Yourself and Others. “Both parties agree that they’ll do their best to make things work—but if the job turns out not to be the right fit, they’ll do the best they can to make the departure as painless as possible for all concerned.

“Unfortunately, not everyone held that first-day conversation,” he adds. “Hindsight is, indeed, 20/20. So the question is, if a firing is looming, is it too late to turn things around? Maybe not, as

long as both of you are willing to tell the truth and hold yourselves accountable.”

Harpst offers a few tips: Hold an honest conversation with the employee NOW. (Better late than never!)

Say, “Things are not going well right now, and if you don’t make some changes, we will have to terminate your employment. I don’t want this to happen, so let’s talk about how we can turn this around now.” Explain what the employee has done wrong. Own your part in the problems, whether it’s not being clear enough on expectations, letting issues slide, fudging the truth to alleviate discomfort, or something else.

Clearly define your expectations. Be sure the new employee has the resources to meet them Make sure they know what you expect them to do and when they’re expected to do it. Ask them to repeat back what they heard so you’re on the same page. This sets them up for success from this point on. Lack of clarity is a huge driver of failure.

“This is also a good opportunity to create buy-in,” says Harpst. “Ask them if they think these expectations are doable and make sure they agree with the plan. You might also point out trainings or other resources that can help.”

After this conversation, hold regular face-to-face check-ins. This shows the employee you care Harpst asserts that leaders should view caring about people,

not as a means to an end, but as worthwhile in itself. Build the kind of relationship where you know if there are any issues outside of work weighing on their mind and see if there is anything you can do to help. Also, hold them accountable if they drop the ball on something.

“These check-ins keep people on track, but they also build the bedrock of a solid relationship,” says Harpst. “They help you communicate that you actually do care about the person. They also create psychological safety and build trust, because you’re showing them again and again that you want to hear the truth. Even if things don’t work out, you’ll be glad you built this trust as it will make the exit easier on both of you.”

From this point on, stop letting problems slide

Good leaders are compassionate, which can make it difficult to let people go. When we care about people, we naturally want to give them another chance. Sometimes, though, “another chance” crosses the line into enabling. While kindness serves us well most of the time, there are some instances where we must prioritize the success of the team and remember that there are other people counting on us to keep things running smoothly.

Communicate immediately when things aren’t going well. Ask the other party to do the same. You both want ample notice if you need to make a shift. The last thing you want to do is surprise the person with bad news. Make sure they can see this coming, and when it’s time to part ways, they’ll remember the warnings you gave along the way.

Make sure honest feedback and accountability are a twoway street

You’re telling the employee the truth, but, just as important, be clear that you want the truth from them. By encouraging feedback, you may discover there’s a deeper organizational problem driving their poor performance or something you could do better to support their success. Likewise, don’t just hold them accountable. Hold yourself accountable, too, and admit it when you mess up.

“Don’t let them shift blame onto your shoulders and escape accountability for their own actions, but also make sure you aren’t doing that either,” says Harpst.

If you do have to fire the employee, do it with (tough) love

Be clear that this conversation does not change your decision to let them go, but is about your helping them to be more successful in their next role. Harpst shares an example of an interaction he had with a former employee, David, who could not get along with others and was being terminated.

“As CEO, I did not know David personally, but I felt I should do something for David,” he recounts. “There appeared from nowhere within me an agape-like interest in this person. I met with him and slowly and carefully related the feedback that others had provided me on how he interacted with them, his belligerence, uncooperativeness, and unwillingness to take input. I told him I had no motive other than to help him see himself as others see him.

“David broke down in tears,” Harpst continues. “He said he didn’t realize he came across this way and that no one had told him that before. I gently pointed out that was not true. Many people had tried, but he could not ‘hear’ them. By the end of the conversation, David understood how he came across. He sincerely thanked me for helping him. He said it would change his approach in his next job. He seemed relieved and refreshed in his outlook by the end.”

Harpst says when we end a work relationship with this kind of exit feedback, it can transform a termination into a growth experience.

“People are sometimes more willing to honestly listen once the decision has been made,” says Harpst. “Just make it clear that you have their best interests at heart. People will be grateful that you cared enough to speak up. Never burn bridges in relationships.

“In any case, treat people with integrity regardless of how they treat you,” he adds. “Regardless of how the employee responds to what you have to say, you need to feel that you did your best to be a caring leader.” v

About the Author

Gary Harpst is the author of Built to Beat Chaos: Biblical Wisdom for Leading Yourself and Others. He

is the founder and CEO of LeadFirst. LeadFirst was founded in 2000 (as Six Disciplines) with a mission of building effective leaders and helping small and midsize companies manage change, grow, and execute. Its four-part leadership development system—comprised of people skills, data-driven management skills, management platform, and just-in-time learning—helps organizations bring order out of this swirling chaos.

Having been a CEO for 40 years, Gary has experienced the challenges of every aspect of business ownership, from start-up to rapid growth to acquiring other companies to being acquired. (Solomon Software, which he cofounded, was purchased by Great Plains and ultimately sold to Microsoft.) He is a keynote speaker, writer, and teacher whose areas of focus include leadership, business, and the integration of faith at work. His passion is speaking about what effective leaders need to know, do, and be to overcome the chaos of everyday life. He has been recognized as one of the Top 100 of the nation’s top thought leaders in management and leadership by Leadership Excellence magazine. In addition to Built to Beat Chaos, he has written two other books: Six Disciplines for Excellence and Execution Revolution.

Navigating Murky Waters? Sacred Six Principles Will Help You Succeed Like a Shark

Walter Bond says that sharks have a lot to teach us about relationship management and the building blocks of success. Here, he shares the “Sacred Six” principles that will help you swim steadily toward your potential—even when the waters get rough.

Open your news app, and you’ll be inundated with headlines on foreboding topics. Looming recession. Political turmoil. Social unrest. Climate change. It seems there’s no end to the doom and gloom. In times like these, the path toward success isn’t just murky; it seems to have fallen away altogether. How can leaders navigate the challenges ahead—and come out on top—if we don’t know where our economy, our organizations, and even we ourselves will be in the months ahead?

Former NBA player and Hall of Fame motivational speaker Walter Bond suggests we take our cues from a creature that has thrived at the top of its food chain for millennia, despite the fury and unpredictability of nature: the shark.

“Contrary to their reputation as brutal, indiscriminate killers, sharks are actually smart, adaptable creatures with a deep respect for their environment—and their behaviors reveal the building blocks of lasting success,” says Bond, author of Swim!: How a Shark, a Suckerfish, and a Parasite Teach You Leadership, Mentoring, & Next Level Success.

One notable example: While you might assume sharks depend on their own brute power to survive in the ocean, their relationships with other fish are incredibly important.

“Sharks rely on remoras, or suckerfish, to eat parasites that would otherwise sicken and kill them,” notes Bond. “In return, the remoras receive a free ride—and the shark’s protection.”

It’s not so different for humans, Bond says. True success isn’t achieved through controlling others or being perceived as a threat. Not even hard work and meticulous preparation are enough to guarantee that you’ll achieve your goals in today’s rapidly evolving and uncertain environment. Instead, it’s our network of relationships that brings value to our endeavors in work and in life, and that keeps us afloat and moving forward when the waters get rough.

In Swim!, Bond uses an engaging business fable to teach the lesson that it takes the right team and the right attitude to achieve your potential. Readers will discover that “big fish” aren’t ruthless loners; instead, they work with and develop others, constantly seek out opportunities to improve themselves, admit their mistakes, and don’t allow the past to define them.

Here, Bond shares his “Sacred Six” principles that will help you adopt a few shark-like characteristics and become a valued—and valuable—impact player in your own ecosystem:

Sharks never stop moving forward

Some species of powerful sharks, including great whites and hammerheads, must continually swim forward. They need to keep water flowing through their gills to avoid drowning, which means that they can’t stop—and they certainly can’t swim backward. According to Bond, this aspect of shark anatomy offers an important lesson in seeking progress at all times, even when you’re tired or have made a mistake.

“If you make a mistake once, it’s a lesson,” says Bond. “But if you make the same mistake twice, it’s a choice. If you revert back to your old ways—or if you give up and stop swimming altogether— you’ll never improve your future.

Instead, it’s crucial to move forward with purpose and direction. Fail forward. In most instances, you can overwhelm a mistake with hard work. Just as forward movement literally gives sharks life, the progress you make will infuse you with renewed motivation and passion.”

Sharks never look down; they always look up

Sharks keep their eyes on the water ahead of and above them, ready to react when prey appears. They don’t waste their time or energy focusing on what’s beneath them. Similarly, it’s important for us to keep our eyes—and our attitudes—pointed in a productive direction.

“In most situations, your attitude is the only thing that can stop you,” says Bond. “I’m not saying that you’ll never experience failure. Sometimes the fish will get away; sometimes another shark will chomp it before you can. Your job is to focus on what you can do, instead of on what you can’t, and to always be vigilant for opportunities.”

Sharks are always curious and learning

Sharks can grow up to a foot a year, and their development isn’t purely physical; they are always paying attention and are always learning. In fact, many sharks don’t attack potential prey indiscriminately. They observe and investigate before striking to make sure it’s a creature they want to eat.

“If your life isn’t growing and improving, something is wrong,” says Bond. “Sometimes we receive valuable instruction from other people, but more often, it’s our responsibility to engage in self-reflection and self-analysis. Only by examining your choices, actions, and motivations can you begin to

work on your strengths and weaknesses. Once you do identify a weakness that needs to be shored up or a gap in your skill set, be decisive and relentless in addressing it.”

Sharks always respect their environment and recognize other sharks

Sharks don’t typically perceive other sharks as threats, and they seldom attack one another. In other words, there’s room in the “ocean” for multiple leaders, mentors, and success stories—no need to feel threatened or intimidated by another’s accomplishments or position. Instead, strive to recognize the value that others bring to your team.

“Actually, some species of sharks work with others when hunting in order to take down larger prey,” says Bond. “They tap into the strengths of their fellow sharks to achieve a common goal—and so should we. Look around you for others in your field who are getting it done as well as—or better than!—you are. You can identify the ‘sharks’ in your own life not just by their job titles or notoriety, but by looking at their character, work ethic, and values. Pay special attention to sharks who influence others by proactively recognizing and coaching them.”

Sharks are always flexible

A shark’s skeleton isn’t made of bone, but of flexible cartilage that enables it to change direction swiftly and efficiently. Some sharks are even able to swim in saltwater and freshwater. All of these things are instinctive for sharks, but for humans, changing and adapting to new situations can be extremely difficult.

“A reluctance to change is what causes many people to stop moving forward,” says Bond. “But remember: It’s not your past decisions that define you, but your next decision. Often, the next ‘right’ decision lies close to home; for instance, choosing to change your attitude or to accept constructive criticism. The good news is, the more flexible you become in the self-improvement arena, the easier it will be to pivot and persevere when external conditions become challenging.”

Sharks always elevate their suckerfish to new levels

As Bond has mentioned, suckerfish attach themselves to sharks. While they enjoy a “free” ride through the ocean, they eat scraps from the shark’s kills, as well as any parasites that might otherwise sicken and kill the shark. In other words, both the shark and the suckerfish get value from this relationship. There’s a lesson in here for us as well.

“In the human world, suckerfish are people who want to go places but need help to get there,” explains Bond. “They need direction and guidance, and to have their questions answered with patience. The more energy you put into helping them learn and grow, the more value they will bring to your team. And eventually, they will become sharks themselves. I truly believe that you aren’t successful unless you take others with you.”

Sharks are such effective predators because evolution has given them everything they need to be successful, concludes Bond—and the same is true for us. We just have to make the choice to develop and use our shark-like skills daily.

“Swimming like a shark is a process that you must actively participate in throughout your life,” he adds. “It’s a mindset and a lifestyle. If something seems wrong in your life or you aren’t making progress toward your goals, check yourself against the ‘Sacred Six.’ These principles are a blueprint for how to operate as a person of integrity and success, and, I promise, they will keep you swimming in the right direction.”

About the Author

Walter Bond is the author of Swim!: How a Shark, a Suckerfish, and a Parasite Teach You Leadership, Mentoring, & Next Level Success. Walter is also a renowned business coach, motivational speaker, and former NBA player. His time in the NBA taught him the fundamentals every team needs to be successful, and today he shares his knowledge with global audiences to help entrepreneurs, business leaders, sales teams, and employees get to the next level. Walter has keynoted conferences in numerous countries for brands such as 3M, Hilton, and Allianz.

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, 1532 Oregon Tail, Elk Grove Village, IL 60007-7226. 847/301-8400.

Regular Listing: 1st line $415. year, additional lines, $395. year.

Maximum characters 40 characters per line.

Boldface Listing: 1st line $520. year, additional lines, $415. year.

Maximum 30 characters per line.

ALL CAP Listing: additional $95 a line per year, regular or boldface.

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ASSOCIATIONS

Great Lakes Ice Cream & Fast Food Assn. ..................810/618-0605

BATCH FREEZERS

Carpigiani…………icecream.carpigiani.com……..……800-648-4389

Emery Thompson……wwwemerythompson.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

GlacierPoint Enterprises, Panza Division

www.icecreamproducts.com……………....……800-Ice-Cream

Negus Packaging Solutions 3220 Kingsley Way, Madison, WI 53713

CONES

GlacierPoint Enterprises, Panza Division

www.icecreamproducts.com…….....……………800-Ice-Cream

Joy Cone Co……...www.joycone.com……..............…..724/962-5747

PDI Cone-Dutch Treat…Sugar Cones & Toppings..…716/821-0698

DIPPING CABINETS

Carpigiani…………icecream.carpigiani.com……..……800-648-4389

FLAVORS

GlacierPoint Enterprises, Panza Division www.icecreamproducts.com…………………….800-Ice-Cream Green Mountain Flavors, Inc. ………………………..800-639-8653

FROZEN CUSTARD

GlacierPoint Enterprises, Panza Division www.icecreamproducts.com…………………….800-Ice-Cream

Classic Mix Partners...www.classicmixpartners.com.....800-722-8903

Award Winning Frozen Custard Mixes

FROZEN YOGURT MIX

GlacierPoint Enterprises, Panza Division www.icecreamproducts.com…………………….800-Ice-Cream

HARDENING CABINETS

Carpigiani…………icecream.carpigiani.com……..……800-648-4389

ICE CREAM CARTS & FREEZERS

Carpigiani…………icecream.carpigiani.com……..……800-648-4389

ICE CREAM CONTAINERS

GlacierPoint Enterprises, Panza Division www.icecreamproducts.com…………………….800-Ice-Cream Visstun Cups…………..www.visstuncups.com……..….702/251-8809

ICE CREAM MIX

GlacierPoint Enterprises, Panza Division www.icecreamproducts.com…………………….800-Ice-Cream

ICE CREAM MIX - VEGAN

GlacierPoint Enterprises, Panza Division

www.icecreamproducts.com…………………….800-Ice-Cream

LUBRICANTS

HAYNES LUBRICANTS..WWW.HAYNESMFG.COM..800-922-2166

PLANT BASE HARD PACK MIX Meadowvale…….www.meadowvale-inc.com…..…..800-953-0201

PHOTOGRAPHY

Stella Lorens Gallery…www.stellalorens.com...............630/730-8297

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 FEEZERS

Carpigiani…………icecream.carpigiani.com……..……800-648-4389

TOPPINGS

GlacierPoint Enterprises, Panza Division www.icecreamproducts.com…………………….800-Ice-Cream TR Toppers ……. www.trtoppers.com…………......……800-748-4635

VANILLA

Prova Gourmet….www.provagourmet.com/us…...........401/480-1599

VEGAN ICE CREAM MIX

GlacierPoint Enterprises, Panza Division www.icecreamproducts.com…………………….800-Ice-Cream

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, $310. per year, additional lines $175. per year. Maximum 40 characters per line. Boldface Listing: 1st line, $415. per year, additional lines $305. per year. Maximum 30 characters per line. ALL CAP Listing: additional $80. a line per year, regular or boldface. Maximum 30 characters per line. Payment must accompany order. Regional Yellow Pages are non-commissionable.

MASSACHUSETTS

Taylor New England …..800-245-4002…www.taylornewengland.com

NEW JERSEY

GlacierPoint Enterprises, Panza Division www.icecreamproducts.com…………………….800-Ice-Cream Dingman’s Dairy....www.dingmansdairy.biz...................800-958-6838

NEW YORK Hill & Markes…………….......................……….www.hillnmarkes.com

OHIO

Peck Food Service 17000 Rockside Rd…....................………..Maple Heights, OH 44137 216/587-6814…………www.peckfoodservice.com…...800-732-7325

The National Dipper Juy/August 2023

JULY National Ice Cream Month National Hot Dog Month

25 – National Hot Fudge Sundae Day

26 – National Coffee Milkshake Day 28 – National Milk Chocolate Day 30 – National Cheesecake Day 30 – Friendship Day

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

1 – Raspberry Cream Pie Day

2 – National Ice Cream Sandwich Day

3 – National Watermelon Day

4 – Chocolate Chip Cookie Day

6 – National Root Beer Float Day

7 – Raspberry ‘N Cream Day

8 – National Frozen Custard Day

10 – National S’mores Day

11 – Raspberry Bombe Day

14 – National Creamsicle Day

15 – Lemon Meringue Pie Day

17 – National Vanilla Custard Day

18

Thompson Machine, 15350 Flight Path Dr., Brooksville, FL 34604. 718/588–7300. Fax: 352/796-0720. E–mail: christi@emerythompson.com

22-23 – National Pizza & Pasta Show. Donald E. Stevens Convention Center, Rosemont, IL. Contact: PMQ Pizza Media, 754/246-6112. info@nationalpizza show.com

SEPTEMBER

National Honey Month

National Papaya Month

2 – National Blueberry Popsicle Day

4 – National Macadamia Nut Day

4 – Labor Day

6 – National Coffee Ice Cream Day

10 – National Hot Dog Day

10 – Grandparent’s Day

11 – Patriot Day

11 – National Hot Cross Bun Day

12 – Ntl. Chocolate Milkshake Day

13 – National Peanut Day

15 – Double Cheeseburger Day

16 – Rosh Hashanah Begins

18 – Cheeseburger Day

21 – National Pecan Cookie Day

22 – National Ice Cream Cone Day

22 – National White Chocolate Day

23 – Autumn Begins

23 – National Key Lime Pie Day

25 – Yom Kippur

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

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, 2023 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 2023. Entries must be received by September 20, 2023. 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, 2023

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