CRFN August

Canadian

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09 16

Restaurant Foodservice News Official Magazine of the Canadian Culinary Federation

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| Canadian Trailblazer Al Jessa | Perfect Planning | Exit Strategy | MenuCrowdsourcing |SensationalSeafood |LaunchingintoLunch

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contents August/September 2016 VOL. 7 NO. 4

FEATURES 27 Sensational Seafood New ways to highlight fish and seafood on your menu

By Laura McGuire

38 The Cutting Edge The latest innovations in commercial kitchen knives

27 COVER STORY

COLUMNS

22 Menus by Design How menu engineering can boost your bottom line

10 Business Operations Employee engagement

By Jeff Dover and Andrew Waddington

12 Consumer Trends Launching into Lunch

DEPARTMENTS

By Matt Rolfe

By Tyler Baks

4 Editor's Note Menu Matters

16 Business Brokering Exit Strategy

6 Canadian Trailblazer Al Jessa

By Greg Kells

8 Chef Q&A Jeremy Charles 46 Crunching Numbers Sustainability in Foodservice

18 Social Media Menu Crowdsourcing

By Sean Beckingham

20 Nutrition Great Grains

By Sue Mah

36 Vine Musings Perfect Planning

By Zoltan Szabo

42 Brain Food Intellectual property in the restaurant industry

By Eric Mayzel

44 Ins-Pear-ation Make pears a tasty addition to your menu

By Kathy Stephenson

EDITOR'S NOTE

MENU

MATTERS

&

Canadian

Restaurant Foodservice News The official publication of the Canadian Culinary Federation, RestoBiz.ca, RestoBizBYTES and RestoBizGuide.

PUBLISHER: Chuck Nervick chuckn@mediaedge.ca

ADVERTISING SALES: Petra Brown petrab@mediaedge.ca Nick Nervick nickn@mediaedge.ca

MANAGING EDITOR: Sean Moon seanm@mediaedge.ca DIGITAL MEDIA DIRECTOR: Steven Chester stevenc@mediaedge.ca

ONLINE EDITOR: Kavita Sabharwal kavitas@mediaedge.ca

L

ike many people, my wife and I have a favourite local restaurant that we visit on a regular basis. While this establishment gets everything right — from service to the quality of the food — one of things we like best is the fact that the creation of their menu appears to have been given a great deal of thought. There are always our old favourites and, of course, the daily specials. But there are also frequent modifications to a number of items, whether it is adding in a dish that features seasonal ingredients or slightly adjusting a standard recipe to reflect a current hot trend or cooking technique.

The important thing is that these modifications are not done just for the sake of change. The restaurateur obviously takes many factors into consideration when updating his menu: budget, affordability, ingredient quality, uniqueness, ethnic inspiration, and above all, flavour. By being mindful of the desires of regular clientele and new guests alike, as well as his operating expenses and financial bottom, our favourite restaurant operator has hit the sweet spot when it comes to one of the most critical components of foodservice success — menu development.

In this issue of CRFN, we tackle the many considerations chefs and operators should keep in mind when creating or developing their menus.

From our cover story by fsSTRATEGY’S Jeff Dover and Andrew Waddington to a number of other menu-oriented features and columns, we think you’ll find plenty of enlightened reading and some great ideas for your own menu makeover.

Here is just a sampling of the regular columns and feature articles from our dedicated team of contributors that you’ll discover in this issue: • How investing in your staff can be a huge step in investing in your establishment’s success; • How social media and crowdsourcing can play an important role in developing and refining your menu; • The multitude of business growth opportunities that can be found in today’s lunchtime daypart; • Why restaurant owners who want to develop their business brand need to be aware of intellectual property rights; and • Sensational new ways to highlight fish and seafood on your menu.

If you are looking for innovative ideas to improve or revamp your menu, CRFN has it covered. And as always, if you have any comments, suggestions or article ideas, please feel free to contact me at seanm@mediadge.ca.

Happy reading and cheers for now, Sean Moon Managing Editor

4 August/September 2016 | Canadian Restaurant & Foodservice News

ART DIRECTOR: Annette Carlucci

DESIGNER: Jen Carter

WEB DESIGNER: Rick Evangelista PRODUCTION MANAGER: Rachel Selbie

MARKETING COORDINATOR: Zoya Zajac CIRCULATION INQUIRIES: Maria Siassina

416.512.8186 ext. 234

marias@mediaedge.ca

Magazine Editorial Advisory Board Donna Bottrell, RD

Ryan Marquis

Owner, Donna Bottrell Food Consulting

Corporate Chef, CW Shasky

Andrea Carlson

Gary McBlain

Chef/Owner, Burdock and Co.

Regional Director of Culinary, Baybridge Senior Living

Steve Chase Executive Director, Food and Beverage Fallsview Casino Resort/Casino Niagara

Roger Mittag

Connie DeSousa and John Jackson

Brent Poulton

Co-owners/chefs, Charcut/Charbar

Matt Rolfe

Jeff Dover

CEO and Hospitality Leadership Coach/Speaker, Barmetrix

Principal, fsSTRATEGY

Owner/Consultant, Thirst for Knowledge CEO, St. Louis Bar and Grill

PRESIDENT: Kevin Brown

SENIOR VICE PRESIDENT:

Chuck Nervick

Published by: MediaEdge Communications Inc. 5255 Yonge Street, Suite 1000 Toronto, Ontario M2N 6P4 Tel: 1-866-216-0860 Fax: 416-512-8344 E-mail: info@mediaedge.ca • Website: www.restobiz.ca Publications Mail Agreement No: 40033126 PAP Registration No. 10983 ISSN 1494-7625. We acknowledge the financial support of the Government of Canada through the Publications Assistance Program towards our mailing costs.

Views expressed are not necessarily those of Canadian Restaurant & Foodservice News or the editorial staff. Although every care will be taken of material submitted for publication, Canadian Restaurant & Foodservice News, its servants or agents accept no responsibility for their loss, damage or destruction arising while in its offices, in transit or otherwise.

SOME THINGS CHANGE.

SOME THINGS DON’T. Throughout the years, every restaurant goes through changes, but one thing remains the same – Heinz Ketchup. Made with a few simple ingredients and the taste your customers expect, it’s no wonder Heinz is Canada’s favourite ketchup1.

kraftheinzfoodservice.ca/ketchup Direct Link, 52 w/e March 31, 2016

1

Leadership Legacy

AL JESSA JESSAN

PRESIDENT, JOEY RESTAURANT GROUP

By Sean Moon

6 August/September 2016 | Canadian Restaurant & Foodservice News

CANADIAN TRAILBLAZER

It is a long road from washing dishes in the trenches to a respected place in the executive suite of a successful restaurant chain, but Al Jessa, President of JOEY Restaurant Group, is living proof that anything is possible if a person learns to make the most of the right opportunities at the right time.

Jessa has had a long history with JOEY Restaurant Group founder Jeff Fuller and his impressive lineage of foodsevice entrepreneurs, starting with Bus Fuller in 1954. Jessa started out on his own journey in the restaurant world as a dishwasher for the Fuller family operations back in 1988.

Just a few short years later in 1991, Jessa had graduated to chef and by 1996 had become the Executive Chef of JOEY Restaurants, which Jeff Fuller had originally launched as JOEY Tomato Kitchen in 1992.

“This was a big time for us as we grew JOEY from six to nine stores in just three months, transitioning from pizza and pasta to global cuisine,” Jessa recalls. “Continually being given opportunities to grow with this company is a huge reason why I am where I am today. Now, as president of JOEY, it is important to me to continue to offer growth opportunity for our partners.”

Although Jeff Fuller’s initial casual Italian concept proved to be successful, it was speaking more to the family sector where competition was fierce and patrons tend to be more economical. So, the decision was made to re-invent JOEY and in 2000, Fuller moved the concept away from the Italian, family friendly environment with spaghetti lights hanging from the ceiling, to a more premium casual, adult-friendly concept complete with a lush patio, acoustically sound dining room, and hip lounge. Today, JOEY has grown to 26 locations across Western Canada and Ontario, with new locations also opening up in the United States.

SURVIVES CHALLENGES

Jessa says that despite tough economic times from 2005 to 2010, JOEY was able to grow from $48 million in revenue to $100 million.

“It was our biggest challenge to date, at the time,” says Jessa. “A huge part of overcoming this was our ability to create realities that weren`t going to happen for us. Determining what we wanted to be, not what we could be due to circumstances, drove us forward. We created a vision of building a world-class company, famous for developing elite leaders, altering the way

business is done and making a positive difference everywhere. This was our mantra and we made every effort to create it, from bringing on and creating great leaders, developing education and apprenticeship programs and always being driven by innovative ideas.”

Jessa says his early passion for the hospitality industry was likely the result of his mother being a good cook. He remembers the joys of entertaining family and friends with meals his Mom had prepared and says it was such memories that kept him gravitating towards the hospitality industry. That early passion for entertaining through

his 20–year history at JOEY to the next group of leaders.

“We have always said we are in the people business and are committed to our employee partners reaching their full potential through training programs, mentorship and continual coaching. We have dozens of cases of people starting as an expo, server or dishwasher that are now Regional Managers, VP of Culinary Operations, or VP of Marketing. There are 73 chefs in the organization who have received their Red Seal, six chefs who have their CCC designation, and 10 staff who received their ACC. The food service business is about much more than food.”

“Don’t be afraid of the unachievable; this is what will drive your vision forward. A practice we have at JOEY is creating visions of what could be. You imagine yourself a year from now and write about everything you have accomplished. Make these goals big and you will be surprised at what you turn into a reality.”

— Al Jessa, President, JOEY Restaurant Group

food has evolved over the years, developing into an intense focus on innovation and execution.

EXECUTING EXCELLENCE

“I am passionate about only one thing: Execution,” says Jessa. “I am not particularly creative. My good friend and colleague Chris Mills (our Executive Chef) is creative.

I love execution — every dish going out to the customer the same way, with the same specs, the same flavor and presentation every day, every week. That takes real talent. I am passionate about executing all aspects of hospitality including creating a profit model for the restaurants that gives customers remarkable value, while at the same time respectable returns for our shareholders.”

Having just turned 50 this year, Jessa says his main focus these days is transferring what he has learned during

CREATES COMPELLING VISION

Even though JOEY continues to grow, Jessa believes there are more important goals that simply opening more restaurants.

He says he wants to leave the company with a secure foundation and with a vision for the future that the next set of stakeholders are completely aligned on.

“I am always looking to be to be innovative and relevant rather than just focusing on expansion. We don’t believe in growing for the sake of growing. We want to ensure that we pick the right new locations and that our current locations are thriving. It’s about relevancy over growth. The soul of JOEY is to strive to be the best in the industry. We are focused on winning the guest vote – we want to earn that. We want to always ensure we are innovating and have great value in what we offer to our guests.” www.restobiz.ca | August/September 2016 7

CHEF Q&A

JEREMY CHARLES Head Chef Raymonds Restaurant and The Merchant Tavern, St. John’s, NL Education: St. Pius Culinary Institute, Montreal Career Path: Professional Fly Tier Years of experience as a chef: 18

What are your earliest memories of cooking?

Q&A

My earliest memories of cooking were working on traditional Newfoundland dishes with my grandmother at her summer house in a small fishing village in Newfoundland called Old Perlican. Also splitting codfish with my grandfather on a rock outside the house.

Why do you think you were drawn to a culinary career?

The endless creativity, high energy, ability to work with my hands, being able to serve things that we hunt and fish for while celebrating the whole animal.

How would you describe your restaurants?

Raymonds and The Merchant Tavern are highly focused on and driven by local ingredients — celebrating the bounty of local wild produce and seafood while offering the best of service.

If you knew you were eating your last meal, what would you have?

My grandmother’s “fish and brews,” a traditional Newfoundland dish composed of salt fish, hard bread, pork fat and potatoes.

8 August/September 2016 | Canadian Restaurant & Foodservice News

What is your philosophy about food?

Focusing on the wonderful ingredients in your environment that surround you.

Where do you go to dine out?

My grandmothers home; also The Bonavista Social Club and Mallard Cottage (local Newfoundland restaurants) What is your favourite ingredient?

Parsnips, codfish and moose.

Who were your biggest influences or inspirations for becoming a chef?

My grandmother, Claude Pelletier, and Michael Ross.

If you knew you were going to be exiled to a desert island, what three ingredients or food items would you take with you?

Hard bread, salt fish and red wine.

What do you think is the most overrated food trend right now?

Farm to table. Are you really practising what you preach?

CHEF Q&A

What do you think is the most underrated food trend right now?

We will keep that for the food writers.

Is there any type of cuisine that you would like to experiment more with?

Probably Mexican cuisine. After spending a few weeks in the Yucatan with locals and seeing all the beautiful wonderful flavours they were using, it makes me want to cook more Mexican meals at home with friends and family.

What are the essential ingredients for success in the foodservice industry today?

Being aware of your surroundings and market, staying open to change and diversity, and keeping within your boundaries.

Which cooking technique or tool is a favourite of yours right now and why?

The soft-serve ice cream machine. Who doesn’t love soft serve? Being able to create our own soft serve is a childhood dream.

What are some of the unique aspects of running a restaurant in Newfoundland and working with local producers and ingredients?

Good quality chocolate, homemade pasta, and thin crust Hawaiian pizza from Venice Pizzeria (local pizza joint)

Living on an island and being isolated, we have a very short growing season. In order to sustain quality products throughout the year, one must be organized and plan ahead to cellar, preserve and store ingredients. We are so fortunate to have a wonderful bounty of wild game that we are able to feature on our menu throughout the year, which makes for a wonderful dining experience while creating a sense of place.

What are some of the most interesting or unique challenges of being a chef?

What advice would you have for aspiring chefs as they enter the industry?

What is your favourite food combination right now?

Cod and pork.

Do you have any culinary guilty pleasures?

Managing people and schedules and also keeping things interesting and creative while maintaining a healthy work environment.

Always have a good attitude. Shoot for the stars. Less is more. Let the food speak for itself. Keep it simple and keep it local.

www.restobiz.ca | August/September 2016 9

BUSINESS OPERATIONS

EMPLOYEE ENGAGEMENT

Investing in your employees is investing in your success

By Matt Rolfe

æ

In 2016, hundreds of great bars and restaurants will close their doors in Canada. Many of them had solid locations and great concepts. Most had sound business plans. What makes or breaks these businesses? More often than not, it’s because the staff that was supposed to create a great experience for the guest did not receive the kind of ongoing training that would guide them forward with inspiration and purpose.

can do a lot of damage to your business.

The companies that are finding ways to invest in their employees are the businesses that will have longevity and thrive, instead of just staying afloat.

To succeed in today’s industry, no matter what processes, systems or technologies we put in place, we must have a n i n s p i r e d a n d e ng a g e d workforce. In order to build and retain this type of team, we need to invest in their continuous growth and development.

Some will ask, “Why invest in staff if they are going to leave?”

In an industry where the annual staff turnover rate can quadruple every year, that is an appropriate question.

One thing is certain: Uninspired staff

program in place to recognize your staff ? Have every one of your staff received positive, or even corrective feedback, in the last seven days? If your answer is no, then we have a great opportunity.

Recognition does not happen by accident. It needs a formal, measured prog ra m i n order to work . My recommendation is to have your managers, or even yourself as an owner, set a recognition goal each week. Then, track your progress in view of your goal. Keep track of who

For more great tips on improving your bottom line, visit

RESTOBIZ THE OFFICIAL WEBSITE OF CANADIAN RESTAURANT & FOODSERVICE NEWS

10 August/September 2016 | Canadian Restaurant & Foodservice News

TIPS TO INSPIRE AND ENGAGE YOUR EMPLOYEES

Recognition is Free — It Only Takes a Bit of Time – Do you have a formal

BUSINESS OPERATIONS you recognized, what you recognize them for and how they reacted. A quick three-to -f ive minute, one- on- one coaching session is a great way to connect with your staff. I recommend you use your pre-shift meetings to take a minute and recognize an employee in front of their peers. Taking the time to recognize your staff each day and each week is incredibly powerful. It will be some of the most valuable time you with them spend each week.

Staff Training Events vs. a Learning Calendar – Focusing on service or

“people” is something most businesses do every year. One of my goals is to change our industry’s perspective; our people a nd our service is not an event, it is what we do. We no longer need staff meetings on the schedule, but we need a lea rni ng ca lenda r that holds us accountable in our continued focus on service and people.

If you would like some tips on building a learning calendar, please email and I would be happy to send y o u s o m e e x a m p l e s (m r o l f e @ barmetrix.com).

Do You Have a Budget? If Not, Set One Today – Most people reading this are

operating a business that does well over six figures in annual revenue.

Based on those revenues, I am sure that your annual budget has forecasted expenses. Often operators forget to set aside money for continuous staff training, outside of staff parties.

Every operation should have a budget put aside to invest in their staff. Think outside the box for group activities and training beyond an annual holiday party. In addition, you could do a company book club, bring in a bank to teach your staff how to purchase their first home or invest properly, pay knowledge programs for applicable beer, food or wine training for those that are showing real passion. My recommendation is to keep things simple and make sure to block the time, communicate your

plan to your staff, and be sure to follow through. It is proven that once your staff ’s base financial needs are met, the most important factor in retention is f inding ways to teach them and help them grow. No matter how big or how small, build a plan and take action.

Whatever your plan, make time and find ways to invest in your staff. Even if your budget is small, taking the time to do this can make all the difference for your company culture and employee retention. Our industry has been built off a foundation of add ressi ng ou r st a f f on ly when something has gone wrong. This needs to change by f inding ways recognize your staff daily or weekly.

Investing in high value education, not just training sessions, and setting aside a budget can make all the difference.

Matt Rolfe is the CEO of Barmetrix Global, a hospitality coaching and consulting firm that helps clients multiply profits, maximize staff engagement and deliver remarkable guest services by design. Contact Matt at mrolfe@barmetrix.com to book speaking engagements or to discuss Barmetrix Services. For more information, call 416-367-2263.

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CONSUMER TRENDS

LAUNCHING IN TO LUNCH Growth opportunities in the foodservice industry

By Tyler Baks

æ

The Canadian commercial foodservice industry has experienced many changes over the past 10 years. Today’s successful restaurant chains have had to adapt to changing consumer behaviour, enhanced menu offerings, technology influences and shifting preference on the time of day consumers are visiting restaurants.

Most consumers consider restaurants as a dinner destination as well as for lunch.

But the share of consumers visiting restaurants at these core dayparts has eroded dramatically during the past decade. Today’s consumer is looking for restaurants to provide menu offerings that span all dayparts: breakfast, morning snack, lunch, afternoon snack, dinner and evening snack. The increased consumer demand to visit restaurants beyond the core lunch and dinner d ay p a r t s h a s p r e s e nt e d m a ny

opportunities for restaurants willing to capitalize on the changing behaviours and adapt to these consumer demands and needs.

Think for a moment of Starbucks and their new offerings of wine and beer duri ng the eveni ng, Mi lestones expanding into daily breakfast/brunch, or Subway’s launch in to breakfast. In fact, the growth of breakfast has been the fastest growing daypart in the Canadian restaurant industry since 2008.

12 August/September 2016 | Canadian Restaurant & Foodservice News

RULING THE DAYPARTS

Today’s successful restaurants have identified the opportunities associated with dominating specific dayparts. Tim Hortons rules breakfast, capturing the Number One spot in market share.

Challenging Tim Hortons dominance at breakfast, other contenders such as McDonald’s and Starbucks are also capitalizing on the growth at this daypart by expanding their menu innovation, marketing and customer engagement in an effort to capitalize on the growth at breakfast.

Similar to Tim Hortons’ dominance at breakfast, McDonald’s has focused efforts to lead as the top operator for customer traffic at dinner and currently captures the Number One market share.

But, unlike breakfast, consumers are not going out to quick-service restaurants

CONSUMER TRENDS as often for dinner. And, like many operators, McDonalds is experiencing declines at this core daypart. Only one operator is actually experiencing growth at dinner. During 2016, Tim Hortons expanded its dinner strategy with focused marketing and an expanded menu innovation platform geared towards this core daypart. This effort by Tim Hortons has paid off, resulting in strong double-digit customer traffic growth at dinner during 2016.

Now what about lunch? Today, the lunch daypart represents the largest share of consumer visits to restaurants at 27 per cent of total consumer visits. By comparison, the dinner daypart represents 23 per cent of all consumer visits to restaurants while breakfast captures 21 per cent. Although all of the growth since 2008 has been at breakfast, during 2016 consumers increased visits to restaurants at lunch by +4 per cent over 2015. During the same period, consumers visiting restaurants at lunch opened up their wallets and increased spending, resulting in dollars growing +5 per cent over 2015. As a result, the lunch daypart now generates sales of $15.6 billion annually.

What has been behind the growth of the lunch daypart over the past year and what a re t he oppor t unit ies for restaurants to capitalize on in the lunch daypart going forward? Foodservice lunch growth over the past year can be attributed to operators such as Tim Hortons, McDonald’s, Wendy’s and A&W. Restaurants such as Subway continue to struggle at lunch while brands such as Starbucks are emerging as true lunch contenders. During 2016, Starbucks experienced 15-per-cent growth in consumer traffic at lunch making them the fastest growing lunch destination in 2016.

LEARNING FROM THE MARKET LEADERS

To drive growth and compete against market leaders such as Tim Hortons and McDonald’s, Starbucks has focused on lunch as a growth opportunity. During 2015, the coffee chain developed strategies aimed to grow its lunch business by incorporating and innovating with new menu items – all specific to lunch. The Seattle-based company’s strategy was simple: Move beyond their core beverage roots and boost their food business. With the development and rollout of “La Boulange” bakery items in Canada, the shift into lunch meal offerings was a seamless transition. As a result, Starbucks has been able to entice lunchtime crowds with their expanded portfolio; their new menu features permanent lunch items such as the turkey pesto panini, the chicken Santa Fe on ancient grain flatbread, and the PB&J sandwich on wheat served in a convenient bistro box.

The innovation and creativity behind Starbucks’ lunch offerings provides consumers with a mix of flavours that are familiar, but have a unique twist.

However, lunch is a key battleground and Starbucks’ success at lunch is not going unnoticed. In an overall flat restaurant industry, growth can most often come by stealing share from competitors. Tim Hortons has developed a long-term strategy focused on increasing consumer traffic at lunch over the past five years with a focus on menu innovation. The introduction of new menu items geared towards lunch and innovation for key items like chicken sandwiches and wraps has resulted in Tim Hortons capturing the Number One spot for market share at lunch (ousting Subway) by growing consumer traffic by an impressive +8 per cent on average year over year since 2011.

INCREASING AVERAGE EATER CHEQUE AT LUNCH

Besides focusing on increasing consumer traffic at the lunch daypart, many restaurants have focused on strategies to increase the amount of money people spend. Tim Hortons, along with many operators, focused on introducing more high-priced lunch items as well as more combo options. For Tim Hortons, this strategy is working. During 2016, c omb o m e a l s at T i m Hor ton s experienced double-digit growth. A component of the lunch combo success for the operator has been the inclusion of their expanded beverage portfolio.

Today, Tim Hortons’ lunch consumers can choose from a combo opportunity of a sandwich, a soup, and multiple choices of beverages beyond just carbonated soft drinks, such as their signature iced and hot coffees. Building on the strategy of innovative combo of ferings, Tim Hortons has also launched new combo side items such as salads and savory potato wedges.

At McDonald’s, a core focus launched this year that has benefited consumer traffic at lunch has been the new “Create Your Taste” initiative. This concept allows consumers to build their own burger using in-store digital touchscreen kiosks. McDonald’s consumers have the opportunity to customize their meal to their preference, working well with

For the latest data on consumer restaurant trends, visit

RESTOBIZ THE OFFICIAL WEBSITE OF CANADIAN RESTAURANT & FOODSERVICE NEWS

www.restobiz.ca | August/September 2016 13

CONSUMER TRENDS

Lunch and Technology by the Numbers Total Commercial Foodservice-Lunch AVG EATER CHEQUE

NO. OF ITEMS PER EATER

PARTY SIZE

AVG PARTY CHEQUE

$12.20

2.9

1.5

$17.72

$8.94

2.8

1.5

$13.82

Digital Door Traffic

Regular Traffic overall increased consumer demand for premium, customized meal offerings.

The “Create Your Taste” initiative is an example of the innovation needed in today’s foodservice marketplace and showcases what the future of the brand will look like as well as demonstrating how their efforts on enhancing their relationship with customers and their experience with the brand is an area that will set them apart from competitors.

LUNCHTIME IS A BATTLE GROUND

While “Create Your Taste” may seem innovative for the McDonald’s brand, and while McDonald’s may seem like they are reinventing themselves, much of this positioning is in response to a notable threat to their lunchtime business. One of the fastest growing segments in the Canadian restaurant marketplace is the emergence of Fast Casual restaurants. Restaurant brands such as Chipotle, Panera Bread, South Street Burger Co., and Mucho Burrito are changing the rules of the restaurant industry by offering highly customized, freshly prepared, innovative menu offerings that consumers order at a wa l k- up counter a nd then seat themselves and wait to have their meals brought to their table.

As more and more Canadians discover Fast Casual restaurants, they are also discovering that they like them.

Consumer traf f ic to Fast Casual restaurants has experienced strong and steady growth, year after year, since

2008. For Fast Casual restaurants, lunch is their largest daypart. Much of the success of Fast Casual is a result of the experience consumers are getting from these restaurants. Many of the market leaders are learning from the emergence of Fast Casual concepts and incorporating these strategies that make Fast Casual a growing lunchtime destination.

Again, McDonald’s seems to be leading the adoption of Fast Casual strategies, evident by unique changes like new customer service representatives, called “Guest Experience Leaders” – which are changing the way consumers interact with the brand. Choosing to focus on the consumer’s experience, from every touch point, is the brand’s way of moving from mass messaging in to a more personalized, one-on-one communication style. All of which resonates well with today’s lunch consumer.

TECHNOLOGY PLAYS LARGER ROLE

According to NPD’s recent in-depth report on the lunch consumer, titled “The Habitual Lunch Consumer,” time is of the essence at lunch compared to dinner when deciding to get lunch from a restaurant. In an effort to provide greater convenience to the lunch consumer, many restaurants are

looking at the role of consumer technology.

Today’s restaurant consumers are becoming more “phygital,” meaning consumers are combining actions digitally and physically when interacting with restaurants. According to NPD’s CREST research, the phygital consumer is using mobile apps, iPads, self-serve kiosks, and websites for ordering. This technological advancement in the foodservice industry now represents $1.2 billion annually in sales at restaurants in Canada.

It is through this “Digital Door” that phygital consumers are being enticed at lunch. As part of their “Create Your Taste” initiative, McDonald’s outfitted their stores with new self-order kiosks with large touch-screen menus that allow patrons to create, customize, and personalize their own lunch orders, without having to be served by a cashier; payment can be made through these in-store kiosks. Similarly, A&W launched self-serve kiosks as a test in 2014 and have since expanded the program. The successful launch of the Starbucks mobile app has also helped to increase their lunch traffic as a result of the order-ahead function.

This emerging technological access mode enhances convenience as customers are looking for easier, faster means of communicating with and accessing their preferred restaurant and the restaurants who offer a “Digital Door” are benefitting.

Consumers who are using “Digital Door” technology as a means to access a restaurant (through various mobile, internet, or digital means) has increased by +5 per cent in 2016. These consumers are also spending more money and ordering more items, especially at lunch.

LAUNCH IN TO LUNCH

Even though Canadians are visiting restaurants less frequently, lunch is a growing opportunity. Restaurants that a re focusi ng on i nnovat ion, customization, technology, growing average eater cheques and providing enhanced consumer experiences – as witnessed by the rapid rate of change for market leaders, such as McDonald’s, Tim Hortons, A&W, and Starbubucks – are the new industry standard and required trends to drive success at the increasingly important lunch daypart.

Tyler Baks is Account Manager, Foodservice Canada for the NPD Group. The NPD Group has more than 25 years of experience providing reliable and comprehensive consumer-based market information and insights to leaders in the foodservice industry. For more information, visit www.npd.com or contact Tyler at Tyler.Baks@npd.com.

14 August/September 2016 | Canadian Restaurant & Foodservice News

Our Sincere Thanks to the Following U.S. Cooperator Partner

For more information on Taste US Food & Beverage Alliance please visit www.tasteus.ca

BUSINESS BROKERING

EXIT STRATEGY How do you know when it’s time to sell your restaurant?

By Greg Kells

æ

Many restaurant owners have days when they really wish they could just walk away from the business. Such days can happen because of equipment malfunctions, weather, delivery problems, cash flow issues or — the No. 1 reason — staff issues. Sometimes the feeling is temporary but when it happens on a recurring basis it’s time to evaluate your life, your business and your future.

Typically, business owners enjoy what they do and this is particularly true of people in the hospitality and foodservice industry.

They have significant contact with their clients and have many opportunities for creativity. When work becomes a drudge, something to be endured rather than something to look forward to each day, it’s time to evaluate.

CAUSE OF FRUSTRATION

I have sold many restaurants on behalf of their owners and the most common reason for owners wanting to exit their business relates to their frustrations in managing

staff. Often kitchen staff and servers look at their jobs as a temporary means to make a living rather than as a long-term career into which they will invest their time and energy to continually improve their abilities. This can cause great frustration for restaurant owners, particularly in chef-driven restaurants.

So back to our question: How do you know it’s time to sell? Your first indication is that rather than looking forward to getting to work each day, you resent having to go in.

The second indicator would be an increasing lack of patience with staff. The third indicator would be your focus on simply

16 August/September 2016 | Canadian Restaurant & Foodservice News

surviving each day rather than approaching problems as opportunities to improve.

Apathy sets in and you are doing things the way you always have instead of using creativity and energy to keep constantly improving. You are simply coasting, while growing increasingly tired and frustrated.

You waited too long to make the move.

It typically takes three to nine months to sell a restaurant or foodservice business and it can take longer. It takes time in advance of that to prepare your business for sale. If you own a profitable, busy foodservice business you would want to do a share sale in order to take advantage of the Lifetime Capital Gains Exemption so you get to keep the money you receive and minimize tax. This is particularly true if the building is going with the business but is true most of the time even if you operate in leased space.

GETTING YOUR HOUSE IN ORDER

Many food service operators do not declare all of the revenue. Some supply their home kitchens from the restaurant. Some enjoy

BUSINESS BROKERING management perks which can include personal entertaining, travel, life insurance, home improvements, vehicle use, etc. Many do not pay much attention to their financial reporting, inventory management, staff training programs, processes, and systems.

This inattention will hurt you operationally but will cost you heavily when you go to sell.

No one will do a share purchase unless the financial records are well maintained and effective cost control systems are in place.

We, as business owners, often fall into the trap of leaving what is not broken alone.

Preparing your business for sale takes time, so waiting until you are experiencing burn out to start the process is not the right plan.

In addition to taking up to a year to accomplish the sale, some of the tax structuring issues require two years to be effective, along with the amount of time and energy required to prepare the business for sale. We recommend that you start 2.5 years before you expect to close. In many cases, the new owner will want you to stay on for up to six months so start the process three years before your anticipated exit date.

(ideally) have a lineup of buyers when you are ready.

When do you start the process of selling your restaurant? Three years before you want to exit. How do you know it is time?

When your answer to the question, “have

you ever thought about selling your business?” is “yes, I sometimes think about selling.” The key is to ACT, not just think about it. What is your first action? Talk with your family. Your second action is to call the best business broker you can find.

Greg Kells is President of Sunbelt Business Brokers, Canada’s largest business brokerage.

With offices across the country, Sunbelt helps restaurant and foodservice business owners to maximize their selling price, reduce taxes, reduce risk and take the hassle out of selling.

They also help many budding entrepreneurs to make the right choices in acquiring a business that works for them and matches their financial resources, skill, experience, and lifestyle goals. For more information, visit www.sunbeltcanada.com.

ASSESS THE SITUATION

Now back to the problem: How do you know when it is time to start? Look at your energy level. Talk with your family. Envision your future. Honestly assess your passion for what you are doing. Consider the changes you have to make to stay competitive and their cost in money, time and energy. If you are unsure, start the process. You can always delay the last part (selling). Start with a competitive analysis of your business and at the same time start the tax planning. Meet with an experienced and competent business broker to obtain an independent valuation of your business. They will produce a Most Probable Selling Price Report based upon its current operations, equipment, facilities, lease, staff, menus and systems and will identify what you should be focussing on to increase value. They will also steer you to the right resources to get your tax structuring in order.

WHAT CHANGES ARE NEEDED?

You may need to set up a family trust, or not.

You may need to stop taking all of the perks. You may need a facelift or menu change. You may need to start using marketing automation services. You may need to move to review engagement financial statements prepared by a CPA. The key here is that whatever you do, the effort will not be wasted. Your operations will benefit over the coming three years, your business value will grow, and you will

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www.restobiz.ca | August/September 2016 17

SOCIAL MEDIA

MENU CROWDSOURCING How social media can help curate new dishes

By Sean Beckingham

18 August/September 2016 | Canadian Restaurant & Foodservice News

SOCIAL MEDIA

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Using social media to boost your restaurant’s online presence and overall brand may seem like a no-brainer today, but taking it a step further and using it to develop and refine menu options is a strategy that is now difficult to ignore.

Menu crowdsourcing is a new approach to the traditionally back-of-house task of menu creation. From dishes served to names of new signature cocktails, crowdsourcing can act as an exciting and interactive way to establish a sense of camaraderie between your restaurant and its customers, as well as strengthen your brand’s reputation.

Back in January, Queen Margherita Pizza opened a series of Twitter polls asking their loyal Torontonian fans to vote on what makes the perfect Neapolitan-style pizza along with their go-to dessert of choice. A total of 96 pizza lovers chimed in on the topic!

Toronto’s favourite pizza? Results showed that people preferred their pizzas covered in a red sauce, rosso (83 per cent), sprinkled with mozzarella cheese (38 per cent) and topped with prosciutto (45 per cent) over sausage or pepperoni as a protein.

When it came to the way they ate their pizza, 50 per cent of voters preferred their pie folded in half. (Who needs a fork and knife anyway?) To finish off their meal, 80 per cent of people went with a slice of cheesecake.

In addition to establishing brand loyalty and expanding your customer base, asking diners to have a say in what’s on your menu creates buzz about your restaurant. While the concept of crowdsourcing a menu seems easy enough, there are some important things to keep in mind. Here are some tips for getting started: Start a Conversation — Using social

media to reach out to patrons has never been more straightforward. Want to know what to add to the menu this season? With social media tools such as Twitter Polls, simply ask and you shall receive. Need a name for that new pasta dish? Look no further than your own fan base. Diners can tweet their ideas using your restaurantspecifichashtag(e.g.#nameofmyrestaurant).

If you’re willing to take a chance on social media, the possibilities can be as diverse as the food.

Let Diners Have the Final Say — If you’re

unsure of what new dish should turn into a

staple menu item, host a tasting. Inviting your most loyal patrons and asking them to cast their vote via private ballot can be a fun and engaging way to let your audience know that you’re listening. Not only will you have a new dish to add to your menu, but the event can be quickly buzzed about on social media platforms like Instagram or Snapchat, helping you reach potential new diners.

Don’t Be Afraid of a Little Competition

— Inviting diners to submit their best ideas for new dishes or names for an upcoming special is a great way to get people talking about your restaurant. Once you’ve narrowed it down to a few names or ideas, it’s as simple as asking your audience to vote on social media for the dish that they’d most like to see on the menu. Staging a competition like this doesn’t rely on a big budget, rather just the appetite of your followers.

Understanding who your target patrons are and asking them to voice their opinion can play a key role in your online marketing strategy. Social media polling has become a great way to do this.

TWITTER POLLS

One of the biggest benefits of “Twitter Polls” is that it is user-friendly. This feature allows you to weigh in on questions posed by other people on the platform. You can also easily create your own poll and see the results in real time.

To vote in a poll, simply click or tap your preferred option. The results are instantly displayed after you vote. The current total vote count and the amount of time remaining in the poll are displayed under the poll choices.

A Twitter Poll ends between five minutes and seven days after it has been posted, depending on the time frame set by the person who tweeted it. The winning choice is shown in bold. If you vote in a poll, you may receive a push notification alerting you to the final results.

In addition to its ease of use, the social aspect of the polls takes away the negative stigma associated with traditional surveys.

The results show up immediately and you can retweet the poll to your followers, which helps it spread organically.

CROWDSOURCING ON FACEBOOK

When applying crowdsourcing to your Facebook strategy, like any other social media platform, there are best practices to keep in mind as well as some important dos and don’ts.

DO:

Set boundaries. Much like a Terms of Use, you should create some rules around what is acceptable and what isn’t.

Use a seasonal approach. Consumers love to engage with seasonal promotions and it gives your contests and promotions a timely feel. For example, a restaurant owner could ask Facebook fans which fall ingredients they would like to see most in the eatery’s autumn menu.

Use hashtags (#). Including hashtags is a simple way to help people find your polls and track conversations.

DON’T:

Push your products or service.

Crowdsourcing should be about involving and collaborating with your fans, not selling to them.

Create irrelevant polls. Keep your questions connected to your brand and overall marketing strategy.

Social media platforms have made the process of crowdsourcing menu ideas from customers easier than ever. Twitter and Facebook polls give patrons a voice before they even set foot in the restaurant. Not only can they weigh in on what they would like to see on the menu and what they enjoy most, but valuable insight on what they don’t like can also be gained through the crowdsourcing process. In addition to the data you get from the poll itself, don’t forget to read the replies. People will often give extra information that’s more valuable than just numbers. Remember, building brand loyalty includes showing your customers that you value their thoughts and opinions.

Sean Beckingham is president of Branding & Buzzing, a social marketing agency established in 2011 that specializes in the food and beverage category. For more information, visit www.brandingandbuzzing.com. www.restobiz.ca | August/September 2016 19

NUTRITION

GREAT GRAINS Your guide to healthy grains

By Sue Mah

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The other night, I was out for dinner with my husband at a neighbourhood restaurant. The waitress was describing the daily feature – a grilled salmon with lemon caper aioli, served over a bed of citrus quinoa salad with a side of seasonal local veggies. “You had me at quinoa,” I exclaimed, and enthusiastically ordered the feature dish. My husband, on the other hand, said to the waitress, “You lost me at quinoa.”

Despite quinoa’s superfood status, not everyone is a fan of this nutritious grain.

Luckily, there are over a dozen other grains to experiment with on your menus. Whole grains — which include all three parts of the seed (the bran, endosperm and germ) — are especially powerful because they are linked to a lower risk of heart disease, stroke, diabetes and some types of cancers.

Here’s your A to Z guide to healthy grains and how you can include them on your menus.

Amaranth – is a gluten-free whole grain filled with iron and magnesium. It is also one of the few plant-based foods considered a complete protein, meaning it contains all of the essential amino acids that we need to get from food. That’s a big bonus for your patrons who are looking for a healthy vegetarian meal. With a strong, nutty flavour, amaranth can be used in soups, salads and crusts for chicken or fish.

Barley – contains a special type of fibre

called beta-glucan that is famous for its

20 August/September 2016 | Canadian Restaurant & Foodservice News

health halo. According to Health Canada, barley fibre helps lower blood cholesterol, which is a risk factor for heart disease. Pot barley has slightly more fibre than pearled barley. To deepen its nutty flavour, try toasting barley before cooking it. Add it to soups, salads and risottos.

Brown rice – is the nuttier tasting wholegrain sibling of white rice. With more fibre and B-vitamins, brown rice can be substituted in dishes that are traditionally made with white rice. All rice is gluten-free.

Parboiled brown rice is a faster option if you’re short on cooking time.

Buckwheat – don’t be confused by its name. Buckwheat is not actually related to the wheat family so it is gluten-free. It boasts an impressive protein content along with zinc and magnesium. Use buckwheat

NUTRITION to give pancakes and pilaf dishes an earthy flavour. Experiment with kasha (toasted buckwheat) or soba (buckwheat) noodles.

Bulgur – is actually cracked wheat that has

been parboiled, dried and broken into smaller granules. A staple in Middle Eastern cuisine, bulgur is a whole grain and traditionally used in tabbouleh.

Corn – is a gluten-free whole grain that’s packed with fibre and potassium. Be creative with corn flour and cornmeal.

Think corn cakes, corn bread, polenta, tortillas and tacos.

Farro – was a staple grain among the

ancient Greeks and Romans. It’s an ancient type of wheat with a nutty taste and chewy, firm texture. Farro is well suited for soups, salads and pilafs.

Freekeh - is actually young green wheat

that has been toasted and cracked. It’s a trendy whole grain and cooks similarly to bulgur. Like many whole grains, freekeh offers a good supply of fibre and B vitamins.

With a crunchy, nutty taste, it can be used in salads and side dishes.

Kamut – is a type of wheat that is two to

three times bigger than regular wheat. It’s a whole grain with a rich, buttery flavour.

Kamut works nicely in casseroles and pilafs.

Millet – is a small, gluten-free grain that’s

commonly used in African cuisine. It’s available in white, grey, yellow or red varieties. With a mild flavour and fluffy texture, millet can be used in a variety of dishes from soups to stews.

Oats – are loaded with soluble fibre, the

type of fibre that’s been shown to help reduce blood cholesterol levels. Beyond using oats on your breakfast menu, try using this versatile grain in desserts or as a binding agent in meatballs, burgers or meatloaf.

Quinoa – is a gluten-free, whole grain that’s

hailed for its protein content. In fact, just

like amaranth, quinoa is a complete protein.

The quinoa plant actually belongs to the same family as Swiss chard and spinach, which may explain its slightly bitter taste.

Quinoa-anything is on trend these days. If you want to stay on the cutting edge of food trends though, try kañiwa (pronounced kah-nyee-wah) which is a cousin of quinoa but without the bitter outer coating.

For more helpful nutrition tips, visit

RESTOBIZ THE OFFICIAL WEBSITE OF CANADIAN RESTAURANT & FOODSERVICE NEWS

Sorghum – has seen the highest growth on U.S. restaurant menus last year, according to statistics from Dataessential’s Menu Trends Report. As a gluten-free option, sorghum contains more protein than most other whole grains. Sorghum flour is light in colour, making it a good ingredient for muffins, breads, cakes, cookies and pizza crusts.

Spelt – is nutritionally very similar to wheat. With a slightly nutty taste, spelt requires overnight soaking before cooking.

Spelt flour can be used in pastas, crackers and breads.

Teff – grows in three different colours – red,

white and brown. It’s a tiny, sand-like whole grain. Teff is a calcium and iron superstar compared to other grains. When cooked, it has a creamy consistency and sweet, molasses-like flavour. Try it as a cooked porridge or use it to thicken soups and stews. Teff breads and tortillas are also available for those following a gluten-free diet.

Wheat berries – are whole wheat kernels

with a nutty taste. They usually require overnight soaking. Wheat berries are a great side dish or breakfast cereal.

Whole rye – is a gluten-containing grain

and typically used to make breads. Some sandwiches just taste better on fresh rye bread!

Wild rice – is actually the seed of a grass

and contains more protein than most grains. Try combining it with brown rice or white rice in pilaf, or add to soups and salads.

Sue Mah, MHSc., RD, is a Registered Dietitian and President of Nutrition Solutions Inc., a company specializing in creative communications for health and wellness. She is a recognized media spokesperson and consultant to national and international food companies, working with marketing teams, advertising agencies and PR firms to develop nutrition strategies, educational campaigns. As Co-Founder of the training and consulting program NutritionForNonNutritionists.com, Sue is a nutrition trends expert and dynamic speaker. And as a chef’s daughter, Sue loves delicious, wholesome food! For assistance with your menus and promotions, contact Sue at www.NutritionSolutions.ca or Twitter @ SueMahRD.

What is Gluten?

Gluten is a type of protein found in wheat (including spelt, kamut, and farro), rye and barley. Gluten in flour helps bread and other baked goods bind and prevents crumbling. Celiac disease is a condition in which the small intestines are damaged by gluten.

Statistics from the Canadian Celiac Association estimate that about one per cent of Canadians are affected by celiac disease, and they must follow a gluten-free diet. Another estimated six per cent of the population may have a condition called non-celiac gluten sensitivity and they too are avoiding gluten.

Gluten-free Grains Amaranth Buckwheat Corn Millet Oats Quinoa Rice Sorghum Teff Wild rice

www.restobiz.ca | August/September 2016 21

COVER STORY

MENUS BY DES How menu engineering can boost your bottom

By Jeff Dover and Andrew Waddington

22 August/September 2016 | Canadian Restaurant & Foodservice News

COVER STORY

ESIGN line

If you could increase your restaurant’s operating margins by up to 20 per cent without significantly raising prices (and maybe even lowering prices for some items), would you? Most operators would answer with a resounding “yes.” You and your culinary team spend a great deal of time and effort developing menus, so why not maximize your return for those efforts?

www.restobiz.ca | August/September 2016 23

COVER STORY

Menu engineering is a menu optimization tool that classifies and defines strategies for menu items based on popularity and profitability. While most restaurant operators and chefs are aware of how to engineer and optimize a menu, surprisingly few actually put the concept into practice.

Menus may be defined in two general ways. First, they are a collection of items available for sale (the “offering”) and secondly they are the means of marketing the offering (such as a physical menu or menu board). Menu engineering relates to menu development in terms of both these perspectives.

The offering not only defines a foodservice concept, but controls many of the factors that drive profitability. Offering unpopular or unprofitable items has implications. For example, every sale of an unprofitable menu item represents a missed opportunity to sell a more profitable item. The complexity of a menu (i.e., the number of ingredients, difficulty to prepare, number of items, etc.) potentially affects capacity (the number of guests that may be served in a given period), inventory related costs and labour (the amount of time required to prepare and serve menu items). Unpopular items, therefore, may hurt a restaurant’s cost structure even if these menu items are profitable on a margin-per-portion basis.

24 August/September 2016 | Canadian Restaurant & Foodservice News

PROFITABILITY + POPULARITY = SUCCESS

The two main reasons that menus include unprofitable or unpopular items are lack of awareness (the operator never analyzed menu sales or doesn’t regularly update recipe costs) and emotional attachment (i.e., the menu item is a favourite of the owner or chef). Menu engineering removes emotion from the equation and uses the profitability and popularity of menu items to identify which items should be removed, updated or preserved in their current form. This streamlines and focuses the offering.

The design of the physical menu is also critical. Menus should promote the items that you want to sell. Menu engineering analysis identifies those items quantitatively: Items that generate the greatest amount of margin (profitability) and customer satisfaction (popularity, a factor of long term profitability). This seemingly obvious notion is often overlooked. Many menus are designed solely for aesthetic value. An attractive menu design that aligns with the brand image of your operation is important, but it must be driven by an informed sales strategy. In fact, the menu or menu board is the most important real estate in your food and beverage operations with respect to maximizing margin generation.

COVER STORY How should you define profitability? Restaurant managers are often taught to target and achieve a food cost percentage (the total cost of a menu item including all accompaniments and, if applicable, packaging divided by the selling price). This unfortunately may lead to managers focusing on percentages and not dollars. George Tidball, founder of the Keg Restaurants, drove this point home for us. He said: “Why would I prefer to sell a $10 chicken breast with a 30-per-cent food cost and make a margin of $7 when I can sell a $20 steak at a 50-per-cent food cost and make $10?” The moral of the story is you take dollars to the bank, not percentages.

If you are focusing on the wrong objectives (i.e., form over function, margin ratios over margin dollars), or do not have sales objectives at all while developing your menus, you are, pardon the pun, leaving money on the table.

GETTING STARTED

One of the great features of menu engineering is the relative simplicity of the initial analysis. A basic analysis only requires three types of information: itemized sales volume (the number of units sold for a given period taken from your point of sales system), the menu price and item cost per unit. The difference between menu price and item cost is the “margin” (menu engineering’s measure of profitability).

With this information, you can compare each menu item based on relative popularity (how well does a given item sell compared to other similar menu items) and relative profitability (how much margin does a given item generate each time it is sold). From there, the general strategies are also relatively simple: Make profitable items more popular, make popular items more profitable and get rid of the items that are neither popular nor profitable.

Of course, the outcomes of this process are only as reliable as the information used in the analysis. An accurate menu cost is critical.

Many of the chefs we work with have a sound knowledge of the cost of the protein in the menu item. However, an astonishing number do not accurately cost out all recipe ingredients. Many operators forget to include “remainder of meal” costs such as bread, condiments and packaging. Others fail to update the recipe costs based on current ingredient costs. For this reason, fsSTRATEGY always recommends that clients create and maintain an accurate menu explosion model (a collection of detailed standard recipe costs) that is efficient to update as ingredient prices change.

KEYS TO SETTING PRICES

Once the item cost is determined, initial prices may be set for new menu items. Price should be considered carefully as it will have an influence on both an item’s popularity and profitability. A simple approach for setting initial prices is to divide the menu item cost by the desired food cost ratio, then testing that price against the prices of key competitors and adjusting accordingly. Unfortunately, this approach misses opportunities based on customer preference and perceived value. Once you have some sales data, however, use of menu analysis tools like menu engineering or cost margin analysis can be used to understand customers’ price-sensitivity and identify opportunities to increase or lower prices to maximize total margin.

Maintaining an accurate standard recipe cost model provides an additional cost control benefit: The ability to calculate theoretical food cost. Theoretical food cost (calculated by multiplying the number of units sold by the standard recipe cost) represents what the food cost for a given period should be if everything went as planned. This theoretical food cost should then be compared to the actual food cost. The actual food cost should be one per cent to 1.5 per cent greater than the theoretical food cost, which allows for waste, spoilage, shrinkage, etc. If the difference between theoretical food cost and actual food cost is greater or less than 1% to 1.5% of food sales, restaurant management will know that food cost control needs to be evaluated. Reviewing menu item costs each period will also enable management to react when menu ingredient costs change (as we all know happens) and adjust the pricing or other aspects of the menu accordingly.

KEEPING IT SIMPLE

Only once you know which items you wish to promote should the physical menu and menu boards be designed.

Essentially, you want to ensure the items you want to sell (i.e., the items with the greatest margin) are the most visible to customers. One study found customers read menus for only 109 seconds on average, so you have less than two minutes of attention from your customers. In a quick counter operation where customers order from a menu board at the point of sale, the time it takes for a customer to read and select a menu item is doubly important.

Therefore, it is imperative that the design of the menu and or menu boards be carefully considered.

First, regardless of the type or style of menu being designed, it should be uncluttered, easy to read and as concise as possible. This

www.restobiz.ca | August/September 2016 25

COVER STORY

Pictures. Pictures can effectively increase menu item sales because they draw attention to an item and help customers envision what they are ordering – lowering the purchase risk. Before using pictures on your menu, consider the following: • Accuracy. Like descriptive text, pictures must accurately

represent the components, garnish and presentation of the dish or customers’ expectations will not be met.

• Brand positioning. Pictures can reduce perceived brand

positioning, which can limit the menu’s ability to demand premium prices.

will reduce the time required to scan each item on the menu and increase the likelihood that customers see every item.

Second, you will need to help the customer find the items you want to sell (profitable) and that you think they want to buy (popular). Never assume the customer will find these on their own.

The following tactics can increase item visibility: Item Order. Studies have shown that items at the top and bottom

of lists with six or more items will typically outsell items “buried” in the middle of the list.

Position. For decades, menu designers have included relative positioning of menu items in a suite of tactics to increase menu performance. The theory is based on gaze-motion studies that predict the path customers’ eyes follow on a menu and identify “sweet spots” where items are more prominent. Recent studies have tested the eye movement theories and their effect on sales with varying results. Nevertheless, industry convention suggests that there is truth to the theory, even if results vary due to the other factors identified in this article.

Formatting. Formatting such as font type, size, style and color,

placing a box around select items, and background colour can draw attention to menu items you want to sell.

Descriptive Text. Studies have shown that descriptive text increases menu sales significantly. In a 2001 experiment at the University of Illinois, descriptive text increased unit sales by 27 per cent compared to items not using descriptors. The study also experienced significant increases in customers’ perceptions of menu item quality and value, establishment quality and trendiness, and intent to repurchase.

SCIENCE MEETS ART

Menu design is both a science and an art. Menu designers should apply scientific methods to maximize a menu’s performance, but recognize that every operation is different. Some tactics and approaches may have significant impact on one menu but less for another. For this reason, menu design should be considered an ongoing exercise of monitoring, analyzing and adjusting to find what works best for the operation.

You can optimize your menu yourself, or hire a consultant for an objective perspective. Consultants may include additional revenue management services to develop long-term sales strategies. For example, in addition to basic menu engineering theory, fsSTRATEGY’s CRAVETM methodology for menu optimization explores five core factors that drive successful menus (Capacity, Relevance, Accuracy, Visibility and Economics) and has yielded significant results. In fsSTRATEGY’s experience, a restaurant’s margins increase three to 20 per cent when a menu is optimized for the first time and continued optimization offers additional benefits.

Menu optimization works and we hope that we have illustrated that with minimal efforts you can maximize the return on new and evolving menus. If you have not optimized all menus in your restaurant, you should do so immediately. Not doing so is essentially the same as leaving money on the table.

Jeff Dover and Andrew Waddington are with fsSTRATEGY Inc., business strategy consultants to the foodservice industry. Visit us at www.fsstrategy.com.

26 August/September 2016 | Canadian Restaurant & Foodservice News

SENSATIONAL SEAFOOD

New ways to highlight fish and seafood on your menu

By Laura McGuire

SEAFOOD

Canada has a bounty of waters to fish from, but little has changed over the years with fish and seafood offerings at restaurants. The predictable plating of fish and seafood is partly due to chefs continuing to cook with the same traditional species like salmon and tuna, and running short of ideas of how to bring these dishes to the forefront of menus.

But all that is changing as operators are now getting more creative with fish and seafood. Let’s take a look at some emerging applications for these items.

SEAFOOD AND FISH BLENDS

One opportunity to make seafood and fish standout on menus is to craft dishes that combine multiple species, as is the case with the Jerk Fish dish at Red Fish Blue Fish in Victoria, B.C. This fusion of ha l ibut , co d , sa l mon a nd t u na harmoniously balances multiple flavours

and textures, and is enhanced by simmering the fish in a Caribbean jerk sauce with sriracha.

Blends can also combine fish and seafood with other proteins as part of imaginative reinterpretations of surf and turf dishes, which traditionally pair steak with lobster or prawns. Examples of this include the Tiger Prawn & Chorizo Hash dish at Fish Shack in Vancouver, and the Lamb & Lobster Burger with Ca mbozola cheese, guacamole and oven-dried tomato-

mango salsa at Big Fish in Calgary.

For consumers, seafood and f ish blends are appealing because these combos offer novel flavour profiles to sample, yet are still approachable because many of the fish and seafood used are already familiar to and liked by diners. For operators, blends open up new channels for culinary development.

Innovation could include working with unfamiliar species to featuring fish combinations in burger patties or atop salads.

BOWLS AND TACOS

Another avenue for fish and seafood is to feature these offerings in bowl and taco applications. These on-trend formats can be served at both limited-service and full-service restaurants; as brunch, lunch or dinner meals; and with a variety of seafood and fish species.

L i m it e d - s e r v i c e o p e r at o r s c a n emphasize the portability of these dishes, whereas full-service restaurants have opportunities to highlight mini tacos and bowls of ceviches or pokes as shareable appetizers or small plates.

For both seafood bowls and tacos, customizability is a big draw for diners (especially Millennials). Having a buildyour-own option for these dishes allows guests to select their preferred fresh, premium and craveable ingredients to pair with a specific type of fish or seafood.

Hamilton, Ont., restaurant Pokeh is at the forefront of this emerging trend, serving both signature and create-yourown bowls that spotlight poke — a Hawaiian fish salad with Asian-inspired ingredients traditionally made with chunks of raw ahi or yellowfin tuna, 28 August/September 2016 | Canadian Restaurant & Foodservice News

SEAFOOD

along with green onions, sea salt, chili peppers and soy sauce. The restaurant’s customizable format allows patrons to choose from more than 20 different toppings ranging from gluten-free and vegan ingredients to premium options; a sampling of toppings includes tamari pickled tofu, salmon, ahi tuna, cucumber noodles, yuzu kosho sauce, spicy kewpie mayonnaise, avocado and jicama.

Another menu prospect is adding an ethnic twist to seafood bowls and tacos, as seen at Asian taco joint Tacoreano in Coquitlam, B.C. Its limited menu of gourmet Asian-inspired tacos includes an albacore tuna poke taco with romaine, wakame, ginger and wasabi mayonnaise.

In addition to wakame, ginger and wasabi, chefs ca n feature other complementary Asian ingredients in these bowls and tacos, including: • Sriracha — a bright red Thai sauce that mixes sun-ripened chilies, garlic, sugar, salt and vinegar • Gochujang — a Korean chili bean paste or sauce with salty and spicy f lavours, made with fermented soybeans, dried chilies, garlic and other seasonings • Mirin — a low-alcohol, sweet golden wine made from glutinous rice, used in Japanese cuisine to add flavour to dishes, sauces and glazes • Sambal — popular throughout Indonesia, Malaysia and southern India, sambal traditionally consists of a mixture of chilies, brown sugar and salt, but multiple variations of this blend also exist Operators can look beyond Asia to feature global interpretations in seafood bowls and tacos, such as adding guacamole, salsa or chipotle crema for a Baja-Mexican twist, or pineapple, black

Oysters: An ocean delicacy that can easily fit your menu!

By Sal Battaglia Oysters have been a staple for restaurants in major cities across Canada for many years.

But with the delicious mollusc on trend right now, it’s a menu item that almost any restaurant can serve.

Whether it’s a “buck-a-shuck” or pairing the oyster with the proper wine, vodka or whiskey, being in Canada, there are many options to choose from which can work at any level of restaurant. The interesting and little known fact is that Canada actually has one of the largest selections of oysters available in the world.

Not only are our East and West coast oysters considered among the best in the world, Canada also has many trade agreements in place with the USA, Europe and New Zealand to import and export oysters. Not even the United States has the agreements in place as Canada does.

Whether it’s a West Mersea Rock Oyster from England or a Kaipara Oyster from New Zealand, so many of these oysters are only available in Canada when it comes to trying them in North America.

In addition to be being very popular right now, the best thing about oysters is that each region and area produces a different taste, shape and colour. Whether it’s a salty, cucumber taste or a briny, sweet and fruitful

flavour, oysters are very similar to wine in that the various regions can produce a unique offering. Plus, you can take part in conserving our oceans since oysters are widely considered a great sustainable seafood option! All farmed oysters around the world have some of the best practices in place for cultivating them and they are considered Ocean Wise-recommended and Green SeaChoice ranked.

By adding oysters to your menu, you can add a tasty ocean delicacy that is relatively easy to handle. Since the oysters are indeed alive when you receive them, all you need to do is keep them refrigerated at 1 to 4C and then shuck away as they are ordered. Selling them by the piece or in groups can yield a nice profit without any additional expenses.

For more information on oyster availability in your city, contact your local fish monger today!

Sal Battaglia, VP Sales and Marketing, is proud to help lead Seacore Seafood in a sustainable future in managing one of the industry’s leading companies and also having a seat on the board of directors at Sea Pact – a sustainable seafood alliance. For more information visit www.seacore.ca

30 August/September 2016 | Canadian Restaurant & Foodservice News

b e a n s a nd jerk seasoning for a Caribbean spin. These dishes can even feature North African influences with the addition of harissa (a fiery Tunisian hot sauce made with hot chilies, garlic, cumin, coriander, caraway and olive oil) or chermoula (a thick sauce or paste that typically consists of cilantro, garlic, lemon juice, olive oil, parsley, pepper and salt).

UNDERUTILIZED SPECIES

As part of the eco-friendly “no waste” movement happening throughout North America, operators are looking to lesser-known species of fish and seafood to promote sustainability and minimize costs. Dubbed “trash” fish or “rough ” f ish by f ishermen, these undervalued species offer operators new possibilities for menu development and can often serve as substitutes for more traditional varieties like halibut.

In Montreal, U.K.-inspired Brit and Chips puts its own environmentally conscious f lair on the traditional British staple f ish and chips with

lobster made simple

Each frozen Clearwater Split Lobster comes ‘chef ready’ containing one half tail as well as the meat of one claw & knuckle placed in the body. Easy to thaw, easy to cook, guaranteed to impress. Enhance your menu with Clearwater Split Lobster today.

905.858.9514 | cdnsales@clearwater.ca

clearwater.ca

SEAFOOD

Tuna Offers Tantalizing Versatility

By Warren Cameron From mainstream to upscale, tuna is one of the poke is a marinated raw fish salad – a mix of most popular and fastest growing sales items raw bite-sized cubes of seafood, often ahi tuna, with consumers at both retail and foodservice in a soy-based marinade served on a bed of restaurants. It’s hard to believe that at the start rice or greens. But chefs have given the classic of the 20th century, tuna was a relatively Hawaiian dish a modern twist. These days you unheard of source of protein in North America. can find the raw ahi tuna served over a bed of But with the introduction of new fishing kale or quinoa with a myriad of toppings that technologies, tuna quickly became a common are a feast for the eyes as well as the palate. ingredient, albeit from a tin. How things have These modern pokes are proving to be changed since the humble tuna sandwich! popular, health-oriented, tasty, protein-packed Thanks to the popularity of sushi, tuna is in options for a lunch or dinner that’s definitely a demand more than ever. The perfect takeaway step up from the salad and noodle bowl trends food, sushi has become as commonplace as of recent years. the hot dog or hamburger, found practically Tapping into all of these trends, tuna from anywhere — restaurants, QSRs and even the top sushi-quality supplier Anova Food provides airport and local grocery store. operators with a wide variety of convenient The latest hot trend for tuna is poke formats, including steak, loin, saku block, (pronounced po-kay). Similar to sushi or South seared or ground, and now pre-cut poke American ceviche, poke is a food trend that’s cubes. Available year-round, Anova yellowfin taken the West coast by storm and it’s quickly tuna is sashimi grade. The meat is rich in moving CRFN east.2016 Renowned in Hawaiian cuisine, colour and flavourful, pairing well with many Quarter Page.pdf 1 2016-07-14 1:55:31 PM

ingredients. Tuna is great for grilling and is often served seared or rare. It can also be baked, broiled, sautéed and even steamed, lending itself to many recipes.

Low in fat and high in omega-3, tuna steaks are a great alternative to beef steaks. Anova’s Seared Ahi Tuna is perfectly seared on the exterior and ready to serve. Starting with a premium quality, sashimi grade ahi tuna block, the meat is already seasoned with cracked black pepper and garlic, seared and sliced.

Available in convenient 3 oz. vacuum packed portions, simply thaw and add to an appetizer, salad or entrée for perfect portions every time.

Warren Cameron is National Director of Foodservice Sales for Export Packers Company.

Export Packers Foodservice is the exclusive Canadian distributor of sustainably sourced, wild-caught Anova® yellowfin tuna. For more information, visit www.oceanjewelseafood.com.

Lobster Made Simple Clearwater Seafoods continues to build a presence in the valueadded seafood category with products like Nova Scotia Prime Split Lobster. The ultimate in convenience, Split Lobster comes ‘chef ready’ containing the raw meat of one half tail and the meat of one claw and knuckle placed in the body.

“Clearwater’s Split Lobster was developed specifically to enhance menus and increase profits for foodservice operators,” said Diana Hanus, Senior Marketing Manager, Clearwater Seafoods.

Produced through a high-pressure processing system where the meat is released from its shell and frozen, Split Lobster has the same exquisite taste and flavour as Clearwater’s premium hard-shell lobster. This product eliminates the hassle of cooking and shucking live lobster, while also providing chefs with the opportunity to apply a wide range of temperature and cooking methods.

cdnsales@clearwater.ca | Phone: 905-858-9514 | www.clearwater.ca

32 August/September 2016 | Canadian Restaurant & Foodservice News Clearwater_ProductProfile_CRFN_July_2016.indd 1

2016-07-05 10:39 AM

New BattercrispÂŽ Salmon Bites Crispy, battered, wild caught Pacific Salmon morsels.

An exciting alternative to chicken balls and nuggets, new BattercrispÂŽ Salmon Bites are easy to prepare in the deep-fryer or oven and stay crispy and delicious, even when sauced! Seafood is hot and the possibilities are endless with High Liner Seafood Bites.

Ask your High Liner Foodservice representative for more information today.

1-800-387-7422

www.highlinerfoodservice.com

SEAFOOD

Top Fish on Canadian Menus 1

2

3

4

5

6

7

8

9

10

Salmon

Tuna

Cod

Anchovy

Eel

Halibut

Snapper

Haddock

Tilapia

Trout

Base: Q1 2016—76,177 menu items Source: MenuMonitor, Technomic

Top Seafood on Canadian Menus 1

2

3

4

5

6

7

8

9

10

Shrimp

Tuna

Salmon

Crab

Scallop

Eel

Lobster

Calamari

Prawn

Clam

Base: Q1 2016—925,024 menu items Source: MenuMonitor, Technomic

of ferings such as Orange Crushbattered hake served with chips.

Beyond the eco-friendliness and cost savings of cooking with bycatch species like hake, history has proved that gambling on underutilized fish and seafood can pay off in the long run. Prime examples are lobster and monkfish — two species that were previously considered trash fish but have since climbed in status to be highly prized at restaurants today.

For operators, the challenge is promoting trash fish as high-quality, tasty offerings to skeptical and cautious diners. Consider increasing the appeal of trash fish by:

• Enhancing trash fish species with gourmet sauces and condiments • Educating diners about why use of the fish is important • Featuring the fish in a familiar and approachable format like fish and chips or a breaded fish sandwich Chefs are turning to Canada’s rich abundance of seafood to cater to diners’ willingness to explore new foods

Laura McGuire is Senior Manager, Content and Editorial, at Technomic in Chicago. Technomic provides clients with the facts, insights and consulting support they need to enhance their business strategies, decisions and results. Its services include publications and digital products, as well as proprietary studies and ongoing research on all aspects of the food industry, Visit www.technomic.com.

Battercrisp® Salmon Bites

• Delicious chunks of wild-caught Pacific Salmon

coated in our signature Battercrisp® batter.

Authentic ‘back of the house’ appearance and taste.

Perfectly portioned at approx. 17 g.

Simple to prepare with no waste and minimal labour.

• • •

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beyond the familiar. Expect to see more innovative uses of f ish and seafood as preparations and techniques like blends and bowls become more popular. Use of ethnic ingredients with fish as seen with tacos, as well as the eco-conscious movement to bring trash fish into the mainstream, should a l s o re s onate wel l w it h to day ’s restaurant-goers.

www.highlinerfoodservice.com

34 August/September 2016 | Canadian Restaurant & Foodservice News

VINE MUSINGS

PERFECT PLANNING Experts weigh in on how to create the perfect wine and beverage program

By Zoltan Szabo When constructing a wine and beverage program, there are a number of important factors that come into play. Whether it is budget or knowledge of your clientele, creating a compelling wine list is about more than following trends or setting prices based simply on profit margins. The more you know about the wines you sell and why you are selling them, the better your beverage offerings will be received.

ĂŚ

For the latest food and beverage trends, visit

RESTOBIZ THE OFFICIAL WEBSITE OF CANADIAN RESTAURANT & FOODSERVICE NEWS

In addition to deciding on a budget, there are many other critical factors to consider when setting up your wine program. Style of establishment, food compatibility and demographics are just a few of the key components to keep in mind. Staff training is also crucial —

36 August/September 2016 | Canadian Restaurant & Foodservice News

the more your staff knows about your wines, the more they will be able to provide a great experience to patrons, sharing with them the story behind the label. Proper storage is also something worth worrying about, so that beverages are kept properly and that their serving temperatures are correct. Finally, glassware, decanters and various tools of the trade all cost money and must be built into the markup strategy.

Having said that, I recently interviewed two highly successful restaurateurs who shared their approaches to creating a wine program with me.

VINE MUSINGS

Niall McCotter, Cava and Chabrol “When building a beverage or wine program I start with context above all,” says McCotter. “Context of the restaurant, theme, cuisine, location, clientele, and obviously price. It should be relevant and specific without being condescending or too obscure. The world is awash with beautiful wines and spirits so I'm never particularly concerned with being pigeonholed by any of these parameters. In fact, it brings focus and clarity to the process.

“In regards to mark-ups on alcohol, it's a very simple explanation. Right now, there is nowhere else to go.

Restaurants sell essentially two things: Food and alcohol. For whatever reason, we cannot price the food portion of the experience as it should be. It strikes me as the only business in the world where inflation and the ability to react to increased costs has ceased to exist. If we were to charge for food accounting for inflation, other inputs, and constant downward pressures compared to 20 years ago, main course prices would be perceived as absurd. If your average restaurant were to price food as it should be they would be sunk.

Easy Targets

Ed Ho, Globe Restaurants “Going for dinner is not about eating and drinking,” says Ho. “It's an experience. Food, beverage, service and ambiance all are important and necessary components of that overall experience. For Globe Bistro, we built a framework based on our philosophy: Think global; Eat local. And this includes drinking locally.

“We are a finer dining, full-service restaurant with a busy patio/wine bar business which is a little less formal. We also operate in Riverdale in Toronto, which a great neighbourhood with great dinner and brunch traffic, but less lunch business and business clientele. More than 50 per cent of our guests are regulars who come in more than once a month and live within three km of the restaurant. Most of our guests are open to suggestion for wines overall.

“With all that in mind, we have created a large wine list with a local focus. Well more than half of our wine list is from Ontario. We have at least 12 wines by the glass which are all from Ontario to pair with our dishes. Some guests still refuse to drink local wines for whatever reason and we are always willing to open any bottle if a guest wants a couple of glasses.

an average markup of just under three times on our wines.

Our lower-priced wines are marked up more than the expensive wines, but it averages out. Our average wine bottle price sells for $60-$70.

“We seek out and taste hundreds of wines every year to find what I call ‘wines of value.’ We taste wines blind. We buy the wines that are the best values relative to their cost. By going through this process, we have first-hand tasting knowledge of the wines which we can then share to educate our team and guests. We also reduce the chance of disappointment for the guests knowing that the wines we have are good. This is especially important for our local wine program where vintage variation is a major issue.

“We have a good number of high-end wines for guests that are so inclined, but investment in a deep vintage cellar a real drain on capital as the turnover of these wines is obviously lower than the bottles in the lower price range that are ready to drink. In fact, on Sundays we even offer half-priced wines to ensure the turnover of many of the higher-end bottles.

“Lastly, printed on our menus we have a suggested wine pairing with each and every dish. Wine training is also very important. Adrian Amara is our GM is also a trained sommelier who both suggests wines for guests and educates our staff on the wines that we carry and pairings as well. As an extension to this, we offer winemaker dinners and tastings where guests can discuss wines directly with the people who work hard to make an exceptional product. Our guests love to understand our connection with the products that we represent. All of these things combined — buying and pricing for value, education and pairing and understanding the guest's needs — all help create a positive experience for the guest.”

Supports Local Economy

“From an economic standpoint, most of the dollars we spend on wine and food go back into our local economy. For the most part, our supply chain is direct, or only one middleman in the distribution, so the dollars go to the winemakers and farmers directly, which they reinvest in their business and to their employees.

“When it comes to pricing, we aim for a wine cost of goods that is generally about 35 per cent. That implies that we have

“Wine mark-ups are easy targets for those who want to focus their displeasure at the idea that some restaurants do not provide good value for dollar, simply because it's so very easy to discover the cost of the bottle presented. The goal at our establishments is to vanquish even the slightest chance of that displeasure with the quality of the overall experience. All customers should walk away thrilled.

“I know the cost of 99 per cent of wines on most wine lists in the city. But I also know the costs behind the scenes that make the price necessary — rent, taxes, insurance, talented chefs, talented sommeliers, company benefits, napkins, crystal, silverware, plates — the list goes on. The average patron does not know these things so the optics of a 200-300-per-cent mark-up is scandalous. I don't blame them for being disappointed and cynical when all they see is the scandal. But hidden in that mark-up is where we live, and employ, and pray to make a living.

“It is a thrilling, grueling, and utterly satisfying business to be a part of but at the moment those mark-ups tend to be where those prayers of restaurateurs and those they employ are answered.”

Sommelier Zoltan Szabo is a hospitality consultant offering wine sourcing and staff training services to restaurants. Check out his website www.zszabo.com or follow him on Twitter @zoltanszabo. E-mail Zoltan at zoltan@zszabo.com. www.restobiz.ca | August/September 2016 37

EQUIPMENT

THE CUTTING EDGE Improve your food prep efficiency with the latest innovations in commercial kitchen knives

38 August/September 2016 | Canadian Restaurant & Foodservice News

EQUIPMENT

Canadian Restaurant & Foodservice News recently asked leading kitchen knife should have a basic larger prep and smaller prep knife. A cook’s knife and a manufacturers about the latest trends and developments in this indispensable basic paring knife can handle a large kitchen utensil. Here is what they had to say. . . chunk of daily menu preparation. From there, it fully depends on what the Participants: restaurant specializes in. Carving, Fish Renee Hourigan, Director of Marketing, North America, Swiss Army Fillet, Boning, Bread are all specific Derek Marcotte, President, Wüsthof-Trident of Canada Inc. adjectives that clearly lay out what those blades are best at cutting. If a restaurant manages its own butchery, then cleavers and boning knives are essential tools What are some of the most exciting new Forged PEtec knives are now over 20 and most likely carving knives for the trends, innovations and developments when per cent sharper with double the edge finished plating. Using the right knife it comes to kitchen knives for restaurants and retention. This allows the user to use for the right task makes for an efficient commercial foodservice in Canada in 2016? one knife for precision work, then move kitchen and reduced waste. to more robust prep work, all with the Renee Hourigan: The Victorinox Swiss same blade, never fearing chipping or What are some of the major factors driving Army Fibrox® Pro professional line has lack of performance. design and innovation in new types of become the tool of choice for kitchen knives? professionals and has consistently What should a restaurant operator or chef be received high accolades in industry aware of when it comes to purchasing RH: Many new designs and innovation in product testing. The benefits of design, different types of knives? kitchen knives are passing trends. We features, materials, color coding and ease believe in time-tested quality and of use are something we refined years RH: Restaurant operators need to take craftsmanship and supplying chefs and ago. Our Fibrox Pro line is hygienic and food safety into account, and Victorinox restaurants with knives they can trust time features a patented, ergonomically Cutlery is recognized by the National and again. designed, slip-resistant handle, which Sanitary Foundation (NSF). The NSF combats slippage even when wet. The seal on our commercial cutlery provides combination of lightweight steel and a guarantee that Victorinox knives are handle results in an optimally balanced made to the highest sanitary standards knife that reduces hand and wrist required by the commercial industry. fatigue, making it feel less like a knife In fact, the entire Victorinox factory and more like an extension of the hand. in Ibach, Switzerland, is NSFTapered knife edges are laser-tested, Certified, so this seal can be found on and conically ground to form an most stamped Fibrox Pro blades exacting 15 degree angle on each side, made by Victorinox. Our stamped which is narrower than the industry knives are preferred by most culinary average and results in a shaper edge that professionals due to their light weight, balance, and maneuverability. lasts longer.

Commercial customers who switch to Derek Marcotte: Many chefs today have Victorinox have reported significant knives for delicate precision work and reductions in wrist and hand injuries others for the more heavy duty grunt r e l a t e d t o r e p e t i t i v e c u t t i n g work. In the past, these blades were not movements. And because of the interchangeable. The finer knives, aforementioned ability of our knives originating mostly from Japan, are too to hold an edge longer, they stay hard and thin for heavy duty tasks and s h a r p l o n g e r, a n d n e e d t o b e the more robust knives for heavy maintained less often. chopping chores, mostly from Europe (Germany), are not sufficiently refined DM: WÜSTHOF manufactures more to easily handle refined work. This adds than 80 SKUs in the Classic Precision cost and, of course, quantity of blades Forged knife series alone which features to the kitchen where cost and space are 15 styles and sizes of cook’s knives. constantly at war. WÜSTHOF has Although many knives can be multi developed a new cutting edge, PEtec purpose, there are many more that (Precision Edge Technology) that has become quite task-specific, making them bridged that gap. By introducing the better choice for a particular task. computer-controlled edge application, Every kitchen, professional or home, www.restobiz.ca | August/September 2016 39

EQUIPMENT

DM: Points of production and consistency in quality are driving design and innovation.

Consistency in production is so important.

Clear paths of quality control are aided with new equipment and machinery in the production background. So when consumers make a purchase, they know with the utmost confidence that the knife they bought today is at minimum as good if not better then the collection they are adding to.

First, use the knife for its intended purpose. Knives cut food; they are not intended to open cans of tomatoes or burlap sacks with metal strapping.

Second, wash them by hand and keep them stored safely. Hand-washing eliminates the chance encounters with something hard in the dishwasher that could potentially chip the edge and proper safe storage not only protects the blades but also the users. Third, keep your sharp knife sharp. Knives cut and they don’t do it so well when they are dull. Further, dull knives are dangerous. These are performance tools and you are only as good as the tool you are using so keep it in peak performing condition. A sharp knife makes for a productive kitchen.

DM:

How can chefs ensure they get the most from their knives and similar equipment?

Keeping knives clean and dry is important for longevity. If knives are left uncleaned for longer periods of time with saliferous (salty) or acidic leftovers on them, stains can develop.

Victorinox Swiss Army recommends washing all knives by hand.

Dishwashing machines are designed to spray water at a relatively high pressure which can jostle the silverware and cause the knives to bang around and dull the edge. For best results, hand wash knives with a HillsFoods_CRFN_September_2016_FINAL soapy cloth and dry immediately.

RH:

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LEGAL

BRAIN FOOD Intellectual property in the restaurant industry

By Eric Mayzel

Great recipes, inviting décor, and inspired presentation can help a restaurant thrive in a competitive environment. Likewise, a number of intellectual property (IP) rights can help develop and protect the restaurant’s brand. Restaurant owners and operators who hope to develop their businesses’ brands should learn about and understand their IP rights and, where possible, take active steps to maximize the value of those rights.

What is IP? Generally speaking, IP refers to creations of the mind. IP can be protected by one or more classes of legal rights, including trademarks, copyright, patents, and trade secrets. In essence, these rights allow creators and owners of IP to control the use of their IP assets in order to derive financial and other benefits.

TRADEMARKS AND RESTAURANTS

Trademarks are vital to the branding of a restaurant. A trademark is a word, phrase, or design, among other things, 42 August/September 2016 | Canadian Restaurant & Foodservice News

LEGAL

that distinguishes the goods and services of one business from those of another.

In a nutshell, the owner of a trademark may be entitled to stop another business from using a mark that is the same or confusingly similar, or from passing off the other business’s goods or services as being associated with the trademark owner.

It is not necessary to register a trademark, but registration offers significant benefits. A registered trademark is typically protected Canadawide and is often easier and less costly to enforce than an unregistered mark.

Registration can also increase the restaurant’s sale value and facilitate the licensing of the trademark. Registration is practically essential for franchising.

If international expansion is in the mix, a restaurant should consider whether its trademarks are already being used or otherwise “registrable” in foreign jurisdictions. Retaining foreign IP counsel is often a necessary step for those looking beyond Canada’s borders.

Following are some aspects of a restaurant that may be protected as trademarks.

When choosing a name, it is important to consider its strength as a trademark. As a general rule, the more distinctive the name, the greater the trademark protection.

Naming the restaurant after a chef or founder may not be ideal for IP purposes.

This is because a person’s name generally cannot be protected or registered as a trademark unless it has already acquired a sufficient reputation.

Of course, choosing a name that is already in use by a third party can lead to disputes and possibly litigation down the road. A law firm can conduct searches and provide advice regarding a proposed name.

a) Restaurant Name:

b) Logos and Slogans: For best results, display logos and slogans consistently, both on-site and in printed and online materials. Including the symbols ® and TM, for registered and unregistered marks, respectively, is not mandatory in Canada, but can help strengthen your claim to these, and all other, marks. c) Dish Names: Unique names given to dishes may be treated as trademarks.

Restaurants may wish to review their

menus for such opportunities: is there a more distinctive name for your signature dessert offering? d) Layout and Décor: The overall appearance of a restaurant, known as its trade-dress or get up, may also be protectable as a form of trademark. For example, a series of court cases protected the distinctive décor of Mr. Submarine restaurants, which included a red and white striped exterior, wallpapered interiors, and signage bearing a certain font and colours. In a more recent decision, the franchisor of a system of cafés owned a registered trademark for the appearance of the cafés’ interiors, which included a prominent mural. The court ordered the defendant, who had taken over some of the café locations but not the franchise agreements, to remove the mural, on the basis that it was the dominant aspect of the franchisor’s trade dress.

A restaurant can help protect its rights by depicting its trade dress in advertisements, posting appropriate notices on-site, and registering its trade dress. e) Non-Traditional Marks: Amendments to the Trademarks Act expected to come into force in 2018 will permit the registration of scents, tastes, textures, and other “non-traditional” trademarks.

Restaurants may wish to consult with a lawyer about this development.

COPYRIGHT FOR RESTAURANTS

Copyright broadly refers to the exclusive legal right to copy, and to engage in other protected uses, of original artistic, literary, dramatic and musical works.

Logos and signage will often be protected as artistic works. In the café case mentioned above, the franchisor’s menu was protected by copyright, as the franchisor had used skill and judgment in choosing and describing the menu items and in selecting and arranging the menu’s layout.

A lawyer can help identify additional elements of your business that may be protected by copyright. A restaurant should ensure that it will own the copyright in any work prepared by any

person or agency. Registration of copyright is not required, but can be very beneficial, particularly if it becomes necessary for a restaurant to enforce its exclusive rights.

PROTECTION FOR RECIPES

Recipes may be protected as trade secrets. A trade secret is business information that derives value from its secrecy. The owner of a trade secret must take all reasonable measures to protect its secrecy. A restaurant should consider notifying any recipient of the recipe that the recipe is a trade secret, and requiring them to sign nondisclosure and non-competition agreements. Franchise agreements will have specific terms in this regard.

Restaurants and chefs should also decide early on who will own any trade secrets in recipes.

Food preparation processes may potentially be patentable, if they are novel, useful and not obvious, which a lawyer can help to assess. But don’t count on copyright to protect your recipes. While it may be a copyright infringement to copy the original words in which a recipe is expressed, it is not an infringement simply to prepare the dish.

PROTECTIONS FOR PLATING

IP protection for the plating of food has become a hot-button issue. Some commentators suggest that plating should be protected as form of trade dress if it has earned a sufficient reputation to indicate the source of the dish. Others suggest that plating, if original, may be protected by copyright as an artistic work. This may require clarification from the courts as to whether plating is in a sufficiently “fixed” form to receive copyright protection, as it has historically been required that a work be in a material form of some permanent endurance.

The nature and availability of IP rights may differ from restaurant to restaur ant. Restaur ant owner s, operators, and chefs are encouraged to consult with legal counsel to assess their IP portfolios and optimization strategies.

Eric Mayzel is an intellectual property and franchise lawyer at Cassels Brock and Blackwell LLP, a Canadian law firm of more than 200 lawyers, and a national leader in intellectual property, franchise, and other areas of law. For more information, visit www.casselsbrock.com. www.restobiz.ca | August/September 2016 43

FOOD

INS-PEAR-ATION Make pears a tasty addition to your menu

By Kathy Stephenson

Currently, consumer and restaurateur interest and passion for fruits and vegetables is at an all-time high. It’s time for the uniquely beautiful, powerfully delicious pear to hit the sweet spot for operators in Canada. With a breadth of variety and character, pears are a vibrant, sweet, succulent upgrade to menu fare from breakfast to dessert. A little know-how will make patron-pleasing pears an adored part of contemporary menus.

Cool mountain streams burble through lush valleys, over rich, volcanic soils making the ten varieties of pears grown in the Northwestern United States full of different, complex flavors. Growers first planted here in the late 1800s, bringing hearty root stock to the end of the rail line. Now third and fourth generations of families tend these same orchards, rooted two centuries ago in wide orchards and fresh air. Yes, new methods like trellis and compressed planting are driving efficiency and yearround availability. But with an average of 50 acres per grower, most of the 1,600 pear orchardists in the Washington and Oregon are part of a family legacy.

Across the menu, versatile pears bring balance and excitement – from caramelized pears atop fluffy Dutch pancakes to earthy, rich roasts with pears and root vegetables. Pears are an easy upgrade to salads and desserts, but less expected in appetizers and cocktails.

Sliced pear brie quesadilla or pear and fresh herb thin-crust pizza can be delightfully simple and surprising.

Increasingly, on-trend chefs and operators differentiate their tastes by calling out specific varieties of pear, including dessert menus featuring Seckel Upside Down Cakes and Espresso Poached Bosc.

Managing inventory to ensure pears are flavorfully ripe and extend usability after ripe is simpler than most chefs

realize. When refrigerated cases of pears are delivered, follow these simple steps to reduce shrink and keep perfect pears in stock: • Remove the case of pears from refrigeration to begin the ripening process • Remove the box lid to increase air circulation and allow pears to reach room temperature • Each day, check the neck of pears to identify when the case is ripe. To do this, press firmly near the stem with your thumb. If the pear yields, it’s ripe.

• When ripe, return to refrigeration to extend shelf life. They will keep for another 5 days and more after ripening.

Ripening and handling can seem tricky, but more resources and training can be found on fooservice.usapears.org.

USA Pears are available from October through June, as pears hold beautifully in controlled atmosphere storage. Enjoy local Canadian pears while available, but watch for pears from the Northwestern states of the U.S., where rich soil and clear steams deliver reliable, year-round delectable pears for the menu.

Kathy Stephenson is Marketing Communications Director, Pear Bureau Northwest. For more information visit www.usapears.com.

44 August/September 2016 | Canadian Restaurant & Foodservice News

we brew we don’t don’t brew our for our beer for the the awards! awards! but he does! but does!

Andrew threw away a successful career in Logistics to pursue his dream of reconnecting with the brewing roots of his family. This carried him to the UK’s prestigious Brewlab in Sunderland, England, where he procured the alchemy that would drive his signature brewing style.

Andrew threw away a successful career in Logistics to pursue his dream

of

reconnecting with the brewing roots of his family. This carried him to the UK’s prestigious Brewlab in Sunderland, England, where he procured the alchemy that

He took what he could from there andwould ventured to Scotland, Cornwall, and ultimately to Krefeld, drive his signature brewing style.

Germany to pick up near where his mother’s family brewery had been, working in the same He took what he could from there and ventured to Scotland, Cornwall, and ultimately

brewery that had belonged to his ancestors.

He came home Canada for family Hockley. to Krefeld, Germany to pick up nearto where his mother’s brewery had been, working in the same| brewery that had belonged to his ancestors. He came home to Canada for Hockley.

You could call it dumb, but we call it destiny.

You could call it dumb, but we call it destiny.

AndrewKohnen AndrewKohnen Brewmaster

Brewmaster

HOCKLEYBEER.CA

hoCKLeYbeer.Ca

CRUNCHING NUMBERS

Environmental Sustainability for the Foodservice Industry Each year, fsSTRATEGY conducts a C-Suite survey of senior executives in the chain restaurant industry. Results are presented at the Canadian Restaurant Industry Summit. One area covered in the C-Suite Survey is participants’ views on sustainable foodservice. Participants were asked rate to the current level of importance of this issue for their chain.

Importance of Environmental for the Foodservice Industry

16% Very Important

40%

0%

28%

16%

0%

0%

Important

Somewhat Important

Neither Important nor Unimportant

Somewhat Unimportant

Unimportant

Highly Unimportant

Source: fsSTRATEGY Inc. 2016 C-Suite Survey

Fifty-six percent of respondents in 2016 indicated that environmental sustainability was important or very important to their chain.

Twenty-eight percent indicated environmental sustainability was neither important nor unimportant. The percentage of executives who believe environmental sustainability is Very Important has grown from 0% to 16% in two years. The percentage of those believing environmental sustainability is Important or Neither Important or Unimportant has declined while the percentage believing that environmental sustainability is Somewhat Unimportant grew in 2016. The industry appears to be polarized. Some chains see sustainable foodservice as a strategic advantage and some have limited interest.

Respondents that ranked environmental sustainability important or very important were asked to indicate which of the following contributed to that level of importance.

Sustainable Contributions

62% Sustainable Operating Practices

54% Use of Hormone and Antibiotic Free Proteins

46%

46%

23%

8%

Sustainability Certified/Food Suppliers

Sustainable Food Services Facilities and Design

Use of Local Food

Use of Organic Food

fsSTRATEGY is a niche consulting firm specializing in strategy in the hospitality industry with an emphasis on the foodservice sector.

For additional information, contact us at nextsteps@fsstrategy.com or 416-229-2290.

46 August/September 2016 | Canadian Restaurant & Foodservice News

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