CRFN Fall 2018

Canadian

&

Fall 2018

Restaurant Foodservice News Official Magazine of the Culinary Federation

HERE FOR THE LONG HAUL FOOD HALLS ARE THE NEXT BIG CONCEPT IN CANADIAN FOODSERVICE

Publication Agreement #40033126

SMALL DISHES, BIG FLAVOURS

Lunch trends to look out for — Page 15

+

OFFICIAL E-NEWSLETTER:

OFFICIAL WEBSITE:

Canadian Trailblazers Bill & Terry Argo | The Warehouse Group Top Chef Alum Mark Singson | Fish Fraud | High-Tech Tools |

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contents Fall 2018 VOL. 9 NO. 3

FEATURES 20 Cheese Tea? How Instagram is changing foodservice

By Gregory Furgala

28 Cocktails and Spirits The Drinks, They Are a-Changin’

By Sophie Mir

46 COVER STORY

COLUMNS

36 Here for the Long Haul The next big concept in foodservice

24 Concept Profile Taking a Dive

DEPARTMENTS 4 Editor’s Note Time Will Tell 6 Canadian Trailblazers Bill and Terry Argo 10 Chef Q&A Mark Singson, FAM Inc. 14 Minding Your Business Head in the Clouds 78 Crunching Numbers The Changing Face of Micromarkets

74 Design and Decor Timeless Design

By Sherry Tseng

62 Catfished Food fraud and the new normal

By Gregory Furgala

70 So Hot Right Now How high-end hardware can save serious cash

By Gregory Furgala

INDUSTRY INSIGHTS (FROM OUR PARTNERS)

18 The Advantages of Supporting Canadian Food

By Flanagan Foodservice

SPECIAL SUPPLEMENT 43-50 The Culinary Federation’s À LA MINUTE

34 Cold Drinks for Cold Weather

By Lassonde Industries Inc.

52 REUVEN AD FEATURE?

Canadian

&

Fall 2018

Restaurant Foodservice News

By Reuven International

Official Magazine of the Culinary Federation

68 The Importance of Safety and Sanitation Training

HERE FOR THE LONG HAUL

By P&G Professional

Lunch trends to look out for — Page 15

76 New, Novel and Spicy

FOOD HALLS ARE THE NEXT BIG CONCEPT IN CANADIAN FOODSERVICE

SMALL DISHES, BIG FLAVOURS Publication Agreement #40033126

By Gregory Furgala

55 Small Dishes, Big Flavours Lunch trends to look out for

+

OFFICIAL E-NEWSLETTER:

OFFICIAL WEBSITE:

Canadian Trailblazers Bill & Terry Argo | The Warehouse Group Top Chef Alum Mark Singson | Fish Fraud | High-Tech Tools |

On the cover: Chef Michael Angeloni of Amano Kitchen, one of three full-service restaurants at Market and Co. Photo courtesy of Oxford Properties.

By Kraft Heinz

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EDITOR'S NOTE

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Canadian

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

PUBLISHER: Chuck Nervick chuckn@mediaedge.ca ASSOCIATE PUBLISHER: Nick Nervick nickn@mediaedge.ca

TIME WILL TELL

MANAGING EDITOR: Gregory Furgala gregf@mediaedge.ca DIGITAL MEDIA DIRECTOR: Steven Chester stevenc@mediaedge.ca ART DIRECTOR: Annette Carlucci

I

’m a former server. I spent nearly a decade in the hospitality trenches before leaving that side of the industry behind, and when it came time to clock out at the end of a shift, the only thing I really had to think about next was whether I’d get a pint of beer or glass of whisky (often, it was both). Tables closed, out of the weeds and weight off my shoulders, I’d talk shop with my colleagues at the bar. Those times I happened to sit beside the chef or a manager, I’d realize that their day wasn’t actually over. They already had the next day on their mind. And the one after that.

It’s difficult enough dealing with the now of restaurants, never mind the future. On any given day, a chef might be confronted with broken equipment while the front of house manager is plugging holes in the day’s schedule. An owner of multiple restaurants might have to jump from one venue to the other to put out fires — hopefully not literally — while a supplier tries to walk the tightrope of balancing their own rising costs and staying competitive. The day-to-day can be occasionally feel more like ad hoc crisis management than choreographed hospitality.

Lose sight of the next day, the next month, and even the next year, and you may soon find yourself with fewer guests to serve, fewer restaurants to supply and a shrinking operation to manage. You need to understand the trends driving consumers to some restaurants and away from others.

Canadian Restaurant & Foodservice News isn’t a crystal ball, but we can still help.

In this issue, we get into the future of foodservice. Our cover story, “Here for the Long Haul,” (page 36) focuses on a pair of food halls, examining how the new-in-Canada concept can help rookie restaurateurs and veteran operators expand their brands and respond to new market pressures. We sketch out a clear view of the future with other stories as well, including: • A breakdown of how mobile, cloud-based POS systems can help improve different foodservice concepts in Lightspeed CEO Dax Dasilva’s “Head in the Clouds” (page 14).

• The changing face of the urban restaurant landscape in Travis Traini’s “The Changing Face of Micromarkets” (page 78).

• Doug Radkey’s analysis of how a premium dive bar purveyors at the Warehouse Group manage their one-price-the-all menu in “Taking a Dive” (page 24).

With my serving days are behind me, I have to keep a steady eye on the future, too.

Luckily, it looks bright for CRFN. On October 28 and 29, MediaEdge is launching the Canadian Restaurant & Bar Show. It’s going to be a who’s who of industry professionals, with keynote speakers, culinary competitions, panel discussions and more. I hope to see you there.

Gregory Furgala Managing Editor

WEB DESIGNER: Rick Evangelista PRODUCTION MANAGER: Rachel Selbie rachels@mediaedge.ca MARKETING ASSISTANT: Danielle Stringer CIRCULATION INQUIRIES: Anthony Campbell 416.512.8186 ext. 234 circulation@mediaedge.ca

Magazine Editorial Advisory Board Jason Bangerter

John Lettieri

Executive Chef, Langdon Hall Country House Hotel and Spa

President and CEO Hero Certified Burgers

Donna Bottrell, RD

Ryan Marquis

Owner, Donna Bottrell Food Consulting

Corporate Chef, CW Shasky

Andrea Carlson

Gary McBlain

Chef/Owner, Burdock and Co.

National Director of Culinary Services, Amica Mature Lifestyles Inc.

Connie DeSousa and John Jackson

Brent Poulton

Co-owners/chefs, Charcut/Charbar

CEO, St. Louis Bar and Grill

Jeff Dover

Matt Rolfe

Principal, fsSTRATEGY

CEO and Hospitality Leadership Coach/Speaker, Results Hospitality

PRESIDENT: SENIOR VICE PRESIDENT:

Kevin Brown 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 Copyright 2018 Subscription Rates: Canada: 1 year, $50*, 2 years, $90*, US $75, International $100 Single Copy Sales: Canada: $12* * Plus applicable taxes 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.

4 Fall 2018 | Canadian Restaurant & Foodservice News

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CONTACT: barbara MacDonald

DATE REqUIRED: August 2018

LIVE AREA: 7.125” x 9.625”

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“It’s in our blood”:

GETTING INTO THE FAMILY BUSINESS After growing up in their parents’ diner, Bill and Terry Argo were told to never get into the restaurant business. Thankfully, they didn’t listen.

By Gregory Furgala

6 Fall 2018 | Canadian Restaurant & Foodservice News

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CANADIAN TRAILBLAZER

The idea behind Symposium, the 28-franchise chain of cafes dotting southern Ontario, is literally painted onto each restaurant’s walls. Raphael’s famous fresco, The School of Athens, serves as the focal point for each restaurant. In it, Plato, Aristotle, Pythagoras and a host of classical scholars, thinkers and philosophers congregate and converse. The painting is an allegory for what Bill and Terry Argo had in mind when they opened the f irst Symposium in 1996. It wouldn’t just be a restaurant; it would be a town square where guests could comfortably discuss theatre, music and politics. It would be as much a place to get something to eat as to connect with the person across from you. Both in name and function, it would be a symposium.

The fraternal approach follows the Argo brothers’ upbringing. The two were born into the restaurant industry.

As kids, they lived above their parents’ diner, the New Crest Restaurant, in Toronto’s Davisville neighbourhood, and watched as their parents put in 70-hours, week in, week out, to support them. As teens, Bill and Terry worked in their uncle’s restaurant in Etobicoke, bussing tables and washing dishes. “Our parents and family were always in the restaurant business,” says Bill. “It’s in our blood.”

The brothers nevertheless left the family business at the urging of their parents, who said it’s too hard, too unpredictable. “I don’t know how many lectures we got from our parents about us not working in the restaurant business,” says Bill. “They wanted something different for their kids, something comfortable outside the daily grind of hospitality.” Bill, who’s savvy with numbers, went into finance, and Terry found himself in a customer service role in the meat department of a large box store.

BACK IN BUSINESS

After ten years, Bill was bored and Terry’s health was suffering from 70 hour weeks in a meat cooler. And despite their parents’ best efforts, the brothers felt they belonged in the restaurant business. “Terry and I had this powerful desire to be in business with my Father,” says Bill. “It really drove us.”

Terry (left) and Bill Argo

The New Crest Restaurant in its heyday.

“Our parents and family were always in the restaurant business. It’s in our blood.”

— Bill Argo

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CANADIAN TRAILBLAZER Along with their youths spent in restaurants, the brothers now counted a decade of bookkeeping and customer service under their belts — they just needed a concept to throw themselves at.

Finding it didn’t take long; their uncle ran a successful deli counter in downtown Toronto. It had lineups in the morning and at lunch, and by five, their uncle was on his way home. It was a workday that suited the brothers just fine, and after running into a three-year brick wall for lack of location and capital, they emulated their uncle’s success with their own deli.

Features, which they eventually grew to include six different counters.

And then, again, the brothers got restless. They wanted to get out of the downtown core and create something closer to what they had grown up with, where people stayed, chatted, argued. Fortunately, there was a niche to accommodate their ambition. It was 1996 and dessert places were catching on but, none of them, the brothers felt, were places that guests wanted to linger. They settled on international music, comfortable chairs and — now a registered trademark — a textured, cracked and fading stonework veneer

that turned the classical concept into a visual metaphor. “We wanted it to look 2000 years old,” says Terry, adding that the artwork helped both visually and figuratively affect the feel they were searching for.

Almost immediately, the brothers’ new niche proved popular. Guests were showing up evening after evening to enjoy lattes, cappuccinos and dessert. But the type of runaway success that had driven Features evaded them. “We were lined up every evening but couldn’t get over the top,” says Bill, who was thankful for, but a lso la mented, the f rust rati ngly consistent sales. Symposium was in successful stasis for eight years.

The goal was never stasis, though.

The goal was to create a chain, so in 2004, the brothers decided to add a full kitchen to their café, and almost i m m e d i at ely Sy mp o siu m’s s a le s jumped, with guests coming in at all hours of the day to visit their bustling town square. Franchises soon followed, an iterative process that saw the Argos adapting their formula each time, developing just the right footprint and refining their operations to ensure

each franchisee would be confident that their time, effort and investment could be counted on to support them l i ke New Crest Rest au ra nt had supported the Argos.

MOVING FORWARD

The Argos now oversee a thriving business. They found Symposium’s ideal layout, and the laboriously-developed “clipboard processes” are demonstrably successful across different markets. They’ve adopted new technology to deal with the higher cost of labour, which the brothers say they’ve weathered well, and rely on software to help them identify where to open next, which will soon take them outside of Ontario. Despite three decade’s-worth of changes, however, the values that drove them into hospitality, that have sustained generations of Argos, are still enshrined in the company’s mission statement. And like their parents — and this might just be an Argo thing — the brothers have discouraged their own children from getting into the restaurant game. Like her father and uncle, Terry’s daughter has already rejected their advice — restaurants are in her blood, after all.

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8 Fall 2018 | Canadian Restaurant & Foodservice News

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Q&A

MARK SINGSON The Top Chef Canada alum talks his roots, his cooking and going his own way Mark Singson went from being a familiar face in Vancouver’s kitchens to being one in Canada after finishing second on season six of Top Chef Canada, where he was called both a “magician” and “mad scientist.” The skills that earned him that acclaim were picked up in some of Vancouver’s best restaurants, including Fairwood Pacific Rim, Oakwood and the sinceclosed Boneta. After an overseas stint in Melbourne, Singson helped open AnnaLena, which EnRoute named one of Canada’s best new restaurants in 2015. Now, with Top Chef behind him, Singson lives the life of an itinerant private chef, cooking private dinners and hosting pop-ups through Food, Art and Music Inc., his catering company.

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This interview has been edited for clarity and length.

CRFN: When did you first start cooking? What drew you to it?

CRFN: Do you have a personal philosophy when it comes to cooking?

Mark Singson: When I was around 15 years old I worked at my mom’s restaurant, Wilma’s Specialty House. I honestly just loved to eat so I wanted to learn how to make as much as possible. I cleaned and washed the dishes, cut and processed vegetables, and, of course, tasted and ate the food, which was my favourite part.

I was really young at that time, and later on, when I started cooking elsewhere, I was more inspired by western flavours and dishes, but now my dishes are inspired from those moments. I really want to bring Filipino food to the forefront.

MS: Yes and no, I believe in just cooking from the heart, which means my dishes can change from one day to the next.

It’s all about just being out of my comfort zone while having the confidence knowing I’m putting myself on each plate.

Mistakes are equally as crucial for my growth. They push you to understand the why and the how, and not just about food. I think a chef has to cover more than the food, like their staff, how to keep up moral — when you burn yourself, those moments make you. It teaches you to adapt when situations get sour. You can learn how to make something properly, but how do you fix it when it goes downhill?

CRFN: What made you decide to cook professionally?

MS: I loved the organized chaos. I liked that all of the

variables that can go wrong can be fixed, or how decisions have to be made not just in the moment, but also at least one step ahead before a problem arises. It’s like an art form. Instead of sinking, you and your team are going for a cheeky swim in an organized fashion. I get a little rush, almost a little high — I’m sure there are a lot of cooks that can relate to that. The feeling I felt during [my first] service was something I wanted to feel for the rest of my life.

CRFN: Why did you leave your job at AnnaLena to start your own catering business?

MS: No matter what I did, I was never going to be able to maximize my creativity under someone else’s name. I’m honoured to have opened it up and been a part of its success, but it was time for me focus on myself and my own flavours.

Just coming back from overseas, I felt super confident with all this new inspiration, and I wanted to utilize that. I felt like I was stuck [at AnnaLena] even though I was growing. I needed to be able to cook the food I wanted to www.restobiz.ca | Fall 2018 11

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Q&A

cook, and with my name on it. Cooking is an art, and it’s an outlet for me.

CRFN: The world’s ending in 24 hours. What do you eat?

CRFN: Now that you’re catering, what’s changed?

MS: Fried chicken and anything made by my mom. She does her adobo with chicken hearts, gizzards and pork belly. She braises the chicken in the sauce, takes it out, reduces the sauce, then shallow fries the chicken bits. I also love the Bopis that she makes. It’s basically a Filipino dish of pork or beef lungs and heart sautéed in tomatoes, chilies and onions. Her baking is on point as well. Cookies, cake — I can go on. There are just too many options.

MS: My type of catering is more like a private chef.

I’m able to live the life of going to the market and cooking everything on the same day. I get to cook in more personalized locations while being more in touch with my food, and my clients.

Food and service is customized for every client.

With first-time clients, I do an on-site inspection and pick their brains about their likes and dislikes.

After that, I design a menu based of their answers and the space. Sometimes, clients request specific menu items — sometimes from the show — and I hire bartenders or a sommelier depending on what they're looking for. It’s the same structure, but different. In a regular kitchen you have a routine and basically the same staff everyday which is a great thing. With popups and private dining, it’s different every time. I design a specific menu and create a whole restaurant vibe for the night!

CRFN: When did you decide to audition for Top Chef Canada? What was it like to compete?

CRFN: How will things hospitality change over the next year? What about the next five?

MS: Hopefully for the better. It’s a dying industry. Every year we’re having issues finding staff and I’d love to see that turn around.

Knowing that, it means we know something has to change. The job needs more work-life balance and proper training. We need to teach cooks more than just cooking. We need to teach them habits and discipline that they can take with them anywhere, not just the kitchen. Patience is another. I’m still working on that.

MS: Top Chef Canada reached out to me and I thought to myself, why not? I had nothing to lose, and it was so much fun — exactly what I had expected, competition-wise! Everyday felt like a rush, and made me somewhat nostalgic to that first rush I felt at my mom’s restaurant as a teenager.

I was extremely nervous, but I wasn't worried about the cooking. The first episode, I remember shaking, just loving the adrenaline rush with cameras and all. But as soon as I started to cook, I adapted and zoned out. I was more intimidated by the judges than the other contestants, even though they’re all extremely talented, since they've accomplished so much and I look up to them.

My mom was extremely proud; I owe everything to her. I wouldn't be given that opportunity if she never made any of the sacrifices she did to get us here. I remember the sounds and smell of her cooking while I watched the Food Network in my younger days. I always wanted to go on Iron Chef and Top Chef. I’m forever grateful to her.

CRFN: What’re you favourite places to get a meal?

MS: L’Abattoir, Zakushi, Marutama Ramen and Guu Garden — it really depends on the mood, and whether I want to wine and dine or snack. L’Abbatoir, for me, has great service, food, cocktails and wine. You couldn't get all that in an izakaya, for example. You couldn't get a negroni with food and sticks.

12 Fall 2018 | Canadian Restaurant & Foodservice News

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HEAD IN THE CLOUDS

Cloud-based POS systems offer unparalleled convenience for customers and useful information for restauranteurs.

Use it, and grow your business.

By Dax Dasilva

14 Fall 2018 | Canadian Restaurant & Foodservice News

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MINDING YOUR BUSINESS

Looking back at the last few years, we’ve seen emerging new technologies completely transform the restaurant industry. App-driven delivery is a downtown norm, and restaurants that haven’t adopted social media shouldn’t expect to be long for this world. The rise of mobile, cloud-based POS systems, and the emphasis on a customer-centric experience, has similarly rocked the restaurant world.

Guests expect a high level of service and extended opportunities for personalization — not only with the food they order, but with their entire experience, from the moment they step in the door to the moment they leave, and a cloud-based POS system can help, start to finish. It marries the myriad systems that underpin modern restaurants, making things more efficient while producing actionable data. Patrons seated, food ordered, staff working — all of it is kept track of. It enables restauranteurs to analyze the data and make radical transformations or just small tweaks. It lets patrons peruse menus, make their own changes and order what they want, when they want it.

The right tools are critical, and restauranteurs need them at their fingertips to successfully grow in today’s demanding industry. Some approaches are universal to all restaurant business models: focusing on the customer experience, mindfulness of food allergies and sensitivities and seamless communication between front and back of house are all best practices no matter the operation. But there are differences in POS needs that affect each business, from fullservice bistros to quick-service counters, massive hotels to hole-in-the-wall cafés.

Below, how different restaurant models can benefit from a cloud-based POS system.

Full-Service Restaurants

For table service, restauranteurs are focused on maximizing the guest experience and adopting technology that helps them understand and serve their guests better.

Tableside ordering is gaining popularity globally, with most of the upswing currently in Europe. As minimum wage jumps, expect it to spread to Canada as well, especially as customers become accustomed to ordering off an iPad, even at high-end restaurants.

On the customer side, that iPad is convenient. If they’re busy, they can order right away, without having to wait on a waiter. If they’re health conscious, they can make modifications to dishes and watch the calories and nutrients change in real time.

If they’re concerned about sourcing, they can see where every ingredient came from.

Guests can move quickly or slowly and take in as much or as little information as they’d like to. And restauranteurs get real-time analytics on all of it. It’s added value for guests and operators alike.

function in tandem with apps, to perform these functions with ease.

The hotel restaurant experience is part of the guest’s overall hotel experience. Allowing guests to purchase their meal through their hotel room charge is an important feature but needs to be tracked carefully against the overall payment system.

Quick-Service Restaurants

Hotels

Today, hotels house some of the most impressive and notable restaurants in the world, meaning their needs on the restaurant side are similar to any other table service restaurant — but there’s a twist. The restaurant needs to integrate seamlessly with the hotel’s main system, ensuring a n y t h i n g t h at ’ s o r d e r e d i n t h e restaurant makes it on to the hotel guest’s bill upon checkout.

Additionally, in-room dining is also an important piece of business for hotels, and cloud-based POS systems can integrate these systems, and even

Quick service restaurants are primarily focused on getting customers in and out of their establishment as quickly as possible. They cater to anyone moving quickly, from office workers on their lunch break, to families making great time on a road trip to students grabbing a quick bite between classes.

QSRs have been especially adaptable of late, quickly adopting new technology like self-order kiosks and order-ahead systems to help customers skip the line, get their food quicker and move on with their day.

But speedy service can’t compromise the quality: as consumers become more health conscious, QSRs need to adapt their menus to make allergen and nutritional information more readily available, and make order forms straight forward for dietary modifications.

An outdated payment system can slow down service, and for QSRs, which deal in huge numbers, even a small slowdown per order can add up to a huge loss in potential revenue. Solutions need to be quick, current and intuitive. www.restobiz.ca | Fall 2018 15

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T: 905 361 0305 F: 905 629 9305 REVISION:

4

DOCKET: MC18-022

DATE: JULY 24, 2018 CLIENT: McCormicks

COLOUR: CMYK

PROJECT: BBQ Ad (Cattlemen’s & Club House La Grille)

TRIM SIZE: 3.375” x 9.563”

DESCRIPTION: Canadian Restaurant & FoodService News - Half Page Vertical Ad - ENGLISH

BLEED SIZE: n/a

CONTACT: Barbara MacDonald

LIVE AREA: n/a

DATE REQUIRED: 2018

MINDING YOUR BUSINESS Cafés

Although cafés have needs similar to QSRs, they typically foster a greater sense of community and loyalty among their customers. In the years following the Starbucks revolution, we have seen numerous independent cafés pop up across cities — the ones that are thriving are the ones with a dedicated community of daily customers.

Cafés offer customers drink personalization, community workspaces and a place to be among the hustle of the city, and a cloud-based POS can keep track of all of them, and engage with them regularly. Coupled with an open Application Programming Interface (API), your cloud-based POS can work seamlessly with third-party apps, including reservations, loyalty and payment apps, while preserving the guest's profile.

Offline and Fine

Beef Ribs with Cattlemen’s® St Louis Original BBQ Sauce seasoned with NEW La Grille Fiery Habanero and Roasted Garlic seasoning.

NEW

Finally, it’s important for all restaurants to have an offline strategy for their cloud POS, in order to ensure continuity of service and guest satisfaction.

Many non-cloud POS platforms offer a limited amount of functionality when in offline mode.

If you lose your inter net connection, your POS needs to continue to operate as if you were online with all of the same functionality. It’ll save a lot of headaches on both the employer and customer sides.

The Takeaway

even better

Cloud-based POS systems aren’t just for the moment, they’re for the future, and embracing this technology in your independent foodservice business will result in a lasting competitive advantage. You’ll give your guests more information and freedom to make their own decisions, you’ll ensure seamless operation between the multiple systems that keep the wheels on your restaurants, and you’ll have the information needed to make whatever changes you have to, or to hold steady.

together

The #1 BBQ brand in Canada1 and the top choice of professional pitmasters for over 50 years have come together to show you how BBQ was meant to be.

For more flavour inspiration, visit ClubHouseforChefs.ca/evenbettertogether 1

Nielsen MarketTrack Latest 52 weeks Period ending Aug 19 2017

*Reg. TM McCormick Canada ®Reg. TM The French’s Food Company LLC. Used under licence.

Dax Dasilva is the creative mind behind Lightspeed's suite of retail, restaurant and eCommerce tools. Founded in 2005, Lightspeed develops a cloud-based commerce platform used by over 50,000 customers worldwide to run better businesses and process over $15 billion in transactions annually.

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McCo

Salmon Crudo, Tomato, Bonito and Rosemary (Appetizer/Seafood) Ingredients: Bonito Rosemary Aioli 2/3 cup Rosemary sprigs 1 cup Grapeseed oil 1 cup Bonito flakes 2 tbsps Dashi 1 ½ tbsp Lime juice 1 ½ tbsp White soy sauce 3 each Egg yolks 1 each Meyer lemon, zested ½ tsp Club House Ginger, Ground ½ tsp Garlic, microplaned ½ tsp Kosher salt, to taste ½ tsp Club House Black Pepper, Ground Tomato Water 2.5 lb Ripe tomatoes ½ bunch Fresh basil 1 clove Garlic 2 tsp Kosher salt Tomato Vinaigrette 1 cup Tomato water 1 ½ sheets Gelatin 1 tbsp Lemon juice ½ tsp Club House Cayenne Pepper ½ tsp Kosher salt 2 tbsps Canola oil Instructions: This recipe was created for Club House for Chefs by: Derek Dammann, Chef Owner of Maison Publique in Montreal.

For the Bonito-Rosemary Aioli: In a medium saucepan, heat rosemary and grapeseed oil over gentle heat until rosemary sizzles. Remove from heat and allow to cool completely. Strain oil, discarding rosemary. Heat dashi in a small saucepan and add bonito flakes. Steep for 15 minutes then strain liquid, pressing to remove as much as you can. Discard bonito flakes. Place egg yolks, Club House Ginger, Ground, garlic, bonito flavoured dashi, lime, soy and Meyer lemon zest in a blender. With the motor running, slowly drizzle in rosemary oil to form an emulsion. Taste and adjust for seasoning. Transfer to a squeeze bottle.

For the Tomato Water: The day before you plan to serve this dish, remove core and stem from tomatoes and puree in a blender with remaining ingredients until smooth. Line a large glass bowl with a quadruple layer of cheesecloth and carefully pour in tomato puree. Pull a good length of butcher’s string, and bunch corners of cheesecloth to create a pouch. Carefully and securely tie ends of the cloth together to create something that resembles a Santa sack. Transfer the bowl and string to refrigerator and tie sack to a shelf with the other end of the string so that it is suspended above the bowl without touching. Allow to hang and drain overnight. You will be left with crystal clear, intensely flavoured tomato liquid. Remove from the fridge and discard the sack.

For the Tomato Vinaigrette: Bring ¼ cup of tomato water to a simmer on low heat. Bloom gelatin in cold water until soft. Squeeze out excess and add gelatin to warm tomato water.

Add remaining tomato water and season with the rest of the ingredients. Set aside in a deli cup for a couple of hours to set. Before serving, stir olive oil into tomato jelly gently to break it up slightly.

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Seaweed Crunch 6 each Nori sheets, lightly toasted and finely chopped ½ cup White sesame seeds, toasted ½ tsp Kosher salt 1 tsp Togarashi ½ cup White quinoa ½ cup Red quinoa Crispy Quinoa ½ cup White quinoa ½ cup Red quinoa 2 each Rosemary sprigs 2 each Garlic, crushed with the back of a knife ½ each Lemon, peel 1 tbsp Kosher salt 8 cup Water 1 tbsp Canola oil for frying Salmon Crudo 1 ½ Ib Wild pacific salmon, no skin, no bones 4 tbsp Kosher salt 2 tbsp Sugar

Pure Flavour Tastes Better

Sriracha-Lime Puree 2 tbsp Club House Sriracha Lime Seasoning Blend 1 tbsp Warm water

For the Seaweed Crunch: Combine all of the ingredients together and store in an airtight container.

For the Crispy Quinoa: Cook both types of quinoa. In each pot, add a cheesecloth sachet filled with rosemary sprigs, garlic, lemon peel, kosher salt and water. For the red quinoa, cook for 22 minutes and for the white quinoa, cook for 12 minutes. Strain and allow to cool. Transfer to a paper towel-lined sheet and place in the refrigerator overnight to dry. The next day, heat up the canola oil to 350F and fry the quinoa in batches until crispy for about 30 seconds each.

Drain on paper towel and season with kosher salt.

We know where our spices come from.

Do you?

For the Salmon Crudo: Season salmon liberally with salt and sugar, allowing to cure for 1 hour.

Rinse salt and sugar off under cold water and allow to dry on a cooling rack in refrigerator overnight. Make this at the same time you make the tomato water. Slice the salmon “sashimi style” and reserve 4 pieces per person.

For the Sriracha Lime Puree: Combine ingredients using an immersion blender and transfer to a squeeze bottle.

For Serving: In a chilled bowl, place 4 slices of salmon in the centre. Arrange 4 dots of the bonitorosemary aioli around the fish. Place a dot of the Club House Sriracha Lime Seasoning Blend in the centre of each aioli. Spoon the tomato vinaigrette around and garnish salmon with the seaweed crunch.

Yield: 6 Servings

2018-09-18 10:52 2:55 PM 2018-08-31 AM

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ADVERTISING FEATURE

A Local Flavour

THE ADVANTAGES OF SUPPORTING CANADIAN FOOD The rallying cry of “eat local” has been sounding out for years, yet recent shifts in the foodservice sector – and a healthy dash of homegrown pride – have given these sentiments more weight among Canadian consumers and retailers.

“We’ve been promoting the benefits of locally sourced products – particularly, from Ontario – a lot over the last year, and what we’ve found is that messages around local sustainability and food quality are resonating a lot within the marketplace,” says Barry Reid, Vice President of Sales and Marketing with Flanagan Foodservice.

Eating local is a hot topic. Here are some of the benefits driving those conversations.

Sustainable support: Canadian food sellers and customers alike are paying closer attention to where their dollars are being spent in the foodservice industry.

Quality assurances: Locally sourced ingredients and products are of ten considered to be higher in quality than imported alternatives. And indeed, there are arguments to be made for how food from local providers is subject to higher sourcing and manufacturing standards than sources outside Canada’s border. Nevertheless, says Reid, “For consumers, knowing food came from a provincial grower or farmers comes with a level of comfort knowing it was subject to stronger checks and balances than somewhere else where those rules and regulations are not as well known.”

“People are looking for ways to support local farmers and growers because they recognize that buying from them puts money back into the system and contributes to stronger sustainability,” says Reid.

A fresher take: Average food shipments can take thousands of miles to reach domestic shelves and/or warehouses.

Here again, there’s a public perception that reducing that shipping distance increases product freshness and mitigates the risk of corrupted goods.

It doesn’t take much local support to make a difference, he continues: “Even if you just move the industry’s needle by 1% in terms of profitabilit y, that helps our marketplace enormously,”

“A local producer, farmer, or grower can bring that product to the marketplace faster than someone outside of Canada and there are definitely advantages to that when it comes to product freshness and

even the lower environmental impact of transporting those goods,” explains Reid.

Homegrown pride: It may not be the biggest factor, but there’s no denying that Canadian pride can play a role in product selection.

“Canadians have a quiet pride. It may not be as boisterous as our friends to t h e s o u t h, b u t i t ’s t h e re, a n d i t can absolutely have an influence in so m e o ne’s buying habits,” Reid says.

The case for buying local is getting stronger every day. And while slogans like “farm to fork” have become something of a cliche, the perceived advantages of supporting Canadian foods are hitting closer to home.

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CHEESE TEA?

HOW INSTAGRAM IS CHANGING FOODSERVICE

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UNDER THE SPOTLIGHT

42 Social media is increasingly driving trends in foodservice, and it’s changing what we eat and drink.

By Gregory Furgala

55

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Through its clear plastic cup, it looks like a latte, but with only one sip it’s very clear that it isn’t one. It’s salty, sweet and tangy. The head is thicker and heavier than the airy foam that crowns anything found in the typical coffee shop, but it’s cold and refreshing. The beverage goes by a few names: in Mandarin, it’s called zhi shì chá; in Japanese, naigai cha. In English, it’s commonly referred to as cheese tea.

It seems like an odd marriage, but think less cheddar and more tiramisu and the unlikely union will begin to make sense. It’s typically made with cream cheese that’s been whipped with heavy cream and sugar, which is then gently ladled over top of cold jasmine, black or oolong tea. The cheese is occasionally dosed with salt, and confections like crushed Oreos sprinkled on top. Some places experiment with mascarpone, Gouda and, yes, cheddar. In the end, though, it’s just tea with milk, although in this case, it’s a cuppa with a dollop.

It’s unclear exactly where cheese tea was first concocted. Competing Guangzhou tea shops Hey Tea and Liho were both serving it in 2015, and both claim precedence over the other. Condé Nast Traveler credits tea shops in Taiwan for inventing it in 2010, albeit with powdered cheese instead of the now-standard whipped cream cheese.

Regardless, it has since made its way to

Canada, and like the Cronut, poke bowls and stunt-garnished soft serve before it, cheese tea is the Instagrammable food trend of the moment.

Shanghai-based Happy Lemon, which has locations in Richmond, Vancouver and Toronto, takes credit for first bringing cheese tea to Canada. Like Jollibee, Hot-Star and Uncle Tetsu’s, the massive chain (Happy Lemon counts around 1,000 stores around the world) is capitalizing on young Canadians’ appetite for social media-friendly fare out of Asia, which, let’s face it, a cheeseloaded cup of tea most certainly is. In Global Food and Drink Trends 2018, Mintel notes that the “iGeneration,” which it identifies as teens and young adults between 10 and 27, “have grown up with technology, which has made inter activity and documentation indispensable parts of everyday life.”

It’s not just about looks, though.

Mintel’s report also notes that “texture is the next facet of formulation that can be leveraged to provide consumers with interactive and documentation-worthy experiences.” Cheese tea points to a broader change in the relationship between social media and food. It’s no longer enough for something to be shareable. Charcoal, turmeric and matcha have had their days in the social media spotlight because of their saturated, Instagram-friendly colouration, but the concept of Instagram-first food is www.restobiz.ca | Fall 2018 21

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UNDER THE SPOTLIGHT

splintering into different categories, and identifying what works next, and identifying it first, is a potential boon for foodservice businesses that count on social media for their businesses, especially as the shelf life of a social media trend deteriorates with each post.

For now, what counts as trend-worthy changed, and cheese tea, with its velvety texture, met the moment. What’s next depends as much on technology as it does on foodservice providers. Restaurateurs that ignore the tech sector may find their own seemingly unrelated businesses lose revenue.

What kind of traction cheese tea will ultimately maintain is an open question. Cronuts didn’t stand the test of time, but avocado toast looks like it’s here to stay. At any given moment, some outthere burger is one-upping another in an ongoing hamburger arms race. Cannabis everything is bound to have a moment, but what that moment will look like, and how it can be most effectively monetized, is the million-dollar secret. Bubble tea, which in North America predates cheese tea by decades, is having its own social media moment alongside cheese tea but in this case the moment met it, proving the old can collect on the same social media cred as the new.

In the meantime, preparing cheese tea is a cinch for anywhere that can brew tea and make whipped cream. The more imaginative can incorporate consumers’ enduring preferences for farm-fresh ingredients by using local cheese and seasonal produce. Any tea or infusion is fair game, further opening up the possibility for partnerships and collaborations with local purveyors. If cheese tea isn’t a lasting trend, it could still be an easy short-term revenue generator that foodservice operators can quickly add to their menus.

There’s no reason they can’t meet this moment, too.

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CONCEPT PROFILE

g n i k Ta

e v i aD

The Warehouse Group has made the time-tested dive bar its brand, transforming the dingy local standby into a value-driven, Millennial-focused concept.

By Doug Radkey What if you added just one word infront of “dive bar, ” such as premium?

We talk a lot about guest experience, Millennials, Gen-Zers and concepts that are trying to be value leaders within the food and beverage industry. One brand, the Warehouse Group, has been excelling at managing all of the above. The Warehouse Group has mastered the creation of the premium dive bar since opening its first in Vancouver’s entertainment district in 2001.

Now, the Warehouse Group counts 20 locations across Canada, and it has become well known for its simple but unique affordable food options, by aiming to offer a consistent $5.95 menu at all of its locations.

In a time of increasing food, drink and labour costs, and skyrocketing rents, everyone must be asking the same question: how is this possible?

In its words, Warehouse restaurants provide “tasty food, refreshing drinks, energetic staff, and electric atmosphere.”

With its signature branding and menu costing, the company has positioned itself for further growth via sustainable operating opportunities and by striving for dive bar perfection in four key areas.

HYPER-LOCAL TARGETING

Capturing the approval of each generation all at once is quite difficult, if not impossible,

for most restaurants and bars. The Warehouse Group understands this and built a business model around targeting hyper-local Millennials (born 1980-1995), and the now growing and increasingly drinking-age Generation Z demographic (born after 1996).

Eating smaller meals throughout the day is now the norm for Millennials. This group likes to snack, and appetizer-like meals and smaller portions are often the way to win Millennials’ loyalty. The Warehouse Group, with its $5.95 menu, hits this out of the park.

Plus, both Millennials and Gen-Zers are extremely active on social media. They spend money eating and drinking somewhere

24 Fall 2018 | Canadian Restaurant & Foodservice News

Tree o

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WE BRING SOMETHING

good TO THE TABLE.

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Tree of Life Canada

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CONCEPT PROFILE

that offer s unique foods and beverages that will rack up likes, follows and engagement on social media. The Warehouse Group meets them there, as well. It counts tens of thousands of followers across its restaurants on Instagram, meeting the all-important demand to be active on social media too.

It’s easy to see that, with some research and effective location assessments, restaurant and bar owners can develop a business model around a couple of targeted generations that can adapt to a local community and embrace both scalability and sustainability.

VALUE LEADERS

When planning out a restaurant or bar, a key piece to branding is fundamentally understanding what you want your concept to be known for. As mentioned, the Warehouse Group wanted to position itself as the brand that offers unique food options at a consistent, affordable $5.95 per item.

This pricing strategy is on point with much of the available quick-service value menu options we see advertised today, but by offering more unique items — but how do they do it?

The key is portion control. Warehouse understands who its target customers are and that they prefer snacking or eating smaller meals. With strict kitchen and bar portion control methods, they’re in a position to offer menu items under $6 while still managing their food and liquor costs. It doesn’t need large, elaborate mains to make

up a meal or to show its value proposition. For example, they don’t do the traditional, large portion of shareable nachos found at most bars. With Warehouse, customers get nachos for one, with all of the same, flavourful toppings. This strategy, along with the group’s 30 or so other food options, positions Warehouse to meet its vision.

MENU MIX

Coinciding with being value leaders, Warehouse has engineered its menu to prioritize the brand’s desired food and beverage objectives: quality product at a modest price. The strategy sharpens how the Warehouse brand communicates its value to its guests while also driving its business goals.

Warehouse’s menus are strategically balanced to accommodate varying item-toitem profit, which is crucial given its commitment to food prices starting and finishing at $5.95. There’s flexibility in the seemingly rigid system, though. Some options have add-ons, like the nachos’ braised beef, which lets guests add premium ingredients without deviating from the flat rate, and without upending the carefully calculated food cost.

To further help make up the difference in the lower food prices, Warehouse’s beverage menus offer classic and premium cocktails that are both hand-crafted and visually appealing, with many options around $12 to $13 per drink. A beverage strategy like this can be a brand differentiator, and the Warehouse Group is reaping the rewards.

A good menu strategy should start with visionary goals, and be followed by tactical business decisions that correspond to performance. The Warehouse Group has managed to negotiate that difficult process.

CONSISTENT ATMOSPHERE

What are the most common mistakes that are made in the bar design? The answer: a design that lacks the many elements that drive the required energy needed to be successful. It’s plain and simple: no one wants to visit a boring bar.

When you fill a restaurant or dive bar with Millennials who are seeking a good time, cheap food, unique beverages and an electric atmosphere, you’re developing a recipe for success. It’s no secret that keeping guests in a venue for as long as possible creates more revenue generating opportunities, even if the menu is value priced. By providing a variety of interactive experiences and maximizing each restaurant’s square footage the Warehouse Group provides the energy needed to attract guests, amplify its brand messaging and generate revenue daypart to evening.

GOOD TIMES, NOT HARD TIMES

The Warehouse Group clearly understands the importance of linking targeted demographics with the right menu mix and atmosphere to build a sense of community, and also of incorporating that menu mix into its brand identity. These are just a few of the pillers required to build a successful food and beverage brand, and Warehouse gets it.

They perfected the dive bar that doesn’t need the hard time, and it’s clear why they’re staying open.

Doug Radkey is the principal owner of Key Restaurant Group, a global restaurant/bar start-up development agency based in Ontario. Being in the food and beverage industry for over 17 years has allowed him to become a leading voice in the development of feasibility studies, unique concepts, business plans, marketing plans, memorable menus, guest experiences, and financial management systems. Continue the conversation with Doug on Twitter @KeyRestaurants, on Facebook @DougRadkey, on Linkedin, or by visiting keyrestaurantgroup.com.

26 Fall 2018 | Canadian Restaurant & Foodservice News

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CONCEPT PROFILE

SPONSORED: AMERICAN BEVERAGE MARKETERS

Hospitality, Bottled Conventional wisdom says Millennials tastes constently change, and the data backs it up.

Technomic’s 2016 Generational Consumer Trend Report stated that 40 per cent of Millennials are interested in visiting restaurants that offer new, innovative flavours. Nearly half of what they spend on food is spent in restaurants as well, which means — if they’re not already — restaurant operators need to keep track of trends, revise their menus accordingly and making sure every new ingredient and product is guest-ready.

Enter American Beverage Marketers’ Finest Call Premium Cocktail Mixes and Reàl Cocktail Ingredients. ABM’s goal is to bring high quality ingredients that not only elevate classics like Moscow Mules and Margaritas, but also give them seasonal twists, ensuring that restaurant and bar operators can rely on their profitable standbys while still giving them the some month-tomonth flexibility. A bartender’s go-to Margarita recipe doesn’t need to be rewritten, just re-jigged: they can offer a Strawberry Margarita in the spring, Mango in the summer, Pumpkin in the fall and Black Cherry in the winter. Restaurateurs don’t have to worry about Millennials’ constantly-evolving tastes. They can keep up. They can get ahead.

They can also steady their bottom line. Fresh fruit juices spoil easily and go to waste, unnecessarily adding to restauranteurs’ bottom lines. Moreover, getting a consistent yield and flavour of fresh juice is always a challenge, which wreaks havoc on cost projections. But cocktail mixers can mitigate the risk. Unlike fresh product, the pricing is consistent and easy to work into beverage programs. Every bar still needs fresh fruit, but adding high-quality cocktail mixers and syrups onto the rail can help keep costs in check, which is better for operators and customers alike. In the end, the heart of the business is about engaging guests, not worrying about invoices.

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COCKTAILS AND SPIRITS

’ n i g n a h C a

THE DRINK’S THEY ARE

Alcoholic beverages continue to drive restaurant revenue, but the classics alone won’t cut it. Guests want new flavours and wild preparations, and operators need to keep up.

By Sophie Mir

28 Fall 2018 | Canadian Restaurant & Foodservice News

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COCKTAILS AND SPIRITS

Some things never change, and guests sipping spirits and cocktails during a night on the town is one of them. According to Technomic’s 2017 Adult Beverage Canadian Insights, a collection of data, surveys and analyses of restaurant customers’ drinking preferences, enjoying alcoholic beverages continues to be a staple guest experience in restaurants. Forty-one per cent of consumers reported that they purchased an alcoholic beverage during their last restaurant visit, and 43 per cent agreed that it’s important for full-service restaurants to offer a wide variety of them.

The conclusion is simple enough: bar programs are here to stay. But what guests expect from them is evolving. Having a pair of bottom-and top-shelf options won’t cut it, and simple highballs won’t satisfy all your guests. While classic cocktails are still the most dominant beverage category, consumer demand is driving significant change elsewhere on cocktail lists.

Top 10

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COCKTAILS AND SPIRITS

just 19 per cent of consumers aged 35 and up. Because mashups have a certain “wow factor,” restauranteurs should highlight them as seasonal drinks and advertise them online and on in-store menus. Operators can also leverage social media to encourage customer engagement, whether through simple promotions or contests, like allowing guests to name new drinks.

FOCUS ON FLORA

Fastest-Growing Specialty Drinks*:

1. Moscow Mule/Other Mule (+29.2%) 2. Mai Tai (+16.7%) 3. Beer Cocktails (+13.6%) 4. Shot/Shooter (+10.8%) 5. Lemonade Drinks (+9.8%) 6. Sangria (+6.4%) 7. Other Frozen Drinks (+5.4%) 8. Classic Cocktails (+5.0%) 9. Adult Coffee Drinks (+0.7%) *Source: Technomic’s MenuMonitor, powered by Ignite Base: Q2 2017-Q2 2018 **Classic cocktails include drinks that consumers can order at any restaurant by the same name and preparation, such as gin and tonic

KEY TRENDS IN COCKTAILS

Three major trends have emerged in specialty drinks on Canadian cocktail menus: cocktail mashups, plant-forward cocktails and Instagrammable drinks.

Cocktail mashups featuring one alcohol category mixed with another, or with non-alcoholic beverages, are trending. Beer cocktails are leading the trend, with 13.6 per cent growth — Moxie’s Grill & Bar’s Mexican Bulldog, which features a lime margarita topped with an upside-down Coronita bottle, is particularly telling of the trend. Frozen and slushy cocktails continue to grow in popularity as well, showing 5.4 per cent growth.

The mashups are especially appealing to younger consumers. According to Technomic’s 2017 Canadian Flavour Consumer Trend Report, 34 per cent of 18- to 34-year-olds say that they would like more places to offer drinks featuring a combination of flavours, such as sweet and sour or sweet and salty, compared to

Plant-based flavours dominate the five fastest-growing tastes in specialty drinks. Pomegranate, cucumber and apple flavours are indicative of the trend, rising 26.3 per cent, 18.2 per cent and 9.4 per cent, respectively. They’re all readily adaptable to familiar drinks, with operators adding them to sangria, m a r g a r i t a s a n d m a r t i n i s. T h e Vancouver-based Boathouse restaurant chain, for example, serves strawberrypomegranate margaritas, and Fox & Fiddle recently debuted its Thyme and Tonic, which features apple juice.

Cucumber typically shows up in ginand vodka-based drinks.

Herbal and spice influences are also infusing beverage menus. Basil and ginger are seeing rapid g rowth, increasing by 25 per cent and 12 per cent, respectively. These additions offer consumers a burst of bold flavour — in their drinks without relying on added sugar. Herbal flavours are especially appealing to women. Over one third of women — 35 per cent — report craving herbal flavours in their food and beverages, compared to just 28 per cent of men. To further drive traffic with women, operators should incorporate herbal flavours on cocktail menus that are especially curated for women and take advantage of special occasions like Mother’s Day. INSTAGRAM-WORTHY BEVERAGES

Unsurprisingly, a substantial 39 per cent of Millennials reported that they sometimes post pictures of food at

30 Fall 2018 | Canadian Restaurant & Foodservice News

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COCKTAILS AND SPIRITS

Don’t Forget the Ice! Behind the bar, the spirits get all the attention. Unless you look over the wood, you won’t see the massive well of ice the bartender is often stooped over. It never used to matter: ice was ice.

But now, as bartenders get more creative, as cocktails get more complicated and as consumers get more demanding, the ice going into your bar’s drinks matters more than ever.

So where’s the love for the rocks?

Now, to go alongside those shelves of spirits, operators need to consider large cube, cubelet, top hat, flaked and pearl ice along with the typical ice cube, and if they want their bar programs to be consistent, they need to produce it consistently and in quantity. In short, operators need to consider Hoshizaki.

Since 1947, the company has manufactured a range of commercial kitchen equipment, including an array of machines that can produce the aforementioned list of ice styles needed for today’s bar programmes, as well as the truly unique crescent ice cube, which melts slowly and brings singular flair to the bartenders’ hand-crafted work. Moreover, the variety of sizes and production capacities are adaptable to any size of restaurant, whether it’s an evening neighbourhood haunt that just needs a few tens of pounds ice for service, to a massive, highturnover, all-day beast of a restaurant that goes through tonnes daily. Plus, several of Hoshizaki’s ice machines are also Energy Star-qualified, which not only means operators will save money, but will also help reduce their carbon footprints.

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COCKTAILS AND SPIRITS

restaurants, according to Technomic’s 2016 Canadian Generational Consumer Trend Report. Operators are driving traffic with younger

consumers by creating eye-catching, conversation-generating drinks that provide buzzworthy social media posts.

Nostalgic, concoctions, such as slushies and milkshakes, are making their way onto the ‘Gram via beverage menus. Cactus Club Cafe offers Frosé, which it describes as the “grown-up slushy drink of the summer,” and Red Robin Gourmet Burgers and Brews recently debuted its Irish Beer Shake, which features Guinness stout blended with Jameson whisky and chocolate syrup. These youth-inspired drinks often appeal to like-craving younger consumer s by stoking childhood memories that can be widely-shared on social media. They also enable oper ator s to connect with their consumers on an emotional level.

The emphasis on social media-friendly drinks is also driving new, inventive presentations. Moxie’s Mexican Bulldog isn’t alone in stashing upended bottles into slushy cocktails — Mr Mikes SteakhouseCasual’s Pink Elephant includes an open bottle of grenadineinfused Smirnoff Ice plunged into the glass. And what’s friendly for guests’ social media channels is friendly for operators’ as well, who need to advertise and engage their guests online.

Mock Talk The recent explosion of cocktail programs has been a boon to restaurant operators and restaurant-goers everywhere. It has given restaurateurs another means of distinguishing themselves from the competition, as well as a valuable new promotional and revenue tool.

But what if those drinks are a bit too stiff? What if some guests don’t want to drink at all?

Nielsen, a market research firm, reports that only 53 per cent of Millennials said they drank in the previous month, compared to 65 per cent of Gen-Xers and 72 per cent of Boomers. For bar managers, it means balancing older generations’ penchant for boozy beverages with younger generations’ disinclination to imbibe. The latter won’t be satisfied with pop, though.

Despite Millennials’ preferences, Technomic reports that 34 per cent say they’re more willing than preceding generations to try new flavours, compared to only 19 per cent of Gen-Xers and Boomers.

The shift has led to a second golden wave of cocktails, albeit with fewer hangovers than the last one. Suppressors, session cocktails, shims — whatever people want to call them — are the new, low-alcohol take on the trend. They’re still craft products, with nuanced, layered flavours intended for mature drinkers. They just clock in at a much lower ABV than the heavy classics, joining mocktails on the dry — well, drier — side of the beverage menu. Instead of full two-ounce pours, of spirit bartenders can opt for a quick wash. Rather than spirit-forward concoctions, they should consider making vermouth or liqueur the base ingredient. The results can still be just as spectacular.

The cocktail list matters as much as ever — it just matters more to write it with some restraint.

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COCKTAILS AND SPIRITS CHANGE IT UP

Cocktails continue to be models for menu innovation in Canadian restaurants, and for good reason: 65 per cent of consumers agree that they are more likely to visit a restaurant that offers new flavours, and 62 per cent say they are likely to return to the same restaurant if they like a new flavour. Drinks are like death and taxes: they’re going to be with us to the end, but operators can’t let the beverage menu take care of itself. They need to frequently update it to include new and bold tastes that align with today’s trends.

Concepts that evolve and contemporize their cocktail and spirit selections will differentiate themselves from their competition and drive repeat business — the rest will fall behind.

41% of consumers report purchasing an adult beverage during their last restaurant visit 43% agree that it is important for full-service restaurants to offer a wide variety of alcohol beverages 34% of 18- to 34-year-olds agree that they would like more places to offer drinks featuring a combination of flavours, compared to just 19% of consumers age 35 and up Over one-third of women (35%) report craving herbal flavours in their food and/ or beverage items, compared to just 28% of men 39% of millennials reporting that they sometimes post pictures of food at restaurants With 65% of consumers agreeing that they are more likely to visit a restaurant that offers new flavours 62% stating that they are likely to return to the same restaurant if they like a new flavour

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ADVERTISING FEATURE

COLD DRINKS

FOR COLD WEATHER Summer’s gone and winter’s nearly here, but Lassonde’s lineup of cocktail mixers can help bring the warmer months back, if only for a drink or two.

By Lassonde Industries Inc. Yes, it’s about to get cold outside. Deep snow, wet feet and stubbornly stuck windshield wipers — there’s no avoiding winter, but there is escaping it. When the mercury drops below zero, turn to Lassonde’s lineup of Tropical Oasis cocktail mixers, Del Monte nectars and Oasis Infusions for a quick ticket to summer.

Tropical Oasis enables professional and home bartenders alike to easily create refreshing frozen cocktails that are a match for the worst weather outside. Blend rum, ice and Tropical Oasis Piña Colada mix together to battle or blizzard, or your favourite tequila with Tropical Oasis Margarita Mix to escape the elements. Want a strawberry daiquiri?

Lassonde has you covered. Ditto for frozen peach bellinis. Experiment by spiking your favourites with other Tropical Oasis mixers, including raspberry, banana or mango, or add intensely-flavoured Del Monte nectars, including lychee, peach, pear, guava, mango or pineapple to put a unique spin on your frozen concoctions.

If you run a restaurant or bar, your guests will appreciate the sunny change-up from the cold weather outside — Millennials especially. The hospitality industry consultancy Technomic reports that 62 per cent of Millennials are adventurous eaters, and that they pursue and share novel new flavours. Moreover, frozen cocktails are trending up — now’s the perfect time to capitalize.

Health is increasingly top of mind for consumers.

More than ever, people are looking for healthier options, and increasingly, this means gentler, alcohol-free beverages when out on the town.

But guests still want drinks that are more exciting

than soda or water, and increasingly, operators are tasking their bar staff with creating mocktails that are as creative, tasty, and — critically for the younger set — Instagrammable as their boozy counterparts.

They need the right ingredients, though — and Lassonde’s Oasis Infusion line has them covered.

Cold-infused, spiked with real juice and with no added sweetener, Oasis Infusions are flavourful, flexible bases for next-generation non-alcoholic drinks. Muddle some mint in Oasis’ CucumberLime-Mint infusion to ramp up the herbaceousness, finish with a splash of soda and garnish — nobody will be able to tell it’s not a mojito. Basil has proven particularly popular as well, with Technomic reporting a 25 per cent growth of the peppery green herb on beverage menus in Canada. Cater to the trend: Hard shake Oasis’ Strawberry-HibiscusBasil with a touch of simple syrup and chili, pour over pearl ice and garnish with citrus. Younger consumers are amenable to heat, and knowing they can control how much sugar is added means they can order a guilt-free second glass (or a third or fourth). A splash of soda in Tangerine-LemonThyme is brunch-ready, quaffable and on trend.

Health-conscious restaurant and bar-goers can keep the flavour and leave the hangover behind.

Lassonde is a Canadian company, and we know what Canadian winters are like — we were founded in 1918, so we’ve seen enough of them! With summer — actual summer — still long ways off let us help remind you of warmer weather and longer days, and let us show you why Lassonde is one of North America’s leading developers, manufacturers and distributors of fruit and vegetable juice.

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lassonde food service .com

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COVER STORY

HERE FOR THE LO

Rents are rising, labour is more expensive and the cost of food continues to grow.

Canada’s next wave of food halls may be the answer.

By Gregory Furgala

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LONG HAUL There’s no singular concept for a food hall. It’s a broadly interpreted term inclusive of countless norms and concepts. Some have full service restaurants in them, while others only opt for counter service; groceries are a core offering in some but not present in others; some have elaborate bar programmes featuring rare spirits and aperitifs while others only stock the essentials — and that’s just in Toronto. Saying, “let’s go to a food hall” is about as useful as saying “let’s go to a restaurant”: there are still a lot of questions. www.restobiz.ca | Fall 2018 37

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While they vary wildly from one to the other, food halls still have a few key things in common.

They’re large spaces under one roof, lack table service (embedded FSRs aside), include a number of different dining options and have fare that’s a cut above the fast casual options found in most malls. Food markets like Toronto’s St. Lawrence Market, Vancouver’s Granville Island and Montreal’s Marché Jean-Talon have been around for ages, and today’s emerging food halls bear some resemblance to them. But their scale and focus is different, and they’re responding to a different set of market and cultural pressures, like rising rents, rising labour costs and a new, hyped-up, food-obsessed culture. It’s a confluence factors that have made food halls the next big thing in Canadian foodservice.

ASSEMBLE THE CHEFS

“What the Chef ’s Hall model allows us to do,” says Andreas Antoniou, managing partner at Assembly Chef ’s Hall, “is continue to offer fullservice restaurant calibre experiences, but we do it in a manner that’s more efficient, so we continue to earn the appropriate reward for everyone time, energy, effort and risk, and I think that’s ultimately why food halls will continue to grow.”

A few years ago, while Antoniou was lining up capital for his food hall — a concept still largely unknown to Canadian consumers at the time — he was also soliciting chefs and culinary talent all over town. It wasn’t a large-scale call out; Antoniou picked and chose who he wanted and pitched them one-on-one. He needed chefs who had established themselves in the city, who had contributed to its food scene and cultivated their own followings. He needed chefs who, over and over again, proved they could deliver that full-service, restaurant-calibre experience. Antoniou’s proved an able salesman, and Assembly’s roster includes a who’s who of Toronto culinary talent, including Elia Herrera, from Los Colibris; Nick Liu, from DaiLo and Ivana Raca, from Ufficio, amongst others.

And so far, Assembly’s chefs have delivered.

Their distinctive, elevated fare has helped Assembly carve out a fresh niche distinct from nearby Pusateri’s, an upscale grocery with counters serving sushi, paninis and several other options, as well as the mall-standard food courts interspersed amongst downtown Toronto’s network of underground pedestrian tunnels.

The sheer number of gourmet options at the Assembly, from Bulldog Coffee’s espresso to Reyna’s charcuterie to Tachi’s omakase, have proven popular morning till night, drawing 2,300 customers daily. The value proposition for, an average guests is clear: several different options, a premium, chef-driven culinary experience at each one and, compared to FSRs, a cut-rate price. The latter, Antoniou says, is especially relevant today.

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“When you go out for dinner for two, how much do you expect to spend? People have budgets, and they allocate a certain amount to going out. And the more expensive restaurants become, the less often they can go out,” says Antoniou.

“The challenge,” he continues, “comes in the full service restaurant setting. “People are today able to afford full-service restaurants a whole lot less than they were able to five years ago.”

UNDER PRESSURE

Rising labour, rising rents, rising food costs consumer reluctant to foot the rising bill — all of it has contributed to an increasingly hostile financial situation for Canadian restaurateurs.

The trend is familiar, but the numbers bear mentioning. In Ontario, the minimum wage rose

to $14 per hour, and barring legislative change will increase to $15 per hour come 2019. In 2017, the Globe and Mail reported that the average rent for a 1,500 square foot, 50-seat restaurant in Toronto would be approximately $57,000 per year, a figure that masks the potential rents in localized, high-traffic, restaurant-heavy strips. At the upper end on Queen Street West, for example, that 1,500 square foot space could cost as much as $105,000 per year. In the posh Yorkville neighbourhood, it could run as high as $150,000. As for food costs, Statistics Canada reports that a kilogram of chicken costs nearly 20 per cent more than it did in 2010; the cost for a kilogram of prime rib rose by 45 per cent in the same period. An order of fries now ought to cost 70 per cent more than it did eight years ago. Those operating costs don’t even count the price of a restaurant build-out.

“Launching a restaurant in downtown Toronto, it’s at least in the $2-3 million range from the starting point,” says Antoniou, who in addition to running Assembly is also a managing partner at several nearby restaurants. “What I think makes Assembly appealing is that chefs can launch their concept for anywhere between $30,000 to $140,000. We

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COVER STORY

structured this so that you have to pay a fraction to launch your business, probably ten cents on the dollar vis-à-vis a full service restaurant.”

Moreover, the rent isn’t fixed, but rather based on performance, which means a slow start for a new restaurateur won’t be death sentence. The capital and operational costing structure enables Assembly to not just showcase established chefs, but to also incubate talented rookies, giving them access to pricey, high-density urban real estate and the opportunity to generate some name and brand recognition amongst the hundreds of thousands of people that live and work in downtown Toronto. It’s an opportunity rarely afforded to new entrants in Toronto’s restaurant scene.

“This is really a the platform for [established chefs] to leverage their existing infrastructure even more, or conversely, for [for new chefs] to springboard to wherever they want to get to,” says Antoniou.

There are drawbacks to the model. Space is at a premium, so production sometimes has to happen off site — if the chefs are lucky enough to have a separate production space — or they have to be extraordinarily efficient in their Assembly kitchens. The floating, performance-based rent structure means that, if chefs do well, Assembly will take a greater take than they would if it was fixed. And at Assembly’s core is its variety. The concept is as much built on the individual chefs as it is on management’s ability to curate their space, so chefs have less latitude to stray from their initial offering if it means they might overlap with their neighbours’ menus. It also means that new dishes are subject to management’s approval to prevent overlap and replication. Through eight

months of operation, though, Antoniou says his team has yet to exercise its veto power.

Unsurprisingly, Assembly’s chefs are inclined to make their cooking as distinct as possible.

NEW MARKET IN NEWMARKET

Although Antoniou started planning and pitching Assembly before the minimum wage increases were announced, it has emerged as a response to restaurateurs’ increasing material costs, city dwellers’ increasing cost of living, their continued patronage of restaurants and the long-term development of chef-centred food culture. The front of house is expensive, and as food grows in importance relative to service, it’s becoming a luxury that customers are increasingly willing to forego.

In nearby Newmarket, Ontario, however, service is still alive and well. Alongside pastry shops, a juice bar, a Starbucks and a Sweet Jesus ice cream shop, Market and Co., features three different full service restaurants, Union Chicken, Amano Kitchen and MidiCi, the Neapolitan Pizza Company. It also features a bevy of artisan retail

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COVER STORY options providing fish, house-made cured meats, organic bread, imported candy, olive oil and vinegar, local wines and, for everything else, an independent grocery store.

“The concept behind the food market was bringing together an urban market concept that brought best in class merchants and first-tomarket eateries,” says Bri-Ann Stuart, general manager of Upper Canada Mall. “We really just wanted to create an inspiring and memorable food gathering experience for our guests.”

Like Assembly, it’s responsive to its surroundings. Space in Newmarket is abundant and (much) cheaper than in downtown Toronto.

There’s less foot traffic and fewer office workers to drive demand for quick-service options, and it all necessarily affected the outlay of its market.

Market and Co. will leverage the basic structural benefits of a food hall — variety, shared infrastructure and the other intangible benefits of being a food hub — but it’s still a very different animal than its downtown counterpart, showing how flexible the food hall concept is.

Market and Co. also shares Assembly’s structural limitations, however, at least outside of the FSRs. Despite its generous 40,000 square feet, operators are nevertheless limited to their own footprint within it. Some retailers have off-site production kitchens, which undermines the financial expedient of settling into a food hall’s e xisting infrastructure, while others are spatially limited by what they can do, which could potentially undermine any thought toward expanding their offerings or operations.

Stuart declined to discuss Market and Co.’s agreements with its vendors, but if they start rolling out products too similar to their market colleagues, it’s not hard to imagine that they might run afoul of management.

But as yet, those limitations are still hypothetical, and even thinking that scenario through to its worst potential outcomes, it’s difficult to imagine anything catastrophic.

The vendors have been selected not to overlap. If sweet meat gummi candy becomes a thing, Seed to Sausage Meatery and Sugar King Factory might have issues with one another. But, needless to say, that’s a big — and quite frankly uncomfortable — if.

It’s a new concept here, so time will have to tell what problems food halls will encounter.

What’s clear, though, is that Canada has a new and enduring foodservice concept. Toronto is getting an Eataly next year, while another massive food hall, The Well, is included in a proposed development downtown. Campo, a modest 3,500 square foot Spanish-inspired food hall in Toronto’s Entertainment District, opened late last year and has proven a local hit. It’s not a concept that’s going away. Food and restaurant culture is mainstream, and

food halls are perfectly positioned to engage in it while responding to market realities and local demands. They’ll become new hubs for eating and drinking, and for introducing new food to curious people. Some might show off the talented new chefs alongside seasoned pros, while others like Market and Co., make take on the character of a foodfocused community centre. It’s an exciting development, so let’s go to a food hall.

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THE CULINARY FEDERATION’S

À LA MINUTE THE CF WOULD LIKE TO THANK AND RECOGNIZE OUR 2018 NATIONAL PARTNERS PLATINUM

GOLD

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CORPORATE PARTNERS

+CONFERENCE WRAP-UP | CANADA’S COMPETITOR | TEACHING GOURMET FLAVOURINGS

KIDS TO EAT | STUDENTS GIVE BACK | CALGARY’S BEST CHEF 18161_CFRN_Fall_2018_V2_magazine_part_two_GREG.indd 43

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PRESIDENT’S MESSAGE

A FEAST OUT EAST Our hosts in Charlottetown made this year’s annual conference the best yet.

DEAR CF MEMBERS, COLLEAGUES AND FRIENDS On behalf of the Culinary Federation’s national board of directors, I want to very sincerely thank all the members and partners who attended this year’s national conference and made it a huge success. How fitting that, as we began a fresh new chapter for the rebranded Culinary Federation, we chose to have this conference in the birthplace of Confederation: Charlottetown, Prince Edward Island. Famous for its spirit of hospitality, everyone was welcomed in true PEI fashion.

Many people left saying this was the best conference to date. The hospitality of our hosts, the incredible effort put on by the PEI branch and planning committee, the breathtaking scenery, the celebration of local culture and custom and in general the enthusiasm and energy of the delegates, sponsors and board was inspiring to say the least.

There is a lot to be excited about for the future of the CF and next year’s conference in Niagara Falls.

Our conference committee has already begun the process of planning and the conference website for registration will be available later this year.

Thanks again to our special partners, sponsors and attendees for your support and commitment to the Culinary Federation. Congratulations also to all the award winners; your work has been recognised for its outstanding quality.

The Culinary Federation is in its 55th year, and with your support, it will continue to play an important role in our industry. I welcome and look forward to your feedback, comments and suggestions.

Simon Smotkowicz President, Culinary Federation

CALGARY CHEF OF THE YEAR 2017 Chef and SAIT instructor Mikael Volke is Calgary's best.

By Fred Malley

MIKAEL VOLKE, CCC, was named the Culinar y Federation Calgar y branch ’s Chef of the Year for 2017 at the President’s Awards Dinner held at the Calgary Winter Club in May. Volke is a chef instructor at the Southern Alberta Institute of Technology and leads th e lo c al CCI examination p ro gram , including the online course offerings that support the program. He is also currently the Culinar y Federation’s webmaster.

Prior to joining SAIT, Volke was the executive chef at the Falkridge Centre. He first started cooking as a teenager in his family’s restaurant.

THE HOSPITALITY OF OUR HOSTS, THE INCREDIBLE EFFORT PUT ON BY THE PEI BRANCH AND PLANNING COMMITTEE, THE BREATHTAKING SCENERY, THE CELEBRATION OF LOCAL CULTURE AND CUSTOM WAS INSPIRING TO SAY THE LEAST.

CF Calgary chairman Fred Malley, right, presenting the award to chef Mikael Volke.

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EDIBLE AND EDIFYING Kids in B.C.’s Okanagan are taking to the kitchen, classroom and nature to learn how to appreciate their backyard bounty.

By Debbie MacMillan CHEFS IN THE CLASSROOM – EDIBLE EDUCATION is an Okanagan Chefs Association initiative that teaches children in grades three and four to appreciate what they eat, how it’s made and where it comes from through in-class workshops and a field trip to a working farm. This year, eight classes — more than 200 students — participated in the program.

The lessons are hands-on and engaging.

Kids learn how to plant a garden, eat healthy, transplant and compost produce and prepare easy recipes. They also learn about why you should eat local foods and about the connection between the food we grow today and the food grown in the past by local Aboriginal tribes.

Students kick off their day with an O kana gan St ar t S m ar t S m o othie, make their own fresh tomato pasta sauce, prepare a spring soup, and try raw, fresh vegetables in a taste test e xe rci s e . T h e m i s s i o n i s s i m p l e: Educate children in the community on how to grow, cook and eat Okanagan fruits and vegetables.

Modeled after other successful Edible Education classes in North America, Chefs in the Classroom is unique in that it is an Okanagan-inspired, hands-on curriculum with links to the Okanagan’s Aboriginal community and history.

Unlike many programs, the lesson plan of Chefs in the Classroom includes fruits and herbs, and each session engages the children through interactive real-life demonstrations and experiences.

The program is 100 per cent volunteer driven, from creation to execution. Each school team is comprised of two chefs and four support members. Our support members are farmers, nutritionists, gardeners, home cooks and parents.

Since the Chefs in the Classroom – Edible Education program was launched in 2015, 560 students have graduated from the course with the help of 160 volunteers, who have made the initiative an ongoing success. www.restobiz.ca | Fall 2018 45

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UPDATES

LOBSTER, MUSSELS AND MOONSHINE This year, the Culinary Federation gathered in Charlottetown, PEI, for its annual conference.

Known for their hospitality, the CF’s East Coast hosts did not disappoint.

By Sue Mercer

EVERY YEAR, CHEFS make the pilgrimage to a different Canadian city to explore and experience the culinary traditions of a different part of our great nation. This year, we gathered in Charlottetown on Prince Edward Island, known as Canada’s Food Island, where for four days we networked with one another, learned new skills, ate award-winning food and were treated to unmatched East Coast hospitality.

The conference agenda was planned with an emphasis on giving delegates a true island experience. The welcome reception offered a taste of PEI, featuring local lobster, oysters and mussels, as well as the island’s famous blueberries and

preserves. Then, an unusual and delicious dessert: chocolate cake made with PEI potatoes. Chefs also chased shots of PEI moonshine served in a hollowed-out mini potatoes with fresh oysters during the “ S p u d d i n g I n ” ce r e m o n y, a n d l a te r enjoyed a traditional lobster supp er prepared by Culinary Federation member and Delta Prince Edward Hotel executive chef Javier Alarco.

A full day of island tours gave delegates the opportunity to truly engage with the food culture of the island. They enjoyed a hearty steak-and-eggs breakfast at the Atl a nti c B e ef Pro d u c t s p l a nt b efo re viewing mussel processing at Prince

Edward Aqua Farms. Afterward, they took a tour of Canada’s Smartest Kitchen at the Culinary Institute of Canada where they enjoyed delicious local cheeses from Glasgow Glen Farm and Cows Creamery.

Not only did we execute a full day of serious culinary competition, we also held t h e s e c o n d a n n u a l C u l i n a r y Te a m Challenge – a fun event that seems to bring out the very best competitive spirit!

As always, the conference culminated in an exceptional President’s Reception and Dinner, with each course curated by a different local chef team, and with a sp e cia l a p p ea r a n ce f ro m PEI ’s fo o d ambassador Chef Michael Smith! Among

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UPDATES

many other awards, it was particularly rewarding to see our host PEI branch president Chef Ir win MacKinnon take home the well-deserved 2018 Canadian Chef of the Year Award.

The Delta Prince Edward Hotel and the Culinary Institute of Canada provided the perfect backdrop for our jam-packed schedule of seminars and workshops.

Thanks to our amazing CF partners for hosting such informative and fun sessions, including: • Cooking Lobster the PEI Way (Lobster Fishers of PEI) • Butchery (Canada Beef)

• The Secret to Cooking the Real Italian Way (Barilla) • Sturgeon and Caviar Academy (Acadian Sturgeon) • Preserved Seafood, Preserving Oceans (Marine Stewardship Council) • H e a lth i e r M e n u O pti o n s (N ati o n a l Sunflower Association) • Edible Economics (Restaurants Canada) We also had more featured 40 partners in our products showcase where manufacturers and distributors sampled, d e m o n s t r ate d a n d s h o we d o f f n e w products and engaged face-to-face with our chef members.

Without a doubt, the members of the Culinary Federation’s PEI Branch went a b ove a n d b eyo n d to we lco m e o u r Delegates and Guests and give them an unforgettable taste of what makes Prince Edward Island such a magical culinary destination. We raise a glass to everyone who helped make the conference so amazing. Thank you Chef Irwin and Team for a fantastic week!

And remember, save the date for the 2019 National Conference in Niagara Falls, Ontario, from May 26-30. See you next year!

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UPDATES

Q+A

COMPETITIVE STREAK Interview by Gregory Furgala Photos by Owais Rafique

Rahil Rathod has travelled the world putting his skills to the test. Now, the cosmopolitan chef calls Toronto home, and he competes for Canada.

Left: Chef Rahil on line at Delta’s SOCO Kitchen and Bar plating grilled calamari. Top: Chef Rahil (middle) with teammates Navjeet Singh Masuta (left) and Keith Pears looking for product at Toronto’s St. Lawrence Market.

Bottom: Chef Rahil’s veal dish, featuring veal loin, tongue and osso bucco accompanied by Perigord black truffles, squash flavoured with Niagara College honey, Fifth Town’s Truffalo cheese, pomme puree, braised cabbage and a Perigord-red wine jus. The preparation won best veal dish at the Global Chefs Challenge in July.

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LAST JULY, Rahil Rathod, sous chef at Delta Hotels, Toronto, won best veal dish and lead Team Canada to a sixth-place finish at the Global Chefs Challenge in Malaysia. Rathod and his team put in six months of preparation, tweaking menus, e v a l u a t i n g p ro d u c t a n d ce a s e l e s s l y practicing, and all in the spare moments they had from their actual jobs. À La Minute caught up with Rathod to chat about his culinary background, how he got into competitive cooking and how it felt to represent Canada.

This conversation has been edited for clarity and length. À LA MINUTE: Tell me about your professional background. How, why, and when did you start cooking?

RAHIL RATHOD: I grew up in Gujarat, India, and started cooking when I was young. My mother is a really good cook, and seeing her cooking made me a kind of foodie. I specialized in cooking in my third or fourth year of hospitality school because by then I knew I wanted to be a chef for life. After that, I went to Scotland for a year and then moved to the Middle East. I worked there for almost seven years, and now I’m here, calling Canada home. Leaving Gujarat really expande d the ingre dient s and techniques I knew. ÀLM: Where have you worked, and how did you get involved in competitive cooking?

RR: From the start of my career, I wanted to p r o v e m y s e l f. I w e n t i n to l o c a l competitions in the United Arab Emirates, in Dubai, and after winning some local c o m p e t i t i o n s , I g o t t h e c h a n c e to represent the UAE internationally. From there, I became a team captain for the junior UAE team for three years. When I came to Canada, I really wanted to start my career on strong ground, and I wanted to represent my new home. ÀLM: Where did you start working when you came to Canada?

RR: I had to start from scratch since it was a new country. I was a chef de cuisine in

the UAE, but I told myself, ‘Fine, I’ll start from scratch.’ So I started cooking at RitzCarlton, and then I moved to Delta, where I became a sous chef. I came to Delta, I spoke to [executive chef Keith Pears] on a subway ride, and I said, ‘You know, there’s this competition going on, and I submitted my name.’ A lot of companies don’t support that type of thing, but he said, ‘No problem. That’s a no-brainer.’ And he supported me throughout my journey. ÀLM: How is cooking in a competition different than cooking in a restaurant?

RR: It’s very different. In a normal kitchen, you’re cooking behind a wall. You’re in your own space, with your own freedom.

In a competition, you have no privacy. For me, at the Global Chefs Challenge, I had this big honour of representing the country. I also put in a lot of hard work, and I didn’t want it to go to waste. In a restaurant, you have to impress the guests.

In a competition, you have to impress the judges and you have the added pressure of representing the country. ÀLM: Is it difficult working under that kind of pressure?

RR: I’m a pretty well-seasoned competitor.

I’ve competed in almost 40 international competitions, and that’s obviously given me a lot of chances to learn from my mistakes, so I can handle that kind of pressure pretty well, as long as have the chance to prepare. ÀLM: What did you do to prepare for this competition?

RR: We formed a team of people who all helped on different aspects. We had a team photographer, Owais Rafique, who took pictures as we went — because there were things we wanted to replicate every time, we needed a lot of pictures of ever ything. Chef Pears was our team manager, and he found suppliers, got pro duc t for us , t alke d to p e op le at fundraisers — all that stuf f. Viktoriia [Avtomonova] coordinated everything, and Gaurav [Rajput], Gilbert [Roy] and Jay [Bhatt] worked alongside me and Kevin

[Navjeet Singh Masuta]. Most of us didn’t have a day off for six months. We’d work for five days for the company, then spend two days working toward the competition. ÀLM: How did you feel going into this competition? Did you prepare enough?

RR: I think we had enough time to prepare, and we did pretty well. But there are other big countries that work five days a week just to prepare for this competition. It’s hard to compete against people who make this their full-time job. ÀLM: Aside from winning, what were you hoping to accomplish in this competition?

RR: I think it’s the journey that matters. It’s good to make friends, to make connections, to learn something new in a different country. That’s the best thing you can get out of competition. I might have a skill set another guy doesn’t have, and he might have something I don’t have, so I learn from him and he learns from me.

Winning is important as well, but it’s the icing on the cake. ÀLM: Your veal dish won best meat dish.

How’d that come together?

RR: I had to use veal osso bucco, veal to n g u e a n d vea l lo in , a n d I h a d to somehow infuse Canadian ingredients and culture into it, but I still wanted it to taste like veal. We went veal loin, Perigord black truffles, braised cabbage and squash that was flavoured with honey produced

by Niagara College. The veal tongue was cooked for four hours with a classic Perigord-red wine jus. We also had this amazing “Truffalo” cheese that’s buffalo milk and truffle. Fifth Town is 40 km out of Toronto and only makes 40 wheels per year. It’s such a good cheese. ÀLM: How did it feel getting feedback on that dish?

RR: They started going on and on, and they we re a s k i n g a b o u t e a ch a n d e ve r y component: ‘How’d you do that? How does that cheese taste like that? How does that honey taste like that?’ I was thinking I www.restobiz.ca | Fall 2018 49

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had done everything wrong, but then they said, ‘That was one of the best dishes in the whole competition today.’

It made me really happy because we had quite a few struggles going to Malaysia.

We had trouble getting product, and we had to buy some equipment there, which was difficult. Plus, we didn’t speak the language, so a translator would have to come out, you know? But our hard work paid off.

ÀLM: Do you think you’ll go to Russia for the next Global Chefs’ Challenge.

RR: I’d like to compete, but I don’t know for sure. It’s in two years; who knows what’ll happen?

HOSPITALITY AT ITS FINEST The Culinary Federation’s Calgary branch recognized the secondary and post-secondary students that gave it their all, whether in school, in competition or to charity.

By Fred Malley

A brigade of Centennial High School student with CF Calgary volunteers.

IN JUNE, the Culinary Federation’s Calgary branch recognized the 13 outstanding high school students who contributed to Easter Seals’ We Care Ball, held at WinSport. Easter Seals is a group of charities that provides opportunities to children with physical and cognitive difficulties. The Culinary Federation’s Calgary branch also held its High School Culinary Excellence Awards, which recognized 23 students for volunteerism, participation in a culinary competition or academic achievement. Each award is an opportunity for students to gain experiences outside the classroom.

This year, more than 125 people assembled at Centennial High School, including students, parents, teachers, area chefs and suppliers, to enjoy an outstanding buffet dinner prepared by Centennial ’s student s and teachers . T he student s were presented with certificates and coveted embroidered jackets from Chef Works. Products were donated by Alberta Canola, Sofina Foods, Dawn Foods, Spragg’s Meat Shop and the Calgary Produce Marketing Association.

The Calgary branch also recognized the gold, silver and bronze medal winners of the baking and the culinary arts competitions that prepared students for Skills Alberta, which every year sees more than a hundred secondary and post-secondary students put their trade and technical skills to the test.

Members of CF’s Calgary branch with student-volunteers who contributed their time to Easter Seals Calgary.

THIS YEAR, MORE THAN 125 PEOPLE ASSEMBLED AT CENTENNIAL HIGH SCHOOL, INCLUDING STUDENTS, PARENTS, TEACHERS, AREA CHEFS AND SUPPLIERS. Winners of the Calgary Academy of Chefs and Cooks’ High School Culinary Excellence Award.

50 Fall 2018 | Canadian Restaurant & Foodservice News

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ADVERTISING FEATURE THIRD IN A FOUR-PART SERIES

Chef David Cocker

PUTTING A FREEZE

Corporate Research Chef Reuven International Ltd.

ON RISING KITCHEN COSTS The pressure is on the foodservice industry to deliver higher volumes and faster service – all without sacrificing product quality and customer satisfaction. It's a delicate balance, to be sure, and one made even more precarious by rising fixed costs, shrinking margins, and the need to outperform the competition.

“The foodservice industry is getting tighter and tighter on owners/operators to provide a high-quality meal at an affordable price to its patrons,” agrees Chef David Cocker with Reuven International. “That's why professionals in the industry are now looking at other variables to assist with keeping their food and operation costs down.”

A STUDY IN KITCHEN SAVINGS Between a weakening Canadian dollar, elevated shipping costs, and minimum wage increases, foodservice owners/ operators are facing threats to their bottom lines on all fronts. And while shifting from a service-focused operation to a leaner front and back of house operation can be a tempting strategy from a revenue-savings perspective, this approach can detract from one's quality of service and drive customers across the street.

An alternative is to keep operations intact and focus on using fully-cooked frozen food products that require less prep time while maintaining a consistent level of quality.

And indeed, says Cocker, it's alternative that's gaining popularity: “Along with the cut to the labour force, foodservice operators are now looking to more labour-friendly products which will aid the leaner kitchen brigade to speed their chit to pass, reduce variable costs such as oil, purge and weepage, and additional consistency on quality.”

Examples of such products, he explains, include Reuven's line of fully cooked valueadded chicken products which are made using state-of-the-art processing techniques and are hand deboned, portioned, and trimmed. This results in high-quality ingredients that an operator can use to produce meals that look and

taste as if they were artisanally crafted in the back of house.

The benefits of this approach extend beyond customer satisfaction. By working with fullycooked wings, for example, kitchens can eliminate the thawing, blanching, and cooling requirements of working with raw ingredients.

This saving costs associated with labour, extensive food safety measures, and timely cooking processes.

“There will also be measurable oil savings with the removal of the blanching process

which can extend the lifespan of your oil from 150% to 200%,” Cocker adds.

“Removing the blanching process will greatly minimizing the presence of extraneous fat, moisture and air which will lead to further oil degradation through thermoxidation, polymerization, and hydrolysis.”

Working with fully-cooked frozen chicken products also results in less yield loss when compared to cooking from raw. Recent studies showing that raw can contribute to upwards of 45% yield loss compared to 22% with frozen fully-cooked alternatives.

Moreover, moving to a fully cooked frozen product can prove favourable when it comes to inventory control. As Cocker explains: “Having raw wings move throughout the entire blanching, cooling, and preparation stages will only achieve a shelf life of 2-4 days. If a restaurant was to run into a slow weekend, this could cause an increase of inventory sitting and denaturing in their fridge, whereas a fully cooked frozen product will always be waiting in their freezer with a 1- to 2-year shelf life.”

A CASE FOR FROZEN All foodservice operators need to adjust the variable costs in their current operations to make a more successful and profitable business without compromising quality and customer satisfaction. The solutions are varied, but if Reuven's case study is any indication, they begin with the right ingredients.

This is the third in a four-part series examining the use of raw and fully cooked chicken products in the foodservice industry. Look for more discussions in future issues and learn more at Reuven International LTD. www.reuven.com

52 Fall 2018 | Canadian Restaurant & Foodservice News

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For more information please visit Reuven.com www.restobiz.ca | Fall 2018 53

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Big Flavours:

SMALL DISHES

LUNCH TRENDS TO LOOK OUT FOR

The foodservice industry continues to grow, and midday is more important than ever.

By Sherry Tseng

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UNDER THE SPOTLIGHT: LUNCH

Some say breakfast is the most important meal of the day, but don’t be so quick to dismiss lunch and dinner. While the breakfast daypart is gaining ground, lunch and dinner still dominate the majority share of restaurant traffic, with lunch being the largest revenue driver for the foodservice industry overall, according to Datassential’s Pulse 2018: Market Overview, which tracks more than 100 factors determining restaurant trends. Moreover, it’s a growing segment in a growing industry. In 2017, Statistics Canada reports that total sales across all foodservice and drink establishments topped $68.5 billion, up from $52.6 billion in 2012. What people want to eat matters; what they want to eat at lunch matters most.

Younger generations are the primary drivers of the increase. Datassential’s Millennial and Gen Z Keynote Reports found that Millennials and Gen-Zers are both more likely to consume meals away from home than the overa ll population. Restaura nt operators a re well positioned to grab a share of this market, particularly when busy work or school days can make the convenience of restaurant food that much more appealing to consumers.

Indeed, many in the industry are seeking ways to innovate their businesses to better attract customers, whether it’s expanding their service to include more dayparts or

revamping their menus to feature f lavours and dishes that resonate more with consumers.

TO DINNER AND BEYOND

More Canadians are choosing to graze throughout the day rather than adhere to the standard three-meal-a-day structure, and when it comes to skipping meals, lunch is often the first to go, according to a Dalhousie University study. Operators can combat this is by expanding their service, which also has the added benefit of allowing existing customers more opportunities to revisit.

56 Fall 2018 | Canadian Restaurant & Foodservice News

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UNDER THE SPOTLIGHT: LUNCH Appetizer

1 Year Growth

4 Year Growth

Tater Tot

116.7%

N/A

Labneh

200.0%

N/A

Halloumi

300.0%

N/A

Fried Zucchini

50.0%

275.0%

Fennel Salad

0.0%

250.0%

Zucchini Stick

0.0%

250.0%

Mini Pizza

0.0%

200.0%

Vegetable Broth

66.7%

150.0%

Yogurt Dip

71.4%

140.0%

Chips And Salsa

26.7%

137.5%

Charcuterie

22.2%

135.7%

Chips And Guacamole

12.5%

125.0%

Prosciutto Wrapped

22.2%

120.0%

Quinoa Salad

30.4%

114.3%

Arancine

15.4%

114.3%

Tostada

-9.1%

100.0%

Chimichanga

20.0%

100.0%

Shrimp Tempura Roll

20.0%

100.0%

Carrot Salad

20.0%

100.0%

Breaded Zucchini

20.0%

100.0%

Sauce/Flavour

1 Year Growth

4 Year Growth

Guajillo Pepper

250.0%

N/A

Butter Garlic

100.0%

700.0%

Sriracha Mayo

50.0%

500.0%

Anchovy Dressing

200.0%

500.0%

Ginger Lime

20.0%

500.0%

Sriracha

43.4%

406.7%

Orgeat

66.7%

400.0%

Orange Zest

7.7%

366.7%

Salted Caramel

-8.6%

357.1%

Soy Glaze

28.6%

350.0%

Duck Fat

0.0%

350.0%

Sriracha Aioli

12.5%

350.0%

Basil Vinaigrette

100.0%

300.0%

Bourbon Bbq

25.0%

150.0%

Harissa

20.0%

140.0%

Oolong

27.3%

133.3%

Chocolate Dipped

0.0%

133.3%

Chipotle Salsa

16.7%

133.3%

Korean Bbq

-30.0%

133.3%

Tomato Aioli

40.0%

133.3%

Restaurant Mélisse in Montreal opened in June last year offering only breakfast and brunch, but upon acquiring a liquor license, added a dinner menu featuring apéro-style dishes and healthy, lighter offerings like charcuterie, seafood and grill platters. Featuring small plates and shareable platters can be an effective way for operators to increase traff ic and, often, cheque averages, as they encourage guests to bring their friends. Shareables can also be more appealing to consumers who prefer snacking over eating full meals. Millennials in particular, Datassential found, are more likely than the general population to eat out for snacking occasions.

As the lines between mealtimes become increasingly blurred, operators should also consider serving dishes traditionally offered in other dayparts for lunch and dinner.

One trend that’s rapidly growing and is poised for continued growth in the future is all-day breakfast. McDonald’s, for example, announced last February that it would be serving its signature breakfast items throughout the day after a pilot program in 20 locations across Canada proved successful. The company first rolled out all-day breakfast in the U.S. in 2015 after reporting that it was their top request from diners. According to MenuTrends, a tool Datassential developed that helps restaurants identify and leverage industry trends, the presence of breakfast wraps and breakfast sandwiches have increased by 200 per cent and 125 per cent on lunch and dinner menus in Canada, respectively, indicating that the craveability of classic breakfast items can be leveraged to bring traffic to the lunch and dinner dayparts as well.

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UNDER THE SPOTLIGHT: LUNCH SOME LIKE IT HOT

Consumers today are much more familiar with global f lavors and spices than they were ten years ago — just think about the explosive rise of sriracha, the nowubiquitous spicy Thai condiment that ’s seemingly everywhere. In 2008 sriracha was barely a blip on anyone’s radar, appearing on less than 1 per cent of Canadian menus, but today it can be found on nearly 15 per cent of menus, up 40 per cent within the past year alone. Now, those in the foodservice industry are beginning to search for the next sriracha. Gochujang, a fermented Korean chili paste, could be it. In the past year alone, Gochujang has grown by 33 per cent on Canadian menus, and there’s still plenty of room to grow — because it was starting from almost nowhere, overall menu penetration is still less than 1 per cent.

Even chain restaurants are beginning to pick up on the increasing popularity of gochujang. Moxie’s Classic Grill & Bar, for example, introduced a new spicy tuna roll in May that combines tuna with a chili ponzu sauce made with gochujang, ginger and sesame oil. Mentions of bibimbap, a traditional Korean dish that combines gochujang with assorted beef or pork, vegetables and rice, have also more than doubled on lunch and dinner menus in the past year.

Datassential’s Haiku tool, which uses machine learning to predict future menu penetration of ingredients and dishes, estimates gochujang will continue growing on U.S. menus by 98 per cent over the next four years, and that growth is likely to be mirrored in Canada as more operators become familiar with the versatile chili paste.

Entrée

1 Year Growth

4 Year Growth

Labneh

200.0%

N/A

Poke

150.0%

1900.0%

Beer Battered Cod

-14.3%

500.0%

Black Bean Burger

50.0%

350.0%

Kale Salad

-4.5%

320.0%

Greek Yogurt

-14.3%

200.0%

Mini Pizza

0.0%

200.0%

Meatball Pizza

-14.3%

200.0%

Turkey Blt

50.0%

200.0%

Bibimbap

100.0%

200.0%

Breakfast Wrap

100.0%

200.0%

Waldorf

500.0%

200.0%

Lime Chicken

16.7%

133.3%

Korean Bbq

-30.0%

133.3%

Baja

10.3%

128.6%

Chicken Cobb

50.0%

125.0%

Breakfast Sandwich

28.6%

125.0%

Lime Sauce

8.3%

116.7%

Jerk Chicken

-6.7%

100.0%

Sandwich Combo

0.0%

100.0%

Piri Piri Labneh

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CH4Chefs clubhouseforchefs www.restobiz.ca | Fall 2018 59

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UNDER THE SPOTLIGHT: LUNCH

MENU ADOPTION CYCLE (MAC) Food trends follow a predictable life cycle.

The MAC helps you determine a trend’s current life stage, as well as its potential for future advancement.

2. ADOPTION Adoption-stage trends grow their base via lower price points and simpler prep methods. Still differentiated, these trends often feature premium and/or generally authentic ingredients.

IN FOODSERVICE:

AT RETAIL:

AT RETAIL:

Traditional supermarkets Mass merchandisers

Specialty grocery stores Gourmet food stores

1. INCEPTION Trends start here. Inception-stage trends exemplify originality in flavor, preparation, and presentation.

IN FOODSERVICE:

IN FOODSERVICE:

Casual chain restaurants Quick service restaurants

Fast-casual restaurants Casual independents

Fine dining Ethnic independents

3. PROLIFERATION Proliferation-stage trends are adjusted for mainstream appeal. Often combined with popular applications (on a burger, pasta, etc.).

AT RETAIL: Ethnic markets

4. UBIQUITY Ubiquity-stage trends have reached maturity and can be found across all sectors of the food industry. Though often diluted by this point, their inception-stage roots are still recognizable.

IN FOODSERVICE: Family restaurants School cafeterias

AT RETAIL: Dollar stores Drug stores

contact Brian Darr at Datassential: 312-655-0594 brian@datassential.com

7

Any Way You Slice It The humble sandwich is trending, and it’s bringing other trends with it Sandwiches are on the move at Canadian full and quick service restaurants. In its Canadian Sandwich Consumer Trend Report, Technomic reported that 58 per cent of consumers purchased a sandwich away from home during the work or school week for lunch, and 35 per cent of consumers opted for sandwiches at dinner when eating out.

It’s a lucrative meal type, and operators are getting it right by also capitalizing on emerging consumer preferences for ethnic sauces and ingredients, healthy options and the blurring of traditional mealtimes.

Blurring mealtimes mean one thing: all-day breakfast. Limited and full-service restaurants are increasingly breaking down the early daypart by offering all-day breakfast. Consequently, breakfast sandwich ingredients including egg, different cheeses and familiar proteins like bacon and ham, as well as more adventurous options like chorizo sausage and steak, are all trending with consumers. English muffins, bagels, wraps, croissants and — naturally — bread are the preferred carriers according to Technomic, while the latter can be broken down further, with consumers showing a preference for Italian, multigrain and whole wheat bread.

While traditional mealtimes erode, Gen Z and Millennials are also entertaining their preferences for ethnic flavours through sandwiches. Despite the increasing prevalence of globally-inflected menu options, a significant minority — 32 per cent — of these younger consumers would still like more options. Operators should cater to that preference and elevate their sandwiches by leveraging new or unique sauces or ingredients like chipotle and sambal to deliver savoury, smoky and spicy flavours. Top trending ethnic sandwiches include Italian, French, Mexican and Mediterranean while Indian, Chinese, Taiwanese and Korean sandwiches are popular among younger consumers. Try new combinations and make some noise with limited-time offerings!

Affordability and portion size also resonate with consumers who are looking for premium quality and healthfulness but without the premium cost. The key is to offer something distinct; consumer are after something they can’t make at home, so capitalize on multiple trends and try to marry healthy, fresh, ethnic flavours.

Finally, as local ingredients are trending, be sure to let your guests know when you have them to truly leverage sandwich sales, the number one entree on the menu.

OTHER GLOBAL FOODS ON THE HORIZON

It’s safe to say that the spice trend isn’t going away any time soon, but operators should also be on the lookout for flavours from other international cuisines as well. Poke, a Hawaiian dish typically made from rice topped with cubes of raw fish seasoned with soy sauce and sesame oil, has practically exploded on menus in the past four years, growing by nearly 2,000 per cent.

Datassential’s Global Flavors Keynote Report advises companies to also be aware of rising trends in Middle Eastern cuisine, which 42 per cent of U.S. consumers say they are interested in.

Labneh, a thick and creamy Middle Eastern yogurt, is the one of the top-growing ingredients among both appetizers and entrees on Canadian lunch and dinner menus and can be used in place of Greek yogurt in a variety of applications.

Filipino cuisine, which can be thought of essentially as a mashup of Indian, Chinese, Spanish, and Southeast Asian foods, is also poised to become big in Canada. Statistics Canada reports that the FilipinoCanadian population is currently the fastest-growing ethnic group in the country and may double in size by 2031, a fact that hasn’t gone unnoticed by Filipino fast food chain Jollibee. Jollibee, which has over 1,000 locations in its native Philippines, announced in June that it’s planning on opening 100 new stores in Canada over the next five years. Given the popularity of QSRs with Canadian consumers (42 per cent favour QSRs over FSRs when dining out, according to a study by Restaurants Canada), the expansion of Jollibee within the country is yet another a sign that operators will have to continually stay educated on the latest global flavours in order to remain competitive in the future restaurant landscape.

Sherry Tseng is a publications specialist at Datassential, a supplier of trends, analysis, and concept testing for the food industry. For more information about North American food trends, contact Dave Jenkins at 847-903-5744 or dave@ datassential.com.

60 Fall 2018 | Canadian Restaurant & Foodservice News

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CATFISHE Food fraud is rampant, and mislabelled fish on Canadian plates isn’t an exception — it’s the new normal.

By Gregory Furgala

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FISH

HED How sure are you that what you bought is what you paid for? Organic labels have found themselves on non-organic produce, wood pulp has been found in Parmigiano and saffron is occasionally cut with corn silk and cotton thread.

Food fraud is not a new phenomenon. The Romans established an entire bureaucracy to verify the producer, quality and origin of the empire’s olive oil, and in The Jungle, Upton Sinclair famously chronicled the dubious production of processed meat at the turn of the 20th century. The history of food is the history of faking it, so Canadian consumers shouldn’t feel too guilty about falling for mislabelled fish. But they should be wary.

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FISH

Mighty Molluscs Oysters are delicious, full stop. Shucked well and served raw, they’re a briny, refreshing antidote to a hot day or tough week at work. They’re also as unique as the environments they’re grown in. Prince Edward Island’s Raspberry Point Oyster Co. cultivates six oyster varietals, all grown in PEI’s waters, and all with different tastes and textures. Its namesake Raspberry Point oyster is clean, salty and finishes with a sweet note, whereas its Irish Points tend to be a little more intense and creamier.

Likewise, its other four oysters all have unique characteristics.

All those tastes and textures are imparted by the oysters’ merroir — think terroir, but for shellfish. It’s why, like one vineyard’s Sauvignon Blanc can take on grassy notes in the bottle, while another can be flinty and minerally, oysters will differ from bed to the next. Unlike wine grapes, though, oysters are also powerful agent for sustainability in their local environment.

Oysters are filter feeders, filtering up to five litres of water per hour and sustaining themselves on the microscopic phytoplankton, algae and other organic and inorganic particles they draw in. The reduction in biomass improves the clarity and overall quality of the water, encouraging biodiversity. It’s no wonder oysters are often considered a keystone species; other animals depend on them to maintain the overall health of their local environment. Under water, oysters also help buffer wave energy, allowing other habitats like sea grass beds and marsh areas to develop, nestled in a protective shell of oyster reefs. On top of that, they help sequester carbon and reinforce shorelines.

They’re hardworking, tasty, and a huge economic boon to PEI: Raspberry Point Oyster Co. and their colleagues in PEI harvest 2 million pounds of oysters annually, generating $2 million in revenue.

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FISH A recent report from Oceana Canada, an internationally-affiliated advocacy group focused on ocean conservation, found that 44 per cent of fish it sampled from five cities, Vancouver, Victoria, Toronto, Ottawa and Halifax, was mislabelled. In most cases, cheaper fish was substituted for high-end product, like haddock for cod, or farmed salmon for wild salmon. It’s galling enough being cheated out of cash, but there’s also health implications. Escolar, which can lead to gastrointestinal stress, was occasionally served as butterfish and white tuna. In restaurants, the number of mislabelled fish was even higher at 68 per cent.

It might be tempting to blame the chef — they’re the one selling the fish, right?

— but Julia Levin, a seafood fraud spokesperson for Oceana Canada, says there’s ample opportunity for fraud before the chef ever sees the product.

“It can happen at any point in the supply chain,” says Levin. “It’s really complex and long, and it’s nearly impossible to do that kind of backward accountability.”

Between getting reeled onto a boat and plated for a hungry a guest, fish can go through several stages of processing, packaging and transport, and a 2016 Oceana report found that mislabelling or substitutions occurred on every step of that journey. Even Canadian-caught fish can skip across international borders before ending up on Canadians’ plates. According to the Department of Agriculture and Agri-Food, Canada exports 75 per cent of its catch, netting $6 billion annually, and imports $3.5 billion-worth of seafood.

Nobody keeps track of how many of those imports originated in Canadian waters, or where they originated at all. If a piece of haddock was last in China, that’s what it’s made-in label will say. Levin is confident it’s a substantial portion, though.

“We know it’s a large portion, but the only labelling information that’s required is the country of last transformation” — meaning a food items last point of processing — “so a lot of Canadian products might say, ‘product of China’ on them,” says Levin.

“Certainly the longer the supply chain is,” she continues, “the more of the chance of mislabelling.”

Sylvain Charlebois is a professor at Dalhousie University and studies global food systems, including the food fraud taking place within them. While he cautioned against Oceana Canada’s methodology, which he said wasn’t scientifically rigorous, he noted that its results are consistent his own extensive research, which across a few studies found that 25 to 75 per cent of processed food was

mislabelled. It’s a broad range, but echoing Levin, Charlebois notes that it’s a difficult industry to crack with several layers and opportunity for wrongdoing.

“The problem is likely higher than the retail level, says Charlebois. “It’s probably up the food chain, and it gets complicated the closer we get to the source, the boat. It’s an obscure industry. A lot happens out there at sea.”

Like any black market, determining the market value of fish fraud is challenging — fraudsters’ aren’t exactly forthcoming with their trade — but Charlebois estimates that it’s a $52 billion industry.

To put that in perspective, the United Nations Office on Drugs and Crime estimates that the global cocaine trade is an $84 billion industry. Fraudulent food isn’t a rarity. It’s commonplace, and it’s profitable.

“To say that probably ten to 20 per cent of all products in Canada are counterfeited, misrepresented or adulterated is probably a conservative number,” says Charlebois. “In seafood it would be above that average.”

The answer is an easy one: traceability.

Oceana’s report recommends that the Canadian Food Inspection Agency require key information to follow all seafood products from the boat to final sale, including catch documentation for all domestic and imported seafood and strict labelling that identifies that exact species and whether or not the fish was farmed or wild-caught. Implementing it, however, is a monumental challenge that will take some time (Rome wasn’t built in a day, and neither was its olive oil industry). The political will for change might not even exist: In Europe, it took the 2013 horse meat scandal, in which ground beef was found to have contained horse, to prompt an overhaul of its traceability requirements.

So until Canada’s own horse meat moment, what’s a chef to do?

“Chefs and whoever else is buying seafood should ask for the specific species, not just the labelled one,” says Levin.

“They should ask exactly where it came from and how it was caught. That kind of information should be available to them.”

Levin also recommends that chefs try to shorten their own supply chains by buying domestically from trusted sources that can provide the additional information that ought already be supplied. Levin singles out a few reliable distributors, including Afishionado Fishmongers in Halifax and Hooked in Toronto.

Charlebois’ advice is more succinct: “Be skeptical. Price will drive decisions in business, but be suspicious.” In the end, he says, it boils down to trust.

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WE DON’T BREW OUR BEER FOR THE AWARDS. BUT HE DOES! Our brewmaster, Andrew Kohnen, 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.

He took what he could from there and ventured to Scotland, Cornwall, and ultimately to Krefeld, Germany, 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.

Andrew Kohnen Brewmaster

HOCKLEYBEER.CA

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FISH

FOODSERVICE EQUIPMENT PARTS EVERY COMMERCIAL KITCHEN

YOUR POCKET-SIZE PARTS EXPERT

Lobster Now, Lobster Later

By Carol Horne Prince Edward Island fishers have been collecting lobster off the shores of the tiny island province for many decades, but once the public discovered the delicious meat hidden inside the prickly crustacean, and preserving and shipping systems improved, fishers realized they were harvesting a high-value resource. Now, PEI fishers deliver approximately 30 million pounds of top-quality lobster to the marketplace annually; in 2016 — a good year for lobster fishers — that represented nearly $200 million. The island’s lobster fishery is a traditional one, and fishers have made it a priority to protect it now, and to protect it in the future, ensuring a sustainable industry that the next generation of fishers can build their livelihoods on.

They’ve been successful, too. In 2014 the Marine Stewardship Council certified the Prince Edward Island lobster trap fishery as sustainable and well managed. This designation helps assure purchasers that the product they buy has met a high standard of sustainability, having been evaluated in three important categories: the status of the fish stock, the impact of the fishery on the marine ecosystem and the management system overseeing the fishery.

In order to protect the resource PEI fishers have initiated a wide range of measures. For example, female lobsters bearing eggs and lobsters of optimum breeding size are released back to the ocean, and fishers use eco-friendly gear that allows for undersize lobster to escape. The industry has jointly developed sustainability plans and enhanced quality programs working closely with governments and regulatory bodies. Fishers are also actively collecting data on the state of the resource and voluntarily participating in research projects.

The effort is comprehensive, and it has to be. The island’s lobster fishery is important to PEI’s economy, culture and people, and they aim to keep it that way.

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ADVERTISING FEATURE

THE IMPORTANCE OF SAFETY AND SANITATION TRAINING In North America, educational/training interventions have been widely used to decrease foodborne disease in food service operations with most interventions focusing on improving worker knowledge of safe food handling. The limitation of this approach is that knowledge alone does not influence the adoption of safe food handling practices.

And with the CDC estimating that 48 million people get sick from foodborne illness each year, it’s important to understand the significance of a proper sanitation program and how to best develop and execute one in any food service operation.

Understanding the risk factors and levels of cleanliness needed to prevent contamination of food and kitchen equipment is the first step when implementing a thorough food safety program. Identify the types of soils and surfaces in your establishment to determine the proper cleaning and sanitation products to use, how often cleaning must be done to achieve the desired results and the training needed for your staff from management on down.

CREATE A PROPER CLEANING PLAN Working with your cleaning supplier is a great way to put a highly effective sanitation plan together. A cleaning supplier can help identify any contamination risks within your facility by conducting a cleanliness audit, inspecting everything from the floors and drains, to kitchen equipment and food contact surfaces, among other areas. They can also help ensure your cleaning program is working by measuring trace ATP and surface proteins through regular testing.

Once the risks have been identified, facility managers can create a Master Cleaning Plan, outlining what should be cleaned, how it should be cleaned, when to clean and who should do the cleaning. This plan should also include details on which cleaning products to use to remove various soil types found on the different surfaces in any food service operation, as well as training procedures and schedules for staff at every level.

COMMON CLEANING GUIDELINES Any sanitation program should include cleaning procedures for the common, and sometimes overlooked, areas found around any commercial kitchen.

Countertops. In a commercial kitchen, countertops are at the heart of the action. Protect against food cross-contamination with regular disinfection and maintenance that can help prevent foodborne illnesses.

Cutting boards. Cutting boards need to be cleaned frequently, including before use, before changing from one food type to another and after food handling is complete. Since these surfaces tend to be scored and scratched, they can harbor food that can lead to bacterial growth.

Dishes, pots, and pans. A main ingredient to a spotless kitchen is the right dish cleaning product. Get your dishes virtually spotless and remove stubborn grease by using a dependable product you can trust.

Floor drains. Bacteria can often be found feeding on food residues in floor drains. These food sources can also attract other unwanted pests. Regular drain cleaning can help keep this in check.

New equipment. Consider the ease of cleaning when purchasing new kitchen equipment, such as ice machines. The more difficult it is to clean, the less likely it will be cleaned consistently or correctly.

THE RIGHT PRODUCTS AND TOOLS Using the right cleaning products and tools is also imperative when it comes to achieving food safety goals. Multipurpose products can clean a broad range of soils and surfaces, making cleaning easier by reducing the number of products needed and minimizing rework. Multipurpose products also help save time by reducing the complexity of the job, making staff training easier, and simplifying inventory management.

With employee labor accounting for up to 80 percent of cleaning costs, operators can reduce the amount of time and cost to clean a restaurant by using effective cleaning products and putting efficient cleaning processes into place.

Additionally, facility managers should have procedures in place to properly clean and sanitize cleaning tools regularly since scouring pads, brushes, and mops can be sources of crosscontamination.

IMPORTANCE OF CLEANING AND DISINFECTING To fully understand why a proper cleaning program is important, employees need to recognize the difference between cleaning and disinfecting and why each step is essential to ensure guests (and employees) stay safe and healthy in your facility.

To start, employees need to be able to identify the difference between cleaning – the removal of soil or dirt from a surface—and disinfecting—the killing or reduction of microorganisms that cause disease, odors, and spoilage—and understand that both steps of the process are necessary.

Most disinfectants do not effectively remove soil, if at all, but cleaning well allows disinfecting agents to work more effectively because the soil is removed and cannot protect the germs. Multipurpose products that clean and disinfect in a single step are the best value for operators by limiting inventory needs, reducing rework, and simplifying training.

THE VALUE OF TRAINING Employee education and training are the keys to success for any sanitation program. Incorrect cleaning methods can spread dirt and bacteria around instead of cleaning it, and not using cleaning products the way they’re intended can reduce or eliminate their efficacy, putting guests and staff in harm’s way. Training should be ongoing and provided to each new employee and each time there is a new piece of equipment or new cleaning supply introduced.

Properly training employees, at every level, can help eliminate these risks and give employees a clear understanding of why thorough cleaning is vital, and how to make sure their efforts meet the most rigorous of cleanliness standards. Proper training can also increase employee safety by

ensuring that products are being used correctly and reducing rewash (exposure to chemicals) and miscalculation with mixing.

To achieve the highest levels of content retention, training programs should be developed with content that is highly visual, auditory, and tactile like videos that show and tell employees how to complete a task, including the opportunity to learn by doing. P&G Professional and Clemson University recently completed a study to determine the effect of a multi-phase, motivation-based educational intervention to improve the cleanliness of surfaces in a commercial kitchen. Validating that the trainees understood the content during the initial training sessions was one of the most important outcomes of the study, and this goal was achieved through use of multiple choice questions that were graded and documented in real time. Knowing they will be graded, trainees pay more attention to the content.

There are a variety of training tools that can be successful in reaching food service employees, including using Active Managerial Controls to help improve managers’ ability to train and sustain a cleaning program and individual training for food safety/compliant cleaning. On-demand tools that offer written procedures or training videos are also ideal. For example, P&G Professional’s online University site regularly monitors and records knowledge intake.

SELF-MONITORING AND FEEDBACK Implementation of routine and documented checks can help improve overall cleanliness and can be used for retraining, which is also an important step in ensuring information retention. The checks system should not be overwhelming to implement and should take no longer than 10 minutes of a manager’s time. Measures can primarily be sensory (visual, touch, and smell) with established check points such as tables and chairs (not sticky and visually clean). Additionally, when issues are noted, the manger should retrain employees on proper procedures using demonstrations, as well as visual and auditory training materials and techniques. Your cleaning supplier can help develop a self-monitoring program that makes sense for your business.

AN END-TO-END APPROACH Food safety requires an end-to-end cleaning and sanitation regimen that is continually monitored, and where constant feedback is provided to achieve the overall goals of the program. By evaluating your facility and equipment needs, with an eye toward safety and ease of cleaning, and selecting the most effective sanitizing and disinfecting products, you can have a dramatic impact on food safety, as well as productivity.

Dr. Anderson is a food safety and sanitation consultant for P&G Professional, the away-from-home division of Procter & Gamble. Dr. Pettigrew is a principal scientist at P&G, where he provides technical leadership in the Global Microbiology Organization and Systems Biology Programs. Reach Dr. Anderson or Dr. Pettigrew at Buchanan.rd@pg.com.

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SO HOT RIGHT NOW

High-end hardware has long been embraced by high-end restaurants for spectacular, unexpected preparations. Turns out that pricey gear can also help restauranteurs save serious cash.

By Gregory Furgala

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TOOLS OF THE TRADE

NEW

Take creme anglaise. It takes just sugar, egg yolks and milk to prepare the smooth, versatile custard, but making it demands constant attention. The yolks need to be beaten with sugar and tempered, then gently heated and constantly stirred. For argument's sake, let's say your cook just spent 30 minutes whipping up a batch. In Ontario, you just paid $7 for the cook to stir cream and eggs. In Alberta, it cost you $6.80.

In B.C., $6.32.

Or, that cook can just chuck the milk, yolks and sugar into a Thermomix, set the temperature and time, and walk away. You, chef, now have about $6 to $7-worth of labour to spend.

Chefs have always looked for an edge in the kitchen, often finding it in the latest piece of novel gear. In fine dining, it has allowed them to push the limits of what was thought possible on a plate, like elBulli’s spherified olive oil or the Fat Duck’s bacon and egg ice cream. But conventional kitchens — the neighbourhood bistros, the dumpling houses, the taco joints — still mostly run gas stoves for a clientele looking for a bite to eat without paying Michelin-star prices. But that fancy, olive-oil-sphere-making kit can do more than just push culinary boundaries. If chefs buy right, it can save them money.

“You go into restaurants between lunch and dinner,” says chef, instructor and culinary consultant John Placko, “and you see gas burners that are on and profits going up into the exhaust.”

Placko is passionate about high tech kitchen gear, and he’s adamant that typically low-tech neighbourhood restaurants need to take advantage of it. Those profits being sucked up into exhaust, for example, could be recovered by switching to induction cooktops. Induction cooktops directly heat up the cooking vessel via magnetic induction, cooking food much faster than either gas or electric and wasting far less energy in the process. Placko also points to the additional savings on air conditioning that comes with abandoning gas. Any A/C unit only needs to deal with the elements, not the fiery cauldron of a gas-based kitchen. Placko’s convinced that over time, saving money on energy adds up to considerable savings.

Other kitchen equipment can enable lone cooks to do the work of two or three. Placko designed his restaurant, Bar 120 at Pearson Airport, to run with only a pair of cooks at a time. After prepping, they can finish a rack of ribs to order in three minutes in a TurboChef oven, an efficient marriage between a convection oven and a microwave. His one or two cooks can make fresh ice cream or pate to order using Bar 120’s Pacojet, which micropurees “deep frozen” frozen liquid ingredients, preserving their flavours and lending them an incredibly delicate texture. Bar 120’s breakfast is nearly all sous vide as well, which frontloads the actual prep before service so his small team can focus on the finishing touches during service. The equipment is pre-programmed and push-button, enabling the cooks to take on far more tasks than their counterparts hovering over a stovetop.

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Jamie Millette

National Account Sales Manager

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PLEASE SEE YOUR COMPLIMENTARY REGISTRATION OFFER BELOW.

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TOOLS OF THE TRADE

Use What the Pros Use

NEW

CookTek Induction Burners $1,460 to $2,665 for countertop single burners Chef Lepine relies on a handful CookTek’s single-burner induction units (and one double unit) to anchor service at Atelier. The burners, quite simply, are strong, reliable and well manufactured, says Lepine, which lets him focus on playing with his flashier toys instead of sweating his cooktops. The multi-year warranty is nice, too.

Turbochef i3 $14,080 to $14,655

The official

With space at a premium in Bar 120 — it’s tucked away in Pearson Airport, after all — chef John Placko uses the Turbochef i3. It’s small enough to fit on a countertop, but still has space for a half sheet. It’s fast, programmable, stackable and, critically, reliable. At $4.37 to operate per day, it’s also incredibly efficient.

Vorwerk ThermoMix $1,835 – $2,055.20 Of all the high tech gear in Atelier’s toybox, chef Lepine has one favourite: the Thermomix. First manufactured in 1971, it’s a jack-of-all-trades and, to hear Lepine talk about it, a master of all them.

It handles everything from kneading to mixing to steaming to heating. All that in a package that’s about the size of a home espresso machine.

Executive chef Marc Lepine’s celebrated Atelier is a cornucopia of idiosyncratic kitchen gear. Freeze dryers, dehydrators, a cotton candy machine — all have been used at some point to execute the constantly changing menu. Lepine acknowledges that some of his toys are less versatile than others, but like Placko, sees the benefit that replacing kitchen appliances with an eye toward the high tech.

“Everything in the kitchen is portable, is probably the main feature of our kitchen,” says Lepine. Atelier’s kitchen, Lepine explains, is totally modular. It allows him and his staff to maximize the small confines of their kitchen by setting up only what they need, and like Bar 120, enables the fewest number of cooks to get the most done, trimming Lepine’s labour cost. And that “everything” includes the cooktops Atelier uses as well. From the start, Atelier has used induction, allowing him to forgo a commercial hood, an expense that typically runs into the thousands.

Lepine concedes the drawbacks, though.

Because his kitchen relies so heavily on

electricity, if the power goes out, service goes with it. And if the equipment malfunctions, a rare but inevitable event, it needs to be sent off for maintenance, which could potentially hamstring his service until he gets it back.

The initial cost can also be daunting.

A single commercial induction burner can cost nearly $1,500 on the low end, while a full six-burner induction range can cost over $20,000. Even massive 10 -burner, 5-foot long gas ranges typically cost half that. Before taking the plunge, it’s worth asking: will the long term savings make up for the shortterm cost? Because the latter is going to be steep. Over the long term, though, the cost savings are there, to say nothing of the ease of use.

“I enjoy not having the open flame,” says Lepine. “It keeps the kitchen a lot cooler. It’s mostly easy to clean up. You’re not getting that black, carbon-y kind of gunk all over your cooktop and stuff.”

“A gas range is something I don’t think I’ll ever miss.”

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Jamie Millette

National Account Sales Manager

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TIMELESS

DESIGN

If you know where to commit your hardearned dollars, good restaurant design can stand the test of time

By Judy Henderson

As hospitality designers, it’s our job to provide clients with a finished space that looks current. In my view, we also need to create a design that will stand the test of time and provide the client with true value. Trends are attractive but can be pitfalls in the long run. How many months do you think the client will get out of the latest table design? How many years will the artwork look fresh for? How much value will the client get out of each investment in each new element?

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DESIGN

NEW

THE PERFECT PORTION OF

CRUNCHY TOPPINGS

Our approach was simple: those elements that are not easy to replace were kept neutral. The stone floor for example — I remember looking at the budget and being taken aback for a second at the cost of the floor compared to the cost of other design elements. Flooring is not easily replaced but natural sandstone never looks dated. In fact, a good quality stone floor only looks better with age.

Looking at the floor today, it has stood the test of time. The same floor purchased today would be almost three times as expensive so it also provided significant savings in the budget. Knowing where and when to spend a little more to get longevity and impact is key.

The chair upholstery we chose back in 2006 makes me smile a little. Fabric has a surprisingly short shelf life, and that’s okay. If yours is a busy restaurant, upholstery will wear out quickly. Trendy patterned furniture and fabrics are risky if they hang around for too long, while trendy accents are easily replaced as trends change.

Since this project was completed, I’m pleased to say there have been great strides in LED lighting. Better colour temperature has made LEDs much more appealing — they deliver a warmer yellow light much like a candle. And for restaurants and other commercial operations, like hotels, they significantly

reduce energy and maintenance cost — something to think about when you have 10-metre ceilings!

Changes to lighting and paint are the most cost-effective ways to update a space and that’s true for restaurants too. I don’t know about you, but every time I stumble upon a red sink, I shake my head and wonder who has been giving them design advice. If you’re a super-high-end restaurant then go crazy with the latest style, but if you’re a little more conscious of budget and your footprint on this planet, white porcelain fixtures never go out of style.

A de s i g n e r k n ow s u p h o l s t e r y eventually wears out but stone floors do not. Understanding this ‘lifespan’ helps us deliver relevant design. Paint can always be changed on a whim but other elements need more budget and more planning. Simpler designs are far more likely to pass the test of time.

Remember to keep expensive items more neutral and timeless.

Splurge on signature signage, feature walls, and the bar. The extra investment here will ensure these areas stand the test of time. Budgets are always important, of course, but certain quality finishes like a solid wood bar or real stone flooring and architectural details like exposed beams will add longevity to the space.

Judy Henderson is the owner of Inside Design, a Vancouver firm that focuses on modern hospitality design. Based in Vancouver, B.C. with a list of global clients including Hilton, Western and Coast Hotels, Inside Design has an experienced team with a reputation for innovative design and precise project management.

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Jamie Millette

National Account Sales Manager

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ADVERTISING FEATURE

NEW, NOVEL

AND SPICY

Tabletop classics like Kraft Heinz Ketchup are finding new life in traditional dishes, while innovative new Renee’s Aiolis and Tapatío hot sauce are ready to heat up Canadian kitchens this fall.

By Kraft Heinz At Kraft Heinz, we’ve got you covered when it comes to condiments. For starters, Heinz Ketchup is a household name and foodservice staple that’s associated with time-tested tradition and taste. It’s the classic ketchup, and every BBQ, picnic, family outing and gathering reminds us of it. But we don’t just do ketchup: Heinz makes the number one mustard in foodservice, too. It’s a testament to Kraft Heinz’s dedication to quality and the belief that a common condiment done uncommonly well makes all the difference.

As we enter autumn and hockey season, you’ll find our condiments at home, or at your favourite sporting events and restaurants, whether they’re on the table or behind the scenes elevating seasonal fall favourites like your grandma’s baconwrapped meatloaf, or flakey, meaty tourtière. Whenever you need delicious condiments to deliver superior taste, quality and consistency to elevate that special dish on your menu, Kraft Heinz has you (and your grandma) covered.

As the new Corporate Chef for Kraft Heinz, I have the good fortune to live in Toronto. It’s one of the world’s most multicultural cities, and I’m able draw inspiration from friends from myriad different ethnic backgrounds who all grew up with eating different food than I did. And, thankfully, they enjoy sharing how they use Kraft Heinz condiments in everyday cooking with me.

They’re as busy as I am, and they use Kraft Heinz condiments as a shortcut toward recreating the traditional dishes that took their parents and grandparents hours to make. It’s “speed scratch” home cooking.

Without having to spend the long, slow hours over a stove that their parents and grandparents did, they can use Heinz Ketchup to lend sweet, tangy flavour to all sorts of dishes, like Chinese sweet-and-sour pork and General Tso’s chicken, pad Thai, Goan chicken vindaloo, Indian chicken curry and, surely, many others. Personally, I add Heinz Ketchup to my cocktail sauce to serve alongside fresh-poached shrimp. It also adds a tart, tangy deliciousness to my BBQ sauce, smoky campfire franks and beans and even salad dressings that I make from scratch, like Thousand Island and Catalina dressing.

I’ll let you in on another well-kept secret: My Canadian-born friends with Indian backgrounds use Kraft Miracle Whip — yes, Miracle Whip — to recreate their moms’ creamy chutney

sandwiches for tea time on cold winter days. Just a couple tablespoons of this magical stuff, found in almost every refrigerator, can be used in a variety of applications to add a creamy, sweet, tangy richness whenever it’s required. It turn a flavourful pesto into a creamy dip to pair with cassava chips, or it can add some flair to a smoked veggie kebab for a creative new snack or appetizer on your menu. All of these methods can be easily replicated in the restaurant industry to help speed up ticket times and drive down labour costs.

Kraft Heinz Ketchup, Mustard and Miracle Whip are the beloved classics, but our new line of Renee’s Lemon Dill, Chipotle, Roasted Garlic and Jalapeno Lime Aiolis and Kraft’s Bacon Aioli are where the excitement is, and the applications are endless. Anywhere you would normally use mayonnaise, you can substitute one our aiolis to elevate your dish and make sure it’s bursting with flavour.

More and more people want authentic ingredients, and our Renee’s line of aiolis are chock-full of real herbs and real spices, and they’re free of preservatives, artificial colours and artificial flavours. Every bite emphasizes the difference real ingredients make, and that you’re getting genuine, unadulterated flavours that take every dish from ordinary to extraordinary. The bright lemon and herb notes of Renee’s Lemon Dill Aioli transforms an everyday Tuna Salad sandwich into a culinary masterpiece. A dollop of Renee’s Jalapeno Lime Aioli adds a touch of heat and lively citrus notes to an otherwise mundane chicken salad. And, of course, Kraft’s Bacon Aioli adds another smoky, meaty “B” into your B.L.T. — and let’s face it, you can’t overdo bacon.

Another new, exciting addition to the Kraft Heinz’s foodservice portfolio is Tapatío Hot Sauce. The Tapatío Hot Sauce company was founded in Guadalajara, Mexico, by Jose-Luis Saavedray in 1971. “Tapatío” is a colloquial term for a Guadalajaran, but Saavedray has made it one of the best-known hot sauce brands in the United States.

Tapatío is a representation of authentic Guadalajara Hot Sauce.

It captures Guadalajara’s vibrant, colourful culture flavours. Kraft Heinz is thrilled to be sharing this hot sauce, which can best be described as a celebration of flavours in a bottle, to Canadian foodservice. Try it in your eggs, salsa, tacos, burgers and even wings. This perfect combination of spicy, sweet, salty and tangy will surely be your new favourite hot sauce.

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CRUNCHING NUMBERS

The Changing Face of Micromarkets A SEVEN-YEAR SURVEY SHOWS THE EVOLVING RESTAURANT SCENE IN URBAN CENTRES

By Travis Traini COUNTS OF FOODSERVICE PRODUCTS OFFERED WITHIN THE TRADE AREA – 2011 AND 2018 Top Products Offered

2011

2018

Baked Goods

15

19

Alcoholic Beverages

13

16

Coffee

15

14

Coffee - Specialty

7

13

Breakfast

10

12

North American

11

12

Sandwiches

11

11

French Fries

6

9

Salad

6

9

Dessert

4

7

Frozen Dessert

4

7

Soup

7

7

Asian - Japanese

3

6

Italian

3

4

Hamburger

6

5

Asian - Chinese

1

3

Chicken

1

3

Indian

1

3

Mediterranean

1

3

Pizza

1

3

Sandwich - Subs

3

3

Change 2018/2011

Source: fsSTRATEGY Inc.

In 2011 and 2018, fsSTRATEGY inventoried foodservice operations surrounding the 1.25 square kilometre space around the Square One Shopping Centre in Mississauga, Ontario. It’s the hub of the city, whose three quarter of a million people make it a highly-trafficked destination, with major regional attractions like the Living Arts Centre, Cineplex Cinemas and Celebration Square, which hosts concerts, festivals and movie nights. The diversity and high level of activity make it an instructive profile of Canadian foodservice trends in restaurant micro-markets in major urban centres.

From 2011 to 2018, the total number foodservice outlets in the area increased from 72 to 95, a 32 per cent increase. During that time, at least 26 outlets in the area were closed, re-branded or relocated. This change is largely due to the rotation of foodservice outlets in Square One Shopping Centre’s food court, which saw newer outlets replace older ones and an evolving and expanding local restaurant market. The chart below summarizes the most prevalent food products offered within the trade area in 2011 and 2018.

As shown, most product offerings increased in a fairly proportionate manner. The most noticeable difference in the mix of product offerings is the increase in specialty coffee compared to regular coffee outlets, which along with hamburger outlets suffered a net loss. Across categories, filling stations, where consumers can get a quick meal, snack or beverage, provided the most common customer experience, which like restaurant re-brandings and relocations is attributed to Square One’s food court. The quick-service model is still dominant as well, however, an increased proportion of operators started providing casual table service.

The majority of foodservice providers who remained in operation between the inventories were popular branded outlets and a smaller number of established area restaurants, while branded outlets made up the majority of 2018’s new additions, as well. Food trucks within Celebration Square were included in the 2018 inventory, adding constantly changing variety to the market. Square One’s new Food

District, a 34,000 square foot expansion, will likely contribute to sharp uptick in new outlet, as will the Rec Room, which will provide space for tastings, cooking classes, dinner parties and other special events.

Moving forward, destination areas can be expected to develop foodservice concepts which provide quality products as part of a shared experience with associated peripheral activities. Increasingly, customers in these types of destination markets want unique dining experiences that are high quality, more diverse and shareable with their friend, both in real life and online.

Travis Traini is a Consultant with fsSTRATEGY Inc. fsSTRATEGY is a niche consulting firm specializing in strategy in the hospitality industry with an emphasis on the foodservice sector to enhance customer satisfaction, revenues and return on investment. For additional information on fsSTRATEGY services, contact us at nextsteps@fsstrategy.com or 416-229-2290.

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AUTHENTIC ITALIAN CUISINE COMES FROM THE HEART. For 40 years, Carla’s Pasta TM has stayed true to their Italian heritage by delivering authentic homestyle pastas and sauces, from their family kitchen to foodservice operators across North America.

Carla’s Pasta offers authentic filled-pastas with carefully chosen combinations of high quality Italian-inspired ingredients, dolloped between their signature laminated pasta dough.

All of their pastas are prepared, lovingly, with Nonna’s touch.

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FOR MORE INFORMATION, CALL 1-800-288-8682 OR VISIT NESTLEPROFESSIONAL.CA

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